TEDxPuget Sound
Simon Sinek: How great leaders inspire action
賽門西奈克：偉大的領袖如何鼓動行為
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48,856,581 views
賽日西奈克有個簡單卻很有力量的模式來告訴我們具啟發性的領導力都以一個問〝為什麼〝的黃金圈開始。他的例子包括蘋果電腦、馬丁路德金恩博士和萊特兄弟—以及失敗的例子如履戰履敗的Tivo（直到最近一場法院的判決才使它的股價上漲三倍）
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." Full bio
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.
00:16
How do you explain when
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你會怎麼解釋
00:18
things don't go as we assume?
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當事情不如我們所想的一般時？
00:20
Or better, how do you explain
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或者更好的是，你如何解釋
00:23
when others are able to achieve things
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當其他人能夠完成似乎
00:25
that seem to defy all of the assumptions?
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違反所有假設的事時？
00:27
For example:
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比如：
00:29
Why is Apple so innovative?
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為什麼蘋果電腦這麼地有創意？
00:31
Year after year, after year, after year,
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年復年
00:33
they're more innovative than all their competition.
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他們比其他的競爭對手都要有創意
00:36
And yet, they're just a computer company.
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然而，他們只是一個電腦公司
00:38
They're just like everyone else.
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就像其他電腦公司一樣
00:40
They have the same access to the same talent,
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他們對有同樣才華的人有相同的管道接觸
00:42
the same agencies, the same consultants, the same media.
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同樣的廣告商、同樣的顧問、同樣的媒體
00:45
Then why is it that they
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那麼為什麼他們
00:47
seem to have something different?
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似乎有點與眾不同？
00:50
Why is it that Martin Luther King
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為什麼是馬汀路德金恩
00:52
led the Civil Rights Movement?
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領導黑人民權運動？
00:54
He wasn't the only man
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他不是唯一一個
00:56
who suffered in a pre-civil rights America,
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在美國受到平等公民權不公平待遇的人
00:58
and he certainly wasn't the only great orator of the day.
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而且他絕不是當時最偉大的演說家
01:00
Why him?
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為什麼是他？
01:02
And why is it that the Wright brothers
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而為什麼是華特兄弟
01:05
were able to figure out controlled, powered man flight
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能夠想到控制力量，操控飛機
01:08
when there were certainly other teams who were
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當正有其他團隊
01:10
better qualified, better funded ...
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更有資格、更有資本
01:13
and they didn't achieve powered man flight,
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然而他們並沒有完成飛機
01:16
and the Wright brothers beat them to it.
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反而是華特兄弟打敗他們完成了這件事。
01:18
There's something else at play here.
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這似乎有其他的因素在其中
01:21
About three and a half years ago
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大約三年半前
01:23
I made a discovery.
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我有一個發現
01:25
And this discovery profoundly changed
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而這個發現深深地改變
01:28
my view on how I thought the world worked,
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我對世界運作方式的看法
01:31
and it even profoundly changed the way in which
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而它甚至深深改變
01:33
I operate in it.
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我生活的方式
01:37
As it turns out, there's a pattern.
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因為它變成—有個模式
01:40
As it turns out, all the great and inspiring leaders
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而它引證了，所有偉大且具有啟發性的領袖
01:42
and organizations in the world --
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以及世界上的機構
01:44
whether it's Apple or Martin Luther King or the Wright brothers --
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不管是蘋果電腦，或馬汀路德金恩或華特兄弟
01:47
they all think, act and communicate
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他們都以同樣的方式
01:49
the exact same way.
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思考、行動與溝通
01:51
And it's the complete opposite
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而這也完全與其他人
01:53
to everyone else.
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相反
01:55
All I did was codify it,
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我做的事就是解讀它
01:57
and it's probably the world's
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而它或許是世界上
01:59
simplest idea.
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最簡單的想法
02:01
I call it the golden circle.
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我稱它做黃金圈
02:11
Why? How? What?
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為什麼？怎麼做？做什麼？
02:14
This little idea explains
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這個小小的想法解釋了
02:16
why some organizations and some leaders
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為什麼有些機構和有些領袖
02:18
are able to inspire where others aren't.
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能夠激勵群眾而別人做不到
02:20
Let me define the terms really quickly.
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讓我很快地定義這些詞
02:22
Every single person, every single organization on the planet
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在這個星球上的每個人，每個機構都
02:25
knows what they do,
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知道他們在做什麼 －
02:27
100 percent.
