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

Simon Sinek: 點解好嘅領袖會俾到你安全感?

Filmed:
12,536,564 views

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。
- 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名字 of Captain船長
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最近 William Swenson 隊長
00:15
William威廉 Swenson斯文森
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由於佢喺 2009 年 9 月 8 日嘅表現
00:17
who recently最近 was awarded授予 the
congressional國會 Medal獎章 of Honor榮譽
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00:20
for his actions行動 on September九月 8, 2009.
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獲國會頒授榮譽勳章
00:25
On that day, a column of American美國
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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阿富汗 troops部隊
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00:29
were making決策 their佢哋 way
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經過阿富汗一個地方
00:30
through透過 a part部分 of Afghanistan阿富汗
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去保護一班阿富汗政府官員
00:33
to help protect保護
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00:37
a group of government政府 officials官員,
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00:38
a group of Afghan阿富汗 government政府 officials官員,
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班官員正係前往
同當地一啲村落長老見面
00:40
who would be meeting with some local當地
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00:42
village elders長者.
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00:43
The column came under ambush埋伏,
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呢一步隊中途遇到埋伏
00:46
and was surrounded包圍 on three sides雙方,
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被人三面包圍
00:48
and amongst之間 many好多 other things,
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當中隊長 William Swenson
00:51
Captain船長 Swenson斯文森 was recognized認可
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喺駁火其間衝入去救受傷嘅戰友
00:53
for running運行 into live fire
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00:55
to rescue救援 the wounded受傷
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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中士,
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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同性戀 were making決策 their佢哋 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直升機 helicopter直升機.
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01:08
And what was remarkable顯著 about this day
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嗰日之所以特別係因為
01:10
is, by sheer純粹 coincidence巧合,
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咁啱嗰日其中一位救護人員
01:12
one of the medevac直升機 medics醫生
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01:14
happened發生 to have a GoProGoPro camera相機 on his helmet頭盔
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頭盔上有一個 GoPro 牌嘅攝錄機
01:16
and captured捕獲 the whole整個 scene現場 on camera相機.
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架機錄低成個畫面
01:21
It shows顯示 Captain船長 Swenson斯文森 and his comrade同性戀
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畫面中隊長 William Swenson 同佢嘅隊員
01:24
bringing this wounded受傷 soldier士兵
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將呢位頸中咗槍嘅士兵帶返嚟
01:25
who had received收到 a gunshot槍擊 to the neck脖子.
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01:30
They put him in the helicopter直升機,
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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船長 Swenson斯文森 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輪流 around to rescue救援 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自己,
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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?
01:51
What is that? That is some deep, deep emotion情感,
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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軍事, they give medals獎牌
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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犧牲 themselves自己
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02:06
so that others may可能 gain獲得.
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喺商場上,獎金係俾嗰啲損人利己嘅人
02:08
In business業務, we give bonuses獎金 to people
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02:10
who are willing to sacrifice犧牲 others
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02:12
so that we may可能 gain獲得.
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02:13
We have it backwards向後. Right?
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我哋倒返轉做。係嗎?
02:17
So I asked問吓 myself自己, where do
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初始 conclusion結論 was
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
02:22
That's why they're attracted吸引 to the military軍事.
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就係點解軍隊吸引佢哋嘅原因
02:23
These better people are attracted吸引
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呢啲人更講求服務精神
02:25
to this concept概念 of service服務.
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但呢一個諗法係完全錯嘅
02:28
But that's completely完全 wrong.
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02:29
What I learned was that it's the environment環境,
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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環境 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
02:34
every single one of us has the capacity能力
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02:35
to do these remarkable顯著 things,
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02:37
and more importantly重要, others have that capacity能力 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榮譽 of getting得到 to meet滿足
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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英雄,
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我哋稱之為英雄嘅人
02:45
who have put themselves自己 and put their佢哋 lives生活
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佢哋唔理自己生命去拯救其他人
02:47
at risk風險 to save others,
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02:49
and I asked問吓 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相同 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信任 and cooperation合作.
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呢個就係信任同合作嘅精神
03:01
So trust信任 and cooperation合作 are really important重要 here.
