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How do you explain when
你會怎麼解釋
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things don't go as we assume?
當事情不如我們所想的一般時?
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Or better, how do you explain
或者更好的是,你如何解釋
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when others are able to achieve things
當其他人能夠完成似乎
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that seem to defy all of the assumptions?
違反所有假設的事時?
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For example:
比如:
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Why is Apple so innovative?
為什麼蘋果電腦這麼地有創意?
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Year after year, after year, after year,
年復年
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they're more innovative than all their competition.
他們比其他的競爭對手都要有創意
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And yet, they're just a computer company.
然而,他們只是一個電腦公司
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They're just like everyone else.
就像其他電腦公司一樣
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They have the same access to the same talent,
他們對有同樣才華的人有相同的管道接觸
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the same agencies, the same consultants, the same media.
同樣的廣告商、同樣的顧問、同樣的媒體
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Then why is it that they
那麼為什麼他們
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seem to have something different?
似乎有點與眾不同?
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Why is it that Martin Luther King
為什麼是馬汀路德金恩
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led the Civil Rights Movement?
領導黑人民權運動?
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He wasn't the only man
他不是唯一一個
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who suffered in a pre-civil rights America,
在美國受到平等公民權不公平待遇的人
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and he certainly wasn't the only great orator of the day.
而且他絕不是當時最偉大的演說家
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Why him?
為什麼是他?
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And why is it that the Wright brothers
而為什麼是華特兄弟
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were able to figure out controlled, powered man flight
能夠想到控制力量,操控飛機
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when there were certainly other teams who were
當正有其他團隊
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better qualified, better funded ...
更有資格、更有資本
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and they didn't achieve powered man flight,
然而他們並沒有完成飛機
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and the Wright brothers beat them to it.
反而是華特兄弟打敗他們完成了這件事。
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There's something else at play here.
這似乎有其他的因素在其中
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About three and a half years ago
大約三年半前
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I made a discovery.
我有一個發現
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And this discovery profoundly changed
而這個發現深深地改變
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my view on how I thought the world worked,
我對世界運作方式的看法
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and it even profoundly changed the way in which
而它甚至深深改變
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I operate in it.
我生活的方式
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As it turns out, there's a pattern.
因為它變成—有個模式
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As it turns out, all the great and inspiring leaders
而它引證了,所有偉大且具有啟發性的領袖
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and organizations in the world --
以及世界上的機構
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whether it's Apple or Martin Luther King or the Wright brothers --
不管是蘋果電腦,或馬汀路德金恩或華特兄弟
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they all think, act and communicate
他們都以同樣的方式
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the exact same way.
思考、行動與溝通
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And it's the complete opposite
而這也完全與其他人
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to everyone else.
相反
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All I did was codify it,
我做的事就是解讀它
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and it's probably the world's
而它或許是世界上
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simplest idea.
最簡單的想法
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I call it the golden circle.
我稱它做黃金圈
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Why? How? What?
為什麼?怎麼做?做什麼?
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This little idea explains
這個小小的想法解釋了
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why some organizations and some leaders
為什麼有些機構和有些領袖
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are able to inspire where others aren't.
能夠激勵群眾而別人做不到
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Let me define the terms really quickly.
讓我很快地定義這些詞
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Every single person, every single organization on the planet
在這個星球上的每個人,每個機構都
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knows what they do,
知道他們在做什麼 -
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100 percent.
百分之百肯定
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Some know how they do it,
有些知道如何做事
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whether you call it your differentiated value proposition
這裡可以叫做是你不同的價值主張
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or your proprietary process or your USP.
或者你的屬性過程或你的USP (賣點)
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But very, very few people or organizations
但很少很少人或機構
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know why they do what they do.
知道為什麼做他們正在做的事
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And by "why" I don't mean "to make a profit."
而〞為什麼〞不是指〞創造利潤“
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That's a result. It's always a result.
那是結果。它永遠是結果。
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By "why," I mean: What's your purpose?
〞為什麼〞指的是:你的目的是什麼?
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What's your cause? What's your belief?
你的出發點是什麼?你的信念是什麼?
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Why does your organization exist?
為什麼你的機構存在?
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Why do you get out of bed in the morning?
為什麼你早上要起床?
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And why should anyone care?
而且為什麼其他人要在乎?
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Well, as a result, the way we think, the way we act,
好的,結果是我們所想、所為
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the way we communicate is from the outside in.
