【TED】西蒙·斯涅克：伟大的领袖如何激励行动
2017-01-21 10:47阅读：
《【TED】西蒙·斯涅克：伟大的领袖如何激励行动》（
http://open.163.com/movie/2011/7/0/A/M78065A8E_M7806OF0A.html）
0:12
How do you explain when things don't go as we
assume? Or better, how do you explain
when others are able to achieve things that seem to defy all
of the assumptions? For example: Why is
Apple so innovative? Year after year, after
year, they're more innovative than all their
competition. And yet, they're just a computer
company. They're just like everyone else.
They have the same access to the same talent,
the same agencies, the same consultants, the
same media. Then why is it that they seem to have
something different? Why is it that Martin Luther King
led the Civil Rights Movement? He wasn't the only man
who suffe red in pre-civil rights America,
and he certainly wasn't 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 flight when
there were certainly other teams who were better
qualified, better funded -- and they didn't achieve
powered man flight, and the Wright brothers beat them
to it. There's something else at play
here.
1:17
About three and a half years ago, I made a
discovery. And this discovery profoundly changed 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, there's a pattern. As it turns
out, all the great inspiring leaders and organizations in the
world, whether it's Apple or Martin Luther King or the
Wright brothers, they all think, act and communicate
the exact same way. And it's the complete opposite to
everyone else. All I did was codify it,
and it's probably the world's simplest idea. I
call it the golden circle.
2:07
Why? How? What? This little idea
explains why some organizations and some leaders are
able to inspire where others aren't. Let me define the
terms really quickly. 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 or organizations know
why they do what they do. And by 'why' I don't mean
'to make a profit.' That's a result. It's always a
result. By 'why,' I mean: What's your purpose?
What's your cause? What'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 result, the way we think, we act, the way
we communicate is from the outside in, it's 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
inside out.
3:13
Let me give you an example. I use
Apple because they're 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. They're beautifully designed,
simple to use and user friendly. Want to buy
one?' 'Meh.' That's how most of us
communicate. That's how most marketing and sales are
done, that's how we communicate
interpersonally. We say what we do, we
say how we're different or better and we expect some
sort of a behavior, a purchase, a vote, something like
that. Here's our new law firm: We have
the best lawyers with the biggest clients, we always
perform for our clients. Here's our new car:
It gets great gas mileage, it has leather seats.
Buy our car. But it's
uninspiring.
4:00
Here's how Apple actually communicates.
'Everything we do, we believe in challenging the status
quo. We believe in thinking differently.
The way we challenge the status quo is by making
our products beautifully designed, simple to use and
user friendly. We just happen to make great
computers. Want to buy one?' Totally
different, right? You're ready to buy a computer from
me. I just reversed the order of the
information. What it proves to us is that people don't
buy what you do; people buy why you do
it.
4:35
This explains why every single person in this
room is perfectly comfortable buying a computer from
Apple. But we're also perfectly comfortable
buying an MP3 player from Apple, or a phone from
Apple, or a DVR from Apple. As I said
before, Apple's 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. They're eminently qualified to make
flat-screen TVs. They've 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 can't even
imagine buying an MP3 player from Dell.
Why would you buy one from a computer company?
But we do it every day. People don't buy what
you do; 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.
5:47
Here's the best part: None of what
I'm telling you is my opinion. It's 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,
our Homo sapien brain, our neocortex,
corresponds with the 'what' level. The neocortex
is responsible 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. It's also responsible for all human
behavior, all decision-making, and it has
no capacity for language.
6:35
In other words, when we communicate from the
outside in, yes, people can understand vast amounts of
complicated information like features and benefits and
facts and figures. It just doesn't drive
behavior. When we can communicate from the inside
out, we're talking directly to the part of the
brain that 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
figures, and they say, 'I know what all the facts and
details say, but it just doesn't feel right.'
Why would we use that verb, it doesn't 'feel' right?
Because the part of the brain that controls
decision-making doesn't control language.
The best we can muster up is, 'I don't know. It
just doesn't feel right.' Or sometimes you say you're
leading with your heart or soul. I hate to break it to
you, those aren't other body parts controlling your
behavior. It's all happening here in your limbic
brain, the part of the brain that controls
decision-making and not language.
7:29
But if you don't know why you do what you
do, and people 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 loyal and 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 what you believe. The goal is not just to
hire people who need a job; it's 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, they'll work for your money, but if they believe
what you believe, they'll work for you with blood and
sweat and tears. Nowhere else is there a better
example than with the Wright brothers.
8:14
Most people don't 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, 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. It's always the
same three things, so let's explore that. Samuel
Pierpont Langley was given 50,000 dollars by the War
Department to 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 could
find and the market conditions were fantastic.
The New York Times followed him around everywhere,
and everyone was rooting for Langley. Then how
come we've never heard of Samuel Pierpont
Langley?
9:15
A few hundred miles away in Dayton Ohio,
Orville and Wilbur Wright, they had none of what
we consider 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.
9:38
The difference was, Orville and
Wilbur were driven by a cause, by a purpose, by a belief.
They believed that if they could figure out this flying
machine, it'll 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 in 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 the paycheck. They
tell stories of how every time the Wright brothers went out,
they would have to take five sets of parts,
because that's how many times they would crash before
supper.
10:19
And, eventually, on December 17th, 1903,
the Wright brothers took flight, and no one was
there to even experience it. We found out about it a
few days later. And further proof that Langley was
motivated by the wrong thing: The day the Wright
brothers took flight, he quit. He could
have said, 'That's an amazing discovery, guys,
and I will improve upon your technology,' but he
didn't. He wasn't first, he didn't get rich, he didn't
get famous, so he quit.
