TED2014
Simon Sinek: Why good leaders make you feel safe
Simon Sinek: 點解好嘅領袖會俾到你安全感？
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點樣至能夠成為一個偉大嘅領袖？ 管理理論學家西蒙‧斯涅克提出，偉大嘅領袖會俾到員工安全感，令員工信任佢。 但係培養信任同安全感，尤其喺一個唔均衡嘅經濟裏面，意味著要肩負巨大嘅責任。
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.
00:13
There's a man by the name of Captain
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最近 William Swenson 隊長
00:15
William Swenson
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由於佢喺 2009 年 9 月 8 日嘅表現
00:17
who recently was awarded the
congressional Medal of Honor
congressional Medal of Honor
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00:20
for his actions on September 8, 2009.
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獲國會頒授榮譽勳章
00:25
On that day, a column of American
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就喺嗰日
一班美國同阿富汗軍人組成嘅步隊
00:28
and Afghan troops
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00:29
were making their way
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經過阿富汗一個地方
00:30
through a part of Afghanistan
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去保護一班阿富汗政府官員
00:33
to help protect
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00:37
a group of government officials,
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00:38
a group of Afghan government officials,
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班官員正係前往
同當地一啲村落長老見面
同當地一啲村落長老見面
00:40
who would be meeting with some local
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00:42
village elders.
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00:43
The column came under ambush,
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呢一步隊中途遇到埋伏
00:46
and was surrounded on three sides,
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被人三面包圍
00:48
and amongst many other things,
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當中隊長 William Swenson
00:51
Captain Swenson was recognized
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喺駁火其間衝入去救受傷嘅戰友
00:53
for running into live fire
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00:55
to rescue the wounded
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00:56
and pull out the dead.
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同埋拖返死咗嘅戰友出嚟
01:00
One of the people he rescued was a sergeant,
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其中一個被佢救出嚟嘅係一位軍士
01:03
and he and a comrade were making their way
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佢同另一個冇受傷嘅士兵
帶住軍士行去一架醫療直升機
01:05
to a medevac helicopter.
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01:08
And what was remarkable about this day
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嗰日之所以特別係因為
01:10
is, by sheer coincidence,
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咁啱嗰日其中一位救護人員
01:12
one of the medevac medics
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01:14
happened to have a GoPro camera on his helmet
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頭盔上有一個 GoPro 牌嘅攝錄機
01:16
and captured the whole scene on camera.
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架機錄低成個畫面
01:21
It shows Captain Swenson and his comrade
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畫面中隊長 William Swenson 同佢嘅隊員
01:24
bringing this wounded soldier
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將呢位頸中咗槍嘅士兵帶返嚟
01:25
who had received a gunshot to the neck.
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01:30
They put him in the helicopter,
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佢哋將呢位士兵運到直升機上
然後睇到隊長 William Swenson 彎低身
01:33
and then you see Captain Swenson bend over
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01:38
and give him a kiss
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錫咗呢位士兵一啖
01:40
before he turns around to rescue more.
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然後返返去救更多受傷嘅戰友
01:45
I saw this, and I thought to myself,
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睇到呢樣之後，我沉思
01:48
where do people like that come from?
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好似 William Swenson 嘅人
喺邊度嚟嘅呢？
喺邊度嚟嘅呢？
01:51
What is that? That is some deep, deep emotion,
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乜嘢令佢有咁嘅舉動？
就係深層嘅情感
01:54
when you would want to do that.
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就係當你想做某樣嘢嘅時候就會有
01:55
There's a love there,
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呢種情感裏面係有愛
01:57
and I wanted to know why is it that
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我想知道點解同我共事嘅人裏面
01:59
I don't have people that I work with like that?
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冇好似佢一樣嘅人？
02:02
You know, in the military, they give medals
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你知啦，軍隊裏面
獎牌係俾嗰啲捨己為人嘅人
02:04
to people who are willing to sacrifice themselves
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02:06
so that others may gain.
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喺商場上，獎金係俾嗰啲損人利己嘅人
02:08
In business, we give bonuses to people
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02:10
who are willing to sacrifice others
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02:12
so that we may gain.
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02:13
We have it backwards. Right?
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我哋倒返轉做。係嗎？
02:17
So I asked myself, where do
people like this come from?
people like this come from?
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所以我問自己
好似佢一樣嘅人喺邊度嚟架？
02:19
And my initial conclusion was
that they're just better people.
that they're just better people.