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因此,信任同合作喺呢度係非常重要
03:04
The problem個問題 with concepts概念 of trust信任 and cooperation合作
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問題係,信任同合作係講緊感覺
03:07
is that they are feelings感情, they are not instructions指示.
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而唔係指令
03:09
I can't simply淨係 say to you, "Trust信任 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
03:12
I can't simply淨係 instruct指導 two people
to cooperate合作, 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工程. It's a feeling感覺.
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信唔係咁樣
佢係講感覺
03:18
So where does that feeling感覺 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
03:23
to the Paleolithic舊石器時代 era時代,
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03:24
to the early早期 days of Homo同性戀 sapiens智人,
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03:26
what we find is that the world世界
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我哋會發現,成個世界充滿危險
03:28
was filled充滿 with danger危險,
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03:30
all of these forces力量 working工作 very, very hard努力 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
03:34
Nothing personal.
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冇嘢係私人嘅
03:36
Whether係唔係 it was the weather天氣,
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無論係天氣、資源缺乏
或者一隻劍齒虎
03:38
lack缺乏 of resources資源,
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03:40
maybe a saber-toothed军刀齒 tiger老虎,
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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工作
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03:43
to reduce減少 our lifespan壽命.
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03:45
And so we evolved進化 into social社會 animals動物,
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所以,人類進化成群居動物
03:47
where we lived together一起 and worked工作 together一起
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我哋住埋一齊、一齊做嘢
03:49
in what I call a circle of safety安全, inside the tribe部落,
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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覺得 like we belonged屬於.
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03:55
And when we felt覺得 safe安全 amongst之間 our own自己,
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當我哋喺其他人當中感到安全嘅時候
03:57
the natural自然 reaction反應 was trust信任 and cooperation合作.
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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內在 benefits著數 to this.
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04:02
It means意味着 I can fall秋天 asleep訓著 at night
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我意思係我哋夜晚就可以瞓得著
04:03
and trust信任 that someone有人 from within
my tribe部落 will watch for danger危險.
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同埋會放心部落裏邊嘅人
幫我哋提防危險
04:07
If we don't trust信任 each每個 other, if I don't trust信任 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意味着 you won't唔會 watch for danger危險.
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啫係話你唔保護我哋安全
04:11
Bad system系統 of survival生存.
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噉就會係一個非常差劣嘅生存模式
04:13
The modern現代 day is exactly完全 the same相同 thing.
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現代社會也係一樣
04:15
The world世界 is filled充滿 with danger危險,
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呢個世界充滿危險
04:17
things that are trying試圖 to frustrate挫折 our lives生活
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好多嘢都喺度糟蹋我哋生活
04:19
or reduce減少 our success成功,
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阻止我哋嘅成功、減少我哋嘅成功率
04:20
reduce減少 our opportunity機會 for success成功.
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04:22
It could be the upsUps and downs起伏 in the economy經濟,
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危險可以係經濟嘅波動
04:24
the uncertainty不塙定性 of the stock股票 market市場.
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股票市場唔穩定
04:26
It could be a new新增功能 technology技術 that renders呈現
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或者會有一個新技術
04:28
your business業務 model模型 obsolete過時 overnight一夜之間.
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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競爭
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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有時 trying試圖 to kill you.
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04:34
It's sometimes有時 trying試圖 to put you out of business業務,
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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最低
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但係至少佢哋會盡一切辦法
04:37
is working工作 hard努力 to frustrate挫折 your growth增長
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阻止你嘅業務增長、搶你嘅生意
04:40
and steal your business業務 from you.
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04:42
We have no control控制 over these forces力量.
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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係咁,
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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變量 are the conditions條件
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04:49
inside the organization組織,
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亦啫係領袖發揮作用嘅地方
04:52
and that's where leadership領導 matters個問題,
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04:54
because it's the leader領袖 that sets the tone語氣.
