1、最受欢迎TED演讲No3How great leaders inspire actionSinek SimonHow do you explain when things dont go as you assume? Or better, how do you explain when others are able to achieve things than the seems to defy all of the assumptions. For example, why is apple so innovative, year after year, after year, they
2、are more innovative all their competition. And yet, they are just a computer company, theyre just like everyone else. They have the same access, to the same talent, the same agencies, the same consultant, the same Medias. Then why is it that they seem to have some different. Why is that Martin Luthe
3、r King led the Civil Rights Movement? He wasnt the only great orator of the day, why him, and why is that the Wright brothers was able to figure out control powered manned flight. When they are certainly other teams who are better qualified, better funded, and they didnt achieve powered man flight,
4、and the Wright brothers beat them to it, there is something else at play here.About three and a half year ago, I made a discover 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, theres a
5、 pattern. As it turns out, all the great and inspiring leaders and organizations in the world whether its Apple or Martin Luther King or the Wright brothers they all think, act and communicate the exact same way. And its the complete opposite to else. All I did was codify it, and its probably the wo
6、rlds simplest idea. I call it the golden circle.Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others arent. let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 perce
7、nt. 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 what they do. And by “why” I dont mean “to make a profit.” Thats a result. Its always a result. By
8、 “why,” I mean: Whats your purpose? Whats your cause? Whats your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in. its obvious. We go from
9、 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.Let me give you an example. I use Apple because theyre easy to understand and everybody gets it
10、. If Apple were like everyone else, a marketing message from them might sound like this: “We make great computers. Theyre beautifully designed, simple to use and user friendly. Want to buy one?” “Meh.” And thats how most of us communicate. Thats how most marketing is done, thats how most sales is do
11、ne and thats how most of us communicate interpersonally. We say what we do, we say how were different or how were better and we expect some sort of a behavior, a purchase, a vote, something like that. Heres our new law firm: We have the best lawyers with the biggest clients, we always perform for ou
12、t clients who do business with us. Heres out new car: It gets great gas mileage, it has leather seats, buy out car. But its uninspiring.Heres how Apple actually communicates. “Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the sta
13、tus 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? Youre ready to buy a computer from me. All I did was reverse the order of the information. What it proves to us is that people d
14、ont buy why you don it. People dont buy what you do; they buy why you do it.This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But were also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But,
15、as I said before, Apples just a computer company. Theres nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. Theyre eminentl
16、y qualified to make flat screen TVs. Theyve been making flat screen monitors for years. Nobody bought on. Dell came out with MP3 player from Dell. Why would you buy an MP3 player from a computer company? But we do it every day. People dont buy what you do; they buy why you do it. The goal is not to
17、do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Heres the best part:None of what Im telling you is my opinion. Its all grounded in the tenets of biology. Not psychology, biology. If you look at a cross section of the human brai
18、n, looking from the top down, what you see is 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 rationa
19、l and analytical thought and language. The middle two sections make up our feelings, like trust and loyalty. Its also responsible for all human behavior, all decision making, and it has no capacity for language.In other words, when we communicate from the outside in, yes, people can understand vast
20、amounts of complicated information like features and benefits and facts and figures. It just doesnt drive behavior. When we can communicate from the inside out, were talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things
21、we say and do. This is where gut decisions come from. You know, 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 doesnt “feel” right? Because the part of the brain that controls decision making doesnt control language. A
22、nd the best we can muster up is, “I dont know. It just doesnt feel right.” Or sometimes you say youre leading with your heart, or youre leading with your soul. Well, I hate to break it to you, those arent other body parts controlling your behavior. Its all happening here in your limbic brain, the pa
23、rt of the brain that controls decision making and not language.But if you dont 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 t
24、hat you do. Again, the goal is not just to see 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; its to hire people who believe what you believe. I always say that, you know, if you hire people just becau
25、se they can do a job, theyll work for your money, but if you hire people who believe what you believe, theyll work for you with blood and sweat and tears. And nowhere else is there a better example of this than with the Wright brothers.Most people dont know about Samuel Pierpont Langley. And back in
26、 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 figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely wel
27、l connected; he knew all the big minds of the day. He hired the best mind 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 weve never heard of Samuel Pierpont Langley?A few hundred miles
28、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;
29、 and The New York Times followed them around nowhere. The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. Thy believed that if they could figure out this flying machine, itll change the course of the world. Samuel Pierpont Langley was different. He wanted to be
30、rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of 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. And they tell storied
31、of how every time the Wright brothers went out, they would have to take five sets of parts, because thats how many times they would crash before they came in for supper. And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it. We found out
32、 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, “Thats an amazing discovery, guys, and I will improve upon your technology,” but he didnt. he wasnt first, he didnt get rich, he didnt get famous so he quit.People dont buy what you do; they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe. But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovat
