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  • Ron: Simon, thank you for taking time to come onto the show. I know you're very busy, I

    羅恩:西蒙,感謝你抽出時間來參加節目。我知道你很忙,我

  • really appreciate you taking time to visit with us.

    真的很感謝你花時間來訪問我們。

  • Simon Sinek: Oh, my pleasure. Ron: Yesterday, I was finalizing my notes

    西蒙-辛克:哦,我的榮幸。羅恩:昨天,我正在最後整理我的筆記。

  • for today's call and I jumped over to TED.com and I looked up your famous "How Great Leaders

    今天的電話,我跳到TED.com,我看了你的著名的 "偉大的領導者如何"。

  • Inspire Action" video. I think I've watched it a few thousand times.

    激勵行動 "視頻。我想我已經看了幾千遍了。

  • But I saw that it's up to 23 million views. That blew my mind a little bit. I'm just curious,

    但我看到它的瀏覽量達到了2300萬。這讓我有點吃驚。我只是好奇。

  • could you have ever imagined when you did that 18-minute talk, that it would go on to

    你可曾想過,當你做了18分鐘的談話,它會繼續

  • be one of the most watched Ted Talks of all time?

    是有史以來最受關注的Ted Talks之一?

  • Simon: No, of course not. Nobody can plan for that. People ask me all the time, they're

    西蒙:不,當然不是。沒有人能夠計劃好。人們問我所有的時間,他們。

  • like, "How are you going to do another Ted Talk as popular as your first?" And the answer

    如,"你怎麼會做另一個Ted演講 像你的第一次一樣受歡迎?"而答案是

  • is I'm not. [laughs] I didn't plan for that to happen, so I certainly

    是我不是。[笑]我沒有計劃的情況下,所以我當然可以

  • can't plan to beat it. Ron: I'm curious, how did you prepare for

    不能打算打敗它。羅恩:我很好奇,你是怎麼準備的?

  • that talk? Had you done that particular talk before?

    那次演講?你以前做過那個特別的演講嗎?

  • Simon: I had been giving that talk in an hour, an hour and a half version for about three

    西蒙:我已經用一個小時、一個半小時的版本來做那個講座,大概有三個月了。

  • years prior. What I didn't think was possible was to communicate the message in 18 minutes.

    幾年前。沒想到的是,在18分鐘內就把資訊傳達給了大家。

  • Ron: [laughs] Yes. Simon: When they asked me to do it, I thought,

    羅恩:[笑]是的。西蒙:當他們讓我做的時候,我想。

  • "That's not possible." Of course, that's not an option. Yeah, I guess it works.

    "這是不可能的。"當然,這是不可能的。是啊,我想這是可行的。

  • Ron: It definitely works, yeah. It's one of my favorite videos of all time. Actually,

    羅恩:它絕對有效,是的。這是我最喜歡的視頻之一。事實上,

  • we saw you at the AME Conference last year in Florida. That was brilliant, as well.

    我們去年在佛羅里達州的AME會議上見過你。這是輝煌的,以及。

  • I don't know if you remember that, but that was great. The first question I have for you

    我不知道你是否還記得,但這是偉大的。我有第一個問題要問你

  • is I'm curious, as it relates to your work, what problems are you trying to solve?

    我很好奇,因為這與你的工作有關,你想解決什麼問題?

  • Simon: The discovery of theWhy,” for me, solved a very personal problem. I'd lost

    西蒙:"為什麼 "的發現,對我來說,解決了一個非常私人的問題。我失去了

  • my passion for what I was doing, and the process of discovering myWhyrestored my passion

    我對自己所做的事情充滿了激情,而發現自己 "為什麼 "的過程也恢復了我的激情。

  • to levels I'd never experienced before. It was only in learning more about it and

    到了我從未體驗過的程度。只有在瞭解更多關於它和

  • the biology of human decision making did I realize that this is not some management idea,

    人類決策的生物學,我才意識到這不是什麼管理理念。

  • but this is literally the biology of how our brains work, how we make decisions, how we

    但這就是我們大腦如何工作的生物學原理,我們如何做決定,我們如何...

  • live our lives, how we run organizations. My work all contributes to this idea that

    我們的生活,我們如何管理組織。我的工作都有助於這個想法

  • we're all entitled to be passionate about the work that we do. Fulfillment, inspiration

    我們都有權利對我們所做的工作充滿激情。履行、靈感

  • is not a luxury but a privilege. It's not for the few people who get to say, "I love

    不是一種奢侈,而是一種特權。這不是給少數人的,他們可以說:"我愛。

  • my job," and the rest of us go, "Oh, you're so lucky."

    我的工作,"和我們其餘的人去, "哦,你是如此幸運。"

  • Everybody gets to say that, and we get to demand from our leaders that they provide

    每個人都可以這樣說,我們可以要求我們的領導人提供。

  • environments that we want to come and work in and feel inspired to work in every day.

    的環境,讓我們每天都想來這裡工作,並感受到工作的靈感。

  • Ron: I can't help but think of Barry-Wehmiller as one of the best at doing exactly what you

    羅恩:我不禁認為Barry-Wehmiller是做得最好的一個,正是你的。

  • just said. Perhaps we can explore that later in the show.

    剛剛說的。也許我們可以在以後的節目中探討這個問題。

  • First, I want to talk a little bit about the golden circle, Simon. You first shared the

    首先,我想談一下黃金圈,西蒙。你第一次分享了

  • golden circle in that Ted Talk that I mentioned earlier.

    我之前提到的那個Ted演講中的黃金圈。

  • You taught us that while knowing what we do and how we do it is important, the most critical

    您教會了我們,知道自己做什麼和怎麼做固然重要,但最關鍵的是

  • thing we can understand is why we do what we do. I'm interested to know, how did you

    我們可以理解的是我們為什麼要這樣做。我很想知道,你是怎麼做到的?

  • arrive at the idea of the golden circle? Was it through research or some sort of self-discovery?

    是通過研究還是某種自我發現?是通過研究還是某種自我發現?

  • Simon: It was an evolutionary idea. It's not like I sat in a room and just popped it out.

    這是一個進化的想法。它不像我坐在一個房間裡,只是彈出它。

  • It originally began as an idea where I wanted to understand why some marketing works and

    原本我是想了解一些營銷工作的原因和

  • some marketing doesn't. I came from a marketing world, and I was always

    有些營銷沒有。我出身於營銷世家,我一直都是

  • astounded by how I could take the same team and put them on one client or a different

    驚訝於我怎麼能把同樣的團隊放在一個客戶或不同的客戶上。

  • client, and we'd have completely different results, even though, I had the same brilliant

    客戶,我們會有完全不同的結果, 即使,我有同樣的輝煌,我的客戶。

  • people working on it. I realized there was a pattern to how good

    的人在工作。我意識到,有一個模式是多麼好

  • marketing works, and I wrote it down, and it was that order.

    營銷工作,我把它寫下來,就是這個順序。

  • It wasn't until I started to learn about the biology, which came a little later, did bells

    直到我開始學習生物學,這才稍晚一點,才有了鐘聲

  • and lights start flashing. I realized this wasn't about how marketing works, this is

    和燈光開始閃爍。我意識到這不是關於營銷如何運作,這是

  • about how we live our lives, and that's when things started to make sense.

    關於我們的生活方式, 這時候事情開始變得有意義。

  • Ron: In "Leaders Eat Last," you explored a topic of brain science and why things like

    羅恩:在《領導者最後吃》中,你探討了一個腦科學的話題,以及為什麼像。

  • dopamine and oxytocin play such a critical role in human behavior. How did you come to

    多巴胺和催產素在人類行為中起著至關重要的作用。你怎麼會想到

  • study this? Simon: I'm not a researcher, per se. I'm not

    研究這個?西蒙:我本身不是一個研究者。我不是

  • an academic, but I am a little kid. I have an insatiable curiosity to understand why

    一個學者,但我是一個小孩子。我有一個永不滿足的好奇心,想知道為什麼... ...

  • things work and why things do the things they do, in all aspects of my life. I get on a

    在我生活的方方面面,事情的運作和為什麼事情會這樣做。我得到一個

  • plane, I want to understand how a wing works and a jet engine works. It's just how I am.

    飛機,我想了解機翼是如何工作的,噴氣發動機是如何工作的。我就是這樣的人。

  • I went on a trip to Afghanistan as a guest

    我去阿富汗旅行,作為一個客人

  • of the United States Air Force, and everything on our trip went wrong. It was a very intense

    美國空軍的,而我們的旅行中的一切都出了問題。這是一個非常緊張的

  • experience and would observe these remarkable human beings around me who trusted each other

    經驗,並會觀察到我身邊這些非凡的人類,他們彼此之間相互信任

  • with their lives. As I like to say, we give medals to people

    用他們的生命。就像我喜歡說的那樣,我們給人們頒發獎章。

  • in the military who are willing to sacrifice themselves so that others may gain, where

    捨身取義,捨我其誰

  • in the private sector, we give bonuses to people who are willing to sacrifice others

    在私營企業,我們給那些願意犧牲別人的人發獎金。

  • so that we may gain. I realized it was completely different to the world I was brought up in,

    使我們可以獲得。我意識到,這和我成長的世界完全不同。

  • in the private sector in business. It was no other reason than I just wanted

    在私營企業中的業務。這不是別的原因,我只是想

  • to understand where trust came from. Are they actually more trustworthy people? Is that

    來了解信任從何而來。他們其實是更值得信任的人嗎?是不是

  • really what it is? That doesn't sound right. When you start asking these questions about

    真的是這樣嗎?這聽起來不對。當你開始問這些問題的時候

  • why trust exists in some organizations and not others, it necessarily takes you back

    為什麼有的組織存在信任,而有的組織不存在信任,這必然會讓你回想起

  • to our anthropological beginnings and makes you forced to understand the environments

    我們的人類學起源,並使你被迫瞭解的環境

  • for which we were designed to survive in. That's where it all began. It came from my

    我們被設計為在其中生存。這就是一切的開始它來自於我的

  • desire to be around more people to trust. Like I said, all my work is semi-autobiographical,

    渴望身邊有更多可以信任的人。就像我說的,我所有的作品都是半自傳體。

  • it was my own struggle. Ron: Yeah, I hear you. Obviously, you teach

    這是我自己的鬥爭。羅恩:是的,我聽到了。很顯然,你教

  • the importance of understanding ourWhy.” In other words, what's our cause? What's our

    瞭解我們 "為什麼 "的重要性。換句話說,我們的事業是什麼?什麼是我們的

  • purpose? Why do we do what we do? My question is, is anyWhyokay, or are someWhys

    目的?我們為什麼要這樣做?我的問題是,是任何 "為什麼 "都可以,還是有些 "為什麼"

  • better than others? In other words, is there a North Star that should be guiding us?

    比別人更好?換句話說,是否有一顆北極星應該引導我們?

  • Simon: No, because it's subjective. AllWhysare positive. People say, "That guy's a negative

    西蒙:不,因為它是主觀的。所有的 "為什麼 "都是正面的。人們說:"那傢伙是個消極的

  • Why.’" Nope, allWhysare positive. The other thing is allWhyshave nothing

    '為什麼'。"不對,所有的 "為什麼 "都是正面的。另一件事是所有的 "為什麼 "都是沒有的

  • to do with the product or service that you sell or offer, and you only have one. People

    與你銷售或提供的產品或服務有關,而你只有一個。人,而你只有一個。

  • are like, "We have fourWhys.’" I'm like, "No, you don't. You have oneWhy.’

    是這樣,"我們有四個'為什麼'。"我想,"不,你沒有。你有一個 "為什麼"。

  • It's the sum total of who you are, how you were raised, the lessons you learned as a

    這是你是誰的總和,你是如何成長起來的,你學到的經驗教訓,作為一個。

  • young person, and the rest of your life simply serves as an opportunity to either live in

    年輕人,而你的餘生只是作為一個機會,要麼活在。

  • or out of balance with yourWhy.’" It’s the same with an organization. A “Why

    或與你的'為什麼'失衡。"一個組織也是如此。一個 "為什麼"

  • is why was the organization founded? What problem was it attempting to solve? The founders,

    是為什麼成立該組織?它試圖解決什麼問題?創始人。

  • what vision did they have? It's an origin story. There's no such thing as a North-Star

    他們有什麼願景?這是一個起源的故事。沒有什麼北斗星的故事

  • Whyobjectively. This is why a “Whyis important, because yourWhymay resonate

    "為什麼 "是客觀的。這就是為什麼 "為什麼 "很重要的原因,因為你的 "為什麼 "可能會引起共鳴。

  • with some people and not others. That's the point of stating and knowing your

    與一些人,而不是其他人。這就是說明和知道你的意思。

  • Why,” which is you want to attract the people who believe what you believe, and you

    "為什麼",也就是你要吸引那些相信你所相信的人,你要

  • want to be attracted to the people who believe what you believe. That's why when we listen

    想要被那些相信你所相信的人所吸引。這就是為什麼當我們聽

  • to political races, we want our leaders or our would-be leaders to tell us what they

    我們希望我們的領導人或我們未來的領導人告訴我們,他們的目標是什麼

  • believe, not just what they'd do. When we hear what they believe, we want to

    相信,而不僅僅是他們會做什麼。當我們聽到他們的信念時,我們想... ...

  • align ourselves with those who share our beliefs and that we trust that they will do the things

    與那些與我們有相同信仰的人結盟,並且我們相信他們會做的事情

  • to uphold those beliefs. The same is true in a company. We want to know what the company

    來維護這些信念。在公司裡也是如此。我們想知道該公司

  • stands for, why they do what they do so that we can devote ourselves and our energies to

    代表著什麼,他們為什麼要這樣做,這樣我們就可以把自己和精力投入到以下方面:

  • helping them advance that cause.

    幫助他們推進這一事業。

  • Otherwise, it's just a job, just a series of transactions. I do work, you pay me money.

    否則,這只是一份工作,只是一系列的交易。我做工作,你給我錢。

  • It's a transactional relationship. Ron: If you could just take a rough swag at

    這是一種交易關係。羅恩:如果你能粗略地掃一眼

  • a percentage of companies that have done a great job of identifying theirWhy,”

    在確定 "為什麼 "方面做得很好的公司所佔的比例。

  • what would you think it would be? Simon: Under 10 percent.

    你覺得會是什麼?西蒙:低於10%。

  • Ron: Really? [laughs] Simon: Yeah.