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我開頭嘅結論係
佢哋心地只係比一般人好
佢哋心地只係比一般人好
02:22
That's why they're attracted to the military.
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就係點解軍隊吸引佢哋嘅原因
02:23
These better people are attracted
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呢啲人更講求服務精神
02:25
to this concept of service.
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但呢一個諗法係完全錯嘅
02:28
But that's completely wrong.
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02:29
What I learned was that it's the environment,
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我所學到嘅係，係環境導致噉樣嘅情況
02:32
and if you get the environment right,
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如果將個環境較返啱
任何人都可以好似佢咁
做到呢啲咁有愛心嘅嘢
做到呢啲咁有愛心嘅嘢
02:34
every single one of us has the capacity
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02:35
to do these remarkable things,
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02:37
and more importantly, others have that capacity too.
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而更重要嘅係，其他人都會變得有愛心
02:40
I've had the great honor of getting to meet
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我好榮幸有機會見到佢哋其中一啲人
02:42
some of these, who we would call heroes,
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我哋稱之為英雄嘅人
02:45
who have put themselves and put their lives
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佢哋唔理自己生命去拯救其他人
02:47
at risk to save others,
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02:49
and I asked them, "Why would you do it?
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我會問佢哋 「點解你會噉樣做？」
02:51
Why did you do it?"
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02:53
And they all say the same thing:
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佢哋所有人都講咗同一個理由：
「 因為佢哋都會噉樣對我 」
02:56
"Because they would have done it for me."
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02:58
It's this deep sense of trust and cooperation.
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呢個就係信任同合作嘅精神
03:01
So trust and cooperation are really important here.
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因此，信任同合作喺呢度係非常重要
03:04
The problem with concepts of trust and cooperation
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問題係，信任同合作係講緊感覺
03:07
is that they are feelings, they are not instructions.
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而唔係指令
03:09
I can't simply say to you, "Trust me," and you will.
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我冇可能同你講，「 信我呀 」
然後你就會信我
然後你就會信我
03:12
I can't simply instruct two people
to cooperate, and they will.
to cooperate, and they will.
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我冇可能叫兩個人合作，佢哋就會合作
03:16
It's not how it works. It's a feeling.
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信唔係咁樣
佢係講感覺
03:18
So where does that feeling come from?
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噉呢種感覺係點樣嚟嘅呢？
03:21
If you go back 50,000 years
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如果我哋返到五萬年前
舊石器時代嗰陣、人類起源嘅時候
舊石器時代嗰陣、人類起源嘅時候
03:23
to the Paleolithic era,
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03:24
to the early days of Homo sapiens,
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03:26
what we find is that the world
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我哋會發現，成個世界充滿危險
03:28
was filled with danger,
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03:30
all of these forces working very, very hard to kill us.
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所有呢啲危險嘅力量
都好似要趕絕人類噉
都好似要趕絕人類噉
03:34
Nothing personal.
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冇嘢係私人嘅
03:36
Whether it was the weather,
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無論係天氣、資源缺乏
或者一隻劍齒虎
或者一隻劍齒虎
03:38
lack of resources,
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03:40
maybe a saber-toothed tiger,
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所有呢啲嘢都會縮短人類嘅壽命
03:41
all of these things working
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03:43
to reduce our lifespan.
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03:45
And so we evolved into social animals,
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所以，人類進化成群居動物
03:47
where we lived together and worked together
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我哋住埋一齊、一齊做嘢
03:49
in what I call a circle of safety, inside the tribe,
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就係咁部落成為咗一個安全嘅環境
就係呢個部落，我哋搵到歸屬
03:53
where we felt like we belonged.
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03:55
And when we felt safe amongst our own,
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當我哋喺其他人當中感到安全嘅時候
03:57
the natural reaction was trust and cooperation.
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最本能夠嘅反應就係發展信任同合作
信任同合作有本質嘅好處
04:01
There are inherent benefits to this.
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04:02
It means I can fall asleep at night
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我意思係我哋夜晚就可以瞓得著
04:03
and trust that someone from within
my tribe will watch for danger.
my tribe will watch for danger.
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同埋會放心部落裏邊嘅人
幫我哋提防危險
幫我哋提防危險
04:07
If we don't trust each other, if I don't trust you,
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如果我哋彼此唔信任，如果我唔信任你
04:10
that means you won't watch for danger.
