TED經(jīng)典 之 西蒙·斯涅克--偉大的領(lǐng)導(dǎo)者如何激勵(lì)行動(dòng)

1、西蒙·斯涅克-偉大的領(lǐng)導(dǎo)者如何激勵(lì)行動(dòng)In 2009, Simon Sinek released the book "Start With Why" - a synopsis of the theory he has begun using to teach others how to become effective leaders and inspire change. 西蒙·斯涅克用一個(gè)簡(jiǎn)單但是震撼的模型來闡釋激勵(lì)人心的領(lǐng)袖力，這個(gè)模型的核心是一個(gè)“黃金”圓圈，意思是領(lǐng)袖素質(zhì)的根本來源是回答“為什么？”。他列舉了蘋果公司、馬丁路德金還有萊

2、特兄弟成功的例子，同時(shí)以Tivo數(shù)碼錄像機(jī)為失敗的典型。 下面是演講全文： 當(dāng)事情的發(fā)展出乎意料之外的時(shí)候，你怎么解釋？換句話說，當(dāng)別人似乎出乎意料地取得成功的時(shí)候，你怎么解釋？比如說，為什么蘋果公司創(chuàng)新能力這么強(qiáng)？這么多年來，年復(fù)一年，他們比所有競(jìng)爭(zhēng)對(duì)手都更加具有創(chuàng)新性。而其實(shí)他們只是一家電腦公司。他們跟其他公司沒有任何分別，有同樣的途徑，接觸到同樣的人才，同樣的代理商，顧問，和媒體。那為什么他們就似乎有那么一點(diǎn)不同尋常呢？同樣的，為什么是由馬丁路德金來領(lǐng)導(dǎo)民權(quán)運(yùn)動(dòng)？那個(gè)時(shí)候在美國(guó)，民權(quán)運(yùn)動(dòng)之前，不僅僅只有他一個(gè)人飽受歧視。他也決不是那個(gè)時(shí)代唯一的偉大演說家。為什么會(huì)是他

3、？又為什么懷特兄弟能夠造出動(dòng)力控制的載人飛機(jī)，跟他們相比，當(dāng)時(shí)的其他團(tuán)隊(duì)似乎更有能力，更有資金，他們卻沒能制造出載人飛機(jī)，懷特兄弟打敗了他們。一定還有一些什么別的因素在起作用。 大概三年半之前，我有了個(gè)新發(fā)現(xiàn)，這個(gè)發(fā)現(xiàn)完全改變了我對(duì)這個(gè)世界如何運(yùn)作的看法。甚至從根本上改變了我的工作生活方式。那就是我發(fā)現(xiàn)了一種模式，我發(fā)現(xiàn)世界上所有偉大的令人振奮的領(lǐng)袖和組織，無論是蘋果公司、馬丁路德金還是懷特兄弟，他們思考、行動(dòng)、交流溝通的方式都完全一樣，但是跟所有其他人的方式完全相反。我所做的僅僅是把它整理出來。這可能是世上最簡(jiǎn)單的概念。我稱它為黃金圓環(huán)。為什么？怎么做？是什么？這小小的模型就解釋了

4、為什么一些組織和領(lǐng)導(dǎo)者能夠在別人不能的地方激發(fā)出靈感和潛力。我來盡快地解釋一下這些術(shù)語。地球上的每個(gè)人，每個(gè)組織都明白自己做的是什么，百分之百。其中一些知道該怎么做，你可以稱之為是你的差異價(jià)值，或是你的獨(dú)特工藝，或是你的獨(dú)特賣點(diǎn)也好，怎么說都行。但是非常，非常少的人和組織明白為什么做。這里的“為什么”和“為利潤(rùn)”沒有關(guān)系，利潤(rùn)只是一個(gè)結(jié)果，永遠(yuǎn)只能是一個(gè)結(jié)果。我說的“為什么”指的是：· 你的目的是什么？ · 你這樣做的原因是什么？ · 你懷著什么樣的信念？ · 你的機(jī)構(gòu)為什么而存在？ · 你每天早上是為什么而起床？ · 為什么別人要在

