【TED演讲】为何成功的秘诀在于设定正确的目标？
TED英语演讲课
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TED英语演讲课
给心灵放个假吧
演讲题目：Why the secret to success is setting the right goals
演讲简介：
我们的领导者和机构正在辜负我们，但是这并不都是因为他们是邪恶或是不道德的，风险投资人约翰 · 杜尔如是说——通常，这只是因为他们在带领我们走向错误的目标。在这场演讲中，杜尔讲解了如何通过“目标及关键成果”（OKRs）让一切重回正轨，这种目标设定方法被谷歌、英特尔以及博诺等企业积极采纳，以实现大胆的目标。了解更多关于设定目标如何决定成败，以及我们可以怎样使用OKRs来敦促我们的领导者和自己承担责任。
中英文字幕
We're at a critical moment.
我们正处于关键时刻。
Our leaders, some of our great institutions are failing us.
我们的领导者，一些重要的机构正在辜负我们的期待。
Why?
为什么？
In some cases, it's because they're bad or unethical, but often, they've taken us to the wrong objectives.
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。
And this is unacceptable.
而这是让人无法接受的。
This has to stop.
这一切必须停止。
How are we going to correct these wrongs?
我们要如何纠正这些错误呢？
How are we going to choose the right course?
我们该如何选择正确的道路呢？
It's not going to be easy.
这并非易事。
For years, I've worked with talented teams and they've chosen the right objectives and the wrong objectives.
多年来我一直在与杰出的团队共事，他们或在正确的道路上前进，或选错了目标而事与愿违。
Many have succeeded, others of them have failed.
许多目标成功达成了，有些则遭遇了失败。
And today I'm going to share with you what really makes a difference -- that's what's crucial, how and why they set meaningful and audacious goals,
今天我要和你分享的是真正能够带来改变的事情——即问题的关键所在，他们为何以及如何制定出有意义的、大胆的目标，
the right goals for the right reasons.
即有正当理由的，正确的目标。
Let's go back to 1975.
让我们回到1975年。
Yep, this is me.
是的，这就是我。
I've got a lot to learn, I'm a computer engineer, I've got long hair, but I'm working under Andy Grove,
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，
who's been called the greatest manager of his or any other era.
在任何时代，他都称得上是最伟大的管理者。
Andy was a superb leader and also a teacher, and he said to me, "John, it almost doesn't matter what you know.
安迪是一位出色的领导者，也是一位导师，他对我说：“约翰，你所知道的东西并不重要，
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?
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？
And it's all about excellent execution.
其核心全在于出色的执行。
So here's a classic video from the 1970s of professor Andy Grove.
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。
Andy Grove: The two key phrases of the management by objective systems are the objectives and the key results, and they match the two purposes.
安迪·葛洛夫：这种目标管理的两个关键词是“目标”和“关键成果”，它们分别对应着两个目的。
The objective is the direction.
目标就是方向。
The key results have to be measured, but at the end you can look and without any argument say, "Did I do that, or did I not do that?"
关键成果需要得到评估，但是最终结果显而易见，根本不需要出现“我做了这个吗，或者根本没做？”那样的争论。
Yes. No. Simple.
是或否，就是这么简单。
John Doerr: That's Andy.
约翰·杜尔：这就是安迪。
Yes. No. Simple.
是或否，就是这么简单。
Objectives and Key Results, or OKRs, are a simple goal-setting system and they work for organizations, they work for teams,
目标和关键成果法也称为OKRs，是一个简单的目标制定方法，它适用于组织还有团队，
they even work for individuals.
甚至也适用于个人。
The objectives are what you want to have accomplished.
目标就是你想要实现的东西。
The key results are how I'm going to get that done.
关键成果是你要如何达成目标。
Objectives. Key results. What and how.
目标，以及关键成果，就是要做什么和如何实现。
But here's the truth: many of us are setting goals wrong, and most of us are not setting goals at all.
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。
A lot of organizations set objectives and meet them.
许多组织机构设定目标并努力实现它们。
They ship their sales, they introduce their new products, they make their numbers, but they lack a sense of purpose to inspire their teams.
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?
那么该如何正确地设定目标呢？
First, you must answer the question, "Why?" Why?
首先你必须回答一个问题：“为什么？”为什么这么问？
Because truly transformational teams combine their ambitions to their passion and to their purpose,
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。
and they develop a clear and compelling sense of why.
他们很清楚为何要做，且理由令人信服。
I want to tell you a story.
我想给大家讲个故事。
I work with a remarkable entrepreneur.
我与一位杰出的企业家共事。
Her name is Jini Kim.
她的名字叫金珍妮。
She runs a company called Nuna.
她经营着一家名为努纳的公司。
Nuna is a health care data company.
努纳是一家医疗数据公司。
And when Nuna was founded, they used data to serve the health needs of lots of workers at large companies.