10:50
People don't buy what you do; they buy why you do
it. If you talk about what you believe,
you will attract those who believe what you
believe.
10:58
But why is it important to attract those who
believe what you believe? Something called the law of
diffusion of innovation, if you don't know the law,
you know the terminology. The first 2.5% of our
population are our innovators. The next 13.5% of our
population are our early adopters. The next 34% are
your early majority, your late majority and your
laggards. The only reason these people buy touch-tone
phones is because you can't buy rotary phones
anymore.
11:28
(Laughter)
11:30
We all sit at various places at various times on
this scale, but what the law of diffusion of
innovation tells us is that if you want mass-market
success or mass-market acceptance of an idea, you
cannot have it until you achieve this tipping point
between 15 and 18 percent market penetration,
and then the system tips. I love asking
businesses, 'What's your conversion on new business?'
They love to tell you, 'It's about 10 percent,'
proudly. Well, you can trip over 10% of the
customers. We all have about 10% who just 'get
it.' That's how we describe them, right?
That's like that gut feeling, 'Oh, they just get
it.'
12:05
The problem is: How do you find the ones that get
it before doing business versus the ones who don't get
it? So it's this here, this little gap that you have
to close, as Jeffrey Moore calls it, 'Crossing the
Chasm' -- because, you see, the early majority will
not try something until someone else has tried it
first. And these guys, the innovators and the early
adopters, they're comfortable making those gut
decisions. They're more comfortable making those
intuitive decisions that are driven by what they
believe about the world and not just what product is
available. These are the people who stood in line for
six hours to buy an iPhone when they first came
out, when you could have bought one off the shelf the
next week. These are the people who spent 40,000
dollars on flat-screen TVs when they first came
out, even though the technology was
substandard. And, by the way, they didn't do it
because the technology was so great; they did it for
themselves. It's because they wanted to be
first. People don't buy what you do; they buy why you
do it and what you do simply proves what you
believe. In fact, people will do the things that prove
what they believe. The reason that person bought the
iPhone in the first six hours, stood in line for six
hours, was because of what they believed about the
world, and how they wanted everybody to see
them: They were first. People don't buy
what you do; they buy why you do it.
13:27
So let me give you a famous example,
a famous failure and a famous success of the law of diffusion
of innovation. First, the famous failure.
It's a commercial example. As we said before,
the recipe for success is money and the right people
and the right market conditions. You should have
success then. Look at TiVo. From the time
TiVo came out about eight or nine years ago to this
current day, they are the single highest-quality
product on the market, hands down, there is no
dispute. They were extremely well-funded.
Market conditions were fantastic. I mean, we use
TiVo as verb. I TiVo stuff on my piece-of-junk Time
Warner DVR all the time.
14:05
(Laughter)
14:07
But TiVo's a commercial failure.
They've never made money. And when they went
IPO, their stock was at about 30 or 40 dollars
and then plummeted, and it's never traded above 10.
In fact, I don't think it's even traded above six,
except for a couple of little spikes.
14:23
Because you see, when TiVo launched their
product, they told us all what they had.
They said, 'We have a product that pauses live TV,
skips commercials, rewinds live TV and memorizes your viewing
habits without you even asking.' And the
cynical majority said, 'We don't believe you.
We don't need it. We don't like it. You're
scaring us.'
14:47
What if they had said, 'If you're
the kind of person who likes to have total control
over every aspect of your life, boy, do we have
a product for you. It pauses live TV, skips
commercials, memorizes your viewing habits, etc.,
etc.' People don't buy what you do; they buy why you
do it, and what you do simply serves as the proof of
what you believe.
15:11
Now let me give you a successful example of the
law of diffusion of innovation. In the summer of
1963, 250,000 people showed up on the mall in
Washington to hear Dr. King speak. They
sent out no invitations, and there was no website to
check the date. How do you do that? Well,
Dr. King wasn't the only man in America who was a
great orator. He wasn't the only man in America who
suffered in a pre-civil rights America.
In fact, some of his ideas were bad. But he had
a gift. He didn't go around telling people what needed
to change in America. He went around and told people
what he believed. 'I believe, I believe, I believe,'
he told people. And people who believed what he
believed took his cause, and they made it their own,
and they told people. And some of those people created
structures to get the word out to even more
people. And lo and behold, 250,000 people showed
up on the right day at the right time to hear him
speak.
16:16
How many of them showed up for him?
Zero. They showed up for themselves.
It's what they believed about America that got
them to travel in a bus for eight hours to stand in
the sun in Washington in the middle of August. It's
what they believed, and it wasn't about black versus white:
25% of the audience was white.
16:38
Dr. King believed that there are two types of
laws in this world: those that are made by a higher
authority and those that are made by men. And not
until all the laws that are made by men are consistent
with the laws made by the higher authority will we
live in a just world. It just so happened that the
Civil Rights Movement was the perfect thing to help
him bring his cause to life. We followed, not for him,
but for ourselves. By the way, he gave the 'I have a
dream' speech, not the 'I have a plan'
speech.
17:07
(Laughter)
17:11
Listen to politicians now, with their
comprehensive 12-point plans. They're not inspiring
anybody. Because there are leaders and there are those
who lead. Leaders hold a position of power or
authority, but those who lead inspire us.
Whether they're individuals or organizations, we
follow those who lead, not because we have to, but
because we want to. We follow those who lead, not for
them, but for ourselves. And it's those who start with
'why' that have the ability to inspire those around
them or find others who inspire
them.
17:52
Thank you very much.
17:53
(Applause)
资料来源：TED.com（http://www.ted.com/talks/simon_sinek_how_great_leaders_inspire_action/transcript?language=en）
