ABOUT THE SPEAKER
Simon Sinek - Leadership expert
Simon Sinek explores how leaders can inspire cooperation, trust and change. He's the author of the classic "Start With Why"; his latest book is "Leaders Eat Last."

Why you should listen

Fascinated by the leaders who make impact in the world, companies and politicians with the capacity to inspire, Simon Sinek has discovered some remarkable patterns in how they think, act and communicate. He wrote Start With Why: How Great Leaders Inspire Everyone to Take Action to explore his idea of the Golden Circle, what he calls "a naturally occurring pattern, grounded in the biology of human decision making, that explains why we are inspired by some people, leaders, messages and organizations over others." His newest work explores "circles of safety," exploring how to enhance feelings of trust and confidence in making bold decisions. It's the subject of his latest book, Leaders Eat Last.

An ethnographer by training, Sinek is an adjunct of the RAND Corporation. He writes and comments regularly for major publications and teaches graduate-level strategic communications at Columbia University.

More profile about the speaker
Simon Sinek | Speaker | TED.com
TED2014

Simon Sinek: Why good leaders make you feel safe

西蒙西·内克: 为什么好的领导能给你安全感?

Filmed:
12,536,564 views

什么塑造出一个杰出的领袖?管理理论学家西蒙西·内克说,好的领袖是一个让他的员工有安全感,并让员工进入一个充满信任的圈子的人。但是创造信任与安全,尤其是在不平等的经济环境中,意味着承担巨大的责任。
- Leadership expert
Simon Sinek explores how leaders can inspire cooperation, trust and change. He's the author of the classic "Start With Why"; his latest book is "Leaders Eat Last." Full bio

Double-click the English transcript below to play the video.