公司初创时，他们使用数据为大企业的很多员工提供健康服务。
And then two years into the company's life, the federal government issued a proposal to build the first ever cloud database for Medicaid.
公司成立两年后，联邦政府发布了一项提案，要成立首个用于医疗救助制度的云数据库。
Now, you'll remember that Medicaid is that program that serves 70 million Americans, our poor, our children and people with disabilities.
你们知道医疗救助制度为7千万美国人服务，包括贫困人群，儿童，以及残障人士。
Nuna at the time was just 15 people and this database had to be built in one year, and they had a whole set of commitments that they had to honor,
努纳公司在当时只有15个人，这个数据库要在一年内建成，他们有一系列承诺需要履行。
and frankly, they weren't going to make very much money on the project.
坦白讲，这个项目并不能让他们大赚一笔。
This was a bet-your-company moment, and Jini seized it.
这是赌上公司的时刻，而珍妮把握住了它。
She jumped at the opportunity.
她欣然接受了这个机会。
She did not flinch.
她没有退缩。
Why?
为什么？
Well, it's a personal why.
这事关个人原因。
Jini's younger brother Kimong has autism.
珍妮的弟弟基蒙患有自闭症。
And when he was seven, he had his first grand mal seizure at Disneyland.
七岁时，在迪士尼乐园，他第一次发病。
He fell to the ground.
他倒在地上。
He stopped breathing.
他停止了呼吸。
Jini's parents are Korean immigrants.
珍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.
他们身无长物来到这个国家，也不太会讲英语，所以只能靠珍妮帮家人加入医疗救助系统。
She was nine years old.
她当时九岁。
That moment defined her mission, and that mission became her company, and that company bid on, won and delivered on that contract.
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。
Here's Jini to tell you why.
让珍妮来告诉你她这样做的原因。
Jini Kim: Medicaid saved my family from bankruptcy, and today it provides for Kimong's health and for millions of others.
金珍妮：医疗救助使我的家庭免于破产，如今它为基蒙和其他数百万患者提供健康服务。
Nuna is my love letter to Medicaid.
努纳是我写给医疗补助的情书。
Every row of data is a life whose story deserves to be told with dignity.
每一条数据都是一个生命，它的故事需要有尊严地被讲述。
JD: And Jini's story tells us that a compelling sense of why can be the launchpad for our objectives.
约翰·杜尔：珍妮的故事告诉我们，一种极具说服力的原因能够成为目标的发射平台。
Remember, that's what we want to have accomplished.
要记得，这是我们想要达成的事情。
And objectives are significant, they're action-oriented, they are inspiring, and they're a kind of vaccine against fuzzy thinking.
目标是重要的，它们以行动为指向，它们激励人心，是对抗纷乱思绪的一针疫苗。
You think a rockstar would be an unlikely user of Objectives and Key Results, but for years,
你以为一个摇滚明星，不太可能使用目标成果法，但是数年以来，
Bono has used OKRs to wage a global war against poverty and disease, and his ONE organization has focused on two really gorgeous, audacious objectives.
博诺（Bono）通过使用OKRs掀起了一场对抗贫穷和疾病的全球战争。他的One组织专注在两个目标上，它们非常棒，也非常大胆。
The first is debt relief for the poorest countries in the world.
第一个目标是为世界上最贫穷的国家减轻债务。
The next is universal access to anti-HIV drugs.
第二个则是普及抗艾滋病药物。
Now, why are these good objectives?
如今，这些目标完成的怎么样了？
Let's go back to our checklist.
让我们回到我们的检查清单。
Significant? Check.
这些目标重要么？是的。
Concrete? Yes.
这些目标具体么？是的。
Action-oriented? Yes.
它们以行动为导向么？是的。
Inspirational?
是否激励人心？
Well, let's just listen to Bono.
还是让我们听听博诺怎么说。
Bono: So you're passionate?
（视频）博诺：你有热情么？
How passionate?
有多热情？
What actions does your passion lead you to do?
你的热情引导出了你的什么行动？
If the heart doesn't find a perfect rhyme with the head, then your passion means nothing.
如果内心找不到与大脑和谐的韵律，你的热情就毫无用处。
The OKR framework cultivates the madness, the chemistry contained inside it.
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.
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。
And when you have that sort of structure and environment and the right people, magic is around the corner.
当你有了这种结构和环境，加上对的人，奇迹就会出现。
JD: I love that.
约翰·杜尔：我很喜欢这段话。
OKRs cultivate the madness, and magic is right around the corner.
OKRs培养出疯狂的想法，奇迹就会出现。
This is perfect.
这简直完美。
So with Jini we've covered the whys, with Bono the whats of goal-setting.
通过珍妮，我们看到了原因，通过博诺，我们了解了目标设定。
Let's turn our attention to the hows.
让我们把注意力转向方法。
Remember, the hows are the key results.
如何做是关键结果。
That's how we meet our objectives.
这就是我们实现目标的方法。
And good results are specific and time-bound.