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百分之百肯定
02:29
Some know how they do it,
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有些知道如何做事
02:31
whether you call it your differentiated value proposition
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這裡可以叫做是你不同的價值主張
02:33
or your proprietary process or your USP.
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或者你的屬性過程或你的USP (賣點)
02:36
But very, very few people or organizations
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但很少很少人或機構
02:39
know why they do what they do.
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知道為什麼做他們正在做的事
02:41
And by "why" I don't mean "to make a profit."
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而〞為什麼〞不是指〞創造利潤“
02:43
That's a result. It's always a result.
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那是結果。它永遠是結果。
02:45
By "why," I mean: What's your purpose?
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〞為什麼〞指的是：你的目的是什麼？
02:47
What's your cause? What's your belief?
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你的出發點是什麼？你的信念是什麼？
02:50
Why does your organization exist?
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為什麼你的機構存在？
02:53
Why do you get out of bed in the morning?
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為什麼你早上要起床？
02:55
And why should anyone care?
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而且為什麼其他人要在乎？
02:58
Well, as a result, the way we think, the way we act,
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好的，結果是我們所想、所為
03:00
the way we communicate is from the outside in.
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以及我們所溝通的方式都是由外而內的
03:02
It's obvious. We go from the clearest thing to the fuzziest thing.
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很明顯。我們從最清楚到最模糊不明
03:05
But the inspired leaders
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但激勵人的領導者
03:07
and the inspired organizations --
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以及激勵人們的機構
03:09
regardless of their size, regardless of their industry --
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不管它們的規模，不管它們的產業
03:12
all think, act and communicate
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都以由內而外的方式
03:14
from the inside out.
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去思考、行動與溝通
03:17
Let me give you an example.
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讓我給你們舉個例子
03:19
I use Apple because they're easy to understand and everybody gets it.
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我使用蘋果電腦是因為它很容易明白，而所有人都明白它
03:22
If Apple were like everyone else,
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如果蘋果電腦就像其他的電腦
03:25
a marketing message from them might sound like this:
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給的行銷訊息很可能聽起來像
03:28
"We make great computers.
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我們製造最棒的電腦
03:31
They're beautifully designed, simple to use
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他們都有美好的設計、容易上手
03:33
and user friendly.
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也迎合使用者的要求
03:35
Want to buy one?" "Meh."
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想買一台嗎？...呃，不要。
03:38
And that's how most of us communicate.
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這就是多數人溝通的方式
03:40
That's how most marketing is done, that's how most sales is done
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這就是多數行銷的方式。 這是多數業務銷售的方式
03:42
and that's how most of us communicate interpersonally.
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而這也是我們多數人與人相處時的溝通方式
03:44
We say what we do, we say how we're different or how we're better
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我們說我們做了什麼，我們說我們如何不同或我們如何比較好
03:47
and we expect some sort of a behavior,
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然後我們期待某種行為
03:49
a purchase, a vote, something like that.
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可能是購買行為、投票行為或這類的事
03:51
Here's our new law firm:
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這裡是我們新的法律公司
03:53
We have the best lawyers with the biggest clients,
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我們有最好的律師和最大的客戶
03:55
we always perform for our clients who do business with us.
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我們總是為和我們做生意的客戶著想
03:57
Here's our new car:
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這是我們的新車
03:59
It gets great gas mileage, it has leather seats, buy our car.
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它有很好的油耗表現。它有皮革製的座椅。買我們的車吧。
04:02
But it's uninspiring.
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但這都不激勵人心
04:04
Here's how Apple actually communicates.
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這裡有蘋果電腦實際上溝通的方式：
04:08
"Everything we do,
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我們所做的每件事
04:10
we believe in challenging the status quo.
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我們相信都在挑戰現狀
04:13
We believe in thinking differently.
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我們相信用不同的角度思考
04:16
The way we challenge the status quo
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我們挑戰現狀的方式
04:18
is by making our products beautifully designed,
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是使我們的產品有美好的設計
04:21
simple to use and user friendly.
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容易使用而且迎合使用者。
04:23
We just happen to make great computers.
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我們只是恰巧做了很棒的電腦。
04:26
Want to buy one?"
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想要買一台嗎？
04:28
Totally different right? You're ready to buy a computer from me.
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完全不一樣，對吧？你準備要從我這裡買一台電腦了。
04:31
All I did was reverse the order of the information.
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我只要改變資訊的順序
04:33
What it proves to us is that people don't buy what you do;
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這個例子告訴我們人們不會買你做了什麼
04:36
people buy why you do it.