00:13
There's a man by the name名称 of Captain队长
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大名鼎鼎的
00:15
William威廉 Swenson斯文森
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威廉·斯文森队长,
00:17
who recently最近 was awarded颁发 the
congressional国会 Medal勋章 of Honor荣誉
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他被国会授予荣誉奖章,
00:20
for his actions行动 on September九月 8, 2009.
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因为他在2009 年 9 月 8 日的英勇行为。
00:25
On that day, a column of American美国
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在那一天,一支美国人和
00:28
and Afghan阿富汗 troops军队
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阿富汗人组成的部队
00:29
were making制造 their way
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正试图穿越
00:30
through通过 a part部分 of Afghanistan阿富汗
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阿富汗的一个地区,
00:33
to help protect保护
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去支援保护
00:37
a group of government政府 officials官员,
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一组政府官员,
00:38
a group of Afghan阿富汗 government政府 officials官员,
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这组阿富汗政府官员
00:40
who would be meeting会议 with some local本地
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将会会见
00:42
village elders长老.
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当地长老们。
00:43
The column came来了 under ambush伏击,
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这支队伍不幸被埋伏了,
00:46
and was surrounded包围 on three sides双方,
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被三方包围,
00:48
and amongst其中包括 many许多 other things,
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在一片混乱中,
00:51
Captain队长 Swenson斯文森 was recognized认可
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只见斯文森队长
00:53
for running赛跑 into live生活 fire
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冲入熊熊火焰,
00:55
to rescue拯救 the wounded负伤
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抢救伤员,
00:56
and pull out the dead.
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拖回死者的尸体。
01:00
One of the people he rescued获救 was a sergeant军士,
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其中一个被救者是一位中士,
01:03
and he and a comrade同志 were making制造 their way
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他和他的一位战友那时
01:05
to a medevac救伤 helicopter直升机.
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正在赶去一架医疗直升机的路上。
01:08
And what was remarkable卓越 about this day
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这一天特别的是,
01:10
is, by sheer绝对 coincidence巧合,
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非常巧,
01:12
one of the medevac救伤 medics医务人员
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这一天一位医疗队员的
01:14
happened发生 to have a GoProGoPro的 camera相机 on his helmet头盔
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头盔上正好装有GoPro的相机,
01:16
and captured捕获 the whole整个 scene现场 on camera相机.
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而且捕捉了事件的整个过程。
01:21
It shows节目 Captain队长 Swenson斯文森 and his comrade同志
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我们可以看到斯文森队长
01:24
bringing使 this wounded负伤 soldier士兵
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和他的队友带回
01:25
who had received收到 a gunshot枪击 to the neck颈部.
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这个颈部受枪伤的士兵。
01:30
They put him in the helicopter直升机,
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他们把伤员放入直升机,
01:33
and then you see Captain队长 Swenson斯文森 bend弯曲 over
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斯文森队长俯下身,
01:38
and give him a kiss
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给了他一个吻,
01:40
before he turns around to rescue拯救 more.
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然后又转身去救人。
01:45
I saw this, and I thought to myself,
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我看到这时,我想
01:48
where do people like that come from?
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那样的人来自哪里呢?
01:51
What is that? That is some deep, deep emotion情感,
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那是什么?那是一种很深、很深的感情,
01:54
when you would want to do that.
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才会让你想那么做。
01:55
There's a love there,
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那里充满爱。
01:57
and I wanted to know why is it that
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我想知道为什么
01:59
I don't have people that I work with like that?
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和我一起工作的人没有像那样的?
02:02
You know, in the military军事, they give medals奖牌
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你知道,在军队里,
02:04
to people who are willing愿意 to sacrifice牺牲 themselves他们自己
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奖章会颁给那些愿意牺牲自己
02:06
so that others其他 may可能 gain获得.
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成全他人的人。
02:08
In business商业, we give bonuses奖金 to people
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在商场中,我们把奖金给那些
02:10
who are willing愿意 to sacrifice牺牲 others其他
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喜欢牺牲别人、
02:12
so that we may可能 gain获得.
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成全自己的人。
02:13
We have it backwards向后. Right?
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这正好相反,对不对?
02:17
So I asked myself, where do
people like this come from?
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我问自己,像斯文森队长那样的人是怎么来的呢?
02:19
And my initial初始 conclusion结论 was
that they're just better people.
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我最初的结论是:他们只是更高尚的人。
02:22
That's why they're attracted吸引 to the military军事.
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那也是他们愿意投身军队的原因。
02:23
These better people are attracted吸引
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那些道德更高尚的人