    羅恩:真的嗎?[笑]西蒙:是的。

  • Ron: Wow, that's pretty scary, really, isn't it? Simon: I see opportunity. [laughs]

    羅恩:哇,這很可怕,真的嗎?西蒙:我看到了機會。我看到了機會。 [笑]

  • Ron: You have job security, Simon, I guess. [laughs]

    羅恩:你有工作保障,西蒙,我想。[笑聲]

  • Simon: That's depressing, isn't it? I'd like to work myself out of a job. I talk about

    西蒙:這很鬱悶,不是嗎?我想把自己從工作中解放出來。我說的是

  • trust and cooperation. There should be no demand

    信任與合作。不應要求

  • for my work. Ron: That's true, yes. How does your work

    為我的工作。羅恩這是真的,是的。你的工作是如何

  • apply to people who, let's say, aren't knowledge workers, or perhaps they're not even leaders

    適用於那些,比方說,不是知識工作者的人,或者說,他們甚至可能不是領導者

  • of people? In other words, say, some person listening

    的人?換句話說,比如說,有些人聽

  • to this right now hates their retail job or their factory job. Can they get value out

    對這個現在恨他們的零售工作或他們的工廠工作。他們可以得到價值

  • of the golden circle and finding theirWhyjust as individuals?

    的黃金圈,並像個人一樣找到自己的 "為什麼"?

  • Simon: Oh my goodness, of course. It has nothing to do with the work that we do. It has to

    西蒙。哦,我的天哪,當然。這與我們所做的工作無關。它必須

  • do with the people with whom we work. We are social animals, and we respond to the environments

    與我們一起工作的人。我們是社會性動物,我們對環境的反應是

  • we're in. You take a good person, you put them in a bad environment, they're capable

    我們在。你把一個好人,你把他們 在一個糟糕的環境中,他們有能力

  • of doing bad things. You take a person that maybe others have given

    的做壞事。你把一個人,也許別人已經給

  • up on, they may have even performed bad acts, you put them in a good environment, they're

    上,他們甚至可能做出了不好的行為,你把他們放在一個好的環境裡,他們就會被

  • capable of becoming remarkable human beings. I think people in the knowledge business world

    能夠成為了不起的人。我認為知識商業界的人

  • suffer from hubris and terrible ethnocentrism, that, "I can't imagine someone who works in

    患有傲慢和可怕的種族中心主義,"我無法想象一個人誰在工作中的

  • a factory would actually be happy." That's because they think happiness is equated with

    一個工廠其實會很幸福。"那是因為他們認為幸福等同於

  • the work that you do, which is nonsense. Happiness and joy are equated with the people with whom

    的工作,這是無稽之談。幸福和快樂是與人劃等號的。

  • we work. If we feel trusted then we love going to work,

    我們的工作。如果我們感到被信任,那麼我們就會喜歡去工作。

  • regardless of the work that we do. We've all helped our friends move, and it's been a joyous

    無論我們做什麼工作。我們都幫助朋友們搬家,這是一件很快樂的事情。

  • experience. Lifting boxes, carrying them, and putting them on a truck is not a joyous

    經驗。抬箱子、搬箱子、上卡車,並不是一件快樂的事。

  • experience, but serving and taking care of our friends is.

    經驗,但服務和照顧我們的朋友是。

  • We've all been on our hands and knees trying to help someone build IKEA furniture. It's

    我們都曾手忙腳亂地想幫別人打造宜家傢俱。它是

  • a pretty awful job, it's a pretty awful task, but we enjoy it and we say yes because of

    一個相當可怕的工作,這是一個相當可怕的任務,但我們喜歡它,我們說是,因為它是

  • the joy of helping our friends or having the joy of our friends helping us. It's terribly,

    幫助朋友的快樂,或者有朋友幫助我們的快樂。這是非常可怕的。

  • terribly pompous to think that because the work is unglamorous that you can't have joy.

    以為工作不光鮮就不能有快樂,真是太浮誇了。

  • I can tell you, I've met factory workers and people who are in the stone crushing business

    我可以告訴你,我見過工廠的工人,也見過做碎石生意的人。

  • who were way happier, way more inspired, and way more fulfilled than somebody who works

    誰是更快樂的方式,更多的靈感,和更多的滿足感,比誰的工作誰的方式

  • for a tech company or a bank. Ron: I don't know how much you've studied

    為一家科技公司或銀行工作。羅恩:我不知道你研究了多少。

  • the Lean movement that we work in, but one of the principles that we teach is Respect

    在我們所從事的精益運動中,我們所教授的原則之一是尊重。

  • for People. What you're saying is so true. It doesn't matter if you sweep floors or you're

    為人。你說的太對了。不管你是掃地還是你是

  • the CEO, we all have inherent respect, and we should all take care of one another and

    CEO,我們都有內在的尊重,我們都應該互相照顧和

  • help each other. Simon: We're all cogs in a machine. Some of

    互相幫助。我們都是一臺機器上的齒輪。有些人

  • them have a more visible role, like the hands on the front of the clock, and some of them

    他們有一個更明顯的作用,像時鐘前面的指針,和他們的一些

  • are more hidden, but every piece in that machine needs to work and feel valued and valuable.

    是比較隱蔽的,但那臺機器中的每一個部件都需要工作,並感覺到自己的價值和價值。

  • Otherwise, things break. That's just the way it works. That's why we refer to companies

    否則,事情就壞了。這就是它的工作方式。這就是為什麼我們把公司稱為

  • as "well-oiled machines." As you know from the Toyota experience, Lean

    作為 "運轉良好的機器"。從豐田的經驗中可以知道,精益化

  • has nothing to do with efficiency. Lean has everything to do with people. The biggest

    與效率無關。精益的一切都與人有關。最大的

  • mistake the Americans made bringing the Toyota process to America was calling it Lean.

    美國人把豐田的工藝帶到美國的錯誤是把它叫做精益。

  • Ron: [laughs] I didn't know how much you really knew about the Lean movement, Simon, I have

    羅恩:[笑]我不知道你對精益運動的瞭解到底有多少,西蒙,我有。

  • a whole new army of questions for you. I'm fascinated to hear you say that.

    一個全新的問題給你。聽你這麼說,我很著迷。

  • Simon: Americans turned it into a tool for efficiency, and that's never what it was supposed

    美國人把它變成了一個提高效率的工具,而這從來不是它應該做的事情。

  • to be. There are zero, zero examples of an American company successfully implementing

    要。有零,零個美國公司成功實施的例子。

  • Lean when they do it as a tool for efficiency. Zero. How good can a process be if there are

    精益當他們把它作為提高效率的工具來做。零。一個流程能有多好,如果有

  • zero examples of success? When it's used as a people tool, it's used

    成功的例子為零?當它作為一個人的工具時,它的用途是

  • for a tool for helping people respect each other, and helping each other, and kaizen

    為幫助人們互相尊重,互相幫助,kaizen的工具。

  • moments where you can help someone else solve the problem that they're suffering. You can

    的時刻,你可以幫助別人解決他們正在遭受的問題。你可以

  • take an accountant, and ask them to look at this machine, and say, "Do you see something

    帶一個會計,並要求他們看這臺機器,並說,"你看到的東西,

  • that I'm not seeing?" It's about cooperation, not efficiency. Efficiency

    我沒有看到的?"這是合作的問題,不是效率的問題。效率

  • may come out of the cooperation, as will profit and innovation, but the motivation is human.