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人們要買你為什麼做它
04:38
People don't buy what you do; they buy why you do it.
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人們不會買你做什麼；他們要買你的為什麼。
04:40
This explains why
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這解釋了為什麼
04:42
every single person in this room
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在場的每個人
04:44
is perfectly comfortable buying a computer from Apple.
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都對買蘋果電腦感到很好
04:47
But we're also perfectly comfortable
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但我們也同樣感覺很好
04:49
buying an MP3 player from Apple, or a phone from Apple,
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當購買蘋果電腦 的MP3播放器，或蘋果電腦的手機
04:52
or a DVR from Apple.
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或蘋果電腦的DVR
04:54
But, as I said before, Apple's just a computer company.
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但如同我前述所說，蘋果電腦只是一家電腦公司
04:56
There's nothing that distinguishes them
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結構上沒有什麼使它們與
04:58
structurally from any of their competitors.
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其他的競爭者不同
05:00
Their competitors are all equally qualified to make all of these products.
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他們的競爭者都有同樣能力做這些產品
05:03
In fact, they tried.
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事實上，他們試過
05:05
A few years ago, Gateway came out with flat screen TVs.
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幾年前，Gateway推出他們的平面電視
05:08
They're eminently qualified to make flat screen TVs.
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他們很明顯夠資格製造平面電視
05:10
They've been making flat screen monitors for years.
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他們已經做平面監視器好幾年了
05:13
Nobody bought one.
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沒有人買
05:20
Dell came out with MP3 players and PDAs,
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戴爾電腦推出mp3播放器與PDA.
05:23
and they make great quality products,
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他們的產品都有很好的品質
05:25
and they can make perfectly well-designed products --
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而且他們也能完美地製造精美設計的產品
05:28
and nobody bought one.
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然而沒有人買。
05:30
In fact, talking about it now, we can't even imagine
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事實上，現在我們說這些事，我們甚至無法想像
05:32
buying an MP3 player from Dell.
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從戴爾電腦買一台mp3播放器
05:34
Why would you buy an MP3 player from a computer company?
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為什麼你會從一家電腦公司買一台mp3播放器？
05:36
But we do it every day.
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但我們每天都這麼做
05:38
People don't buy what you do; they buy why you do it.
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人們不買你做什麼；他們買你的為什麼
05:40
The goal is not to do business
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目標不是
05:42
with everybody who needs what you have.
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與每個需要你有什麼的人在做生意
05:46
The goal is to do business with people
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目標是要與
05:48
who believe what you believe.
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那些相信你所相信的人做生意
05:51
Here's the best part:
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這就是最美好的部份
05:53
None of what I'm telling you is my opinion.
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我告訴你們的都不是我個人的意見
05:55
It's all grounded in the tenets of biology.
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這在生物學裡證實
05:58
Not psychology, biology.
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不是心理學，是生物學
06:00
If you look at a cross-section of the human brain, looking from the top down,
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如果你去看人腦裡的切面，從上往下看
06:03
what you see is the human brain is actually broken
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你看到的人腦實際上是
06:05
into three major components
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分成三個主要部份的
06:07
that correlate perfectly with the golden circle.
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這和黃金圈完美地相關
06:10
Our newest brain, our Homo sapien brain,
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我們最新的腦，或說我們人類的腦
06:13
our neocortex,
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我們的大腦皮層
06:15
corresponds with the "what" level.
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對應的是〞什麼〞的層次
06:17
The neocortex is responsible for all of our
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大腦皮層負責我們所有的
06:19
rational and analytical thought
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理性、分析的想法
06:21
and language.
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以及語言
06:23
The middle two sections make up our limbic brains,
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中間兩個部份組成我們腦的邊緣
06:26
and our limbic brains are responsible for all of our feelings,
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而我們邊緣的腦是負責所有的感情
06:29
like trust and loyalty.
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如信任與忠誠
06:32
It's also responsible for all human behavior,
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它也同時負責所有人類的行為
06:34
all decision-making,
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所有的決策
06:36
and it has no capacity for language.
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而它沒有語言的空間
06:39
In other words, when we communicate from the outside in,
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換句話說，當我們從外而內地溝通時
06:42
yes, people can understand vast amounts of complicated information
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是的，人們可以了解很多複雜的資訊量
06:45
like features and benefits and facts and figures.
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像是特色、好處、事實與數字
06:48
It just doesn't drive behavior.
