why some organizations and some leaders are able to inspire where others aren't. Every

為什麼一些組織和一些領導人能夠在其他人沒有的地方激發靈感。每個

single person, every single organization on the planet knows what they do. 100% Some,

地球上的每一個人，每一個組織都知道他們在做什麼。100%有些。

know how they do it. But very very few people or organizations know why they do what they

知道他們是怎麼做的。但很少有人或組織知道他們為什麼要做這些事情

do. By "Why" I mean what's your purpose, what's your cause, what's your belief? And why should

做。通過"Why"我的意思是，你的目的是什麼，你的事業是什麼，你的信念是什麼？而為什麼要

anyone care? The inspired leaders and the inspired organizations all think, act and

有人關心嗎？受啟發的領導者和受啟發的組織都在思考、行動和。

communicate from the inside out. Let me give you an example. If Apple were like everyone

由內而外的溝通。我舉個例子。如果蘋果和大家一樣

else, a marketing message from them might sound like this: "We make great computers,

否則，他們的營銷資訊可能聽起來是這樣的："我們製造偉大的計算機。

they're beautifully designed, simple to use and user-friendly. Wanna buy one?" Meh. That's

他們&#39；設計精美，使用簡單，用戶友好。想買一個嗎?"呵。這'是

how most marketing is done, that's how most sales is done, we say what we do, we say how

大多數營銷是怎麼做的，大多數銷售是怎麼做的，我們說我們做什麼，我們說怎麼

we're different or how we're better and we expect some sort of behavior: A purchase,

我們'不同，或者我們如何'更好，我們期待某種行為。一個購買。

a vote, something like that. Here's how Apple actually communicates: "Everything we do,

一票，類似的東西。以下是蘋果公司實際的溝通方式："我們所做的一切。

we believe in challenging the status quo, we believe in thinking differently, the way

我們相信挑戰現狀，我們相信以不同的方式思考，以不同的方式處理問題。

we challenge the status quo is by making our products beautifully designed, simple to use

我們挑戰現狀的方法是使我們的產品設計精美，使用簡單。

and user friendly. Wanna buy one?" People don't buy what you do, people buy why you

和用戶友好。想買一個嗎"人們不買你做什麼，人們買的是你為什麼。

do it. The goal is not to do business with everybody who needs what you have, the goal

做到這一點。我們的目標不是和所有需要你的人做生意，目標是

is to do business with people who believe what you believe. Again, the goal is not just

是與相信你所相信的人做生意。同樣，我們的目標不僅僅是

to sell to people who need what you have, the goal is to sell to people who believe

賣給需要你所擁有的人，目標是賣給相信你的人。

what you believe. If you um hire people just because they can do a job, they'll work for

你相信什麼。如果你嗯僱用人只是因為他們可以做一份工作，他們'會工作的。

your money. But if you hire people who believe what you believe, they work for you with blood

你的錢。但如果你僱傭的人相信你所相信的東西，他們就會為你工作，用血液

and sweat and tears. Something called the "Law of Diffusion of Innovation" The first

和汗水和淚水。叫做"創新擴散法則"的東西。

2.5% of our population are our innovators. The next 13.5% of our population are our early

2.5%的人是我們的創新者。接下來的13.5%的人口是我們早期的

adoptors, the next 34% are our early majority, our late majority and our laggards. But if

採納者，接下來的34%是我們的早期多數、後期多數和落後者。但是如果

you want mass market success or mass market acceptance of an idea, you cannot have it

你想讓大眾市場成功或大眾市場接受一個想法，你不可能擁有它。

until you achieve this tipping point between 15 and 18% market penetration. So, it's this

直到你達到15%到18%的市場滲透率這個臨界點。所以，它'是這個

here, this little gap that you have to close. Because you see, the early majority will not

在這裡，這個小差距，你必須關閉。因為你看，早期大多數人不會

try something until someone else has tried it first. And these guys, the innovators and

嘗試的東西，直到別人已經嘗試了第一。而這些傢伙，創新者和

the early adoptors, they are more comfortable making those intuitive decisions driven by

早期的採用者，他們更願意做出那些以直覺為基礎的決定。

what they believe about the world and not just what product is available. These are

他們對世界的看法，而不僅僅是什麼產品。這些是

the people who stood in line for 6 hours to buy an iPhone when they first came out. Leaders

在iPhone剛上市時，排隊6小時買iPhone的人。領導者

hold the position of power or authority. Those who lead, inspire us. Those who start with

擁有權力或權威的地位。那些上司、激勵我們的人。那些從

why that have the ability to inspire those around them or find others who inspire them.

為什麼有能力激勵身邊的人，或者找到其他激勵他們的人。

Thank you very much.

非常感謝你。