02:25
to this concept概念 of service服务.
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被这种服务精神的概念所吸引。
02:28
But that's completely全然 wrong错误.
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但这个想法完全错了,
02:29
What I learned学到了 was that it's the environment环境,
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我发现真正的原因是环境,
02:32
and if you get the environment环境 right,
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如果你进入了正确的环境,
02:34
every一切 single one of us has the capacity容量
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我们每一个人都有能力
02:35
to do these remarkable卓越 things,
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做出这些了不起的事情,
02:37
and more importantly重要的, others其他 have that capacity容量 too.
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更重要的是,别人也有那样的能力。
02:40
I've had the great honor荣誉 of getting得到 to meet遇到
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我曾非常有幸地
02:42
some of these, who we would call heroes英雄,
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与那些被我们称为英雄的人会面,
02:45
who have put themselves他们自己 and put their lives生活
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他们不顾自己的生命安危
02:47
at risk风险 to save保存 others其他,
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去救助他人,
02:49
and I asked them, "Why would you do it?
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我问他们,“你们为什么要这样做?
02:51
Why did you do it?"
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为什么会这样做?“
02:53
And they all say the same相同 thing:
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他们都说了同样的话:
02:56
"Because they would have doneDONE it for me."
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“因为他们也会为我这么做。”
02:58
It's this deep sense of trust相信 and cooperation合作.
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这是深深的信任和合作。
03:01
So trust相信 and cooperation合作 are really important重要 here.
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所以信任和合作是非常重要的。
03:04
The problem问题 with concepts概念 of trust相信 and cooperation合作
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问题是,信任与合作
03:07
is that they are feelings情怀, they are not instructions说明.
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是种感觉,而不是指示。
03:09
I can't simply只是 say to you, "Trust相信 me," and you will.
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我不能直接对你说,“信任我”,你就信任我了。
03:12
I can't simply只是 instruct指导 two people
to cooperate合作, and they will.
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我不能直接指示两个人去合作,然后他们就合作了。
03:16
It's not how it works作品. It's a feeling感觉.
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不可能是这样的。这是一种感觉。
03:18
So where does that feeling感觉 come from?
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到底这种感觉从何而来?
03:21
If you go back 50,000 years年份
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如果你往回倒推 5 万年,
03:23
to the Paleolithic旧石器时代的 era时代,
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回到旧石器时代,
03:24
to the early days of Homo智人 sapiens智人,
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到智人生活的早期,
03:26
what we find is that the world世界
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我们会发现
03:28
was filled填充 with danger危险,
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世界充满了危险,
03:30
all of these forces军队 working加工 very, very hard to kill us.
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所有的力量都在努力要杀死我们。
03:34
Nothing personal个人.
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没有什么是只与个人有关的,
03:36
Whether是否 it was the weather天气,
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无论是天气,
03:38
lack缺乏 of resources资源,
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资源匮乏,
03:40
maybe a saber-toothed剑齿 tiger,
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或是牙齿锋利的老虎,
03:41
all of these things working加工
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所有这些东西都在
03:43
to reduce减少 our lifespan寿命.
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缩短人的寿命。
03:45
And so we evolved进化 into social社会 animals动物,
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于是,我们发展成为群居动物,
03:47
where we lived生活 together一起 and worked工作 together一起
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在部落里,我们一起生活与工作,
03:49
in what I call a circle of safety安全, inside the tribe部落,
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我把这个叫做安全圈,
03:53
where we felt like we belonged属于.
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我们在那里有归属感。
03:55
And when we felt safe安全 amongst其中包括 our own拥有,
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当我们在同伴中感到安全时,
03:57
the natural自然 reaction反应 was trust相信 and cooperation合作.
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自然的反应便是信任与合作。
04:01
There are inherent固有 benefits好处 to this.
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这带来了根本的益处,
04:02
It means手段 I can fall秋季 asleep睡着 at night
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意味着我可以晚上睡着觉,
04:03
and trust相信 that someone有人 from within
my tribe部落 will watch for danger危险.
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相信部落里有人在提防危险。
04:07
If we don't trust相信 each other, if I don't trust相信 you,
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如果我们不互相信任,如果我不相信你,
04:10
that means手段 you won't惯于 watch for danger危险.
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那就意味着你不会为别人留心危险。
04:11
Bad system系统 of survival生存.
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不好的幸存系统,
04:13
The modern现代 day is exactly究竟 the same相同 thing.
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完全就像现代社会这样。
04:15
The world世界 is filled填充 with danger危险,
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世界充满了危险,
04:17
things that are trying to frustrate阻挠 our lives生活
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那些试图挫败我们、
04:19
or reduce减少 our success成功,