    可能會從合作中產生,利潤和創新也會產生,但動機是人。

  • It's not a metric. Ron: Back in the '80s, when Dr. Womack and

    這不是一個度量衡。羅恩:早在80年代,當沃馬克博士和。

  • these guys were traveling around Japan, and it's actually John Krafcik who coined the

    這些傢伙在日本旅行, 它實際上是約翰-克拉夫奇克誰創造的

  • term Lean. If you had been sitting in that room, and

    術語Lean。如果你一直坐在那間屋子裡,並且。

  • you were on that research team working around and looking at why are these guys so good,

    你在那個研究小組工作,看看為什麼這些人這麼厲害。

  • and you're trying to come up with a name to call this, what would you have said?

    你想給這個起個名字,你會怎麼說?

  • Simon: This is the challenge when you have economists and these guys doing the research,

    西蒙:當你讓經濟學家和這些人做研究的時候,這就是挑戰。

  • because they're looking at the results. If you had social scientists and anthropologists

    因為他們看的是結果。如果你有社會科學家和人類學家...

  • doing the research, they would have named it something else.

    做研究的時候,他們會給它起別的名字。

  • They would have called it teaming, or they

    他們會叫它團隊合作,或者他們

  • would have called it cooperation, or they would have called it trust, or they would

    會叫它合作,或者他們會叫它信任,或者他們會。

  • have called it community, because that's how Japanese companies operate. You give your

    已經把它稱為社區,因為這就是日本公司的運作方式。你給你的

  • life to the company, but the company offers you equal loyalty to them.

    命給公司,但公司提供給你的是對他們同等的忠誠。

  • Ron: Have you been to Japan? Simon: I have.

    羅恩:你去過日本嗎?西蒙:我去過。

  • Ron: What do you take from their culture, versus, say, the traditional Western culture?

    羅恩:與西方傳統文化相比,你從他們的文化中得到了什麼?

  • Simon: Look, there are things that work in their favor, and there are things that they

    西蒙,你看,有些事情對他們有利,有些事情對他們不利你看,有一些事情,工作 在他們的青睞, 有一些事情,他們...

  • will struggle with. There's no such thing as a perfect system.

    將與之鬥爭。沒有什麼完美的制度。

  • Every system is balanced and has its strengths and has its weaknesses. Some of our strengths

    每一個系統都是平衡的,有它的優點,也有它的缺點。我們的一些優勢

  • are their weaknesses, and some of their weaknesses are our strengths.

    是他們的弱點,他們的一些弱點也是我們的優勢。

  • Europe is the same way. One of the things that I love about America is we have an entrepreneurial

    歐洲也是這樣。我喜歡美國的一個原因是我們有一種創業精神。

  • spirit that Europe doesn't have. For example, if you start a business in America and you

    的精神,而歐洲卻沒有。比如說,如果你在美國創業,而你

  • fail, there's no humiliation in that. Everybody's like, "Cool, nice try. Way to go."

    失敗,有 沒有屈辱的。每個人的喜歡,"酷,不錯的嘗試。Way to go."

  • In Europe, if you try to start a business and you fail, it comes with humiliation and

    在歐洲,如果你嘗試創業,但失敗了,就會受到羞辱,而且還可能會被淘汰。

  • maybe even get ostracized from a community simply because you're viewed as a failure.

    甚至可能會被社區排斥,只是因為你被視為失敗者。

  • You look at the number of patents and crazy innovations that happen in America. It's because

    你看看美國有多少專利和瘋狂的創新。這是因為

  • this culture is less afraid of trial and failure as opposed to other societies. Again, it's

    這種文化相對於其他社會來說,不那麼害怕試驗和失敗。同樣,這也是

  • not a better or worse thing. America has its other weaknesses, which is

    並不是一件好事或壞事。美國有它的其他弱點,這就是

  • sometimes we go too quickly, and we're blazing a trail, and we're not looking where we're

    有時我們走得太快了,我們開闢了一條小路, 我們不看我們在哪裡。

  • going. Being comfortable with those kinds of things comes with its own set of liabilities

    去。應對這些事情的時候,自如的同時,也會帶來一系列的責任

  • that the Europeans don't have. They have an element of stability that we don't have.

    這是歐洲人所沒有的。他們擁有我們所沒有的穩定元素。

  • My point is to compare one culture to another and ask which is better or worse is a fool's

    我的意思是,把一種文化和另一種文化進行比較,問哪個更好,哪個更差,是一種愚蠢的行為。

  • errand. To find out why they do what they do and the natural strengths that align themselves

    差事。要了解他們為什麼要做這些事情,以及與自己相一致的天然優勢。

  • with one culture to another, I think it makes us better qualified and better able to choose

    與一種文化到另一種文化,我認為它使我們更有資格和更好地選擇

  • where we want to live, and where we want to work, and how to operate in those societies.

    我們想在哪裡生活,想在哪裡工作,以及如何在這些社會中運作。

  • Look at the industries that a certain country will dominate if you want to understand their

    如果你想了解某個國家的產業,就看看他們會主導的產業。

  • culture. The Germans, it's all about engineering. Not a lot of passion there, but my goodness,

    文化。德國人,都是搞工程的。雖然沒有太多的激情,但我的天啊。

  • things work well. The opposite is Italy. Oh my God, it's passion up the wazoo, but things

    事情進展順利。相反的是意大利。哦,我的上帝,它的激情了wazoo,但事情。

  • don't always work that well. It's not better or worse.

    並不總是那麼好用。這不是更好或更壞。

  • A Porsche is different than a Ferrari. One is an engineering marvel and the other one

    保時捷和法拉利不同。一個是工程上的奇蹟,而另一個則是......。

  • is a marvel of, or a Lamborghini, of passion and love.

    是激情和愛的奇蹟,或者說是蘭博基尼的奇蹟。

  • What you're putting your finger on is the

    你的手指是什麼?

  • importance of understanding why, because then, we can understand how to work with these organizations,

    瞭解原因的重要性,因為這樣,我們就可以瞭解如何與這些組織合作。

  • work with these people, work inside these countries. Also, better direct our own careers

    與這些人合作,在這些國家裡面工作。同時,更好的指導我們自己的事業

  • so that we will live and work in a place in which we can naturally thrive.

    以便我們能在一個自然而然能茁壯成長的地方生活和工作。

  • Will you naturally thrive in Los Angeles, or will you naturally thrive in New York?

    你是在洛杉磯自然發展,還是在紐約自然發展?

  • That same obvious question, because you understand the culture of New York versus LA, is true

    這同樣是一個顯而易見的問題,因為你瞭解紐約與洛杉磯的文化,是真的嗎?

  • from company to company. Will you natural thrive in the culture of

    從一家公司到另一家公司。你會自然而然地在公司文化中茁壯成長嗎?

  • company X, or will you naturally thrive in the culture of company Y? It's not a better

    X公司,還是你會自然而然地在Y公司的文化中發展?這不是一個更好的

  • or worse thing, it's just a different thing. Ron: How much have you studied the whole Toyota

    或更糟糕的事情,它只是一個不同的東西。羅恩:你對整個豐田的研究有多少?

  • production system or the Lean movement? Simon: I would call myself a neophyte. I'm

    生產系統還是精益運動?西蒙:我稱自己是個新手。我是

  • a beginner, and I probably understand things superficially, especially, compared to you

    我是個初學者,和你相比,我的理解可能是膚淺的,尤其是。

  • and your community. Ron: It's always fascinating, though, just

    和你的社區。羅恩:這總是令人著迷的,雖然,只是。

  • the fact that you got the whole respect for people part.