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但這不能刺激行為
06:50
When we can communicate from the inside out,
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當我們能由內而外溝通時
06:52
we're talking directly to the part of the brain
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我們就正對著我們的腦說話
06:54
that controls behavior,
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那控制行為的腦
06:56
and then we allow people to rationalize it
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然後我們允許人們去分析它
06:58
with the tangible things we say and do.
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以我們可以說與做的可見事物
07:00
This is where gut decisions come from.
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這就是我們用膽識做決定的來源
07:02
You know, sometimes you can give somebody
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你們知道，有時候你們可以給人們
07:04
all the facts and figures,
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所有的事實與數字
07:06
and they say, "I know what all the facts and details say,
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然後他們說，〞我知道事實與細節是什麼，
07:08
but it just doesn't feel right."
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但就是感覺不對勁〞
07:10
Why would we use that verb, it doesn't "feel" right?
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為什麼我們會用這個動詞，〝感覺〞不對勁？
07:13
Because the part of the brain that controls decision-making
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因為管控決策的腦
07:15
doesn't control language.
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並不管控語言
07:17
And the best we can muster up is, "I don't know. It just doesn't feel right."
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而我們最多能整理出的是〝我不知道，就是覺得不對〞
07:20
Or sometimes you say you're leading with your heart,
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或者有時你說你隨心所欲
07:22
or you're leading with your soul.
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或者你跟隨你靈魂的聲音
07:24
Well, I hate to break it to you, those aren't other body parts
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嗯，我很不想對你說，那些都不是身體的其他部份
07:26
controlling your behavior.
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在控制你的行為
07:28
It's all happening here in your limbic brain,
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所有的發生都在你邊緣的腦裡
07:30
the part of the brain that controls decision-making and not language.
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是控制決策而不是語言的腦
07:33
But if you don't know why you do what you do,
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但如果你不知道為什麼做你正在做的事
07:36
and people respond to why you do what you do,
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而人們對為什麼你正在做的事有反應
07:39
then how will you ever get people
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然後甚至是你如何贏得人們
07:42
to vote for you, or buy something from you,
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的選票或買你的東西
07:44
or, more importantly, be loyal
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或更重要的，忠實
07:46
and want to be a part of what it is that you do.
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而且想成為你正在做的事的一份子
07:49
Again, the goal is not just to sell to people who need what you have;
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再一次，目標不是僅僅將需要你所有賣給需要的人而已
07:52
the goal is to sell to people who believe what you believe.
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目標是要賣東西給那些相信你所相信的事的人
07:55
The goal is not just to hire people
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目標不是只在雇
07:57
who need a job;
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那些需要工作的人
07:59
it's to hire people who believe what you believe.
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而是要雇用那些相信你所相信的事的人
08:02
I always say that, you know,
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我會一直這麼說，你知道。
08:07
if you hire people just because they can do a job, they'll work for your money,
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如果你雇用人僅是因為他們能做事，他們將會為了你的錢而做事
08:10
but if you hire people who believe what you believe,
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但如果你雇用那些相信你所相信的人們
08:12
they'll work for you with blood and sweat and tears.
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他們將與你工作：用血汗與淚水。
08:14
And nowhere else is there a better example of this
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而沒有比這個萊特兄弟
08:16
than with the Wright brothers.
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更好的例子了
08:18
Most people don't know about Samuel Pierpont Langley.
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多數人不認識Samuel Pierpont Langley.
08:21
And back in the early 20th century,
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在20世紀初
08:24
the pursuit of powered man flight was like the dot com of the day.
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追尋人類飛翔就像今天的網路公司一樣
08:27
Everybody was trying it.
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每個人都在嘗試
08:29
And Samuel Pierpont Langley had, what we assume,
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而Samuel Pierpont Langley曾經擁有，我們假設的
08:32
to be the recipe for success.
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成功的關鍵
08:35
I mean, even now, you ask people,
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我的意思是，即使現在，你去問人們
08:37
"Why did your product or why did your company fail?"
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〝為什麼你的產品為或什麼你的公司失敗？〞
08:39
and people always give you the same permutation
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而人們總會給你
08:41
of the same three things:
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相類似的三個原因
08:43
under-capitalized, the wrong people, bad market conditions.
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資金不足，不適合的人，市場情況不良
08:46
It's always the same three things, so let's explore that.
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總是這相同的三個原因，所以我們來研究一下
08:49
Samuel Pierpont Langley
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Samuel Pierpont Langley
08:51
was given 50,000 dollars by the War Department
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從國防部得到5萬美金
08:54
to figure out this flying machine.