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啫係話你唔保護我哋安全
04:11
Bad system of survival.
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噉就會係一個非常差劣嘅生存模式
04:13
The modern day is exactly the same thing.
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現代社會也係一樣
04:15
The world is filled with danger,
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呢個世界充滿危險
04:17
things that are trying to frustrate our lives
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好多嘢都喺度糟蹋我哋生活
04:19
or reduce our success,
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阻止我哋嘅成功、減少我哋嘅成功率
04:20
reduce our opportunity for success.
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04:22
It could be the ups and downs in the economy,
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危險可以係經濟嘅波動
04:24
the uncertainty of the stock market.
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股票市場唔穩定
04:26
It could be a new technology that renders
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或者會有一個新技術
04:28
your business model obsolete overnight.
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令你嘅商業模式喺一夜之間過時
04:30
Or it could be your competition
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或者係你嘅競爭對手硬係想將你打敗
04:32
that is sometimes trying to kill you.
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04:34
It's sometimes trying to put you out of business,
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有時可能係試圖將你由商場上面淘汰
04:36
but at the very minimum
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但係至少佢哋會盡一切辦法
04:37
is working hard to frustrate your growth
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阻止你嘅業務增長、搶你嘅生意
04:40
and steal your business from you.
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04:42
We have no control over these forces.
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我哋只係唔能夠控制呢啲危險嘅力量
04:44
These are a constant,
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佢哋永恆存在、唔會消失
04:45
and they're not going away.
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唯一可以改變嘅就係組織裏面嘅情況
04:47
The only variable are the conditions
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04:49
inside the organization,
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亦啫係領袖發揮作用嘅地方
04:52
and that's where leadership matters,
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04:54
because it's the leader that sets the tone.
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因為係領袖決定成個調子
當一個領袖選擇
04:57
When a leader makes the choice
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04:59
to put the safety and lives
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將組織入面嘅人嘅安全同生命
放喺第一位嘅時候
放喺第一位嘅時候
05:01
of the people inside the organization first,
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05:03
to sacrifice their comforts and sacrifice
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即使噉樣會犧牲佢哋嘅舒適度
同埋佢哋嘅物質財富
同埋佢哋嘅物質財富
05:06
the tangible results, so that the people remain
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啲人仍然會覺得安全
05:09
and feel safe and feel like they belong,
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覺得自己屬於呢個組織
05:11
remarkable things happen.
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然後犀利嘅嘢就會發生
05:14
I was flying on a trip,
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有一次旅行搭飛機
05:17
and I was witness to an incident
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我親身經歷咗一件事
05:19
where a passenger attempted to board
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當時一個乘客喺未嗌號碼之前就想上機
05:21
before their number was called,
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05:24
and I watched the gate agent
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然之後我睇到地勤職員
將呢位乘客當做係犯咗法咁
將呢位乘客當做係犯咗法咁
05:27
treat this man like he had broken the law,
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05:29
like a criminal.
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嗰名乘客因為早咗一輪上機而被人喝著
05:31
He was yelled at for attempting to board
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05:33
one group too soon.
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05:35
So I said something.
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於是我同地勤職員講
05:36
I said, "Why do you have treat us like cattle?
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我話 ︰
「點解你對我哋好似對畜牲一樣？
「點解你對我哋好似對畜牲一樣？
05:39
Why can't you treat us like human beings?"
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點解唔可以用對人嘅態度對我哋？」
05:42
And this is exactly what she said to me.
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佢就真係咁樣同我講
佢話︰「 先生，如果我唔跟返個規定，
05:44
She said, "Sir, if I don't follow the rules,
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05:47
I could get in trouble or lose my job."
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我會有麻煩或者冇我份工。」
05:50
All she was telling me
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從佢嘅話裏面感覺到佢冇安全感
05:52
is that she doesn't feel safe.
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佢唔信佢嘅組長
05:53
All she was telling me is that
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05:56
she doesn't trust her leaders.
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05:59
The reason we like flying Southwest Airlines
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我哋鍾意坐西南航空
06:02
is not because they necessarily hire better people.
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並唔係因為佢哋請更加好嘅員工
06:04
It's because they don't fear their leaders.
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而係因為呢啲員工唔會驚佢哋嘅上頭
06:07
You see, if the conditions are wrong,
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呢樣嘢反映咗如果情況出錯
06:09
we are forced to expend our own time and energy
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我哋就要被迫花自己嘅時間同精神
去保護自己
去保護自己
06:11
to protect ourselves from each other,
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06:14
and that inherently weakens the organization.