5、乎你？ 結(jié)果是，我們思考的方式，行動(dòng)的方式，交流的方式都是由外向內(nèi)的。很顯然的，我們所采用的方式是從清晰開始，然后到模糊的東西。但是激勵(lì)型領(lǐng)袖以及組織機(jī)構(gòu)，無論他們的規(guī)模大小，所在領(lǐng)域，他們思考，行動(dòng)和交流的方式都是從里向外的。 舉個(gè)例子吧。我舉蘋果公司是因?yàn)檫@個(gè)例子簡(jiǎn)單易懂，每個(gè)人都能理解。如果蘋果公司跟其他公司一樣，他們的市場(chǎng)營(yíng)銷信息就會(huì)是這個(gè)樣子：“我們做最棒的電腦，設(shè)計(jì)精美，使用簡(jiǎn)單，界面友好。你想買一臺(tái)嗎？”不怎么樣吧。這就是我們大多數(shù)人的交流方式，也是大多數(shù)市場(chǎng)推廣的方式，大部分銷售所采用的方式，也是我們大部分人互相交流的方式。我們說我們的職業(yè)是干什么的，我們說我們是如何

6、的與眾不同，或者我們?cè)趺幢绕渌烁?，然后我們就期待著一些別人的反應(yīng)，比如購(gòu)買，比如投票，諸如此類?！斑@是我們新開的的律師事務(wù)所，我們擁有最棒的律師和最大的客戶，我們總是能滿足客戶的要求”?！斑@是我們的新車型，非常省油，真皮座椅。買一輛吧”。但是這些推銷詞一點(diǎn)勁都沒有。 這是蘋果公司實(shí)際上的溝通方式：“我們做的每一件事情，都是為了突破和創(chuàng)新。我們堅(jiān)信應(yīng)該以不同的方式思考。我們挑戰(zhàn)現(xiàn)狀的方式是通過把我們的產(chǎn)品設(shè)計(jì)得十分精美，使用簡(jiǎn)單，和界面友好。我們只是在這個(gè)過程中做出了最棒的電腦。想買一臺(tái)嗎？”感覺完全不一樣，對(duì)吧？你已經(jīng)準(zhǔn)備從我這里買一臺(tái)了。我所做的只是將傳遞信息的順序顛倒一下而已

7、。事實(shí)已經(jīng)向我們證明，人們買的不是你做的產(chǎn)品，人們買的是你的信念和宗旨。人們買的不是你做的產(chǎn)品，人們買的是你的信念。這就解釋了為什么這里的每個(gè)人從蘋果公司買電腦時(shí)都覺得理所當(dāng)然。但是我們從蘋果公司買MP3播放器，手機(jī)，或者數(shù)碼攝像機(jī)時(shí)，也感覺很舒服。而其實(shí)，我剛才已經(jīng)說過，蘋果公司只是個(gè)電腦公司。沒有什么能從結(jié)構(gòu)上將蘋果公司同競(jìng)爭(zhēng)對(duì)手區(qū)分開來。競(jìng)爭(zhēng)對(duì)手和蘋果公司有同樣的能力制造所有這些產(chǎn)品。實(shí)際上，他們也嘗試過。幾年前，捷威（Gateway）公司推出了平板電視。他們制造平板電視的能力很強(qiáng)，因?yàn)樗麄冏銎桨屣@示器已經(jīng)很多年了。但是沒有人買他們的平板電視。戴爾公司推出了MP3播放器和掌上電腦，他們產(chǎn)

8、品的質(zhì)量非常好，產(chǎn)品的設(shè)計(jì)也非常不錯(cuò)。但是也沒有人買他們的這些產(chǎn)品。其實(shí)，說到這里，我們無法想象會(huì)從戴爾公司買MP3播放器。你為什么會(huì)從一家電腦公司買MP3播放器呢？但是每天我們都這么做。人們買的不是你做的產(chǎn)品，人們買的是你的信念。做公司的目標(biāo)不是要跟所有需要你的產(chǎn)品的人做生意，而是跟與你有著相同理念的人做生意。這是最精彩的部分。 我說的這些沒有一個(gè)是我自己的觀點(diǎn)。這些觀點(diǎn)都能從生物學(xué)里面找到根源。不是心理學(xué)，是生物學(xué)。當(dāng)你俯視看大腦的橫截面，你會(huì)發(fā)現(xiàn)人類大腦實(shí)際上分成三個(gè)主要部分，而這三個(gè)主要部分和黃金圓環(huán)匹配得非常好。我們最新的腦部，管轄智力的腦部，或者說我們的大腦皮層，對(duì)應(yīng)著“

9、是什么”這個(gè)圓環(huán)。大腦皮層負(fù)責(zé)我們所有的理性和邏輯的思考和語言功能。中間的兩個(gè)部分是我們的兩個(gè)邊腦。邊腦負(fù)責(zé)我們所有的情感，比如信任和忠誠(chéng)，也負(fù)責(zé)所有的行為和決策，但這部分沒有語言功能。 換句話說，當(dāng)我們由外向內(nèi)交流時(shí)，沒錯(cuò)，人們可以理解大量的復(fù)雜信息，比如特征，優(yōu)點(diǎn)，事實(shí)和圖表。但不足以激發(fā)行動(dòng)。當(dāng)我們由內(nèi)向外交流時(shí)，我們是在直接同控制行為的那一部分大腦對(duì)話，然后我們由人們理性地思考我們所說和做的事情。這就是那些發(fā)自內(nèi)心的決定的來源。你知道，有時(shí)候你展示給一些人所有的數(shù)據(jù)圖表，他們會(huì)說“我知道這些數(shù)據(jù)和圖表是什么意思，但就是感覺不對(duì)?！睘槭裁次覀儠?huì)用這個(gè)動(dòng)詞，“感覺”不對(duì)？因?yàn)榭刂?/p>

10、決策的那一部分大腦并不支配語言，我們只好說“我不知道為什么，就是感覺不對(duì)?！被蛘哂行r(shí)候，你說聽從心的召喚，或者說聽從靈魂。我不想把這些觀念分解得太徹底，但心和靈魂都不是控制行為的部分。所有這一切都發(fā)生在你的邊腦，控制決策行為而非語言的邊腦。 如果你自己都不知道你為什么干你所做的事情，而別人要對(duì)你的動(dòng)機(jī)作出反應(yīng)，那么你怎么可能贏得大家對(duì)你的支持，從你這里購(gòu)買東西，或者，更重要的，對(duì)你忠誠(chéng)并且想成為你正在做的事情的一分子呢？再說一次，目標(biāo)不僅僅是將你有的東西賣給需要它們的人；而是將東西賣給跟你有共同信念的人。目標(biāo)不僅僅是雇傭那些需要一份工作的人；目標(biāo)是雇傭那些同你有共同信念的人。你知道

11、嗎，我總是說，如果你雇傭某人只是因?yàn)樗茏鲞@份工作，他們就只是為你開的工資而工作，但是如果你雇傭跟你有共同信念的人，他們會(huì)為你付出熱血，汗水和淚水。這一點(diǎn)，沒有比懷特兄弟的故事更恰當(dāng)?shù)睦恿恕?#160;大多數(shù)人都沒聽說過塞繆爾·蘭利這個(gè)人。20世紀(jì)初期，投入機(jī)動(dòng)飛行器的熱情就像當(dāng)今的網(wǎng)站熱，每個(gè)人都在做嘗試。塞繆爾·蘭利擁有所有大家認(rèn)為是成功的要素。我的意思是，即便是現(xiàn)在，你問別人“為什么你的產(chǎn)品或者公司失敗了呢？”人們總是用同樣的三個(gè)東西以同樣的排列順序來回答你，缺乏資金，用人不善，形勢(shì)不好?？偸悄侨N理由，所以讓我們來逐個(gè)分析一下。國(guó)防部給了塞繆爾·蘭利5萬

