超越极限的人生ted英文演讲稿word范文 26页Word格式.docx

1、 Year after year, afteryear, theyre more innovative than all their competition. And yet, theyre just a computer company. Theyre just like everyone else. They have the same access to the sametalent, the same agencies, the same consultants, the same media. Then why is it that they seem to have somethi

2、ng different? Why is it that Martin Luther King led the Civil Rights Movement? He wasnt the only man who suffered in pre-civil rights America, and he certainly wasnt the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flig

3、ht when there were certainly other teams who were better qualified, better funded - and they didnt achieve powered man flight, and the Wright brothers beat them to it. Theres something else at play here. 1:17About three and a half years ago, I made a discovery. And this discovery profoundly changed

4、my view on how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, theres a pattern. As it turns out, all the great inspiring leaders and organizations in the world, whether its Apple or Martin Luther King or the Wright brothers, they all thi

5、nk, act and communicate the exact same way. And its the complete opposite to everyone else. All I did was codify it, and its probably the worlds simplest idea. I call it the golden circle. 2:07Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where

6、 others arent. Let me define the terms reallyquickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people o

7、r organizations know why they do what they do. And by why I dont mean to make a profit.Thats a result. Its always a result. By why, I mean: Whats your purpose?s your cause?s your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? As a resu

8、lt, the way we think, we act, the way we communicate is from the outside in, its obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations - regardless of their size, regardless of their industry - all think, act and communicate from the in

9、side out.3:13Let me give you an example. I use Apple because theyre easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: We make great computers. Theyre beautifully designed, simple to use and user friendly. Want to buy one?

10、Meh.s how most of us communicate. Thats how most marketing and sales are done, thats how we communicate interpersonally. We say what we do, we say how were different or better and we expect some sort of a behavior, a purchase, a vote, something like that. Heres our new law firm: We have the best law

11、yers with the biggest clients, we always perform for our clients. Heres our new car: It gets great gas mileage, it has leather seats. Buy our car. But its uninspiring. 4:00Heres how Apple actually communicates. Everything we do, we believe in challenging the status quo.We believe in thinking differe

12、ntly. The way we challenge the status quo is by making our products beautifully designed, simple to use and userfriendly. We just happen to make great computers. Want to buy one? Totally different, right? Youre ready to buy a computer from me. I just reversed the order of theinformation. What it pro

13、ves to us is that people dont buy what you do; people buy why you do it.4:35This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But were also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple,or a DVR from Apple. As I s

14、aid before, Apples just a computer company. Nothing distinguishes them structurally from any of their competitors. Their competitors are equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat-screen TVs. Theyre eminently qualified to make fl

15、at-screen TVs. Theyve been making flat-screen monitors for years.Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products,and they can make perfectly well-designed products - and nobody bought one. In fact, talking about it now, we cant even imagine buying an

16、MP3 player from Dell. Why would you buy one from a computer company? But we do it every day. People don they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe.5:47Heres the best part: None of

17、what Im telling you is my opinion. Its all grounded in the tenets of biology.Not psychology, biology. If you look at a cross-section of the human brain, from the top down, the human brain is actually broken into three major components that correlate perfectly with the golden circle. Our newest brain

18、, our Homo sapien brain, our neocortex, corresponds with the what level. The neocortex isresponsible for all of our rational and analytical thought and language. The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty.

19、Its also responsible for all human behavior, all decision-making, and it has no capacity for language.6:35In other words, when we communicate from the outside in, yes, people canunderstand vast amounts of complicated information like features and benefits and facts and figures. It just doesnt drive

20、behavior. When we can communicate from the inside out, were talking directly to the part of the brainthat controls behavior, and then we allow people to rationalize it with the tangible things we say and do.This is where gut decisions come from. Sometimes you can give somebody all the facts and figu

21、res,and they say, I know what all the facts and details say, but it just doesnt feel right. Why would we use that verb, it doesnt feel right? Because the part of the brain that controlsdecision-making doesnt control language. The best we can muster up is, I dont know. It just doesn Or sometimes you

22、say youre leading with your heart or soul. I hate to break it to you, those arent other body partscontrolling your behavior. Its all happening here in your limbic brain, the part of the brain that controls decision-making and not language. 7:29But if you dont know why you do what you do, and people

23、respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyaland want to be a part of what it is that you do. The goal is not just to sell to people who need what you have; the goal is to sell to people who believe wha

24、t you believe. The goal is not just to hire people who need a job; its to hire people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, theyll work for your money, but if they believe what you believe,theyll work for you with blood and swea

25、t and tears. Nowhere else is there a better example than with the Wright brothers.8:14Most people dont know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had,

26、what we assume, to be the recipe for success. Even now, you ask people, Why did your product or why did your company fail? and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions. Its always the same three things, so lets e

27、xplore that. Samuel Pierpont Langley was given 50,000 dollars by the War Departmentto figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected; he knew all the big minds of the day. He hired the best minds money co

28、uld find and the market conditions were fantastic. The New York Times followed him around everywhere, and everyone was rooting for Langley. Then how come weve never heard of Samuel Pierpont Langley?9:15A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consi

29、der to be the recipe for success. They had no money; they paid for their dream with the proceeds from their bicycle shop; not a single person on the Wright brothers team had a college education, not even Orville or Wilbur; and The New York Times followed them around nowhere. 38The difference was, Or

30、ville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they could figure out this flying machine, itll change the course of the world. Samuel Pierpont Langley was different. He wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was i

31、n pursuit of the riches. And lo and behold, look what happened. The people who believed in the Wright brothers dream worked with them with blood and sweat and tears. The others just worked for thepaycheck. They tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because thats how many times they would crash before supper.10:19And, eventually, on D