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而呢樣嘢本質上削弱組織嘅力量
當我哋喺一個組織裏面感覺安全時
06:17
When we feel safe inside the organization,
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06:19
we will naturally combine our talents
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人就會自然集合本身嘅才華同力量
06:21
and our strengths and work tirelessly
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唔會覺得攰咁
不斷工作去應對外部嘅威脅
不斷工作去應對外部嘅威脅
06:23
to face the dangers outside
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06:25
and seize the opportunities.
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同埋會捉緊機會
最貼切嘅比喻係
06:28
The closest analogy I can give
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06:30
to what a great leader is, is like being a parent.
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一個偉大嘅領袖就好似父母一樣
06:33
If you think about what being a great parent is,
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如果你諗下偉大嘅父母係點嘅時候
06:34
what do you want? What makes a great parent?
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你會諗到乜嘢？
點先能夠成就出偉大嘅父母？
06:36
We want to give our child opportunities,
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我哋都想俾機會、教育孩子
同埋適當嘅紀律
同埋適當嘅紀律
06:38
education, discipline them when necessary,
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令佢哋比我哋
能夠更好咁成長、成就更多
能夠更好咁成長、成就更多
06:40
all so that they can grow up and achieve more
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06:42
than we could for ourselves.
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偉大嘅領袖都想要同樣嘅嘢
06:45
Great leaders want exactly the same thing.
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06:47
They want to provide their people opportunity,
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佢哋希望能夠俾到人機會
教育、同適當嘅紀律
教育、同適當嘅紀律
06:48
education, discipline when necessary,
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06:50
build their self-confidence, give
them the opportunity to try and fail,
them the opportunity to try and fail,
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塑造佢哋嘅自信
俾機會佢哋去試下失敗嘅滋味
06:53
all so that they could achieve more
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以至於佢哋能夠獲得
連我哋自己都唔會有、更大嘅成就
連我哋自己都唔會有、更大嘅成就
06:55
than we could ever imagine for ourselves.
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06:59
Charlie Kim, who's the CEO of
a company called Next Jump
a company called Next Jump
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Charlie Kim
係 Next Jump 嘅首席執行官
係 Next Jump 嘅首席執行官
07:02
in New York City, a tech company,
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Next Jump 係喺紐約一家科技公司
07:05
he makes the point that
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佢話如果你屋企處於一個艱難時期
07:07
if you had hard times in your family,
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07:09
would you ever consider laying
off one of your children?
off one of your children?
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你會考慮唔養你其中一個細路嗎？
07:12
We would never do it.
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冇人會噉做
07:13
Then why do we consider laying off people
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噉點解我哋會解僱
我哋組織裏邊嘅人呢？
我哋組織裏邊嘅人呢？
07:15
inside our organization?
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07:17
Charlie implemented a policy
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Charlie Kim 喺公司實施終身聘用制度
07:20
of lifetime employment.
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1936
07:22
If you get a job at Next Jump,
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如果你喺 Next Jump 公司裏面有一份工
07:23
you cannot get fired for performance issues.
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你唔會因為工作問題而俾人炒
實際上，如果你有問題
07:27
In fact, if you have issues,
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佢哋會教你同支援你
07:29
they will coach you and they will give you support,
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就好似對住個我哋成績得 C 嘅孩子一樣
07:32
just like we would with one of our children
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07:33
who happens to come home with a C from school.
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07:36
It's the complete opposite.
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而好多公司嘅做法卻係啱啱相反
07:37
This is the reason so many people
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呢個就係點解會有咁多人
對著銀行首席執行官嘅時候
對著銀行首席執行官嘅時候
07:39
have such a visceral hatred, anger,
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內心會有怨恨
07:43
at some of these banking CEOs
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07:45
with their disproportionate
salaries and bonus structures.
salaries and bonus structures.
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而呢啲執行官收著
唔成比例嘅人工同獎金
唔成比例嘅人工同獎金
07:47
It's not the numbers.
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其實並唔係因為錢嘅問題
07:49
It's that they have violated the
very definition of leadership.
very definition of leadership.
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而係因為佢哋違背做領導嘅原義
07:52
They have violated this deep-seated social contract.
