Simon Sinek - 偉大的領導者如何鼓動行為 (中英雙字幕)

Summary

The script explores the concept of 'why' as the driving force behind successful leaders and organizations, like Apple and Martin Luther King Jr. It contrasts the 'what' and 'how' approaches with the 'why', emphasizing that people are inspired by purpose, not just products or services. The 'golden circle' model is introduced to explain this phenomenon, supported by neuroscience, illustrating how internal beliefs can lead to external success and inspire others.

Takeaways

• 🤔 The power of assumptions: Things don't always go as we assume, and sometimes others achieve what seems impossible.
• 🍎 Apple's innovation: Apple's consistent innovation is attributed to their unique approach, despite having similar resources as competitors.
• 👨‍💼 Martin Luther King's leadership: MLK led the Civil Rights Movement not just because of his oratory skills, but because of his purpose and belief.
• 🚀 The Wright brothers' achievement: The Wright brothers succeeded in powered flight due to their belief and purpose, not just their qualifications.
• 🔑 The Golden Circle: The pattern of 'Why? How? What?' explains why some leaders and organizations inspire more than others.
• 🌐 Universal 'Why': Great leaders and organizations know their 'why', which is their purpose, cause, or belief, not just their profit motive.
• 🧠 Brain's role in decision-making: The limbic brain controls behavior and decision-making, not language, which is why we 'feel' decisions in our gut.
• 💡 Apple's communication strategy: Apple communicates from the inside out, starting with their 'why', which makes their products more appealing.
• 💼 Hiring for belief: Hiring people who believe in the company's 'why' leads to more dedicated and passionate employees.
• 📈 The Law of Diffusion of Innovation: To achieve mass-market success, an idea needs to reach a tipping point of 15-18% market penetration.
• 📱 Proof in action: People's actions prove what they believe, as seen in early adopters who stand in line for new technology.

Q & A

What is the Golden Circle mentioned in the script?

The Golden Circle is a concept introduced in the script that explains why some leaders and organizations are able to inspire others. It consists of three concentric circles: 'Why', 'How', and 'What'. The idea is that successful organizations start with 'Why', their purpose or cause, and then move outward to 'How' and 'What'.

Why does the script emphasize the importance of knowing 'Why' an organization exists?

The script emphasizes the importance of knowing 'Why' an organization exists because it is the purpose or belief that drives the organization and inspires others. It's what differentiates them from competitors and makes people care about what they do.

How does the script illustrate the difference between Apple's approach and that of other companies?

The script illustrates the difference by contrasting Apple's marketing message, which starts with 'Why' (challenging the status quo), with the hypothetical marketing message of other companies that starts with 'What' (the product features).

What does the script suggest is the reason behind Martin Luther King's leadership in the Civil Rights Movement?

The script suggests that Martin Luther King led the Civil Rights Movement because he was driven by a cause, a purpose, and a belief, which inspired others to join him.

How did the Wright brothers succeed in powered man flight when other better-funded teams failed, according to the script?

The Wright brothers succeeded because they were driven by a purpose and belief in changing the world, not just by the pursuit of riches or fame.

What is the significance of the 'How' level in the Golden Circle?

The 'How' level represents the actions an organization takes to realize its 'Why'. It's about the processes, strategies, and methods that are employed to achieve the purpose.

What is the role of the 'What' level in the Golden Circle?

The 'What' level is the outermost circle and represents the tangible things an organization does or the products it offers. It's what most people and companies default to when communicating.

How does the script explain the difference between inspired and uninspired communication?

Inspired communication starts with 'Why', explaining the purpose or cause, and then moves to 'How' and 'What'. Uninspired communication starts with 'What', focusing on features and benefits, and lacks the emotional connection that comes from knowing the 'Why'.

What does the script claim about the human brain's role in decision-making?

The script claims that the human brain, specifically the limbic brain, is responsible for decision-making and behavior, but not for language. This is why people often make decisions based on feelings or 'gut instincts'.

How does the script use the example of Samuel Pierpont Langley to illustrate the importance of 'Why'?

The script uses Langley as an example of someone who had the resources and conditions for success but failed because he was motivated by the wrong 'Why' – fame and wealth, not a higher purpose.

What is the law of diffusion of innovation mentioned in the script, and how does it relate to 'Why'?

The law of diffusion of innovation is a theory that explains how new ideas and products are adopted by different segments of society over time. It relates to 'Why' because those who are driven by a similar 'Why' are more likely to be early adopters and help spread the idea.

Outlines

00:00

🍎 The Golden Circle of Inspiration

The paragraph discusses the concept of the Golden Circle, a model that explains why some leaders and organizations, like Apple and Martin Luther King, are more innovative and inspiring than others. The Golden Circle consists of three concentric circles: 'Why', 'How', and 'What'. It is explained that most people and organizations communicate from the outside in, starting with 'What' they do, whereas inspiring leaders start with 'Why', their purpose or cause. Apple is used as an example to illustrate the difference in communication styles between companies that inspire and those that do not. The speaker emphasizes that people are more likely to support a company or a leader if they understand and believe in the 'Why' behind what they do.

05:00

🧠 The Biological Basis of 'Why'

This section delves into the biological reasons why the Golden Circle works. It explains that the human brain is divided into three parts that correspond to the Golden Circle. The neocortex, the newest part of the brain, is responsible for rational and analytical thought, and language, which corresponds to the 'What'. The limbic brain, which is responsible for feelings and decision-making, corresponds to the 'Why'. The speaker argues that when organizations communicate from the inside out, starting with their 'Why', they speak directly to the part of the brain that controls behavior. This approach is more likely to inspire action and loyalty. Examples are given of companies like Gateway and Dell that failed to inspire because they did not communicate their 'Why'.