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阻挠我们成功的事,
04:20
reduce减少 our opportunity机会 for success成功.
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减少了我们成功的机会。
04:22
It could be the upsUPS and downs起伏 in the economy经济,
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这可以是经济的波动,
04:24
the uncertainty不确定 of the stock股票 market市场.
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证券市场的漂移不定;
04:26
It could be a new technology技术 that renders呈现
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也可能是高新科技
04:28
your business商业 model模型 obsolete过时的 overnight过夜.
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使你的商业模式顷刻过时;
04:30
Or it could be your competition竞争
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或者是试图
04:32
that is sometimes有时 trying to kill you.
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压垮你的竞争,
04:34
It's sometimes有时 trying to put you out of business商业,
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有时它试图将你赶出市场,
04:36
but at the very minimum最低限度
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至少会
04:37
is working加工 hard to frustrate阻挠 your growth发展
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尽可能地阻止你的增长,
04:40
and steal your business商业 from you.
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并将你的生意偷走。
04:42
We have no control控制 over these forces军队.
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我们对这些力量无能为力。
04:44
These are a constant不变,
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它们是常态,
04:45
and they're not going away.
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不会从身边消失。
04:47
The only variable变量 are the conditions条件
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唯一的变量就是
04:49
inside the organization组织,
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组织内部的情况,
04:52
and that's where leadership领导 matters事项,
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这也是领导力起作用的地方,
04:54
because it's the leader领导 that sets the tone.
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因为是领袖决定了整体风气。
04:57
When a leader领导 makes品牌 the choice选择
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当领袖决定
04:59
to put the safety安全 and lives生活
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将团队成员的
05:01
of the people inside the organization组织 first,
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生命安全放在第一位,
05:03
to sacrifice牺牲 their comforts舒适 and sacrifice牺牲
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即便牺牲舒适和有形的资产也要保证安全,
05:06
the tangible有形 results结果, so that the people remain
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这样大家就会留下来,
05:09
and feel safe安全 and feel like they belong属于,
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并且有安全感和归属感,
05:11
remarkable卓越 things happen发生.
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这样奇迹也就会发生。
05:14
I was flying飞行 on a trip,
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我曾乘飞机旅行,
05:17
and I was witness见证 to an incident事件
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看到这样一个事件,
05:19
where a passenger乘客 attempted尝试 to board
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一位乘客想
05:21
before their number was called,
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提前登机,
05:24
and I watched看着 the gate agent代理人
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我看到门卫
05:27
treat对待 this man like he had broken破碎 the law,
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对待这个人
05:29
like a criminal刑事.
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像对待一个违法的罪犯。
05:31
He was yelled大叫 at for attempting尝试 to board
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因为想提前登机,
05:33
one group too soon不久.
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那个人被大声斥责。
05:35
So I said something.
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我于是说了些话。
05:36
I said, "Why do you have treat对待 us like cattle黄牛?
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我说:“你为什么把我们当作牛来对待?
05:39
Why can't you treat对待 us like human人的 beings众生?"
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你不能像对待人一样对待我们吗?”
05:42
And this is exactly究竟 what she said to me.
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这是她回答我的原话。
05:44
She said, "Sir先生, if I don't follow跟随 the rules规则,
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她说:“先生,如果我不遵守规则,
05:47
I could get in trouble麻烦 or lose失去 my job工作."
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我会陷入麻烦甚至丢掉工作。”
05:50
All she was telling告诉 me
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所有她告诉我的
05:52
is that she doesn't feel safe安全.
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都表明了她缺乏安全感。
05:53
All she was telling告诉 me is that
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所有她表达的话
05:56
she doesn't trust相信 her leaders领导者.
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都说明了她不信任她的上司。
05:59
The reason原因 we like flying飞行 Southwest西南 Airlines航空公司
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我们喜欢乘坐西南航空
06:02
is not because they necessarily一定 hire聘请 better people.
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不是因为它有更好的雇员,
06:04
It's because they don't fear恐惧 their leaders领导者.
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而是因为它的雇员不畏惧上司。
06:07
You see, if the conditions条件 are wrong错误,
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你看,当情况不对的时候,
06:09
we are forced被迫 to expend花费 our own拥有 time and energy能源
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我们被迫花费时间和能量
06:11
to protect保护 ourselves我们自己 from each other,
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去保护我们自己,
06:14
and that inherently本质 weakens削弱 the organization组织.
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这从本质上削弱了一个组织。
06:17
When we feel safe安全 inside the organization组织,