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去研發這個飛行機器
08:56
Money was no problem.
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資金不是問題
08:58
He held a seat at Harvard
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他有哈佛大學的學位
09:00
and worked at the Smithsonian and was extremely well-connected;
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在Smithsonian工作而且有很好的人脈
09:03
he knew all the big minds of the day.
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他認識當時所有著名的知識份子
09:05
He hired the best minds
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他雇用最好的人才
09:07
money could find
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資金有管道
09:09
and the market conditions were fantastic.
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而市場情況呈現一片榮景
09:11
The New York Times followed him around everywhere,
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紐約時報跟著他到處跑
09:14
and everyone was rooting for Langley.
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而且每個人都為Langley加油
09:16
Then how come we've never heard of Samuel Pierpont Langley?
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那麼你怎麼會從沒聽過Samuel Pierpont Langley？
09:19
A few hundred miles away in Dayton Ohio,
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幾百英哩遠在俄亥俄州的Dayton
09:22
Orville and Wilbur Wright,
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萊特兄弟
09:24
they had none of what we consider
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他們沒有我們認為的
09:26
to be the recipe for success.
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成功關鍵
09:28
They had no money;
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他們沒有資金
09:30
they paid for their dream with the proceeds from their bicycle shop;
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他們用他們腳踏車店裡的現金來支付他們的夢想
09:33
not a single person on the Wright brothers' team
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沒有任何一個在萊特兄弟的團隊裡
09:35
had a college education,
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的人有大學學歷
09:37
not even Orville or Wilbur;
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兄弟倆都沒有
09:39
and The New York Times followed them around nowhere.
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而他們也沒有紐約時報的報導
09:42
The difference was,
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不同的是
09:44
Orville and Wilbur were driven by a cause,
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萊特兄弟是有個目的去驅動他們的
09:46
by a purpose, by a belief.
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因為目的、因為相信
09:48
They believed that if they
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他們相信如果他們
09:50
could figure out this flying machine,
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能想出這架飛行機器
09:52
it'll change the course of the world.
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這將改變世界的軌道
09:55
Samuel Pierpont Langley was different.
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Samuel Pierpont Langley 不同
09:57
He wanted to be rich, and he wanted to be famous.
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他想變得富有，而且他想成名
10:00
He was in pursuit of the result.
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他在追求結果
10:02
He was in pursuit of the riches.
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他在追求財富
10:04
And lo and behold, look what happened.
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所以你們看，看看發生了什麼
10:07
The people who believed in the Wright brothers' dream
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這些相信萊特兄弟的夢想的人
10:09
worked with them with blood and sweat and tears.
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用血汗與淚水和他們一同努力工作的人
10:12
The others just worked for the paycheck.
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另外那些人則只是為錢工作
10:14
And they tell stories of how every time the Wright brothers went out,
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而他們述說的故事是每次萊特兄弟出門
10:17
they would have to take five sets of parts,
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他們都會帶上五套零件
10:19
because that's how many times they would crash
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因為這是他們會墜機的次數
10:21
before they came in for supper.
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在他們回家吃飯前
10:24
And, eventually, on December 17th, 1903,
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於是，最後在1903年12月17日
10:27
the Wright brothers took flight,
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萊特兄弟起飛
10:30
and no one was there to even experience it.
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而在場甚至沒有其他人可以體驗它
10:32
We found out about it a few days later.
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我們在幾天後發現這件事
10:36
And further proof that Langley
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更進一步的證明Langley
10:38
was motivated by the wrong thing:
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因為錯誤的動機
10:40
The day the Wright brothers took flight, he quit.
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在萊特兄弟起飛那天，離職了
10:43
He could have said,
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他可以說
10:45
"That's an amazing discovery, guys,
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〝那真是很驚人的發現啊
10:47
and I will improve upon your technology," but he didn't.
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而我將在你們的技術上加以改良〞，但他沒有。
10:50
He wasn't first, he didn't get rich,
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他跑第一，但他沒有變有錢
10:52
he didn't get famous so he quit.
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他沒有變有名，所以他離職
10:54
People don't buy what you do; they buy why you do it.
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人們不會買你買什麼；他們買你的為什麼
10:57
And if you talk about what you believe,
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而如果你談的是你相信的事物
10:59
you will attract those who believe what you believe.
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你會吸引那些相信你所相信的人們
11:02
But why is it important to attract those who believe what you believe?
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但為什麼吸吲那些相信你所相信的人們很重要？
11:07
Something called the law of diffusion of innovation,
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有種東西叫創意的散播法則
11:09
and if you don't know the law, you definitely know the terminology.