12、美金作為研制飛行器的資金。所以說，資金不是問題。他在哈佛大學(xué)工作過，也在史密森尼學(xué)會(huì)工作過，人脈極其廣泛。他認(rèn)識(shí)當(dāng)時(shí)最優(yōu)秀的人才。因此，他雇傭了用資金能吸引到的最優(yōu)秀的人才。當(dāng)時(shí)的市場(chǎng)形勢(shì)相當(dāng)有利。紐約時(shí)報(bào)對(duì)他做跟蹤報(bào)道，每個(gè)人都支持他。但是為什么你們連聽都沒聽說過他呢？ 與此同時(shí)，幾百公里之外的俄亥俄州代頓市有一對(duì)兄弟，奧維爾萊特和維爾伯萊特，他們倆沒有任何我們認(rèn)為的成功的要素。他們沒有錢。他們用自行車店的收入來追求他們的夢(mèng)想。萊特兄弟的團(tuán)隊(duì)中沒有一個(gè)人上過大學(xué)，就連奧維爾和維爾伯也沒有。紐約時(shí)報(bào)更是不沾邊的。不同的是，奧維爾和維爾伯追求的是一個(gè)事業(yè)，一個(gè)目標(biāo)，一種信念。他們相信如

13、果他們能研制出飛行器，將會(huì)改變?nèi)澜绲陌l(fā)展進(jìn)程。塞繆爾·蘭利就不同了，他想要發(fā)財(cái)，他想要成名。他追求的是最終結(jié)果，是變得富有?？窗?，看接下來怎么樣了。那些懷有和懷特兄弟一樣夢(mèng)想的人跟他們一起熱血朝天地奮斗著。另一邊的人則是為了工資而工作。后來流傳的故事說，每次懷特兄弟出去實(shí)驗(yàn)時(shí)，都必須帶著五組零件，因?yàn)槟鞘窃谒麄兓貋沓酝盹堉皩⒁獕嫐У拇螖?shù)。 最后，在1903年12月17日，懷特兄弟成功起飛，但是當(dāng)時(shí)沒有任何其他人在場(chǎng)目睹。我們是在幾天后才知道的。后來的事情進(jìn)一步證實(shí)了蘭利動(dòng)機(jī)不純，他在懷特兄弟成功的當(dāng)天就辭職了。他本來應(yīng)該可以說：“伙計(jì)們，這真是一項(xiàng)偉大的發(fā)明，我可以改進(jìn)

14、你們的技術(shù)?！钡撬麤]有，因?yàn)樗皇堑谝粋€(gè)制造出飛機(jī)的人，他就不會(huì)變得富有，他也不會(huì)變得有名，所以他辭職了。 人們買的不是你的產(chǎn)品；而是你的信念。如果你講述你的信念，你將吸引那些跟你擁有同樣信念的人。但是為什么吸引那些跟你擁有同樣信念的人非常重要呢？創(chuàng)新的傳播有一個(gè)規(guī)律，如果你不知道這個(gè)規(guī)律，你一定了解這個(gè)概念。我們的社會(huì)中，有2.5%的人是革新者。13.5%的人是早期的少部分采納者。接下來的34%是早期接受的大多數(shù)，然后是比較晚接受的大多數(shù)和最后行動(dòng)的。這部分最后行動(dòng)的人買按鍵電話的唯一原因是因?yàn)樗麄冊(cè)僖操I不到轉(zhuǎn)盤電話了。 雖然我們?cè)诓煌臅r(shí)候會(huì)處在這個(gè)曲線上不同的位置，

15、但是創(chuàng)新的傳播規(guī)律告訴我們?nèi)绻阆朐诖蟊娛袌?chǎng)上獲得成功，或者要大眾接納一個(gè)點(diǎn)子，你得等到獲得15%-18%的市場(chǎng)接受度這個(gè)轉(zhuǎn)折點(diǎn)之后才行。那時(shí)之后市場(chǎng)才真正打開。我喜歡問公司：“你的新生意怎么樣呀？”他們會(huì)很自豪地告訴你“哦，大概有10%吧?！笔茄?，你有可能就在10%的顧客群這里過不去了。我們都能讓10%的人“意會(huì)”，對(duì)，我們一般這樣形容他們。就好比描述那種感覺：“哦，他們有點(diǎn)心領(lǐng)神會(huì)了”。問題是：你怎么在他們還沒有成為你的顧客之前就發(fā)現(xiàn)那些能意會(huì)的人，和那些不能意會(huì)的人？這就是問題的所在，就是這點(diǎn)間隙，你得把這個(gè)間隙給填上，正如杰弗里穆爾所說的，“跨越鴻溝”。因?yàn)樵缙诘拇蠖鄶?shù)不會(huì)嘗試新事物，

