TED西蒙斯涅克伟大的领袖如何激励行动中英文演讲稿Word文档格式.docx

TED西蒙斯涅克伟大的领袖如何激励行动中英文演讲稿Word文档格式.docx

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whowerebetterqualified,betterfunded—— 

andtheydidn’tachievepoweredmanflight， 

andtheWrightbrothersbeatthemtoit。

There'

ssomethingelseatplayhere。

1:

17Aboutthreeandahalfyearsago，Imadeadiscovery. 

AndthisdiscoveryprofoundlychangedmyviewonhowIthoughttheworldworked, 

anditevenprofoundlychangedthewayinwhichIoperateinit. 

Asitturnsout,there'

sapattern。

Asitturnsout，allthegreatinspiringleadersandorganizationsintheworld, 

whetherit'

sAppleorMartinLutherKingortheWrightbrothers， 

theyallthink,actandcommunicatetheexactsameway. 

Andit’sthecompleteoppositetoeveryoneelse。

AllIdidwascodifyit, 

andit'

sprobablytheworld'

ssimplestidea. 

Icallitthegoldencircle.

2:

07Why?

How?

What？

Thislittleideaexplains 

whysomeorganizationsandsomeleadersareabletoinspirewhereothersaren’t. 

Letmedefinethetermsreallyquickly. 

Everysingleperson,everysingleorganizationontheplanet 

knowswhattheydo,100percent。

Someknowhowtheydoit, 

whetheryoucallityourdifferentiatedvalueproposition 

oryourproprietaryprocessoryourUSP. 

Butvery，veryfewpeopleororganizationsknowwhytheydowhattheydo. 

Andby”why”Idon’tmean”tomakeaprofit。

”That’saresult.It’salwaysaresult。

By"

why,”Imean：

What'

syourpurpose?

What'

syourcause？

syourbelief？

Whydoesyourorganizationexist?

Whydoyougetoutofbedinthemorning？

Andwhyshouldanyonecare?

Asaresult，thewaywethink，weact， 

thewaywecommunicateisfromtheoutsidein,it’sobvious. 

Wegofromtheclearestthingtothefuzziestthing. 

Buttheinspiredleadersandtheinspiredorganizations—— 

regardlessoftheirsize，regardlessoftheirindustry-— 

allthink，actandcommunicatefromtheinsideout.

3：

13Letmegiveyouanexample。

IuseApplebecausethey’reeasytounderstandandeverybodygetsit。

IfApplewerelikeeveryoneelse, 

amarketingmessagefromthemmightsoundlikethis:

”Wemakegreatcomputers。

They'

rebeautifullydesigned，simpletouseanduserfriendly. 

Wanttobuyone?

"

Meh。

That’showmostofuscommunicate。

That'

showmostmarketingandsalesaredone, 

that’showwecommunicateinterpersonally. 

Wesaywhatwedo, 

wesayhowwe'

redifferentorbetter 

andweexpectsomesortofabehavior, 

apurchase，avote，somethinglikethat。

Here’sournewlawfirm：

Wehavethebestlawyerswiththebiggestclients, 

wealwaysperformforourclients。

Here'

sournewcar:

Itgetsgreatgasmileage，ithasleatherseats。

Buyourcar. 

Butit'

suninspiring.

4：

00Here’showAppleactuallycommunicates. 

”Everythingwedo,webelieveinchallengingthestatusquo。

Webelieveinthinkingdifferently. 

Thewaywechallengethestatusquo 

isbymakingourproductsbeautifullydesigned， 

simpletouseanduserfriendly. 

Wejusthappentomakegreatcomputers. 

Wanttobuyone？

” 

Totallydifferent，right？

You'

rereadytobuyacomputerfromme。

Ijustreversedtheorderoftheinformation. 

Whatitprovestousisthatpeopledon'

tbuywhatyoudo；

peoplebuywhyyoudoit.

4:

35Thisexplainswhyeverysinglepersoninthisroom 

isperfectlycomfortablebuyingacomputerfromApple. 

Butwe'

realsoperfectlycomfortable 

buyinganMP3playerfromApple,oraphonefromApple，oraDVRfromApple. 

AsIsaidbefore，Apple'

sjustacomputercompany. 

Nothingdistinguishesthemstructurallyfromanyoftheircompetitors. 

Theircompetitorsareequallyqualifiedtomakealloftheseproducts。

Infact，theytried。

Afewyearsago，Gatewaycameoutwithflat—screenTVs. 

They’reeminentlyqualifiedtomakeflat-screenTVs. 

vebeenmakingflat-screenmonitorsforyears.Nobodyboughtone。

DellcameoutwithMP3playersandPDAs， 

andtheymakegreatqualityproducts,andtheycanmakeperfectlywell—designedproducts-- 

andnobodyboughtone。

Infact，talkingaboutitnow，wecan’tevenimagine 

buyinganMP3playerfromDell. 

Whywouldyoubuyonefromacomputercompany?

Butwedoiteveryday. 

Peopledon’tbuywhatyoudo；

theybuywhyyoudoit。

Thegoalisnottodobusinesswitheverybodywhoneedswhatyouhave. 

Thegoalistodobusinesswithpeoplewhobelievewhatyoubelieve.

5：

47Here’sthebestpart:

NoneofwhatI’mtellingyouismyopinion。

It'

sallgroundedinthetenetsofbiology。

Notpsychology,biology. 