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如果你不知道這個法則，你絕對知道它的術語
11:12
The first two and a half percent of our population
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在我們人口之中前2.5%的人
11:15
are our innovators.
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是發明家
11:17
The next 13 and a half percent of our population
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接下來的13.5%
11:20
are our early adopters.
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是早期使用者
11:22
The next 34 percent are your early majority,
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再接下來的34％是早期的大多數
11:24
your late majority and your laggards.
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晚期的大多數以及落後者
11:27
The only reason these people buy touch tone phones
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這些人買觸控式手機的唯一原因是
11:30
is because you can't buy rotary phones anymore.
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因為你不能再買到轉盤式的電話了
11:32
(Laughter)
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（笑）
11:34
We all sit at various places at various times on this scale,
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在這個尺度上我們都坐在不同的位置，不同的時間上
11:37
but what the law of diffusion of innovation tells us
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但創意的散播法則告訴我們的是
11:40
is that if you want mass-market success
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如果你想要在大眾市場成功
11:43
or mass-market acceptance of an idea,
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或者讓大眾市場接受一個想法
11:45
you cannot have it
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你不能擁有它
11:47
until you achieve this tipping point
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直到你到達了
11:49
between 15 and 18 percent market penetration,
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在15％到18％之間的市場占有率的引爆點
11:52
and then the system tips.
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然後系統就會一面倒到你這邊
11:55
And I love asking businesses, "What's your conversion on new business?"
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我喜歡問企業：在新事業上你們的轉換率是多少
11:58
And they love to tell you, "Oh, it's about 10 percent," proudly.
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然後他們會很樂意並驕傲地告訴你：哦，大約10％
12:00
Well, you can trip over 10 percent of the customers.
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嗯，你可以有10％的顧客
12:02
We all have about 10 percent who just "get it."
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我們都有約10％的顧客〝知道〞
12:04
That's how we describe them, right?
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這是我們描述他們的方式，對吧。
12:06
That's like that gut feeling, "Oh, they just get it."
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這就像是膽識，哦，他們就是知道。
12:08
The problem is: How do you find the ones that get it
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問題是，你如何找到這些知道的人
12:11
before you're doing business with them versus the ones who don't get it?
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在你和他們做生意之前以及那些不知道的人
12:14
So it's this here, this little gap
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所以這就是這裡，一個小小的差距
12:16
that you have to close,
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是你必須要填滿的
12:18
as Jeffrey Moore calls it, "Crossing the Chasm" --
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如同Jeffrey Moore稱它為〞跨越分歧
12:20
because, you see, the early majority
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因為，你看，早期的多數人
12:22
will not try something
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不會嘗試
12:24
until someone else
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直到其他人
12:26
has tried it first.
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已經先嘗試
12:28
And these guys, the innovators and the early adopters,
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而這些人，這些發明家以及早期的採用者
12:31
they're comfortable making those gut decisions.
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他們對做這些需要膽試的決定感到很自在
12:33
They're more comfortable making those intuitive decisions
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他們對做這些直覺的決定感到更為自在
12:36
that are driven by what they believe about the world
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也就是他們被他們自己對世界的相信所驅動
12:40
and not just what product is available.
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而不僅只是可得的產品
12:42
These are the people who stood in line for six hours
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這些是排隊排了六個小時
12:44
to buy an iPhone when they first came out,
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買剛上市iPhone的人
12:46
when you could have just walked into the store the next week
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而其實可以在下個星期走進店裡
12:48
and bought one off the shelf.
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從架上買一枝手機
12:50
These are the people who spent 40,000 dollars
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這些是花40，000美金
12:52
on flat screen TVs when they first came out,
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當平版電視剛上市的人
12:55
even though the technology was substandard.
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雖然科技還未臻完美
12:58
And, by the way, they didn't do it
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而且，順便提一下，他們這麼做並不
13:00
because the technology was so great;
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因為這項科技有多好
13:02
they did it for themselves.
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他們這麼做是為了他們自己
13:04
It's because they wanted to be first.
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因為他們想當第一
13:06
People don't buy what you do; they buy why you do it
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人們不買你做什麼；他們買你為什麼做。
13:08
and what you do simply
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而且你做什麼就
13:10
proves what you believe.
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證明了你相信什麼
13:12
In fact, people will do the things
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事實上，人們會去做
13:14
that prove what they believe.