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当我们在组织内部有安全感时,
06:19
we will naturally自然 combine结合 our talents人才
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我们会自然地结合我们的特长
06:21
and our strengths优势 and work tirelessly孜孜不倦地
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和力量,并不知劳累地
06:23
to face面对 the dangers危险 outside
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去面对外面的危险,
06:25
and seize抢占 the opportunities机会.
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同时抓住机会。
06:28
The closest最近的 analogy比喻 I can give
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关于一个好领袖是什么样的,
06:30
to what a great leader领导 is, is like being存在 a parent.
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我可以给出的最贴切的类比就是家长。
06:33
If you think about what being存在 a great parent is,
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如果你想想一个好家长是什么样的,
06:34
what do you want? What makes品牌 a great parent?
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你想要什么?什么会塑造一个好家长?
06:36
We want to give our child儿童 opportunities机会,
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我们想给我们的孩子机会,
06:38
education教育, discipline学科 them when necessary必要,
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教育,并在必要时训诫他们,
06:40
all so that they can grow增长 up and achieve实现 more
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所有这一切都是为了他们可以长大,
06:42
than we could for ourselves我们自己.
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并且比我们更有成就。
06:45
Great leaders领导者 want exactly究竟 the same相同 thing.
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伟大的领袖也是这样的。
06:47
They want to provide提供 their people opportunity机会,
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他们想为团队成员提供机会、
06:48
education教育, discipline学科 when necessary必要,
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教育,以及必要的训诫,
06:50
build建立 their self-confidence自信心, give
them the opportunity机会 to try and fail失败,
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帮助他们建立自信,给他们尝试和犯错的机会,
06:53
all so that they could achieve实现 more
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为了他们可以获得
06:55
than we could ever imagine想像 for ourselves我们自己.
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超出我们想象的成就。
06:59
Charlie查理 Kim, who's谁是 the CEOCEO of
a company公司 called Next下一个 Jump
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查理·金,纽约一家叫做Next Jump的
07:02
in New York纽约 City, a tech高科技 company公司,
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科技公司的CEO,
07:05
he makes品牌 the point that
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他指出,
07:07
if you had hard times in your family家庭,
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如果你的家庭遇到困难,
07:09
would you ever consider考虑 laying铺设
off one of your children孩子?
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你会考虑牺牲你自己的一个孩子吗?
07:12
We would never do it.
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我们绝不会这样做。
07:13
Then why do we consider考虑 laying铺设 off people
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但为什么我们要考虑
07:15
inside our organization组织?
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在我们的组织中裁员呢?
07:17
Charlie查理 implemented实施 a policy政策
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查理采用了
07:20
of lifetime一生 employment雇用.
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终生雇佣制度。
07:22
If you get a job工作 at Next下一个 Jump,
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如果你在Next Jump获得了工作,
07:23
you cannot不能 get fired解雇 for performance性能 issues问题.
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你不会因为表现不好被开除。
07:27
In fact事实, if you have issues问题,
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实际上,如果你有问题,
07:29
they will coach教练 you and they will give you support支持,
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他们会训练你,并给你支持,
07:32
just like we would with one of our children孩子
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就像我们对待
07:33
who happens发生 to come home with a C from school学校.
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带着一个等级C回家的孩子一样。
07:36
It's the complete完成 opposite对面.
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这是完全不同的方式。
07:37
This is the reason原因 so many许多 people
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这也是为什么许多人
07:39
have such这样 a visceral内脏 hatred, anger愤怒,
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拿着微薄的工资和奖金
07:43
at some of these banking银行业 CEOs老总
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对一些银行的CEO
07:45
with their disproportionate不成比例
salaries工资 and bonus奖金 structures结构.
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有发自内心的仇恨和愤怒。
07:47
It's not the numbers数字.
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这不是因为薪水的多少,
07:49
It's that they have violated违反 the
very definition定义 of leadership领导.
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而是因为他们亵渎了领袖的定义。
07:52
They have violated违反 this deep-seated根深蒂固 social社会 contract合同.
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他们违反了这根深蒂固的社会契约。
07:55
We know that they allowed允许 their people
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他们会让组织成员做牺牲,
07:57
to be sacrificed牺牲 so they could
protect保护 their own拥有 interests利益,
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以保全他们自己的利益,
07:59
or worse更差, they sacrificed牺牲 their people
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甚至更糟的是他们会牺牲组织成员,
08:02
to protect保护 their own拥有 interests利益.
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去保护他们自己的利益。
08:04
This is what so offends冒犯 us, not the numbers数字.
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这是让我们感到被冒犯的原因,不是薪水。
08:07
Would anybody任何人 be offended生气 if we gave
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会有人因为我们给甘地
08:08
a $150 million百万 bonus奖金 to Gandhi甘地?