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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領袖 makes使 the choice選擇
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04:59
to put the safety安全 and lives生活
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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
05:01
of the people inside the organization組織 first,
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05:03
to sacrifice犧牲 their佢哋 comforts自在 and sacrifice犧牲
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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
05:06
the tangible有形 results結果, so that the people remain保持
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啲人仍然會覺得安全
05:09
and feel safe安全 and feel like they belong屬於,
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覺得自己屬於呢個組織
05:11
remarkable顯著 things happen發生.
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然後犀利嘅嘢就會發生
05:14
I was flying飛行 on a trip旅行,
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有一次旅行搭飛機
05:17
and I was witness證人 to an incident事件
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我親身經歷咗一件事
05:19
where a passenger乘客 attempted企圖 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佢哋 number數量 was called,
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05:24
and I watched the gate agent代理
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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
05:27
treat治療 this man like he had broken破碎 the law法律,
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05:29
like a criminal刑事.
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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大叫 at for attempting嘗試 to board
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05:33
one group too soon好快.
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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治療 us like cattle?
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我話 ︰
「點解你對我哋好似對畜牲一樣?
05:39
Why can't you treat治療 us like human人類 beings生命?"
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點解唔可以用對人嘅態度對我哋?」
05:42
And this is exactly完全 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先生, if I don't follow遵循 the rules規則,
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05:47
I could get in trouble唔該 or lose失去 my job工作."
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我會有麻煩或者冇我份工。」
05:50
All she was telling話畀 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安全.
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佢唔信佢嘅組長
05:53
All she was telling話畀 me is that
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05:56
she doesn't trust信任 her leaders領導人.
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05:59
The reason原因 we like flying飛行 Southwest西南 Airlines航空公司
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我哋鍾意坐西南航空
06:02
is not because they necessarily必然 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恐懼 their佢哋 leaders領導人.
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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條件 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花費 our own自己 time and energy能源
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我哋就要被迫花自己嘅時間同精神
去保護自己
06:11
to protect保護 ourselves自己 from each每個 other,
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06:14
and that inherently本質上 weakens削弱 the organization組織.
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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安全 inside the organization組織,
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06:19
we will naturally自然 combine結合 our talents人才
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人就會自然集合本身嘅才華同力量
06:21
and our strengths優勢 and work tirelessly不知疲倦
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唔會覺得攰咁
不斷工作去應對外部嘅威脅
06:23
to face塊面 the dangers危險 outside外面
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06:25
and seize抓住 the opportunities機會.
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同埋會捉緊機會
最貼切嘅比喻係
06:28
The closest最近 analogy類比 I can give
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06:30
to what a great leader領袖 is, is like being a parent父母.
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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父母 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使 a great parent父母?
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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孩子 opportunities機會,
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我哋都想俾機會、教育孩子
同埋適當嘅紀律
06:38
education教育, discipline學科 them when necessary必要,
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令佢哋比我哋
能夠更好咁成長、成就更多
06:40
all so that they can grow成長 up and achieve實現 more
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06:42
than we could for ourselves自己.
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偉大嘅領袖都想要同樣嘅嘢
06:45
Great leaders領導人 want exactly完全 the same相同 thing.
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06:47
They want to provide提供 their佢哋 people opportunity機會,
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佢哋希望能夠俾到人機會
教育、同適當嘅紀律
06:48
education教育, discipline學科 when necessary必要,
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06:50
build建立 their佢哋 self-confidence自信, give
them the opportunity機會 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實現 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
06:55
than we could ever imagine想象 for ourselves自己.
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06:59
Charlie查理 Kim, who's邊個係 the CEOCeo of
a company公司 called Next Jump
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Charlie Kim
係 Next Jump 嘅首席執行官
07:02
in New新增功能 York約克 City城市, a tech技術 company公司,
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Next Jump 係喺紐約一家科技公司
07:05
he makes使 the pointD 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努力 times in your family家庭,
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07:09
would you ever consider諗緊 laying鋪設
off one of your children孩子?
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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諗緊 laying鋪設 off people
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噉點解我哋會解僱
我哋組織裏邊嘅人呢?
07:15
inside our organization組織?
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07:17
Charlie查理 implemented實現 a policy政策
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Charlie Kim 喺公司實施終身聘用制度
07:20
of lifetime一生 employment就業.