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那些證明他們所相信的事
13:16
The reason that person bought the iPhone
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為什麼人們買iPhone
13:18
in the first six hours,
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在最初的六個小時
13:21
stood in line for six hours,
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排隊排六個小時
13:23
was because of what they believed about the world,
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是因為他們所相信的世界
13:25
and how they wanted everybody to see them:
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以及他們想要每個人如此看他們
13:27
They were first.
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他們是第一
13:29
People don't buy what you do; they buy why you do it.
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人們不買你做什麼；他們買你的為什麼
13:31
So let me give you a famous example,
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所以讓我說一個有名的例子
13:33
a famous failure and a famous success
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一個有名的失敗以及有名的成功
13:35
of the law of diffusion of innovation.
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關於創意的散播法則
13:37
First, the famous failure.
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首先，這個有名的失敗
13:39
It's a commercial example.
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它是個商業的例子
13:41
As we said before, a second ago,
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如同我們之前所說，一秒鐘前
13:43
the recipe for success is money and the right people and the right market conditions,
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成功的要素是資金以及適當的人與對的市場狀況
13:46
right? You should have success then.
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是的。那麼你就應該要成功。
13:48
Look at TiVo.
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看看TiVo的例子
13:50
From the time TiVo came out about eight or nine years ago
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當TiVo上市時，約8，9年前
13:52
to this current day,
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時至今日
13:54
they are the single highest-quality product on the market,
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他們仍是市場上有高品質的產品
13:57
hands down, there is no dispute.
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毫無疑問的，沒有爭議
14:00
They were extremely well-funded.
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他們有很充沛的資金
14:02
Market conditions were fantastic.
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市場的狀況好得不得了
14:04
I mean, we use TiVo as verb.
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我的意思是，我們把TiVo當做動詞
14:06
I TiVo stuff on my piece of junk Time Warner DVR all the time.
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我總是TiVo東西在我時代華納的DVR
14:12
But TiVo's a commercial failure.
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但是TiVo卻失敗了
14:14
They've never made money.
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他們從不賺錢
14:16
And when they went IPO,
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而當他們股票上市的時候
14:18
their stock was at about 30 or 40 dollars
348
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股價約30到40美金
14:20
and then plummeted, and it's never traded above 10.
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然後一瀉千里，從沒在10美元以上交易
14:22
In fact, I don't think it's even traded above six,
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事實上，我想它從沒在6美元以上交易
14:25
except for a couple of little spikes.
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除了幾次小漲幅
14:27
Because you see, when TiVo launched their product
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因為你看，當TiVo推出他們的產品
14:29
they told us all what they had.
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他們告訴我們他們有的是什麼
14:32
They said, "We have a product that pauses live TV,
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他們說〞我們的產品可以暫停現場的電視節目
14:35
skips commercials, rewinds live TV
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跳過廣告，回播現場電視節目
14:38
and memorizes your viewing habits
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還有記錄你的收視習慣
14:40
without you even asking."
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你連問都不必問
14:43
And the cynical majority said,
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然後，吹毛求疪的大眾說
14:45
"We don't believe you.
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我們不相信
14:47
We don't need it. We don't like it.
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我們不需要它，我們不喜歡它。
14:49
You're scaring us."
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你嚇到我們了。
14:51
What if they had said,
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如果他們說，
14:53
"If you're the kind of person
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要是你是這樣的人：
14:55
who likes to have total control
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想要完全的掌控
14:58
over every aspect of your life,
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生活的各個層面
15:01
boy, do we have a product for you.
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那麼，我們有這麼一樣適合你的產品
15:04
It pauses live TV, skips commercials,
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它可以暫停現場節目，跳過商業廣告
15:06
memorizes your viewing habits, etc., etc."
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記得你的收視習慣等等
15:09
People don't buy what you do; they buy why you do it,
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人們不買你做什麼，他們買你的為什麼
15:11
and what you do simply serves as
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而你做什麼僅僅是
15:13
the proof of what you believe.
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你相信什麼的證明
15:15
Now let me give you a successful example
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現在讓我給你們另一個成功的例子
15:18
of the law of diffusion of innovation.
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有關創意的散播法則
15:21
In the summer of 1963,
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在1963年夏天
15:24
250,000 people showed up
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25,000人在
15:26
on the mall in Washington
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華盛頓的一個購物中心集結
15:28
to hear Dr. King speak.
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準備聽金恩博士演說
15:31
They sent out no invitations,
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他們沒有寄出任何一張邀請函
15:34
and there was no website to check the date.
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而當時也沒有網站去查看日期
15:37
How do you do that?
