【TED演讲223】设定正确的目标才是成功的秘诀

Our leaders and institutions are failing us, but it's not always because they're bad or unethical, says venture capitalist John Doerr -- often, it's simply because they're leading us toward the wrong objectives. In this practical talk, Doerr shows us how we can get back on track with "Objectives and Key Results," or OKRs -- a goal-setting system that's been employed by the likes of Google, Intel and Bono to set and execute on audacious goals. Learn more about how setting the right goals can mean the difference between success and failure -- and how we can use OKRs to hold our leaders and ourselves accountable.

每到年底，大家是不是又在复盘总结这一年的成绩，顺便准备一下明年的新计划。但最近一位心理学家建议，最好不要在1月1日制定新年计划，推迟到春天再做更好。

因为1月份可能是一年中最难改变行为的月份。1月份天气寒冷、日照时间短、以及放假后人们情绪低落，不利于实现新计划。专家表示，如果在2020年1月很快放弃了新年计划，可以推迟几个月，在环境更有利于朝目标努力时再试一次。嗯~是不是好有道理的样子？

实际上，什么时候制定计划当然很重要，但对成功来说，设定正确的目标更重要！John Doerr是谷歌和亚马逊的原始投资者和董事会成员，37年来，他一直以独创性和乐观精神为企业家服务，帮助他们建立颠覆性的公司和大胆的团队。他在TED演讲中分享了我们这个时代一些最无畏的创新者的宝贵经验。一起来看看吧！

演讲者：John Doerr

演讲题目：设定正确的目标才是成功的秘诀

Why the secret to success is setting the right goals

 中英文对照翻译

We're at a critical moment. Our leaders, some of our great institutions are failing us. Why? In some cases, it's because they're bad or unethical, but often, they've taken us to the wrong objectives. 

我们正处在一个关键时刻。我们的领导者，一些重要的机构正在辜负我们的期待。为什么？在某些案例中，因为他们心怀不轨或违背了职业道德，但通常是因为他们把我们带向了错误的目标。而这是让人无法接受的。

Let's go back to 1975. Yep, this is me. I've got a lot to learn, I'm a computer engineer, I've got long hair, but I'm working under Andy Grove, who's been called the greatest manager of his or any other era. Andy was a superb leader and also a teacher, and he said to me, 

让我们回到1975年。没错，这就是我。当时我是个计算机工程师，还有很多东西要学。我留着长发，在安迪·葛洛夫手下工作，在任何时代，他都称得上是最伟大的管理者。安迪不仅是一流的领导者，也是一名导师。他曾对我说：

"John, it almost doesn't matter what you know. Execution is what matters the most." And so Andy invented a system called "Objectives and Key Results." It kind of rolls off the tongue, doesn't it? And it's all about excellent execution. So here's a classic video from the 1970s of professor Andy Grove. 

“约翰，你所知道的东西并不重要，执行才是最重要的。”安迪发明了一个系统，称为“目标和关键成果法”。听起来是不是有点绕口？其核心全在于出色的执行。以下是一段1970年代的经典录像，录像里出现的就是安迪·葛洛夫教授。

But here's the truth: many of us are setting goals wrong, and most of us are not setting goals at all. A lot of organizations set objectives and meet them. They ship their sales, they introduce their new products, they make their numbers, but they lack a sense of purpose to inspire their teams. 

但真实的情况是：我们中有许多人都制定了错误的目标，大多数人甚至完全不设定目标。许多组织机构设定目标并努力实现它们。这些组织发货，研发新产品，他们不断获得收益，但缺少激励团队的使命感。

So how do you set these goals the right way? First, you must answer the question, "Why?" Why? Because truly transformational teams combine their ambitions to their passion and to their purpose, and they develop a clear and compelling sense of why. 

那么该如何正确地设定目标呢？首先你必须回答一个问题：“为什么？”为什么这么问？因为真正变革型的团队都会将自己的雄心、热情和目标结合到一起。他们很清楚为何要做，且理由令人信服。

Well, it's a personal why. Jini's younger brother Kimong has autism. And when he was seven, he had his first grand mal seizure at Disneyland. He fell to the ground. He stopped breathing. Jini's parents are Korean immigrants. 

这事关个人原因。基妮的弟弟津孟(Kimong)患有自闭症，在七岁时，他第一次发病是在迪士尼乐园。他倒在地上，停止了呼吸。基妮的父母都是韩裔移民。

They came to the country with limited resources speaking little English, so it was up to Jini to enroll her family in Medicaid. She was nine years old. That moment defined her mission, and that mission became her company, and that company bid on, won and delivered on that contract. Here's Jini to tell you why. 