    事實上,你得到了整個尊重的人的一部分。

  • I would say, sadly, a large percentage of my continuous improvement friends may say

    我想說,很遺憾,很大一部分持續改進的朋友可能會說

  • that, but they don't always have that. Simon: There's a lot to be said for marketing,

    的,但他們並不總是有這種能力。西蒙:營銷有很多東西要講。

  • and I wish they'd never called it Lean. It really has done huge damage to the value that

    我希望他們從來沒有叫它 "精益"。它真的對價值造成了巨大的損害,即

  • the idea actually offers. Ron: I actually interviewed James Womack and

    的想法實際上提供。羅恩:實際上,我採訪了詹姆斯-沃馬克和。

  • his guys a few years ago, and they actually basically said the same thing.

    幾年前他的手下,其實基本上也是這麼說的。

  • If they had to do it over again, they probably would have chosen a different name, especially,

    如果要重來一次,他們可能會選擇一個不同的名字,尤其是。

  • when the word "manufacturing" is put at the end of it.

    當 "製造 "二字放在最後的時候。

  • Then it's like, "Well, I work in an office so these principles don't apply to me," or,

    然後就會說,"好吧,我在辦公室工作,所以這些原則對我不適用",或者。

  • "I work in a hospital," and of course the principles apply to anyone no matter what

    "我在醫院工作",當然,這些原則適用於任何人,不管是什麼原因

  • kind of work you do, to my wife who stays at home with my children. These principles

    你所做的那種工作,對我的妻子來說,她和我的孩子呆在家裡。這些原則

  • of respect, and helping, and finding value in things is...

    尊重,幫助,發現事物的價值是... ...

  • Simon: It needs to be re-marketed, right? My friend Bob Chapman, who runs a company

    西蒙:它需要重新營銷,對嗎?我的朋友鮑勃-查普曼,他經營著一家公司。

  • called Barry-Wehmiller out in St. Louis, $2 billion company, 8,000 employees, they've

    在聖路易斯給Barry-Wehmiller打電話,20億美金的公司,8000名員工,他們已經... ...

  • implemented lean and they've done a very, very successful job of it, but they call it

    實施精益生產,他們做得非常成功,但他們稱其為

  • Truly Human Leadership. Because they've re-branded it, it is basically

    真正的人性領導力。因為他們已經將其重新命名,基本上就是

  • a lean journey. Everybody who learns the principles understands that it's about helping each other,

    瘦身之旅。每一個學習原則的人都明白,這就是互幫互助。

  • and it's not just about metrics so that is a successful example of the implementation

    而且它不僅僅是關於度量,所以這是一個成功的實施例子。

  • of lean, but they didn't call it lean. Ron: Exactly. What's the most unusual or surprising

    的瘦肉,但他們不叫它瘦肉。羅恩。沒錯。什麼是最不尋常或令人驚訝的

  • why that you've ever encountered?

    為什麼你曾經遇到過?

  • Simon: None of them are unusual or surprising. I tend to have a very agnostic view of these

    西蒙:這些都不尋常,也不奇怪。我傾向於對這些非常不可知的看法。

  • things. The thing that is more interesting to me is

    的事情。我比較感興趣的事情是

  • how people react to it, and when you're working with especially high-performing organizations

    人們對它的反應,以及當你與特別是高績效的組織一起工作的時候

  • that have a lot of stuff already figured out, and they learn their why, and you see all

    有很多東西已經想通了, 他們學會了他們的為什麼,你看到所有的

  • the light bulbs start to fire and all the pieces click into place.

    燈泡開始點火,所有的部件都被點燃。

  • You literally see it on their face. You see click, click, click, click, and in an instant,

    你可以從他們的臉上看到。你看到咔嚓,咔嚓,咔嚓,瞬間。

  • they understand why things that worked worked, and why things that didn't work didn't work,

    他們明白為什麼行得通的事情行得通,為什麼行不通的事情行不通。

  • and why frustrations happen. It's an amazing thing to be in the room when it happens. You

    以及為什麼會發生挫折。當它發生的時候,在房間裡是一件很奇妙的事情。你

  • watch someone have an epiphany. It's a beautiful thing, especially for the

    看著別人頓悟。這是一件很美好的事情,尤其是對那些...

  • very leader-minded people out there. It super charges them and gives them this incredible

    很有領袖氣質的人在那裡。它給他們超級充電,並給他們這個令人難以置信的

  • sense of calm. It's an amazing thing to see, quite frankly.

    寧靜的感覺。坦白說,這是一件很神奇的事情。

  • Ron: Yeah I recently gave a talk where I told the story of a man who experienced one of

    羅恩:是的,我最近做了一個演講,我講了一個人的故事,他經歷了一個。

  • these same awakenings during a weeklong Kaizen event. It’s so humbling to witness one of

    在為期一週的Kaizen活動中,這些同樣的覺醒。見證一個人的成長是如此的謙卑。

  • those situations. Simon, why do you think we need to be reminded

    這些情況。西蒙,為什麼你認為我們需要被提醒。

  • to start with why? Shouldn't it be common sense?

    先說說為什麼?這不應該是常識嗎?

  • Simon: I think one of the biggest liabilities toWhyis those who know it think everybody

    西蒙:我覺得 "為什麼 "最大的一個負債就是那些知道的人認為大家都是

  • else understands it as clearly as they do, and those who don't know it don't know to

    別人和他們一樣清楚明白,而不知道的人不知道到

  • stop and look for it. At the end of the day, we wake up every day,

    停下來,尋找它。在一天結束的時候,我們每天都會醒來。

  • and we go to bed every day, and it's what happens in between that seems to preoccupy

    我們每天都會上床睡覺,而這中間發生的事情似乎讓人心煩意亂。

  • our attention. At the end of the day, we don't wake up in

    我們的注意力。在一天結束的時候,我們不會醒來在

  • the morning and say, "What does five years look like from now?" We're visual animals,

    早上說,"五年後是什麼樣子?"我們是視覺動物。

  • and we're often motivated by short-term gains, and that necessarily forces us sometimes to

    而我們常常被短期利益所驅使,這必然迫使我們有時候

  • take our eye off our long-term goals and visions. I think what why does is it keeps us focused

    把我們的目光從我們的長期目標和願景。我想,為什麼是它讓我們專注於

  • on the whole picture. The way I like to describe the why is when you do a jigsaw puzzle, the

    在整個畫面上。我喜歡描述為什麼的方式是,當你做一個拼圖時。

  • first thing you do is you lean the box against the wall, and then, you start putting the

    你要做的第一件事就是把盒子靠在牆上,然後,你開始把這個

  • pieces together. Now, you could do the jigsaw puzzle without

    塊在一起。現在,你可以做的拼圖,而不是

  • the box against the wall, but it's much more difficult, and it really is, on a short-term

    盒子靠在牆上,但它更困難,它確實是,在短期的

  • basis, each piece connecting to each piece. That's about as good as you can do. What the

    基礎上,每一塊連接到每一塊。這就是你能做的最好的事情了。什麼是...