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1936
07:22
If you get a job工作 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唔可以 get fired炒魷 for performance性能 issues個問題.
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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事實, if you have issues個問題,
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佢哋會教你同支援你
07:29
they will coach教練 you and they will give you support支持,
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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孩子
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07:33
who happens發生 to come home with a C from school學校.
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07:36
It's the complete完成 opposite相反.
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而好多公司嘅做法卻係啱啱相反
07:37
This is the reason原因 so many好多 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
07:39
have such a visceral內臟 hatred仇恨, anger憤怒,
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內心會有怨恨
07:43
at some of these banking銀行 CEOsCeo
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07:45
with their佢哋 disproportionate不成比例
salaries人工 and bonus獎金 structures結構.
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而呢啲執行官收著
唔成比例嘅人工同獎金
07:47
It's not the numbers數字.
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其實並唔係因為錢嘅問題
07:49
It's that they have violated違反 the
very definition定義 of leadership領導.
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而係因為佢哋違背做領導嘅原義
07:52
They have violated違反 this deep-seated深坐 social社會 contract合同.
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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允許 their佢哋 people
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佢哋容許職員犧牲自己
去維護佢哋嘅利益
07:57
to be sacrificed犧牲 so they could
protect保護 their佢哋 own自己 interests利益,
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07:59
or worse更糟, they sacrificed犧牲 their佢哋 people
200
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更甚者,佢哋犧牲其他人
去維護佢哋自己嘅利益
08:02
to protect保護 their佢哋 own自己 interests利益.
201
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唔係錢嘅問題
08:04
This is what so offends冒犯 us, not the numbers數字.
202
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而係佢哋做出嚟嘅嘢好睇唔過眼
08:07
Would anybody任何人 be offended冒犯 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獎金 to Gandhi甘地?
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2573
有冇人覺得被冒犯嗎?
08:11
How about a $250 million bonus獎金 to Mother母親 Teresa修女?
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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個問題 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領導人 would never sacrifice犧牲
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2211
08:20
the people to save the numbers數字.
209
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08:22
They would sooner sacrifice犧牲 the numbers數字
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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鲍勃 Chapman查普曼, who runs運行
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08:28
a large manufacturing製造 company公司 in the Midwest中西部
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經營一家大型製造商叫做 Barry-Wehmiller
08:31
called Barry-Wehmiller巴里-wehmiller,
214
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喺 2008 年,由於經濟危機
佢受影響得好深
08:33
in 2008 was hit very hard努力 by the recession衰退,
215
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5357
08:38
and they lost失去 30 percent百分比 of their佢哋 orders訂單 overnight一夜之間.
216
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一夜之間,佢哋損失咗 30% 嘅訂單
08:42
Now in a large manufacturing製造 company公司,
217
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呢樣對於大型嘅製造商嚟講
係好大嘅損失
08:43
this is a big deal交易,
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511784
1541
08:45
and they could no longer afford their佢哋 labor勞動 pool.
219
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佢哋唔能夠再養咁多嘅員工
08:48
They needed需要 to save 10 million dollars美元,
220
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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好多 companies公司 today今日,
221
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2023
所以好以好多其他公司一樣
08:52
the board got together一起 and discussed討論 layoffs裁員.
222
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3394
董事開會傾裁員
08:55
And Bob鲍勃 refused拒絕.
223
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但係,Bob Chapman 拒絕
08:57
You see, Bob鲍勃 doesn't believe in head counts計數.
224
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可以睇到,佢唔講錢
09:01
Bob鲍勃 believes相信 in heart counts計數,
225
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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困難 to simply淨係 reduce減少
226
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2508
09:07
the heart count計數.
227
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09:09
And so they came up with a furlough休假 program程序.
228
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於是乎佢提出咗一個休假嘅計畫
09:12
Every employee員工, from secretary to CEOCeo,
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每一個員工,由秘書到首席執行官
09:14
was required必填 to take four weeks禮拜 of unpaid無償 vacation假期.
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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,
231
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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連續.
232
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2981
而且唔需要連續咁放
而 Bob Chapman 公佈呢樣嘢
至係更加重要
09:22
But it was how Bob鲍勃 announced宣布 the program程序
233
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1332
09:23
that mattered重要 so much.
234
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1897
09:25
He said, it's better that we should all suffer遭受 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」
09:28
than any of us should have to suffer遭受 a lot,
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2785
09:31
and morale士氣 went up.
237
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佢呢番話公司士氣上升
09:34
They saved保存 20 million dollars美元,
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佢哋省咗二千萬美元
09:37
and most importantly重要, as would be expected預期,
239
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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安全 and protected保護
by the leadership領導 in the organization組織,
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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
09:42
the natural自然 reaction反應 is to trust信任 and cooperate合作.
241
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2507
自然反應就係信任同合作
09:45
And quite都幾 spontaneously自發性, nobody expected預期,
242
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2757
冇人估到,大家都自發地調配呢啲假期
09:48
people started初時 trading交易 with each每個 other.
243
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1916
等錢用嘅員工
會同冇咁等錢用嘅員工賣假期
09:50
Those who could afford it more
244
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09:51
would trade貿易 with those who could afford it less.
245
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09:53
People would take five weeks禮拜
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有啲員工就有五個星期嘅無薪假期
09:55
so that somebody有人 else only had to take three.
247
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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
09:59
Leadership領導 is a choice選擇. It is not a rank排名.
248
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2934
10:02
I know many好多 people at the seniormostseniormost
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我知道好多人
喺組織裏面坐最高級嘅職位
10:03
levels水平 of organizations組織
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1158
10:05
who are absolutely絕對 not leaders領導人.
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1604
但係佢哋唔係真正嘅領袖
10:06
They are authorities當局, and we do what they say
252
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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權威 over us,
253
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3043
因為佢哋對我哋有權力
10:12
but we would not follow遵循 them.
254
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但係我哋唔會跟隨佢哋
10:14
And I know many好多 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底部 of organizations組織
256
603974
1362
10:17
who have no authority權威
257
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1263
佢哋冇權力
10:18
and they are absolutely絕對 leaders領導人,
258
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2063
但係佢哋絕對係領袖
10:20
and this is because they have chosen選擇 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選擇 to look after
261
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1278
10:25
the person to the right of them.
262
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10:27
This is what a leader領袖 is.
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呢個至係真正嘅領導
10:31
I heard聽到 a story故事
264
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3030
我聽過一個關於海軍嘅故事
10:35
of some Marines海軍陸戰隊
265
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1590
10:36
who were out in theater劇院,
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海洋 custom自定義,
267
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2046
而係海軍歷嚟嘅傳統
10:41
the officer人員 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男人 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食品 left for him.
271
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4090
冇曬嘢食
10:53
And when they went back out in the field領域,
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男人 brought him some of their佢哋 food食品
273
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2944
10:59
so that he may可能 eat,
274
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1857
11:00
because that's what happens發生.
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呢個就係佢哋嘅傳統
11:03
We call them leaders領導人 because they go first.
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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
11:05
We call them leaders領導人 because they take the risk風險
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1743
11:07
before anybody任何人 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領導人 because they will choose選擇
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2030
11:11
to sacrifice犧牲 so that their佢哋 people
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2009
11:13
may可能 be safe安全 and protected保護
281
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1119
11:14
and so their佢哋 people may可能 gain獲得,
282
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2136
11:16
and when we do, the natural自然 response響應
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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犧牲 for us.
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就係願意為領袖犧牲自己
11:23
They will give us their佢哋 blood and sweat汗水 and tears眼淚
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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
11:25
to see that their佢哋 leader's領導的 vision視覺 comes to life,
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3439
11:29
and when we ask問吓 them, "Why would you do that?
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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
11:32
Why would you give your blood and sweat汗水 and tears眼淚
288
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2387
11:34
for that person?" they all say the same相同 thing:
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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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因為,佢哋都咁樣為我哋做
11:41
And isn't that the organization組織
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唔通噉嘅組織
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掌聲)
294
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3601
(掌聲)
多謝
11:52
Thank you. (Applause掌聲)
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2030
Translated by Jason chan
Reviewed by Yifeng Zhou

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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