16、除非有些人已經(jīng)先嘗試過了。而這些人，創(chuàng)新者和早期的少數(shù)人，他們喜歡大膽的嘗試。他們更自然地憑直覺做事情，發(fā)自于他們的世界觀的直覺，而不僅僅是因?yàn)槭袌?chǎng)上有什么樣的產(chǎn)品。 這是一批在iPhone上市的頭幾天去排隊(duì)等六個(gè)小時(shí)來購(gòu)買的人，而其實(shí)只要等一個(gè)星期你就可以隨便走進(jìn)店里從貨架上買到。這是一批在平板電視剛推出時(shí)會(huì)花4萬美金買一臺(tái)的人，盡管當(dāng)時(shí)的技術(shù)還不成熟。補(bǔ)充說一下，他們并不是因?yàn)榧夹g(shù)的先進(jìn)而買那些產(chǎn)品，而是為了他們自己。因?yàn)樗麄兿氤蔀榈谝粋€(gè)體驗(yàn)新產(chǎn)品的人。人們買的不是你的產(chǎn)品；人們買的是你的信念。你的行動(dòng)只是證明了你的信念。實(shí)際上，人們會(huì)去做能夠體現(xiàn)他們的信念的事情。那些為了搶先在

17、頭六個(gè)小時(shí)內(nèi)買到iPhone而排六個(gè)小時(shí)的隊(duì)的人，是出于他們的世界觀，出于他們想別人怎么看自己。他們是第一批體驗(yàn)者。人們買的不是你的產(chǎn)品；他們買的是你的信念。 我再舉些著名的例子吧，證實(shí)創(chuàng)新傳播規(guī)律的一個(gè)失敗的例子和一個(gè)成功的例子。首先我們講這個(gè)失敗的例子。還是商業(yè)上的。就如我們一秒鐘前剛剛說過的，成功的要素是充足的資金，優(yōu)秀的人才和良好的市場(chǎng)形勢(shì)。那么，是不是如果有這些你就應(yīng)該獲得成功?？纯碩iVo數(shù)字視頻公司吧。自從推出TiVo機(jī)頂盒以來，大概是八、九年前，直到今天，它們一直是市場(chǎng)上唯一的最高品質(zhì)的產(chǎn)品，這沒有任何異議。它們絕對(duì)是資金充足，市場(chǎng)形勢(shì)也大好。其實(shí)，“TiVo”都變成

18、了一個(gè)日常用的動(dòng)詞。比如：我經(jīng)常把東西TiVo到我那臺(tái)華納數(shù)碼視頻錄像機(jī)里面。 但是TiVo是個(gè)商業(yè)上的失敗案例，他們沒有賺到一分錢。他們上市時(shí)，股票價(jià)格大約在30到40美元，然后就直線下跌，而成交價(jià)格從沒超過10美元。實(shí)際上，我印象中它的交易價(jià)格從來沒有超過6美元，除了幾次小的震蕩之外。因?yàn)槟銜?huì)發(fā)現(xiàn)，TiVo公司新推出他們的產(chǎn)品時(shí)，他們只是告訴我們他們產(chǎn)品是什么，他們說“我們的產(chǎn)品可以把電視節(jié)目暫停，跳過廣告，回放電視節(jié)目，還能記住你的觀看習(xí)慣，你甚至都不用刻意設(shè)置它?！碧籼薜娜藗冋f：“我們不相信你，我們不需要這樣的東西，我們也不喜歡這樣的東西。你在唬人?！奔偃缢麄冞@么說：“如果你

19、想掌控生活的方方面面，朋友，那么就試試我們的產(chǎn)品吧。它可以暫停直播節(jié)目，跳過廣告，回放直播節(jié)目，還能記下你的觀看習(xí)慣，等等。人們買的不是你的產(chǎn)品；人們買的是你的信念。你所做的僅僅只是你的信念的證明而已。 下面我給大家介紹一個(gè)成功的例子。1963年的夏天，25萬人聚集在華盛頓特區(qū)聆聽馬丁路德金博士的演講。那時(shí)，既沒有發(fā)請(qǐng)?zhí)?，也沒有可能在網(wǎng)上查看日期。怎么會(huì)有25萬人參加呢？而且，金博士不是美國(guó)唯一的偉大演說家，也不是美國(guó)唯一一位在民權(quán)法案實(shí)施前遭受歧視的人。實(shí)際上，他的一些想法甚至不正確。但是他有個(gè)天賦。他沒有到處宣揚(yáng)美國(guó)需要改變什么方面，他只是到處告訴別人他所相信的?！拔蚁嘈?。我相信

20、。我相信?！彼偸沁@么跟別人說。而那些和他懷有同樣信念的人受了他的啟發(fā)，他們也開始將自己的信念告訴別人。有些人建立起一些組織機(jī)構(gòu)將這些話傳給更多的人。你看，就這樣，25萬人在那天，那個(gè)時(shí)候，聚集在一起聽他演講。 有多少人是為了聽“他”演說而去的呢？沒有人。他們是為了他們自己而去的。那是他們對(duì)于美國(guó)的信念支持著他們坐8個(gè)小時(shí)的公車，站在華盛頓八月中旬的烈日下。是他們所相信的信念，而不是黑人跟白人之間的斗爭(zhēng)。25%的聽眾是白人。金博士相信世界上有兩種律法，一種是上天制定的，一種是世人制定的。直到世人制定的法律和上天制定的律法相符合，我們才真正生活在公正的世界里。民權(quán)運(yùn)動(dòng)只是碰巧幫他將信念

21、付諸于現(xiàn)實(shí)的一件事情。我們跟隨他，不是為了他，而是為了我們自己。順便說一下，他的演講是“我有一個(gè)夢(mèng)想”，而不是“我有一個(gè)方案”。 聽聽現(xiàn)在的政治家們提出的12點(diǎn)的大雜燴計(jì)劃，沒一點(diǎn)勁。一些人是當(dāng)官的，而另一些人是領(lǐng)袖。當(dāng)官的只是占據(jù)在有權(quán)力和威嚴(yán)的位置上，但是只有具有領(lǐng)袖素質(zhì)的人才能激勵(lì)我們。無論他們是個(gè)人還是組織，我們都追隨領(lǐng)袖，不是因?yàn)槲覀儽仨氝@樣做，而是因?yàn)槲覀冊(cè)敢?。我們跟隨具有領(lǐng)袖能力的人，不是為他們，而是為我們自己。也只有那些從“為什么”這個(gè)圓圈出發(fā)的人才有能力激勵(lì)周圍的人，或者找到能夠激勵(lì)他們的人。How do you explain when things don

22、9;t go as we assume? Or better, how do you explain when 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 co

23、mputer 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 on

24、ly 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 control-powered, manned flight when there were certainly other teams who were better qualified, better funded, and

25、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 changed my view on how I thought the world worked. And it even profoundly changed the way in

26、 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 comple

27、te opposite to everyone else. All I did was codify it. And it's probably the world's 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 aren't. Let me define the terms really quickl

28、y. 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

29、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 shou

30、ld 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,

31、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 desig

32、ned, simple to use and user friendly. Want to buy one?" Neh. And that's how most of us communicate. That's how most marketing is done. That's how most sales are done. And that's how most of us communicate interpersonally. We say what we do, we say how we're different or how

33、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 leathe

34、r 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

35、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 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

36、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

37、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

38、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 imagi

39、ne 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

40、 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

41、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 rational and analytical thought and language. The middle two sections make up our limbic

42、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 o

43、f 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

44、 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? Beca

45、use 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

46、it to you, those aren't other body parts controlling your behavior. It's all happening here in you 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 you e

47、ver 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 pe

48、ople who need a job; it's to hired 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 your you with blood and sweat and tea

49、rs. 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 h

50、ad, 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

51、 same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Deptartment 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 d

52、ay. 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 you've never heard of Samuel Pierpont Langley?A few hundred miles away in Dayton Ohio, Orville and Wilbur

53、 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 t

54、hem 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 fa

55、mous. 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

56、the Wright brothers went out, they would have to take five sets of parts, because that's 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 about it a fe

57、w 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 ri

58、ch, 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

59、 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 population are our early adopters. The next 34 percent are your early majority, your late majority and

60、your laggards. The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.(Laughter)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 acce

61、ptance 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, &