  • why is, it's the picture on the box, and sometimes, you put your head down, but every now and

    為什麼,這是盒子上的圖片,有時,你把你的頭低下,但每一個現在

  • then, you have to look up, and you double-check the short-term gains you're making to the

    然後,你必須抬起頭來,你要仔細檢查你所做的短期收益對

  • bigger picture. TheWhyis the picture on the box, that's what it is, and the what

    更大的畫面。"為什麼 "就是包裝盒上的圖片,那是什麼,還有就是什麼

  • is putting the pieces of the puzzle together.

    是把拼圖的碎片拼在一起。

  • What we often do is go to work to put pieces of puzzles together with no concept of the

    我們經常做的是去工作,把拼圖的碎片拼在一起,沒有概念。

  • picture that we're trying to build. Ron: In addition to all theWhywork

    畫面,我們正在努力構建。羅恩:除了所有的 "為什麼 "的工作之外。

  • that you've done, you've also spent a lot of time, especially recently, I think, on

    你做過的事,你也花了很多時間,尤其是最近,我想,在... ...

  • the importance of making people feel safe. I'd like to hear your thoughts on how leaders

    讓人們感到安全的重要性。我想聽聽你的想法,關於上司如何

  • of people can create this circle of safety in a work environment, where perhaps there's

    的人可以在工作環境中創造這個安全圈,在這裡也許有

  • restructuring, or business transformation, or maybe process changes that could be brought

    重組,或業務轉型,或可能帶來的流程變化。

  • on by things such as continuous improvement. How do we go about that when things are changing

    通過持續改進等方式來實現。當事情發生變化時,我們如何去做?

  • within the organization, not necessarily headcount reduction or anything like that, but change

    在組織內部,不一定要減少人數或類似的東西,但要改變。

  • is difficult for anyone, so how do we go about that?

    是任何人都難以做到的,那麼我們該如何去做呢?

  • Simon: I'm tired of listening to people tell me that people fear change. No, they don't.

    我受夠了聽別人說人們害怕改變。不,他們不害怕。

  • What people fear is sudden change, what people fear is big change, what people fear is change

    人怕的是突變,人怕的是大變,人怕的是變化

  • without context, so effective change, it's about evolution, not revolution, because revolution

    沒有背景,所以有效的改變,是關於進化,而不是革命,因為革

  • is sudden, and violent, and there's always a counter revolution.

    是突然的,暴力的,而且總有反革命。

  • Evolutionary change is sticky, and it lasts, and that doesn't mean it has to decades, but

    進化變化是有粘性的,而且是持續的,這並不意味著要幾十年,但

  • it can take months instead of days. Change that has context, which is everybody understands

    它可能需要幾個月而不是幾天。改變是有背景的,也就是大家都能理解的

  • theWhy,” everybody understands the vision, everybody understands the picture on the box

    的 "為什麼",每個人都明白願景,每個人都明白盒子上的圖畫

  • and understands that we have to make this change in order to get closer to the vision

    並明白我們必須作出這種改變,以便更接近願景。

  • that we have, and everybody goes, "Oh, I see. No problem."

    我們有,和每個人都去, "哦,我明白了。"哦,我明白了,沒問題。"

  • People are very comfortable with change when, A, they have context, B, it's not sudden and

    當A,他們有背景,B,它不是突然的,人們對變化非常滿意。

  • unforeseen, and thirdly, when they feel safe within that change.

    不可預見,第三,當他們在這種變化中感到安全時。

  • I think one of the main reasons people fear change in a modern business context is because

    我認為,在現代商業環境下,人們害怕變化的主要原因之一就是因為

  • layoffs is so heartily embraced as a means of balancing the books, people fear that any

    裁員作為一種平衡賬目的手段,受到了人們的熱烈歡迎,但人們擔心任何

  • kind of change puts their job at risk. Whereas, if we worked in an environment where

    樣的變化會讓他們的工作面臨風險。而如果我們的工作環境是這樣的

  • we felt safe, where we felt that our leaders would sooner sacrifice the numbers to protect

    我們感到安全,在那裡我們覺得我們的領導人會更快地犧牲人數來保護我們的安全

  • the people and never sacrifice the people to protect the numbers, if we worked in an

    民,決不會為了保護數字而犧牲人民,如果我們在一個。

  • environment where we felt that our leaders cared about us as human beings, they didn't

    我們覺得我們的上司關心我們這個人的環境,他們沒有

  • engage in conversations about head counts, because they viewed heart counts.

    進行關於人頭數的對話,因為他們看待心數。

  • This is what Bob Chapman does. He thinks about heart counts. It's hard to reduce a heart

    這就是鮑勃-查普曼所做的。他考慮的是心臟的數量。這是很難減少心臟

  • count, and if we worked in that environment when our leaders say that there's going to

    計,如果我們在這樣的環境下工作,當我們的上司說,將有

  • be change, we say, "How can we help?" rather than hunkering down. So change is only negative,

    是改變,我們說:"我們如何才能幫助你?"而不是龜縮。所以,改變只是消極的。

  • and only bad, and only faces resistance when we don't understand the context and we don't

    且只有壞的,只有在我們不瞭解背景的情況下,才會面臨阻力,我們不

  • trust the people. Ron: There's a lot of continuous improvement

    相信人民。羅恩。有很多的持續改進

  • practitioners listening to this podcast right now, and I'm curious from you, you gave us

    練習者聽這個播客,現在,我很好奇從你,你給了我們

  • some great advice on the name, that's duly noted, but what other advice do you have for

    一些偉大的建議在名稱上,這是適當注意到,但你有什麼其他的建議,以獲得

  • us people who are out trying to do what

    我們這些人誰在外面試圖做什麼

  • Barry-Wehmiller and these organizations have done, but perhaps we're not as far along on

    巴里-韋米勒和這些組織已經做了,但也許我們還沒有那麼遠的進展。

  • that journey? Simon: It takes courage, and the courage of

    那段旅程?這需要勇氣,而且需要勇氣的是

  • leadership is the willingness to do the right thing, even though there's no guarantee that

    領導力是願意做正確的事情,儘管沒有保證

  • there's going to be success. For example, somebody on this journey would never say to

    會有成功的機會。比如說,有人在這個旅途中,絕不會說到

  • somebody, "I will give you more responsibility if you prove to me that you can handle more

    有人說:"如果你向我證明你能處理更多的事情,我就會給你更多的責任。

  • responsibility." That'll never happen. In an organization that undertakes this journey,

    責任。"這是不可能的。在一個組織中,如果進行這個旅程。

  • just like a parent who says, "You know what? I think you're ready to take the training

    就像一個父母說:"你知道嗎?我覺得你已經準備好接受訓練了。

  • wheels off," even though the kid may be too afraid, a good leader looks at their people

    車輪脫落,"即使孩子可能太害怕,一個好的領導者看他們的人。

  • and says, "You know what? I think you're ready for more responsibility even if you don't

    並說,"你知道嗎?我覺得你已經準備好了更多的責任,即使你不知道。

  • think you're ready for it." They just let the person try, and sometimes,

    認為你已經準備好了。"他們只是讓這個人嘗試,有時候。

  • it doesn't go right, and sometimes, we gave them too much responsibility too soon, and

    有時,我們過早地給了他們太多責任

  • that's on us, not on them, but no person should have to prove that they're worthy of trust,

    那是我們的事,不是他們的事,但沒有人應該證明他們是值得信任的。

  • for example. Leaders simply extend trust. The example that comes to mind is, again,

    比如說。領導者只是擴大信任。我想到的例子是,又。

  • Bob Chapman. When he bought a new factory and he started implementing some of these

    鮑勃-查普曼。當他買下一家新工廠後,他開始實施其中的一些措施

  • things, he recognized that the way they treated the people on the factory floor and they way

    他認識到,他們對待工廠工廠中的房間員工的方式和他們的方式

  • they treated the people in the management office were different.