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佢哋違反呢一條根深蒂固喺社會嘅原則
07:55
We know that they allowed their people
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佢哋容許職員犧牲自己
去維護佢哋嘅利益
去維護佢哋嘅利益
07:57
to be sacrificed so they could
protect their own interests,
protect their own interests,
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07:59
or worse, they sacrificed their people
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更甚者，佢哋犧牲其他人
去維護佢哋自己嘅利益
去維護佢哋自己嘅利益
08:02
to protect their own interests.
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唔係錢嘅問題
08:04
This is what so offends us, not the numbers.
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而係佢哋做出嚟嘅嘢好睇唔過眼
08:07
Would anybody be offended if we gave
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如果我哋俾甘地一千五百萬美元嘅獎金
08:08
a $150 million bonus to Gandhi?
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有冇人覺得被冒犯嗎？
08:11
How about a $250 million bonus to Mother Teresa?
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如果二億五千萬美元獎金俾咗德蘭修女
08:14
Do we have an issue with that? None at all.
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我哋對於嗰樣嘅做法會有意見嗎？
唔會
08:17
None at all.
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真正嘅領袖絕唔會犧牲他人去換取金錢
08:18
Great leaders would never sacrifice
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08:20
the people to save the numbers.
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08:22
They would sooner sacrifice the numbers
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相反，佢哋總係犧牲金錢去幫其他人
08:23
to save the people.
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Bob Chapman，喺美國中西部
08:26
Bob Chapman, who runs
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08:28
a large manufacturing company in the Midwest
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經營一家大型製造商叫做 Barry-Wehmiller
08:31
called Barry-Wehmiller,
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喺 2008 年，由於經濟危機
佢受影響得好深
佢受影響得好深
08:33
in 2008 was hit very hard by the recession,
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5357
08:38
and they lost 30 percent of their orders overnight.
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一夜之間，佢哋損失咗 30% 嘅訂單
08:42
Now in a large manufacturing company,
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呢樣對於大型嘅製造商嚟講
係好大嘅損失
係好大嘅損失
08:43
this is a big deal,
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1541
08:45
and they could no longer afford their labor pool.
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2847
佢哋唔能夠再養咁多嘅員工
08:48
They needed to save 10 million dollars,
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1703
公司需要減少一千萬美元嘅開支
08:50
so, like so many companies today,
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2023
所以好以好多其他公司一樣
08:52
the board got together and discussed layoffs.
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3394
董事開會傾裁員
08:55
And Bob refused.
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1624
但係，Bob Chapman 拒絕
08:57
You see, Bob doesn't believe in head counts.
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可以睇到，佢唔講錢
09:01
Bob believes in heart counts,
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佢係講人情呢樣嘢
相比起開源節流，拋棄感情要難得多
09:04
and it's much more difficult to simply reduce
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2508
09:07
the heart count.
227
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1730
09:09
And so they came up with a furlough program.
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於是乎佢提出咗一個休假嘅計畫
09:12
Every employee, from secretary to CEO,
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每一個員工，由秘書到首席執行官
09:14
was required to take four weeks of unpaid vacation.
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都被要求放四星期無薪假期
09:17
They could take it any time they wanted,
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1911
員工可以喺任何時間放咗呢個假去
09:19
and they did not have to take it consecutively.
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而且唔需要連續咁放
而 Bob Chapman 公佈呢樣嘢
至係更加重要
至係更加重要
09:22
But it was how Bob announced the program
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1332
09:23
that mattered so much.
234
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1897
09:25
He said, it's better that we should all suffer a little
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佢同大家講
「我哋每個人損失少少，
總好過只係某啲人失去好多」
總好過只係某啲人失去好多」
09:28
than any of us should have to suffer a lot,
236
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2785
09:31
and morale went up.
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佢呢番話公司士氣上升
09:34
They saved 20 million dollars,
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佢哋省咗二千萬美元
09:37
and most importantly, as would be expected,
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但更重要嘅係，金額超出咗佢哋預期
09:39
when the people feel safe and protected
by the leadership in the organization,
by the leadership in the organization,
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當員工因為組織嘅領導
而覺得安全同有保障之後
而覺得安全同有保障之後
09:42
the natural reaction is to trust and cooperate.
241
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2507
自然反應就係信任同合作
09:45
And quite spontaneously, nobody expected,
242
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冇人估到，大家都自發地調配呢啲假期
09:48
people started trading with each other.
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1916
等錢用嘅員工
會同冇咁等錢用嘅員工賣假期
會同冇咁等錢用嘅員工賣假期
09:50
Those who could afford it more
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09:51
would trade with those who could afford it less.