以及我們所溝通的方式都是由外而內的
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It's obvious. We go from the clearest thing to the fuzziest thing.
很明顯。我們從最清楚到最模糊不明
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But the inspired leaders
但激勵人的領導者
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and the inspired organizations --
以及激勵人們的機構
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regardless of their size, regardless of their industry --
不管它們的規模,不管它們的產業
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all think, act and communicate
都以由內而外的方式
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from the inside out.
去思考、行動與溝通
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Let me give you an example.
讓我給你們舉個例子
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I use Apple because they're easy to understand and everybody gets it.
我使用蘋果電腦是因為它很容易明白,而所有人都明白它
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If Apple were like everyone else,
如果蘋果電腦就像其他的電腦
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a marketing message from them might sound like this:
給的行銷訊息很可能聽起來像
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"We make great computers.
我們製造最棒的電腦
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They're beautifully designed, simple to use
他們都有美好的設計、容易上手
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and user friendly.
也迎合使用者的要求
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Want to buy one?" "Meh."
想買一台嗎?...呃,不要。
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And that's how most of us communicate.
這就是多數人溝通的方式
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That's how most marketing is done, that's how most sales is done
這就是多數行銷的方式。 這是多數業務銷售的方式
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and that's how most of us communicate interpersonally.
而這也是我們多數人與人相處時的溝通方式
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We say what we do, we say how we're different or how we're better
我們說我們做了什麼,我們說我們如何不同或我們如何比較好
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and we expect some sort of a behavior,
然後我們期待某種行為
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a purchase, a vote, something like that.
可能是購買行為、投票行為或這類的事
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Here's our new law firm:
這裡是我們新的法律公司
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We have the best lawyers with the biggest clients,
我們有最好的律師和最大的客戶
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we always perform for our clients who do business with us.
我們總是為和我們做生意的客戶著想
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Here's our new car:
這是我們的新車
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It gets great gas mileage, it has leather seats, buy our car.
它有很好的油耗表現。它有皮革製的座椅。買我們的車吧。
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But it's uninspiring.
但這都不激勵人心
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Here's how Apple actually communicates.
這裡有蘋果電腦實際上溝通的方式:
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"Everything we do,
我們所做的每件事
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we believe in challenging the status quo.
我們相信都在挑戰現狀
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We believe in thinking differently.
我們相信用不同的角度思考
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The way we challenge the status quo
我們挑戰現狀的方式
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is by making our products beautifully designed,
是使我們的產品有美好的設計
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simple to use and user friendly.
容易使用而且迎合使用者。
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We just happen to make great computers.
我們只是恰巧做了很棒的電腦。
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Want to buy one?"
想要買一台嗎?
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Totally different right? You're ready to buy a computer from me.
完全不一樣,對吧?你準備要從我這裡買一台電腦了。
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All I did was reverse the order of the information.
我只要改變資訊的順序
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What it proves to us is that people don't buy what you do;
這個例子告訴我們人們不會買你做了什麼
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people buy why you do it.
人們要買你為什麼做它
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People don't buy what you do; they buy why you do it.
人們不會買你做什麼;他們要買你的為什麼。
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This explains why
這解釋了為什麼
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every single person in this room
在場的每個人
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is perfectly comfortable buying a computer from Apple.
都對買蘋果電腦感到很好
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But we're also perfectly comfortable
但我們也同樣感覺很好
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buying an MP3 player from Apple, or a phone from Apple,
當購買蘋果電腦 的MP3播放器,或蘋果電腦的手機
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or a DVR from Apple.
或蘋果電腦的DVR
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But, as I said before, Apple's just a computer company.
但如同我前述所說,蘋果電腦只是一家電腦公司
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There's nothing that distinguishes them
結構上沒有什麼使它們與
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structurally from any of their competitors.
其他的競爭者不同
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Their competitors are all equally qualified to make all of these products.
他們的競爭者都有同樣能力做這些產品
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In fact, they tried.
事實上,他們試過
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A few years ago, Gateway came out with flat screen TVs.
幾年前,Gateway推出他們的平面電視
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They're eminently qualified to make flat screen TVs.
他們很明顯夠資格製造平面電視
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They've been making flat screen monitors for years.
他們已經做平面監視器好幾年了
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Nobody bought one.
沒有人買
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Dell came out with MP3 players and PDAs,
戴爾電腦推出mp3播放器與PDA.