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1.5 亿美元的奖金而觉得被冒犯么?
08:11
How about a $250 million百万 bonus奖金 to Mother母亲 Teresa邓丽君?
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会有人因为给特蕾莎修女 2.5 亿美元的奖金被激怒么?
08:14
Do we have an issue问题 with that? None没有 at all.
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我们会对这感到不愉快么?绝对不会。
08:17
None没有 at all.
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绝对不会。
08:18
Great leaders领导者 would never sacrifice牺牲
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伟大的领袖绝不会牺牲
08:20
the people to save保存 the numbers数字.
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人民去拯救数字。
08:22
They would sooner sacrifice牺牲 the numbers数字
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他们会立即牺牲数字去
08:23
to save保存 the people.
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拯救人民。
08:26
Bob短发 Chapman查普曼, who runs运行
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鲍勃·查普曼,在中东经营
08:28
a large manufacturing制造业 company公司 in the Midwest中西部
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一家大型生产工厂,
08:31
called Barry-Wehmiller巴里Wehmiller公司,
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叫Barry-Wehmiller,
08:33
in 2008 was hit击中 very hard by the recession不景气,
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2008年受经济萧条严重的打击,
08:38
and they lost丢失 30 percent百分 of their orders命令 overnight过夜.
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他们一夜间丧失 30% 的订单。
08:42
Now in a large manufacturing制造业 company公司,
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对于一个大的生产公司来说,
08:43
this is a big deal合同,
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这是非常严重的,
08:45
and they could no longer afford给予 their labor劳动 pool.
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他们不再有能力支付人员工资,
08:48
They needed需要 to save保存 10 million百万 dollars美元,
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他们需要省出 1000 万美元。
08:50
so, like so many许多 companies公司 today今天,
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因此,像许多现在的公司一样,
08:52
the board got together一起 and discussed讨论 layoffs裁员.
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董事会集中并开始商讨裁员。
08:55
And Bob短发 refused拒绝.
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但是鲍勃拒绝了。
08:57
You see, Bob短发 doesn't believe in head counts计数.
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你们看,鲍勃不相信人头数,
09:01
Bob短发 believes相信 in heart counts计数,
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鲍勃相信人心数,
09:04
and it's much more difficult to simply只是 reduce减少
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简单地去减少人心数
09:07
the heart count计数.
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是更困难的。
09:09
And so they came来了 up with a furlough放假 program程序.
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所以他们想出了度假项目。
09:12
Every一切 employee雇员, from secretary秘书 to CEOCEO,
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所有的雇员,无论是秘书还是CEO,
09:14
was required需要 to take four weeks of unpaid未付 vacation假期.
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被要求接受一个4周的无薪假期。
09:17
They could take it any time they wanted,
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他们可以选择任意时间,
09:19
and they did not have to take it consecutively连续.
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而且他们不需要一次性用完假期。
09:22
But it was how Bob短发 announced公布 the program程序
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鲍勃是这样宣布
09:23
that mattered要紧 so much.
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这个重要的项目的。
09:25
He said, it's better that we should all suffer遭受 a little
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他说,我们大家都牺牲一点,
09:28
than any of us should have to suffer遭受 a lot,
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比完全牺牲我们其中的任何人,要好得多。
09:31
and morale情绪 went up.
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员工的斗志上来了。
09:34
They saved保存 20 million百万 dollars美元,
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他们省下了 2 千万美元,
09:37
and most importantly重要的, as would be expected预期,
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最重要的,也在预料之中的是,
09:39
when the people feel safe安全 and protected保护
by the leadership领导 in the organization组织,
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当人们感到安全,感到被领导力保护的时候,
09:42
the natural自然 reaction反应 is to trust相信 and cooperate合作.
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人们自然的反应就是信任与合作。
09:45
And quite相当 spontaneously自发, nobody没有人 expected预期,
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超出大家预想的,
09:48
people started开始 trading贸易 with each other.
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人们开始自发地互相帮助。
09:50
Those who could afford给予 it more
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那些能够承担多一些无薪假期的人,
09:51
would trade贸易 with those who could afford给予 it less.
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向无力承担的人购买假期。
09:53
People would take five weeks
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有些人愿意休五周的假,
09:55
so that somebody else其他 only had to take three.
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这样一来别人就只需要休三周的假。
09:59
Leadership领导 is a choice选择. It is not a rank.
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领导力力是一种选择,不是等级。
10:02
I know many许多 people at the seniormostseniormost
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我认识很多组织的
10:03
levels水平 of organizations组织
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最高领导层,
10:05
who are absolutely绝对 not leaders领导者.
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但他们绝对不算领袖。
10:06
They are authorities当局, and we do what they say
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他们是权威,而我们按他们所说的做,
10:09
because they have authority权威 over us,
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是因为他们有高于我们的权限,
10:12
but we would not follow跟随 them.