    他們對待管理處的人是不同的。

  • If you wanted supplies and you worked as an accountant, you just went and opened the supply

    如果你想要用品,而你又是做會計的,你就去開用品

  • closet and took out whatever you needed. If you worked in the factory and you wanted supplies,

    櫃子裡,拿出你需要的任何東西。如果你在工廠工作,你想要的物資。

  • you had to go to the locked cage and have somebody else who works in the cage sign out

    你必須去上鎖的籠子,並有其他人誰在籠子裡工作的簽名了。

  • the parts for you. He thought that was ridiculous, he took all

    的零件給你。他認為這是荒謬的,他把所有的。

  • the cages down and got rid of all the locks, got rid of the person who works in the cage,

    把籠子拆了,把所有的鎖都扔了,把在籠子裡工作的人也扔了。

  • and now, if you needed something, you went and signed it out yourself. He made no grand

    現在,如果你需要什麼東西,你就自己去簽出來。他沒有做什麼大的

  • pronouncements and he asked for something in return. That's called leadership.

    宣言,而他要求回報。這就是所謂的領導力。

  • I think, quite frankly, the single most important...I get asked this all the time, "What are the

    我認為,坦率地說,一個最重要的......我一直被問到這個問題,"什麼是最重要的?"。

  • qualities and characteristics of all great leaders?" "Charisma. Vision." I know some

    所有偉大領袖的素質和特點?""Charisma.遠見。"我知道一些

  • great leaders who aren't that charismatic, and I know some spectacular leaders who don't

    偉大的領導者誰是不那麼有魅力, 我知道一些壯觀的領導人誰不

  • have big Steve Jobs-ian visions. They have maybe much smaller visions, but they're still

    有著史蒂夫-喬布斯式的遠見。他們也許有小得多的願景,但他們仍然是

  • great leaders. One thing I can say without a doubt that all

    偉大的領導者。有一件事我可以毫不懷疑地說,所有的

  • the great leaders that I've ever met all possess is courage. It's really, really hard, and

    我所見過的偉大領袖都擁有的是勇氣。這是真的,真的很難,和

  • the risks are real, and if you stand up and say, "I'm going to lead properly," that means

    風險是真實的,如果你站起來說, "我要正確的上司," 這意味著,

  • you have to give away credit when good things happen and you have to take responsibility

    好事不出門,壞事傳千里,責任在肩

  • when bad things happen, and that's not for everyone. That's a huge pill to swallow, and

    當壞事發生時,這不是每個人都能做到的。這是一個巨大的藥丸吞下,並

  • it can only be done when you have somebody who's got your back.

    只有當你有一個人誰得到你的支持,它可以做到。

  • Leadership is a very, very, very lonely, lonely

    領導力是一個非常、非常、非常孤獨、寂寞的東西

  • experience. It can be anyway, and when you go on the leadership journey, I strongly recommend

    經驗。反正都可以,當你走上領導力之旅時,我強烈建議你

  • going on it with someone, whether it's someone inside the organization or outside the organization

    與人交往,不管是組織內的人還是組織外的人。

  • and you choose to go on it together, let's do this.

    和你選擇一起去,讓我們做到這一點。

  • Let's both learn how to do this, and when you have a mom and a dad, when you have a

    讓我們都來學學怎麼做,當你有了爸爸媽媽,當你有了一

  • Roy Disney and a Walt Disney, when there's that George Balanchine, Lincoln Kirstein,

    羅伊-迪斯尼和一個華特-迪斯尼,當有那個喬治-巴蘭欽,林肯-克斯坦。

  • whatever your combination is of the visionary and the builder, and they trust each other,

    無論你的組合是遠見者和建設者,他們互相信任。

  • and they care about each other, and they go on the journey together, that's how you implement

    和他們互相關心,他們一起去的旅程,這就是你如何實施。

  • these big transitions. That's how you go on the lean journey. You

    這些大的轉變。這就是你如何去在精益的旅程。你

  • can't do it alone. Ron: I have a few just random questions that

    不能獨善其身。羅恩:我有幾個只是隨機的問題。

  • I've got to ask, because I don't know if I'll get to talk to you again, Simon, to be honest.

    我得問一下,因為我不知道我是否會得到 再次跟你說話,西蒙,說實話。

  • Simon: Go for it. Ron: What Simon Sinek book are you most proud

    西蒙:去吧。羅恩:你最引以為豪的是什麼書?什麼西蒙・辛克的書 是你最自豪的

  • of? Simon: I am very proud of "Leaders Eat Last."

    的?西蒙:我對 "上司最後吃 "非常自豪。

  • Ron: I didn't want to say it's my favorite, but... [laughs] I also...

    我不想說這是我最喜歡的,但是... ... I didn't want to say it's my favorite, but...[笑]我也...

  • Simon: "Start With Why" is simple and elegant, and it's a foundation, but "Leaders Eat Last"

    西蒙:"從為什麼開始 "簡單而優雅,這是一個基礎,但 "上司最後吃"

  • is really a mature...I find it to be a mature, much more...it's a much deeper piece of work,

    真的是一部成熟的......我發現它是一部成熟的、更......更深沉的作品。

  • and it was much, much, much more difficult to write. "Start With Why" I had to just get

    而且寫起來要困難得多,多,多。"從為什麼開始",我不得不只是得到

  • out of me, but "Leaders Eat Last" was an extraction. It was...I'm proud of that work.

    但 "領袖最後吃 "是一個萃取物。這是......我為那部作品感到驕傲。

  • Ron: My story with Leaders Eat Last, we were actually on a long road trip, my family and

    羅恩:我和上司吃最後的故事,其實我們是在一次長途旅行中,我的家人和。

  • I, and I've got a bunch of kids so it gets a little noisy, I put the headphones on and

    我,我有一群孩子,所以它得到了一個有點吵,我把耳機上和

  • I listened to it through Audible. The beginning, when you're telling the story

    我是通過Audible聽的。一開始,當你在講故事的時候

  • of the fighter pilots and all this, oh, it was so incredible, Simon, and then I read

    戰鬥機飛行員和所有這一切,哦,這太不可思議了,西蒙,然後我讀到...

  • it, because I actually prefer reading over listening, but I also read it. Very good.

    的,因為我其實更喜歡讀而不是聽,但我也讀了。非常好的。

  • Very good work. Simon: Thank you.

    非常好的工作。西蒙:謝謝你。

  • Ron: One last question, you led on to it, is what's next for Simon? Do you have more

    羅恩:最後一個問題,你引導到了,就是西蒙的下一步是什麼?你有更多的

  • books in the works? Simon: Yeah, there's another book in the works.

    作品中的書籍?西蒙:是的,還有一本書正在創作中。

  • It's coming out next April. The working title is "Together is Better."

    明年4月就會推出。工作名稱是 "在一起更好"。

  • Ron: "Together is Better."

