TED：伟大领袖如何激励行动？为什么他们的说服力比你强那么多？（附视频&演讲稿）
行动的目的是什么？多数人的思考、行动、交流都是由外向内的，从清晰到模糊。而激励型领导正相反，他们的思维方式都是从内向外的。优秀员工为公司创造更大成果的前提，绝不是公司已有的成果。记住，领袖给予员工最为吸引人和打动人的是信念，是未来。
也可以这样说，我们愿意跟随具有领导才能的人，不是为他们，而是为我们自己。也只有那些从“为什么”出发的人，才有能力激发周边的人。”全球知名管理理论家西蒙 斯涅克以其“黄金圈法则”理论，列举了苹果、马丁·路德·金和莱特兄弟成功的例子，向大家讲述伟大的领袖如何激励行动？
今天英语演讲君和大家分享一下西蒙·西涅克在TED的超精彩演讲，这也是TED上最受欢迎，观看次数最多的演讲。西蒙·西涅克认为使员工感到安全的领袖，能把员工吸引到信任圈。但建立信任和安全感，尤其在不平衡的经济中，意味着担负重责大任。
双语版
https://v.qq.com/txp/iframe/player.html?vid=v0528x2eiah&width=500&height=375&auto=0
听力达人专享版
https://v.qq.com/txp/iframe/player.html?vid=p0131kqgfwu&width=500&height=375&auto=0
西蒙·西涅克用一个简单但是震撼的模型来阐释激励人心的领袖力，这个模型的核心是一个“黄金”圆圈，意思是领袖素质的根本来源是回答“为什么？”。他列举了苹果、马丁·路德·金和莱特兄弟成功的例子，同时以蒂沃（Tivo）数码录像机为失败的典型。虽然蒂沃最近打赢一场官司，使得其股价上涨了3倍，但是它仍在挣扎中。
◥ 西蒙·西涅克（管理理论家）TED演讲
西蒙·西涅克，深受世界具有影响力的领导者，以及具有感召力企业和政客的吸引。他发现这些人的思考、行动及沟通方式存在某些值得注意的模式。同时他著有所本关于思维方式的书籍，为领导者做出正确判断增进了信心。
当事情的发展出乎意料之外的时候，你怎么解释？换句话说，当别人出乎意料地取得成功的时候，你怎么解释？
比如说，为什么苹果公司的创新能力这么强？其实他们只是一家IT公司，他们跟其他公司有同样的途径，接触到同样的人才，同样的代理商、顾问和媒体。那为什么他们就那么不同寻常呢？
同样的，为什么是由马丁•路德•金来领导民权运动？那个时代在美国，不仅他一个人饱受歧视，他也决不是唯一的伟大演说家。那么为什么会是他？
又为什么怀特兄弟能够造出动力控制的载人飞机，跟他们相比，当时的其他专业团队似乎更有能力，更有资金，怀特兄弟却打败了他们。因此一定还有一些什么因素在起作用。
大概三年半以前，我有了一个新发现。这个发现完全改变了我对世界运作方式的看法，甚至从根本上改变了我的工作和生活方式。
我发现所有伟大的令人振奋的领袖和公司，无论是苹果公司、马丁•路德•金还是怀特兄弟，他们思考、行动、交流沟通的方式都是一致的，都与普通人完全相反。我把这个世界上最简单的概念整理出来，称它为黄金圆环。
这个简单的问题解释了一些公司和领导者源源不断的灵感和潜力的来源。
事实上，地球上的每个人，每家公司都明白自己正在做的是什么。其中也有一些知道该怎么做，他们称之为差异价值、独特工艺或者卖点。但是只有非常少的人和公司明白为什么要这么做。
这里的“为什么”并不等同于“为利润”，利润只是一个结果，而且永远只能是一个结果。
我说的“为什么” 指的是：
大部分人思考，行动，交流的方式都是由外向内的，也就是从清晰到模糊。但是激励型领袖在领导公司时，无论公司的规模大小，他们思考，行动和交流的方式都是从内向外的。
举个简单易懂的例子。许多电脑公司的市场营销信息都是这个思路：“我们做最棒的电脑，设计精美，操作简单。你想买一台吗？”这也是大多数企业市场推广以及我 们大部分人互相交流的方式。我们介绍自己的职业，强调我们是如何与众不同，然后就期待着别人的积极回应。但是这些推销词一点劲都没有。
而苹果公司的沟通方式是这样的： “我们做的每一件事情，都是为了突破和创新。我们坚信应该以不同的方式思考。我们挑战现状的方式是通过把我们的产品设计得更加精美，操作更加简单。在创新 的过程中我们做出了最棒的电脑，你想买一台吗？” 感觉完全不一样，对吧？听到这里，你往往已经准备买一台了。
苹果所做的只是将传递信息的顺序颠倒一下而已。事实已经向我们证明，人们买的不仅是产品，而且是一家企业的信念和宗旨。因此企业经营的目标不是要跟所有需要你的产品的人做生意，而是跟与你有着相同理念的人做生意。这是最精彩的部分。
人脑可以理解大量的复杂信息，比如事物的特征，优点，事实和图表。 但这些都不足以激发行动。只有当我们由内向外交流时，才可以经过理性的思考去做事情。这就是那些发自内心的决定的来源。
如果你自己都不知道你为什么做你所做的事情，就要求别人要对你的动机作出反应，那么你怎么可能赢得别人对你的支持呢？
再说一次，目标不仅仅是将你有的东西卖给需要它们的人，而是将东西卖给跟你有共同信念的人。目标不仅仅是雇佣那些需要一份工作的人，而是雇佣那些与你有共同信念的人。这一点，没有比莱特兄弟的故事更恰当的例子了。
大多数人都没听说过塞缪尔·兰利这个人。20世纪初期，人们对于机动飞行器的热情就像当今的网站热，每个人都在尝试。塞缪尔·兰利拥有所有大家认为能够成功 的要素：国防部给了他5万美金作为研制飞行器的资金，而且他在哈佛大学和史密森尼学会工作过，人脉极其广泛，可以说，他认识当时所有最优秀的人才。
因此， 他用这笔资金雇佣了大部分的优秀人才。纽约时报也对他的研制做跟踪报道，所有人都支持他。但是为什么你们连听都没听说过他呢？
与此同时，几百公里之外的俄亥俄州代顿市有一对兄弟，奥维尔•莱特和维尔伯•莱特，他们俩没有任何我们认为能够促成成功的条件。 他们经营一家自行车店，用微薄的收入来追求梦想。莱特兄弟的团队中没有一个人上过大学，媒体更是对他们视若罔闻。
然而，莱特兄弟追求的是一份事业，一个目 标，一种信念。他们相信如果能研制出飞行器，将会改变全世界的发展进程。这是他们与塞缪尔·兰利的不同之处。
看看结果如何吧，1903年12月17日，莱特兄弟成功起飞。次日，兰利就从自己的工作室辞职了。
创新的传播有一个规律，在我们的社会中，有2.5%的人是革新者，13.5%的人是早期的采纳者，接下来的34%是中期接受者，然后是晚期接受者和最后的行动者。