好的结果是明确且有时间限制的。
They're aggressive but realistic.
它们很激进但也很现实，
They're measurable, and they're verifiable.
它们可衡量也可评估，
Those are good key results.
这就是好的关键成果。
In 1999, I introduced OKRs to Google's cofounders, Larry and Sergey.
1999年，我向谷歌的联合创始人拉里和谢尔盖介绍了OKRs。
Here they are, 24 years old in their garage.
这是24岁时的他们，在自家的车库里。
And Sergey enthusiastically said he'd adopt them.
谢尔盖充满热情地说打算采用这个方法。
Well, not quite.
嗯，也不完全是。
What he really said was, "We don't have any other way to manage this company, so we'll give it a go."
他真正说的是：“我们没有其他的方法来管理这家公司，所以不如试一下。”
And I took that as a kind of endorsement.
我将其视为某种认可。
But every quarter since then, every Googler has written down her objectives and her key results.
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，
They've graded them, and they've published them for everyone to see.
都会得到他们的评价，然后公布给每个人看。
And these are not used for bonuses or for promotions.
这些内容并不被用于奖金或升职。
They're set aside.
它们就是摆在那里。
They're used for a higher purpose, and that's to get collective commitment to truly stretch goals.
它们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,
在2008年，谷歌员工桑达尔·皮查伊，
took on an objective which was to build the next generation client platform for the future of web applications -- in other words,
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，
build the best browser.
就是打造一个最好的浏览器。
He was very thoughtful about how he chose his key results.
在选择关键结果上，|他有着非常深入的思考。
How do you measure the best browser?
如何来衡量这是最好的浏览器？
It could be ad clicks or engagement.
可以参考广告点击和用户参与度。
No.
不是的。
He said: numbers of users, because users are going to decide if Chrome is a great browser or not.
他认为是用户数量，因为用户会决定Chrome浏览器是好还是坏。
So he had this one three-year-long objective: build the best browser.
因此他定下了这个长达三年的目标：打造最好的浏览器。
And then every year he stuck to the same key results, numbers of users, but he upped the ante.
之后的每一年，他都会专注于相同的关键成果，即用户数量，但是要求不断提高。
In the first year, his goal was 20 million users and he missed it.
在最初一年，他的目标是2000万用户，但并没有达成。
He got less than 10.
用户数量还不到1000万。
Second year, he raised the bar to 50 million.
第二年，他把目标提高到5000万。
He got to 37 million users.
结果用户数量达到3700万。
Somewhat better.
不管怎样，总算有些进步。
In the third year, he upped the ante once more to a hundred million.
在第三年，他再次将目标提高到1亿。
He launched an aggressive marketing campaign, broader distribution, improved the technology, and kaboom!
他启动了一个激进的营销活动，采用更广泛的推广手段，改善的技术，用户数量终于爆发了！
He got 111 million users.
他获得了1.11亿用户。
Here's why I like this story, not so much for the happy ending,
我之所以喜欢这个故事，并不在于它有圆满的大结局，
but it shows someone carefully choosing the right objective and then sticking to it year after year after year.
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。
It's a perfect story for a nerd like me.
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.
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。
What really matters is the why that we pour into those vessels.
真正的关键在于放进容器中的“为什么”，
That's why we do our work.
那是我们工作的原因。
OKRs are not a silver bullet.
OKRs并非万能良药。
They're not going to be a substitute for a strong culture or for stronger leadership, but when those fundamentals are in place,
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，
they can take you to the mountaintop.
它们就可以带你走上巅峰。
I want you to think about your life for a moment.
现在，我希望你们思考一下自己的生活。
Do you have the right metrics?
你是否拥有正确的衡量标准？
Take time to write down your values, your objectives and your key results.
花点时间写下你认为有价值的东西，你的目标和关键成果。
Do it today.
今天就行动。
If you'd like some feedback on them, you can send them to me.
如果你想获得反馈，可以将它发给我。
I'm john@whatmatters.com.
我的邮箱地址是：john@whatmatters.com。
If we think of the world-changing goals of an Intel, of a Nuna, of Bono, of Google, they're remarkable: ubiquitous computing, affordable health care,
如果我们想想那些改变世界的目标，英特尔，努纳，博诺，还有谷歌的目标，它们都令人惊叹：普适计算，低价优质的全民医疗，
high-quality for everyone, ending global poverty, access to all the world's information.
终结全球贫困，获取全球信息。
Here's the deal: every one of those goals is powered today by OKRs.
事实情况是，每个目标都得到了OKRs的助力。
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.
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，
Let's fight for what it is that really matters, because we can take OKRs beyond our businesses.
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.
还可以将其用于家庭，学校，甚至是政府。
We can hold those governments accountable.
我们可以让政府承担责任。
We can transform those informations.
我们可以转化这些信息。
We can get back on the right track if we can and do measure what really matters.
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。视频、演讲稿均来源于TED官网