他们身无长物来到这个国家，也不太会讲英语，所以只能靠基妮帮家人加入医疗救助系统。她当时只有九岁。这个重大时刻决定了她的使命，而这项使命成就了她公司，这家公司竞标，赢得并实现了这个合同。让基妮来告诉你她这样做的原因。

Now, why are these good objectives? Let's go back to our checklist. Significant? Check. Concrete? Yes. Action-oriented? Yes. Inspirational? Well, let's just listen to Bono. 

如今，这些目标完成的怎么样了？让我们回到我们的检查清单。这些目标重要么？是的。这些目标具体么？是的。它们以行动为导向么？是的。是否激励人心？还是让我们听听博诺怎么说。

(Video) Bono: So you're passionate? How passionate? What actions does your passion lead you to do? If the heart doesn't find a perfect rhyme with the head, then your passion means nothing. The OKR framework cultivates the madness, the chemistry contained inside it. 

（视频）博诺：你有热情么？有多大热情？你的热情引导出了你的什么行动？如果内心找不到与大脑和谐的韵律，你的热情就毫无用处。OKRs框架可以培养出疯狂的想法，里面包含着化学火花。

It gives us an environment for risk, for trust, where failing is not a fireable offense. And when you have that sort of structure and environment and the right people, magic is around the corner. 

它给了我们一个环境，为了风险，为了信任，在这里，失败不是可怕的犯罪。当你有了这种结构和环境，加上对的人，奇迹就会出现。

And I took that as a kind of endorsement. But every quarter since then, every Googler has written down her objectives and her key results. They've graded them, and they've published them for everyone to see. And these are not used for bonuses or for promotions. They're set aside. They're used for a higher purpose, and that's to get collective commitment to truly stretch goals. 

我将其视为某种认可。从那之后的每个季度，每一个谷歌人写下的目标和关键成果，都会得到他们的评价，然后公布给每个人看。这些内容并不被用于奖金或升职，就是摆在那里，用于实现更高的目标——那就是获取共同责任感以真正推动目标。

In 2008, a Googler, Sundar Pichai, took on an objective which was to build the next generation client platform for the future of web applications -- in other words, build the best browser. He was very thoughtful about how he chose his key results. How do you measure the best browser? It could be ad clicks or engagement. 

在2008年，谷歌员工桑达尔·皮查伊设定了一个目标，他要为未来的网络应用建立下一代客户平台。换句话说，就是打造一个最好的浏览器。在选择关键结果上，|他有着非常深入的思考。如何来衡量这是最好的浏览器？可以参考广告点击和用户参与度。

Here's why I like this story, not so much for the happy ending, but it shows someone carefully choosing the right objective and then sticking to it year after year after year. It's a perfect story for a nerd like me. 

我之所以喜欢这个故事，并不在于它有圆满的大结局，而是它表现出一个人仔细选择了正确的目标，并年复一年始终坚持下来。对我这样的书呆子来说，这简直是个完美的故事。

Now, I think of OKRs as transparent vessels that are made from the whats and hows of our ambitions. What really matters is the why that we pour into those vessels. That's why we do our work. OKRs are not a silver bullet. They're not going to be a substitute for a strong culture or for stronger leadership, but when those fundamentals are in place, they can take you to the mountaintop. 

我把OKRs看做是一个透明容器，它由野心勃勃的“做什么”和“怎么做”构成。真正的关键在于放进容器中的“为什么”，那是我们工作的原因。OKRs并非万能良药。它无法代替强有力的文化或是强有力的领导力。但当这些基本元素都就位，它们就可以带你走上巅峰。

Now, I've been called the Johnny Appleseed of OKRs for spreading the good gospel according to Andy Grove, but I want you to join me in this movement. Let's fight for what it is that really matters, because we can take OKRs beyond our businesses. 

现在我被叫做OKRs播种机，将安迪·葛洛夫的福音传播四方。但是我希望你也能参与到这场运动中，让我们为真正关键的事情而奋斗，因为我们不仅可以将OKRs运用到商业中。

We can take them to our families, to our schools, even to our governments. We can hold those governments accountable. We can transform those informations. We can get back on the right track if we can and do measure what really matters. 

还可以将其用于家庭，学校，甚至是政府。我们可以让政府承担责任。我们可以转化这些信息。我们可以回到正确的轨道上——前提是，我们能够并且真正去判断关键所在。

Thank you. 

谢谢大家。

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