Ifyoulookatacross—sectionofthehumanbrain, 

fromthetopdown，thehumanbrainisactuallybroken 

intothreemajorcomponents 

thatcorrelateperfectlywiththegoldencircle。

Ournewestbrain,ourHomosapienbrain， 

ourneocortex， 

correspondswiththe”what”level。

Theneocortexisresponsible 

forallofourrationalandanalyticalthoughtandlanguage. 

Themiddletwosectionsmakeupourlimbicbrains, 

andourlimbicbrainsareresponsibleforallofourfeelings, 

liketrustandloyalty. 

salsoresponsibleforallhumanbehavior， 

alldecision—making, 

andithasnocapacityforlanguage.

6:

35Inotherwords,whenwecommunicatefromtheoutsidein, 

yes,peoplecanunderstandvastamountsofcomplicatedinformation 

likefeaturesandbenefitsandfactsandfigures. 

Itjustdoesn'

tdrivebehavior. 

Whenwecancommunicatefromtheinsideout, 

we'

retalkingdirectlytothepartofthebrainthatcontrolsbehavior， 

andthenweallowpeopletorationalizeitwiththetangiblethingswesayanddo.Thisiswheregutdecisionscomefrom。

Sometimesyoucangivesomebodyallthefactsandfigures,andtheysay，"

Iknowwhatallthefactsanddetailssay, 

butitjustdoesn'

tfeelright.” 

Whywouldweusethatverb，itdoesn’t”feel”right?

Becausethepartofthebrainthatcontrolsdecision—making 

doesn’tcontrollanguage。

Thebestwecanmusterupis, 

”Idon'

tknow.Itjustdoesn’tfeelright.” 

Orsometimesyousayyou’releadingwithyourheartorsoul。

Ihatetobreakittoyou，thosearen’totherbodypartscontrollingyourbehavior. 

sallhappeninghereinyourlimbicbrain, 

thepartofthebrainthatcontrolsdecision-makingandnotlanguage.

7:

29Butifyoudon'

tknowwhyyoudowhatyoudo, 

andpeoplerespondtowhyyoudowhatyoudo, 

thenhowwillyouevergetpeople 

tovoteforyou,orbuysomethingfromyou， 

or，moreimportantly,beloyalandwanttobeapartofwhatitisthatyoudo。

Thegoalisnotjusttoselltopeoplewhoneedwhatyouhave;

thegoalistoselltopeoplewhobelievewhatyoubelieve. 

Thegoalisnotjusttohirepeoplewhoneedajob;

it'

stohirepeoplewhobelievewhatyoubelieve. 

Ialwayssaythat,youknow, 

ifyouhirepeoplejustbecausetheycandoajob,they’llworkforyourmoney， 

butiftheybelievewhatyoubelieve，they'

llworkforyouwithbloodandsweatandtears。

NowhereelseisthereabetterexamplethanwiththeWrightbrothers.

8：

14Mostpeopledon'

tknowaboutSamuelPierpontLangley。

Andbackintheearly20thcentury， 

thepursuitofpoweredmanflightwaslikethedotcomoftheday。

Everybodywastryingit。

AndSamuelPierpontLangleyhad,whatweassume， 

tobetherecipeforsuccess. 

Evennow，youaskpeople, 

”Whydidyourproductorwhydidyourcompanyfail?

andpeoplealwaysgiveyouthesamepermutation 

ofthesamethreethings:

under—capitalized，thewrongpeople,badmarketconditions. 

It’salwaysthesamethreethings,solet'

sexplorethat. 

SamuelPierpontLangley 

wasgiven50,000dollarsbytheWarDepartmenttofigureoutthisflyingmachine。

Moneywasnoproblem. 

HeheldaseatatHarvard 

andworkedattheSmithsonianandwasextremelywell-connected;

heknewallthebigmindsoftheday. 

Hehiredthebestmindsmoneycouldfind 

andthemarketconditionswerefantastic. 

TheNewYorkTimesfollowedhimaroundeverywhere， 

andeveryonewasrootingforLangley. 

Thenhowcomewe’veneverheardofSamuelPierpontLangley?

9：

15AfewhundredmilesawayinDaytonOhio， 

OrvilleandWilburWright， 

theyhadnoneofwhatweconsidertobetherecipeforsuccess。

Theyhadnomoney;

theypaidfortheirdreamwiththeproceedsfromtheirbicycleshop；

notasinglepersonontheWrightbrothers'

team 

hadacollegeeducation， 

notevenOrvilleorWilbur；

andTheNewYorkTimesfollowedthemaroundnowhere。

38Thedifferencewas, 

OrvilleandWilburweredrivenbyacause，byapurpose，byabelief. 

Theybelievedthatiftheycouldfigureoutthisflyingmachine, 

llchangethecourseoftheworld。

SamuelPierpontLangleywasdifferent。

Hewantedtoberich，andhewantedtobefamous。

Hewasinpursuitoftheresult. 

Hewasinpursuitoftheriches. 

Andloandbehold,lookwhathappened. 

ThepeoplewhobelievedintheWrightbrothers’dream 

workedwiththemwithbloodandsweatandtears. 

Theothersjustworkedforthepaycheck. 

TheytellstoriesofhoweverytimetheWrightbrotherswentout, 

theywouldhavetotakefivesetsofparts, 

becausethat’showmanytimestheywouldcrashbeforesupper.

10:

19And,eventually,onDecember17th,1903, 

theWrightbrotherstookflight， 

andnoonewastheretoevenexperienceit. 

Wefoundoutaboutitafewdayslater。

AndfurtherproofthatLangle