虽然人们在不同的时期可能属于不同的接受群体，但是如果你想在大众市场上获得成功，就必须等到获得15%-18%的市场接受度之后才能进一步行动。正如杰 弗·里穆尔所说的“跨越鸿沟”。因为早期大多数人不会选择尝试新事物，除非有些人已经先尝试过了。因此要抓住那些喜欢大胆尝试的早期接纳者。
那些iPhone上市的头几天去排队购买的人，那些在平板电视刚推出时会花4万美金买一台的人，他们并不是因为技术的先进而买那些产品，而是因为他们想体验创新。人们买的不是你的产品，而是你的信念。你的行动只是证明了你的信念。
1963 年夏天，25万人聚集在华盛顿特区，聆听马丁•路德•金的演讲。那时，既没有邀请函，也不可能在网上查看日期。那么怎么会有 25万人参加呢？事实上，马丁·路德·金有一项天赋。他没有到处宣扬美国需要改变，他只是告诉别人他的信念。
“我相信。我相信。我相信。” 他总是这么跟别人说。因此那些和他怀有同样信念的人受到启发，也开始将这些信念传播出去。有些人甚至建立起组织机构。就这样，在那天，那个时刻，25万人聚集在一起听他演讲。
有多少人是为了听 “他” 演说而去的呢？没有。他们是为了自己而去的。对于平等自由的信念支持着他们坐 8个小时的公车，站在华盛顿八月中旬的烈日下。是他们的信念，而不是种族之间的斗争。
马丁·路德·金相信世界上有两种律法，一种是上天制定的，一种是世人制定的，只有两者相一致，我们才算真正生活在平等的世界里。民权运动只是碰巧帮他将这个信念付诸于现实，人们跟随他，不是为了他，而是为了自己。
只有具有领袖素质的人才能激励下属。无论是个人还是企业，追隨领袖，不是因为他们必须这样做，而是因为他们愿意。
How do you explain when things don't go as we assume? Or better, how do you explainwhen others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition. And yet, they're just a computer company. They're just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn't the only man who suffered in a pre-civil rights America, and he certainly wasn't the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded ... and they didn't achieve powered man flight, and the Wright brothers beat them to it. There's something else at play here.
About three and a half years ago I made a discovery. And this discovery profoundly changedmy 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, there's a pattern. As it turns out, all the great and inspiring leaders and organizations in the world -- whether it's Apple or Martin Luther King or the Wright brothers -- they all think, act and communicate the exact same way. And it's the complete opposite to everyone else. All I did was codify it, and it's probably the world'ssimplest 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 aren't. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent. 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. And by "why" I don't mean "to make a profit." That's a result. It's always a result. By "why," I mean: What's your purpose? What's your cause? What's 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. It's obvious. We go from 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 they're easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: "We make great computers. They're beautifully designed, simple to use and user friendly. Want to buy one?" "Meh." And that's how most of us communicate. That's how most marketing is done, that's how most sales is done and that's how most of us communicate interpersonally. We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that.Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us. Here's our new car: It gets great gas mileage, it has leather seats, buy our car. But it's uninspiring.