    羅恩:"在一起更好。"

  • Simon: "Together is Better." It might change, who knows, but that comes out next April and

    "在一起更好"它可能會改變,誰知道,但這是明年4月出來的,而且

  • I'm really excited about that. It's going really well. It's a really beautiful

    我真的很興奮。它的進展非常順利。這是一個非常美麗的

  • piece of work, and we've designed it to be delightful. That's what we want it to be.

    一件作品,我們已經設計了它是令人愉快的。這就是我們想要的。

  • We want it to be delightful, so that's happening. Really, I've spent the better half of 10 years

    我們希望它是令人愉快的,所以這正在發生。真的,我已經花了大半年的時間了

  • preaching this thing called theWhy,” and talking about purpose, and really creating

    宣講這個叫 "為什麼 "的東西,談論目的,真正創造出

  • demand for these things, and now that there's demand for it, I'm looking to partner with

    這些東西的需求,現在有需求了,我就想和它合作。

  • people and working with people to now bring product to bear so that people can actually

    人,並與人合作,現在將產品帶入,使人們能夠真正的。

  • implement this stuff. Now that people know about it, and want it,

    實施這個東西。既然人們知道了,並且想要。

  • and understand the value of it, now people are saying, "Well, how do I do it?" We want

    並瞭解它的價值,現在人們會說:"好吧,我怎麼做?"我們希望

  • to answer that question, that's really exciting. Ron: Wonderful. I can't wait to read it, and

    來回答這個問題,這真的很令人興奮。羅恩 - 太好了 - Ron:太好了。我已經迫不及待地想讀它了,而且。

  • listen to it, and all the rest of it. Simon, I could talk to you for hours, but I want

    聽它,和它的所有其餘部分。西蒙,我可以跟你談了幾個小時, 但我想。

  • to be respectful of your time. Let's just go ahead and wrap this show up

    要尊重你的時間。讓我們繼續前進,並總結這個節目了

  • with perhaps you just sharing some final words of wisdom, and then, why don't you tell people

    與也許你只是分享一些最後的智慧之言,然後,你為什麼不告訴人們。

  • how they can connect with you on social media or any other website that you have?

    他們如何在社交媒體或任何其他網站上與你聯繫?

  • Simon: Sure. Thanks very much. This is a very personal journey for me. These ideas that

    西蒙:當然,非常感謝。這對我來說是一個非常個人化的旅程。這些想法

  • I talk about and write about, as I said before, are things that help me better understand

    我談的和寫的,就像我之前說的,都是幫助我更好地理解的事情。

  • my position in the world, and the way in which I operate in the world, and the way in which

    我在這個世界上的地位,以及我在這個世界上的運作方式,以及我在這個世界上的運作方式。

  • I interact with people, and what I learned was that the solutions I came up with for

    我與人交流,我學到的是,我想出的解決方案,對於

  • myself worked for others, too, so I made the choice that I would share them with as many

    我自己也在為別人工作,所以我做出了選擇,我將與更多的人分享它們。

  • people as who would listen. Leadership is a thing about giving. Leaders

    的人,因為誰會聽。領導力是一個關於付出的東西。領導者

  • are the givers, not the takers, and every single one of us has the opportunity to be

    是施捨者,而不是索取者,我們每一個人都有機會成為

  • the leader we wish we had, and it's the most remarkable journey.

    我們希望有的上司,這是最了不起的旅程。

  • Sometimes it's thankless, sometimes it's hard, sometimes it's lonely, and like being a parent,

    有時是吃力不討好的,有時是辛苦的,有時是寂寞的,就像做父母一樣。

  • the joy you get from being a leader is seeing that your people grow up to become something

    作為一個領導者,你得到的喜悅是看到你的人成長為東西。

  • bigger and more than you ever could have imagined you could have done for yourself, and you

    比你想象中的更大,更多 你可以為自己做的,和你

  • sit back, and you say it was all worth it. I want as many people as possible to experience

    坐下來,你說這一切都是值得的。我希望儘可能多的人體驗

  • the joy of that journey. It really is amazing, not to mention the remarkable

    這一路的快樂。這真的很神奇,更何況是非凡的

  • world that we can build around us when we ask others to help us. It's people like you

    當我們請求別人幫助我們的時候,我們可以在我們周圍建立一個世界。正是像你這樣的人

  • who I consider we're all working from different sides of the same coin. I'm out there. My

    我認為我們都是在同一個硬幣的不同側面工作。我在那裡。我的

  • job in the metaphorical jigsaw puzzle is to point to the box and remind people to keep

    隱喻拼圖的工作是指著盒子,提醒人們保持

  • looking at the box. "Hey, guys, don't forget the picture on the

    看著盒子。"嘿,夥計們,別忘了上面的照片。

  • box. Hey, guys, don't forget the picture on the box." What you're doing, by teaching people

    盒子。嘿,夥計們,別忘了盒子上的圖片。"你在做什麼,通過教人們

  • about Lean and the Lean journey, is a way to do the jigsaw puzzle. The companies that

    關於精益和精益歷程,是一種拼圖的方式。的公司。

  • are actually doing it well are pieces of the jigsaw puzzle that are making our picture

    其實做得好的,都是拼圖的一部分,是讓我們的圖片

  • come to life, and we all play a role.

    栩栩如生,我們都扮演著一個角色。

  • It's important for us to work together, shoulder-to-shoulder, to build that vision that we all share. Thanks

    重要的是,我們要齊心協力,肩並肩,建立我們共同的願景。謝謝大家

  • very much for giving me a forum to share my ideas, and I'm proud to march shoulder-to-shoulder

    非常感謝你給了我一個分享想法的平臺,我很自豪地與你並肩前行。

  • with you. Ron: Thank you. How can people connect with

    和你一起。羅恩Ron: Thank you.人們怎樣才能與

  • you? Simon: All the usual places, Twitter, Facebook.

    你呢?所有常見的地方,Twitter,Facebook。

  • Our website is startwithwhy.com, and we have a bunch of free stuff on there and

    我們的網站是startwithwhy.com,我們有一堆免費的東西在那裡,並。

  • a “WhyDiscovery Course on there. We have these little things called "Notes

    在那裡有一個 "為什麼 "發現課程。我們有這些小東西叫做 "筆記

  • to Inspire" that you can sign up for to get a little dose of inspiration in your mailbox

    靈感",你可以註冊,在你的郵箱裡獲得一點靈感。

  • every morning. Lots of fun stuff to help advance the cause.

    每天早上。很多有趣的東西,幫助推進事業的發展。

  • Startwithwhy.com is the place to go. [background music]

    Startwithwhy.com是去的地方。[背景音樂]

  • Ron: Thank you again, Simon. I really appreciate it. You've made a huge impact on my life.

    羅恩:再次感謝你,西蒙。我真的很感激你。你對我的生活產生了巨大的影響。

  • Not just as a business professional, but I feel like I'm a better husband, and father,

    不僅僅是作為一個商業專家,我覺得自己是一個更好的丈夫,和父親。

  • and friend because of you, so thank you. Simon: That means a lot. Thank you, Ron.

    和朋友,因為你,所以謝謝你。西蒙:這意味著很多。謝謝你,羅恩。

  • Ron: Take care, and hope to meet you in person one day. Simon: I look forward to it.

    羅恩:保重,希望有一天能和你見面。西蒙:我很期待。

Ron: Simon, thank you for taking time to come onto the show. I know you're very busy, I

羅恩:西蒙,感謝你抽出時間來參加節目。我知道你很忙,我

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