10:00

🚀 The Power of Belief in Innovation

The paragraph contrasts the stories of Samuel Pierpont Langley and the Wright brothers to illustrate the importance of believing in a cause or purpose. Langley, despite having more resources and qualifications, failed to achieve powered man flight because he was motivated by fame and wealth. In contrast, the Wright brothers succeeded because they were driven by a belief in the potential of their invention to change the world. The speaker emphasizes that people are more likely to support and work for those who share their beliefs, which is crucial for innovation and success. The law of diffusion of innovation is introduced, explaining the stages of market adoption and the importance of reaching a tipping point for mass-market acceptance.

15:01

🗣️ The Impact of Belief on Mass Movements

This section uses Dr. Martin Luther King Jr.'s leadership of the Civil Rights Movement as an example of the power of belief. Dr. King was able to rally a large following not because he was the only great orator or the only one who suffered, but because he communicated his beliefs rather than just listing what needed to change. His message resonated with people who shared his vision of a just world, leading them to take action. The speaker points out that people follow those who inspire them not because they have to, but because they want to. This is true for both individuals and organizations. The paragraph concludes by emphasizing that it's not about having a plan, but about having a dream or belief that inspires action.

Keywords

💡Assumptions

Assumptions refer to the presuppositions or expectations we have about how things should work or turn out. In the video, the speaker questions why some organizations and individuals defy these assumptions and achieve remarkable success. For example, Apple's consistent innovation challenges our assumptions about what a computer company can do.

💡Innovation

Innovation is the process of introducing new ideas, methods, or products. The video highlights Apple's innovation as a key factor in their success, suggesting that their ability to innovate year after year sets them apart from competitors who seemingly have the same resources.

💡Leadership

Leadership is the act of leading a group of people or an organization. The video discusses how great leaders like Martin Luther King Jr. and the Wright brothers had a unique ability to inspire and achieve extraordinary things, which is linked to their clarity of 'why' they did what they did.

💡Golden Circle

The Golden Circle is a concept introduced in the video that suggests the most successful leaders and organizations communicate from the inside out, starting with 'why' they do something, then 'how' they do it, and finally 'what' they do. This is contrasted with the typical outside-in approach.

💡Why

In the context of the Golden Circle, 'why' refers to the purpose, cause, or belief that inspires an organization or individual. The video emphasizes that knowing 'why' one does something is more important than knowing 'what' they do, as it is the foundation for inspiration and loyalty.

💡How

'How' in the Golden Circle represents the methods or processes used by organizations or individuals to achieve their goals. It is the manner in which the 'what' is accomplished, and while significant, it is secondary to understanding the 'why'.

💡What

'What' is the actions or products of an organization or individual, and it is the outermost layer of the Golden Circle. The video argues that while everyone knows 'what' they do, it is less important than the 'why' and 'how' for inspiring others.

💡Inspire

To inspire means to motivate or influence someone towards action. The video's central theme is that those who start with 'why' have the power to inspire, as they connect with people on a deeper, more emotional level.

💡Belief

Belief is a conviction or acceptance that something is true or real. In the video, belief is portrayed as a driving force behind the actions of successful individuals and organizations, as it is closely tied to their 'why'.

💡Market Penetration

Market penetration refers to the degree to which an organization's product or service is utilized by its target market. The video discusses the importance of reaching a tipping point in market penetration to achieve mass-market success.

💡Law of Diffusion of Innovation

The Law of Diffusion of Innovation is a theory that describes how new ideas and products are adopted by different segments of society over time. The video uses this law to explain why some innovations become widely accepted while others fail.

Highlights

The concept of 'why' is more important than 'what' in innovation and leadership.

Apple's consistent innovation is attributed to their focus on 'why' rather than just 'what' they do.

Influential leaders like Martin Luther King Jr. and the Wright brothers were driven by a 'why' that defied conventional assumptions.

The 'Golden Circle' model is introduced as a framework for understanding inspirational leadership.

Most people and organizations know 'what' they do, but few understand their 'why'.

The 'why' is not about profit but about purpose, cause, and belief.

Inspirational leaders communicate from the inside out, starting with their 'why'.

Apple's marketing strategy effectively communicates their 'why' before their 'what'.

People are more likely to engage with organizations that align with their personal beliefs.

The brain's limbic system is responsible for driving behavior based on beliefs and values.

Effective communication speaks to the limbic system to inspire action.

The importance of hiring people who believe in the company's 'why' is emphasized.

The Wright brothers' success was due to their strong 'why' and the team's shared belief in it.

Samuel Pierpont Langley's pursuit of fame and fortune contrasts with the Wright brothers' mission-driven approach.

The law of diffusion of innovation explains how ideas spread and achieve mass-market acceptance.

Innovators and early adopters are driven by beliefs, not just the features of a product.

Dr. King's success in rallying people was due to his ability to communicate his 'why'.

True leaders inspire by starting with 'why', not just presenting a plan or holding a position.

Transcripts

How do you explain when

things don'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 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 control-powered, manned 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 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 -- 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'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 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?" 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 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 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 our

rational 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 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 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 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 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 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 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 you'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 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 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 population

are 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.

(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 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 on 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 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 it

because 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 what you do it.

And what you do simply

proves 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 even think it's 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 low 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.

(Laughter)

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.

(Applause)