245
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09:53
People would take five weeks
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有啲員工就有五個星期嘅無薪假期
09:55
so that somebody else only had to take three.
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4162
而其他員工就放三星期嘅無薪假期
領導其實係一種個人選擇
而唔係一種等級
而唔係一種等級
09:59
Leadership is a choice. It is not a rank.
248
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2934
10:02
I know many people at the seniormost
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我知道好多人
喺組織裏面坐最高級嘅職位
喺組織裏面坐最高級嘅職位
10:03
levels of organizations
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10:05
who are absolutely not leaders.
251
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1604
但係佢哋唔係真正嘅領袖
10:06
They are authorities, and we do what they say
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2553
佢哋只係有權威
我哋下屬只係按佢哋嘅要求做嘢
10:09
because they have authority over us,
253
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因為佢哋對我哋有權力
10:12
but we would not follow them.
254
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但係我哋唔會跟隨佢哋
10:14
And I know many people
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我仲知道好多人
佢哋係屬於組織嘅底層
10:16
who are at the bottoms of organizations
256
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1362
10:17
who have no authority
257
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佢哋冇權力
10:18
and they are absolutely leaders,
258
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2063
但係佢哋絕對係領袖
10:20
and this is because they have chosen to look after
259
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1785
噉係因為
佢哋選擇去照顧佢哋身邊嘅人
10:22
the person to the left of them,
260
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1518
10:24
and they have chosen to look after
261
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10:25
the person to the right of them.
262
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10:27
This is what a leader is.
263
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呢個至係真正嘅領導
10:31
I heard a story
264
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3030
我聽過一個關於海軍嘅故事
10:35
of some Marines
265
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10:36
who were out in theater,
266
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3321
呢個並唔係電影裏面嘅情節
10:39
and as is the Marine custom,
267
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2046
而係海軍歷嚟嘅傳統
10:41
the officer ate last,
268
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2325
長官會最後一個食飯
佢俾部下食先
10:44
and he let his men eat first,
269
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3176
10:47
and when they were done,
270
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1852
而當佢哋嘅部下吃完之後
10:49
there was no food left for him.
271
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4090
冇曬嘢食
10:53
And when they went back out in the field,
272
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但係當佢哋返到自己崗位時
佢嘅部下便會帶一啲食物俾佢
10:56
his men brought him some of their food
273
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2944
10:59
so that he may eat,
274
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1857
11:00
because that's what happens.
275
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呢個就係佢哋嘅傳統
11:03
We call them leaders because they go first.
276
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我哋稱長官做領袖
係因為佢哋總係會行頭、甘願冒險
係因為佢哋總係會行頭、甘願冒險
11:05
We call them leaders because they take the risk
277
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1743
11:07
before anybody else does.
278
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1655
係因為佢哋選擇犧牲自己，保護其他人
11:09
We call them leaders because they will choose
279
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2030
11:11
to sacrifice so that their people
280
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2009
11:13
may be safe and protected
281
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1119
11:14
and so their people may gain,
282
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2136
11:16
and when we do, the natural response
283
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3054
當領袖噉樣做，人最自然嘅反應
11:19
is that our people will sacrifice for us.
284
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3847
就係願意為領袖犧牲自己
11:23
They will give us their blood and sweat and tears
285
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2498
佢哋願意為實現佢哋領袖嘅夢想
而流血汗、流眼淚
而流血汗、流眼淚
11:25
to see that their leader's vision comes to life,
286
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3439
11:29
and when we ask them, "Why would you do that?
287
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而當佢哋被問到點解會噉樣做時
點解要流血汗、流眼淚
點解要流血汗、流眼淚
11:32
Why would you give your blood and sweat and tears
288
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2387
11:34
for that person?" they all say the same thing:
289
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4484
佢哋會不約而同咁回答：
11:38
"Because they would have done it for me."
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2498
因為，佢哋都咁樣為我哋做
11:41
And isn't that the organization
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唔通噉嘅組織
唔係我哋想留喺度做嘢嘅地方嗎？
唔係我哋想留喺度做嘢嘅地方嗎？
11:43
we would all like to work in?
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2321
11:45
Thank you very much.
293
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2557
多謝
多謝
11:48
Thank you. (Applause)
294
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3601
（掌聲）
多謝
11:52
Thank you. (Applause)
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2030
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