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and they make great quality products,
他們的產品都有很好的品質
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and they can make perfectly well-designed products --
而且他們也能完美地製造精美設計的產品
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and nobody bought one.
然而沒有人買。
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In fact, talking about it now, we can't even imagine
事實上,現在我們說這些事,我們甚至無法想像
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buying an MP3 player from Dell.
從戴爾電腦買一台mp3播放器
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Why would you buy an MP3 player from a computer company?
為什麼你會從一家電腦公司買一台mp3播放器?
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But we do it every day.
但我們每天都這麼做
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People don't buy what you do; they buy why you do it.
人們不買你做什麼;他們買你的為什麼
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The goal is not to do business
目標不是
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with everybody who needs what you have.
與每個需要你有什麼的人在做生意
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The goal is to do business with people
目標是要與
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who believe what you believe.
那些相信你所相信的人做生意
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Here's the best part:
這就是最美好的部份
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None of what I'm telling you is my opinion.
我告訴你們的都不是我個人的意見
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It's all grounded in the tenets of biology.
這在生物學裡證實
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Not psychology, biology.
不是心理學,是生物學
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If you look at a cross-section of the human brain, looking from the top down,
如果你去看人腦裡的切面,從上往下看
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what you see is the human brain is actually broken
你看到的人腦實際上是
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into three major components
分成三個主要部份的
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that correlate perfectly with the golden circle.
這和黃金圈完美地相關
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Our newest brain, our Homo sapien brain,
我們最新的腦,或說我們人類的腦
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our neocortex,
我們的大腦皮層
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corresponds with the "what" level.
對應的是〞什麼〞的層次
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The neocortex is responsible for all of our
大腦皮層負責我們所有的
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rational and analytical thought
理性、分析的想法
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and language.
以及語言
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The middle two sections make up our limbic brains,
中間兩個部份組成我們腦的邊緣
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and our limbic brains are responsible for all of our feelings,
而我們邊緣的腦是負責所有的感情
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like trust and loyalty.
如信任與忠誠
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It's also responsible for all human behavior,
它也同時負責所有人類的行為
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all decision-making,
所有的決策
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and it has no capacity for language.
而它沒有語言的空間
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In other words, when we communicate from the outside in,
換句話說,當我們從外而內地溝通時
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yes, people can understand vast amounts of complicated information
是的,人們可以了解很多複雜的資訊量
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like features and benefits and facts and figures.
像是特色、好處、事實與數字
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It just doesn't drive behavior.
但這不能刺激行為
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When we can communicate from the inside out,
當我們能由內而外溝通時
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we're talking directly to the part of the brain
我們就正對著我們的腦說話
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that controls behavior,
那控制行為的腦
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and then we allow people to rationalize it
然後我們允許人們去分析它
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with the tangible things we say and do.
以我們可以說與做的可見事物
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This is where gut decisions come from.
這就是我們用膽識做決定的來源
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You know, sometimes you can give somebody
你們知道,有時候你們可以給人們
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all the facts and figures,
所有的事實與數字
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and they say, "I know what all the facts and details say,
然後他們說,〞我知道事實與細節是什麼,
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but it just doesn't feel right."
但就是感覺不對勁〞
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Why would we use that verb, it doesn't "feel" right?
為什麼我們會用這個動詞,〝感覺〞不對勁?
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Because the part of the brain that controls decision-making
因為管控決策的腦
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doesn't control language.
並不管控語言
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And the best we can muster up is, "I don't know. It just doesn't feel right."
而我們最多能整理出的是〝我不知道,就是覺得不對〞
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Or sometimes you say you're leading with your heart,
或者有時你說你隨心所欲
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or you're leading with your soul.
或者你跟隨你靈魂的聲音
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Well, I hate to break it to you, those aren't other body parts
嗯,我很不想對你說,那些都不是身體的其他部份
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controlling your behavior.
在控制你的行為
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It's all happening here in your limbic brain,
所有的發生都在你邊緣的腦裡
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the part of the brain that controls decision-making and not language.
是控制決策而不是語言的腦
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But if you don't know why you do what you do,
但如果你不知道為什麼做你正在做的事
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and people respond to why you do what you do,
而人們對為什麼你正在做的事有反應
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then how will you ever get people
然後甚至是你如何贏得人們
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to vote for you, or buy something from you,
的選票或買你的東西
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or, more importantly, be loyal
或更重要的,忠實
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and want to be a part of what it is that you do.