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但是我们不愿追随他们。
10:14
And I know many许多 people
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我认识许多人
10:16
who are at the bottoms底部 of organizations组织
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在企业底层
10:17
who have no authority权威
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没有任何权威,
10:18
and they are absolutely绝对 leaders领导者,
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但他们是真正的领袖,
10:20
and this is because they have chosen选择 to look after
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因为他们关照
10:22
the person to the left of them,
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他们左边的人,
10:24
and they have chosen选择 to look after
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也关照
10:25
the person to the right of them.
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他们右边的人,
10:27
This is what a leader领导 is.
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这才是真正的领袖。
10:31
I heard听说 a story故事
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我听说过一个故事,
10:35
of some Marines海军陆战队员
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一些海军陆战队员
10:36
who were out in theater剧院,
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外出在一家影院里,
10:39
and as is the Marine海洋 custom习惯,
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他们穿着军服,
10:41
the officer ate last,
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那个军官让队员们先吃,
10:44
and he let his men男人 eat first,
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他最后一个吃,
10:47
and when they were doneDONE,
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当队员们吃完后,
10:49
there was no food餐饮 left for him.
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已没有食物留给他。
10:53
And when they went back out in the field领域,
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当他们回到营地,
10:56
his men男人 brought him some of their food餐饮
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他的士兵们拿出一些自己的食物,
10:59
so that he may可能 eat,
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让他们的军官吃,
11:00
because that's what happens发生.
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因为这样的事常发生。
11:03
We call them leaders领导者 because they go first.
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我们称他们为领袖,因为他们总是身先士卒。
11:05
We call them leaders领导者 because they take the risk风险
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我们称他们为领袖,因为他们
11:07
before anybody任何人 else其他 does.
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总是第一个承担风险。
11:09
We call them leaders领导者 because they will choose选择
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我们称他们为领袖,因为他们
11:11
to sacrifice牺牲 so that their people
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会选择奉献自己来保护
11:13
may可能 be safe安全 and protected保护
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他的人民的安全,
11:14
and so their people may可能 gain获得,
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让他的人民获益。
11:16
and when we do, the natural自然 response响应
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而当我们这样做时,很自然的结果是,
11:19
is that our people will sacrifice牺牲 for us.
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我们的人民会为我们做出牺牲。
11:23
They will give us their blood血液 and sweat and tears眼泪
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他们会献出他们的血汗和欢笑、泪水,
11:25
to see that their leader's领导者 vision视力 comes to life,
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为了看到他们领袖的愿景变为现实,
11:29
and when we ask them, "Why would you do that?
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当我问他们,“你们为什么会那样做?
11:32
Why would you give your blood血液 and sweat and tears眼泪
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为什么你们会献出你们的血汗和欢笑、泪水
11:34
for that person?" they all say the same相同 thing:
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给那个人?”他们都给出了同样的回答:
11:38
"Because they would have doneDONE it for me."
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“因为他们也会这样为我做的。”
11:41
And isn't that the organization组织
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难道这不是我们都想
11:43
we would all like to work in?
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在其中工作的组织么?
11:45
Thank you very much.
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非常感谢。
11:48
Thank you. (Applause掌声)
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感谢。(掌声)
11:52
Thank you. (Applause掌声)
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感谢。(掌声)
Translated by Xiaoou Chen
Reviewed by Xuying Wu

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ABOUT THE SPEAKER
Simon Sinek - Leadership expert
Simon Sinek explores how leaders can inspire cooperation, trust and change. He's the author of the classic "Start With Why"; his latest book is "Leaders Eat Last."

Why you should listen

Fascinated by the leaders who make impact in the world, companies and politicians with the capacity to inspire, Simon Sinek has discovered some remarkable patterns in how they think, act and communicate. He wrote Start With Why: How Great Leaders Inspire Everyone to Take Action to explore his idea of the Golden Circle, what he calls "a naturally occurring pattern, grounded in the biology of human decision making, that explains why we are inspired by some people, leaders, messages and organizations over others." His newest work explores "circles of safety," exploring how to enhance feelings of trust and confidence in making bold decisions. It's the subject of his latest book, Leaders Eat Last.

An ethnographer by training, Sinek is an adjunct of the RAND Corporation. He writes and comments regularly for major publications and teaches graduate-level strategic communications at Columbia University.

More profile about the speaker
Simon Sinek | Speaker | TED.com