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你會怎麼做
15:39
Well, Dr. King wasn't the only man in America
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金恩博士不是在美國唯一一個
15:41
who was a great orator.
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偉大的演說者
15:43
He wasn't the only man in America who suffered
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他不是在美國唯一一個受到迫害的人
15:45
in a pre-civil rights America.
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在美國公民權普及前的時代
15:47
In fact, some of his ideas were bad.
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事實上，他的想法有一些很糟
15:50
But he had a gift.
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但他有個天賦
15:52
He didn't go around telling people what needed to change in America.
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他沒有到處告訴人們在美國什麼需要被改變
15:55
He went around and told people what he believed.
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他到處告訴人們他所相信的
15:57
"I believe, I believe, I believe,"
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我相信。我相信。我相信
15:59
he told people.
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他這麼告訴人們
16:01
And people who believed what he believed
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而那些相信他所相信的人們
16:03
took his cause, and they made it their own,
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接受了他的原因，而使這個原因也成為他們自己的
16:05
and they told people.
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並告訴其他人們
16:07
And some of those people created structures
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而這些人之中的某些人創造了制度
16:09
to get the word out to even more people.
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使這些言論散播給更多人
16:11
And lo and behold,
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於是
16:13
250,000 people showed up
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25,000人出現
16:15
on the right day at the right time
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在這個時間、這個地點
16:18
to hear him speak.
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去聽他的演講
16:20
How many of them showed up for him?
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有多少人為了他而出現
16:24
Zero.
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零
16:26
They showed up for themselves.
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他們為了他們自己出現
16:28
It's what they believed about America
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那是他們所相信的美國
16:30
that got them to travel in a bus for eight hours
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使他們踏上八個小時車程的旅行
16:33
to stand in the sun in Washington in the middle of August.
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在八月中時站在華盛頓的陽光下
16:36
It's what they believed, and it wasn't about black versus white:
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那是他們所相信的，這不是關於黑人與白人
16:39
25 percent of the audience was white.
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25％的觀眾是白人
16:42
Dr. King believed that
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金恩博士相信
16:44
there are two types of laws in this world:
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在這個世界上有兩種不同的法律
16:46
those that are made by a higher authority
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那些由較高權威制定的法律
16:48
and those that are made by man.
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以及那些由一般人所定的法律
16:50
And not until all the laws that are made by man
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而一直到所有法律都由一般人所定
16:53
are consistent with the laws that are made by the higher authority
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與那些較高權威制定的法律一致時
16:55
will we live in a just world.
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我們才會活在一個公平的世界
16:57
It just so happened that the Civil Rights Movement
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這於是發動了公民運動
16:59
was the perfect thing to help him
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而這對他而言也是最佳的幫助
17:02
bring his cause to life.
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將他的理由帶入生命中
17:04
We followed, not for him, but for ourselves.
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我們追隨，不是為了他，而是為了我們自己
17:07
And, by the way, he gave the "I have a dream" speech,
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而且，他的演說是〞我有一個夢想〞
17:09
not the "I have a plan" speech.
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而不是〞我有一個計劃
17:11
(Laughter)
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（笑）
17:15
Listen to politicians now, with their comprehensive 12-point plans.
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聽現在的政客們完整的12點計劃
17:18
They're not inspiring anybody.
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根本就不會啟發任何人
17:20
Because there are leaders and there are those who lead.
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因為有"領導人"與"領導的人"
17:23
Leaders hold a position of power
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領導人持有權力
17:25
or authority,
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或權威的位階
17:27
but those who lead inspire us.
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但那些領導的人啟發我們
17:31
Whether they're individuals or organizations,
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不管是個人或者組織
17:33
we follow those who lead,
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我們跟隨那些領導的人
17:35
not because we have to,
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不是因為我們必須
17:37
but because we want to.
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而是因為我們想要
17:40
We follow those who lead, not for them,
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我們跟隨那些領導的人，不是為了他們
17:43
but for ourselves.
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而是為了我們自己
17:45
And it's those who start with "why"
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而且是那些以〝為什麼〞開始的人
17:48
that have the ability
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擁有這個能力
17:50
to inspire those around them
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來啟發他們周遭的人
17:52
or find others who inspire them.
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或者找到那些啟發他們的人
17:55
Thank you very much.
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非常感謝你們
17:57
(Applause)
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（鼓掌）
ABOUT THE SPEAKER
Simon Sinek - Leadership expertSimon 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.
Simon Sinek | Speaker | TED.com