Here's how Apple actually communicates. "Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status 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? You're 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 don't buy what you do; people buy why you do it. People don't 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 we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apple's just a computer company. There's 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. They're eminently qualified to make flat screen TVs. They've been making flat screen monitors for years.Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products -- and nobody bought one. In fact, talking about it now, we can't even imagine buying an MP3 player from Dell.Why would you buy an MP3 player from a computer company? But we do it every day.People don't buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Here's the best part:
None of what I'm telling you is my opinion. It's all grounded in the tenets of biology. Not psychology, biology. If you look at a cross-section of the human brain, 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 ourrational and analytical thought and language. The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty. It's 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 amounts of complicated information like features and benefits and facts and figures. It just doesn't drive behavior. When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things 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 doesn't feel right." Why would we use that verb, it doesn't "feel" right? Because the part of the brain that controls decision-making doesn't control language. And the best we can muster up is, "I don't know. It just doesn't feel right."Or sometimes you say you're leading with your heart, or you're leading with your soul. Well, I hate to break it to you, those aren't other body parts controlling your behavior. It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.
But if you don't 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 that you do. Again, the goal is not just to sell 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; it's to hire people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if you hire people who believe what you believe, they'll 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 don't know about Samuel Pierpont Langley. And back in 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 be the recipe for success.I mean, even now, you ask people, "Why did your product or why did your company fail?"and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions. It's always the same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected; he knew all the big minds of the day. He hired the best minds 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 we've never heard of Samuel Pierpont Langley?
A few hundred miles 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; 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. They believed that if they could figure out this flying machine, it'll change the course of the world. Samuel Pierpont Langley was different. He wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the 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 stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that's how many times they would crashbefore 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 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, "That's an amazing discovery, guys, and I will improve upon your technology," but he didn't. He wasn't first, he didn't get rich, he didn't get famous so he quit.
People don't 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 innovation, and if you don't know the law, you definitely know the terminology. The first two and a half percent of our population are our innovators. The next 13 and a half percent of our populationare our early adopters. The next 34 percent are your early majority, your late majority and your laggards. The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.
We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips. And I love asking businesses, "What's your conversion on new business?" And they love to tell you, "Oh, it's about 10 percent," proudly.Well, you can trip over 10 percent of the customers. We all have about 10 percent who just "get it." That's how we describe them, right? That's like that gut feeling, "Oh, they just get it." The problem is: How do you find the ones that get it before you're doing business with them versus the ones who don't get it? So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, "Crossing the Chasm" -- because, you see, the early majority will not try something until someone else has tried it first. And these guys, the innovators and the early adopters, they're comfortable making those gut decisions. They're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.
These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf. These are the people who spent 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard. And, by the way, they didn't do itbecause the technology was so great; they did it for themselves. It's because they wanted to be first. People don't buy what you do; they buy why you do it and what you do simplyproves what you believe. In fact, people will do the things that prove what they believe. The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them: They were first. People don't buy what you do; they buy why you do it.
So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation. First, the famous failure. It's a commercial example. As we said before, a second ago, the recipe for success is money and the right people and the right market conditions, right? You should have success then. Look at TiVo. From the time TiVo came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, hands down, there is no dispute. They were extremely well-funded. Market conditions were fantastic. I mean, we use TiVo as verb. I TiVo stuff on my piece of junk Time Warner DVR all the time.
But TiVo's a commercial failure. They've never made money. And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10. In fact, I don't think it's even traded above six, except for a couple of little spikes. Because you see, when TiVo launched their product they told us all what they had. They said, "We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking." And the cynical majority said, "We don't believe you. We don't need it. We don't like it. You're scaring us." What if they had said, "If you're the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you. It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc." People don't buy what you do; they buy why you do it, and what you do simply serves as the proof of what you believe.
Now let me give you a successful example of the law of diffusion of innovation. In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak. They sent out no invitations, and there was no website to check the date. How do you do that? Well, Dr. King wasn't the only man in America who was a great orator. He wasn't the only man in America who suffered in a pre-civil rights America. In fact, some of his ideas were bad. But he had a gift. He didn't go around telling people what needed to change in America. He went around and told people what he believed. "I believe, I believe, I believe," he told people. And people who believed what he believed took his cause, and they made it their own, and they told people. And some of those people created structures to get the word out to even more people. And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.
How many of them showed up for him? Zero. They showed up for themselves. It's what they believed about America that got them to travel in a bus for eight hours to stand in the sun in Washington in the middle of August. It's what they believed, and it wasn't about black versus white: 25 percent of the audience was white. Dr. King believed that there are two types of laws in this world: those that are made by a higher authority and those that are made by man. And not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world. It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life. We followed, not for him, but for ourselves. And, by the way, he gave the "I have a dream" speech, not the "I have a plan" speech.
Listen to politicians now, with their comprehensive 12-point plans. They're not inspiring anybody. Because there are leaders and there are those who lead. Leaders hold a position of power or authority, but those who lead inspire us. Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to.We follow those who lead, not for them, but for ourselves. And it's those who start with "why" that have the ability to inspire those around them or find others who inspire them.
Thank you very much.
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