而且想成為你正在做的事的一份子
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Again, the goal is not just to sell to people who need what you have;
再一次,目標不是僅僅將需要你所有賣給需要的人而已
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the goal is to sell to people who believe what you believe.
目標是要賣東西給那些相信你所相信的事的人
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The goal is not just to hire people
目標不是只在雇
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who need a job;
那些需要工作的人
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it's to hire people who believe what you believe.
而是要雇用那些相信你所相信的事的人
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I always say that, you know,
我會一直這麼說,你知道。
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if you hire people just because they can do a job, they'll work for your money,
如果你雇用人僅是因為他們能做事,他們將會為了你的錢而做事
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but if you hire people who believe what you believe,
但如果你雇用那些相信你所相信的人們
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they'll work for you with blood and sweat and tears.
他們將與你工作:用血汗與淚水。
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And nowhere else is there a better example of this
而沒有比這個萊特兄弟
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than with the Wright brothers.
更好的例子了
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Most people don't know about Samuel Pierpont Langley.
多數人不認識Samuel Pierpont Langley.
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And back in the early 20th century,
在20世紀初
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the pursuit of powered man flight was like the dot com of the day.
追尋人類飛翔就像今天的網路公司一樣
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Everybody was trying it.
每個人都在嘗試
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And Samuel Pierpont Langley had, what we assume,
而Samuel Pierpont Langley曾經擁有,我們假設的
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to be the recipe for success.
成功的關鍵
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I mean, even now, you ask people,
我的意思是,即使現在,你去問人們
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"Why did your product or why did your company fail?"
〝為什麼你的產品為或什麼你的公司失敗?〞
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and people always give you the same permutation
而人們總會給你
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of the same three things:
相類似的三個原因
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under-capitalized, the wrong people, bad market conditions.
資金不足,不適合的人,市場情況不良
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It's always the same three things, so let's explore that.
總是這相同的三個原因,所以我們來研究一下
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Samuel Pierpont Langley
Samuel Pierpont Langley
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was given 50,000 dollars by the War Department
從國防部得到5萬美金
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to figure out this flying machine.
去研發這個飛行機器
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Money was no problem.
資金不是問題
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He held a seat at Harvard
他有哈佛大學的學位
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and worked at the Smithsonian and was extremely well-connected;
在Smithsonian工作而且有很好的人脈
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he knew all the big minds of the day.
他認識當時所有著名的知識份子
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He hired the best minds
他雇用最好的人才
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money could find
資金有管道
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and the market conditions were fantastic.
而市場情況呈現一片榮景
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The New York Times followed him around everywhere,
紐約時報跟著他到處跑
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and everyone was rooting for Langley.
而且每個人都為Langley加油
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Then how come we've never heard of Samuel Pierpont Langley?
那麼你怎麼會從沒聽過Samuel Pierpont Langley?
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A few hundred miles away in Dayton Ohio,
幾百英哩遠在俄亥俄州的Dayton
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Orville and Wilbur Wright,
萊特兄弟
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they had none of what we consider
他們沒有我們認為的
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to be the recipe for success.
成功關鍵
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They had no money;
他們沒有資金
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they paid for their dream with the proceeds from their bicycle shop;
他們用他們腳踏車店裡的現金來支付他們的夢想
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not a single person on the Wright brothers' team
沒有任何一個在萊特兄弟的團隊裡
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had a college education,
的人有大學學歷
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not even Orville or Wilbur;
兄弟倆都沒有
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and The New York Times followed them around nowhere.
而他們也沒有紐約時報的報導
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The difference was,
不同的是
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Orville and Wilbur were driven by a cause,
萊特兄弟是有個目的去驅動他們的
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by a purpose, by a belief.
因為目的、因為相信
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They believed that if they
他們相信如果他們
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could figure out this flying machine,
能想出這架飛行機器
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it'll change the course of the world.
這將改變世界的軌道
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Samuel Pierpont Langley was different.
Samuel Pierpont Langley 不同
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He wanted to be rich, and he wanted to be famous.
他想變得富有,而且他想成名
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He was in pursuit of the result.
他在追求結果
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He was in pursuit of the riches.
他在追求財富
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And lo and behold, look what happened.
所以你們看,看看發生了什麼
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The people who believed in the Wright brothers' dream
這些相信萊特兄弟的夢想的人
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worked with them with blood and sweat and tears.
用血汗與淚水和他們一同努力工作的人
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The others just worked for the paycheck.
另外那些人則只是為錢工作
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And they tell stories of how every time