TEDxVALENCIA - TEDTalk - Simon Sinek - Cómo los grandes líderes inspiran acción
Summary
TLDREl guion del video explica cómo algunos líderes e organizaciones, como Apple o Martin Luther King, logran la inspiración a pesar de tener los mismos recursos que sus competidores. Se introduce el 'Círculo Dorado', que desafía la forma tradicional de pensar y comunicar: 'por qué', 'cómo' y 'qué'. La clave está en comenzar con el propósito, lo que motiva a las personas a actuar y a comprar basándose en sus creencias, no solo en características o beneficios. La neurociencia respalda esta teoría, donde la comunicación que toca emociones y convicciones es la que realmente impulsa el comportamiento.
Takeaways
- 🤔 La innovación y el éxito no siempre siguen las expectativas; algunos individuos y organizaciones logran resultados extraordinarios a pesar de tener los mismos recursos que sus competidores.
- 🍎 Apple es un ejemplo de una compañía que ha demostrado ser innovadora año tras año, manteniendo una filosofía que se centra en 'por qué' hacen lo que hacen, más allá de simplemente 'qué' hacen.
- 🔄 El 'Golden Circle' es un modelo que explica cómo ciertos líderes e organizaciones logran inspirar a otros a través de una comprensión profunda de su propósito, antes que su funcionalidad o diferenciación.
- 🗣️ La comunicación efectiva comienza con el 'por qué' de una organización o líder, lo que permite conectar a las personas a un nivel más profundo y emocional.
- 🧠 La estructura del cerebro humano, dividida en partes que corresponden al 'qué', 'cómo' y 'por qué', demuestra cómo la comunicación desde el centro dorado (por qué) influye directamente en la parte del cerebro que controla el comportamiento.
- 💡 La intuición y las decisiones basadas en el 'sentir' surgen de la parte del cerebro que controla las emociones y la conducta, pero no el lenguaje, lo que es clave para comprender la importancia del 'por qué'.
- 👥 La atracción de personas que comparten los mismos valores y creencias es fundamental para el éxito a largo plazo y la lealtad de los clientes y empleados.
- 🛫 La historia de los hermanos Wright y Samuel Pierpont Langley ilustra cómo un propósito claro y una creencia en la misión pueden superar los recursos y el estatus.
- 📈 El éxito en el mercado de masas requiere alcanzar un punto de inflexión en la aceptación de una idea, donde los 'innovadores' y 'adoptantes tempranos' son cruciales para la difusión de la innovación.
- 📱 El ejemplo del iPhone muestra cómo la creencia en una visión puede llevar a la compra de un producto antes de que se convierta en un estándar, impulsado por la identificación con el 'por qué' de la marca.
- 📺 TiVo como ejemplo de fracaso comercial a pesar de tener un producto de alta calidad, debido a que no se comunicó efectivamente el 'por qué' de su existencia.
- 🌐 El éxito de Martin Luther King Jr. en movilizar a una multitud sin invitaciones formales se debe a su habilidad para inspirar a las personas basándose en sus creencias compartidas.
Q & A
¿Qué descubrimiento hizo el orador hace tres años y cómo cambió su perspectiva del mundo?
-El orador descubrió un patrón que todos los líderes y organizaciones inspiradoras del mundo siguen, independientemente de su tamaño o industria, que es el opuesto a como lo hacen el resto. Esto cambió su forma de pensar y operar en el mundo, lo que él denomina como 'El Círculo Dorado'.
¿Cuál es la estructura del 'Círculo Dorado' y qué componentes tiene?
-El 'Círculo Dorado' se compone de tres elementos: 'Por qué' (Why), 'Cómo' (How) y 'Qué' (What). El orador explica que la mayoría de las personas y organizaciones piensan y se comunican desde afuera hacia adentro, comenzando por lo más claro hasta lo más difuso, mientras que los líderes inspiradores actúan y comunican desde adentro hacia afuera.
¿Por qué la mayoría de las personas y organizaciones no logran inspirar según el orador?
-Según el orador, la mayoría de las personas y organizaciones no logran inspirar porque comunican de manera incorrecta, empezando por lo que hacen (What), en lugar de comenzar por el 'por qué' (Why), que es su propósito, causa o creencia.
¿Cómo describe el orador la diferencia en la forma en que Apple se comunica comparado con otras compañías?
-El orador menciona que Apple comunica de manera que primero expresa su 'por qué' (Why), su creencia en desafiar el status quo y pensar de manera diferente, seguido de su 'cómo' (How), a través de productos hermosamente diseñados, sencillos de usar y amigables para el usuario, y finalmente su 'qué' (What), que son computadoras de gran calidad.
¿Por qué las personas compran productos de Apple según el orador?
-Las personas compran productos de Apple no porque de lo que hacen (What), sino porque del 'por qué' (Why) lo hacen. Apple inspira a sus clientes a comprar productos basándose en la creencia de la empresa y no solo en las características del producto.
¿Cómo se relaciona el 'Círculo Dorado' con la estructura del cerebro humano según el orador?
-El orador indica que la estructura del 'Círculo Dorado' se correlaciona con las tres partes principales del cerebro humano. El neocórtex, la parte más reciente del cerebro, se relaciona con el 'Qué' (What) y es responsable del pensamiento racional y analítico. Las dos secciones restantes, que forman el sistema límbico, se relacionan con el 'Por qué' (Why) y controlan los sentimientos y el comportamiento.
¿Por qué la comunicación desde el 'Por qué' (Why) es más efectiva para influir en el comportamiento de las personas?
-La comunicación desde el 'Por qué' (Why) es más efectiva porque se dirige directamente a la parte del cerebro que controla el comportamiento, el sistema límbico, permitiendo que las personas racionalicen sus decisiones con los detalles tangibles que se presentan después.
¿Qué ejemplos históricos menciona el orador para ilustrar la importancia del 'Por qué' (Why) en el éxito de individuos y organizaciones?
-El orador menciona a Martin Luther King, que lideró el movimiento por los derechos civiles basándose en una creencia fuerte, y a los hermanos Wright, que lograron el vuelo con motor por su creencia en cambiar el mundo, a pesar de no tener los recursos que otros competidores.
¿Qué es la Ley de Difusion de la Innovación y cómo se relaciona con la importancia de comenzar con el 'Por qué' (Why)?
-La Ley de Difusion de la Innovación describe cómo nuevas ideas son adoptadas por diferentes grupos de la sociedad. El orador indica que para lograr el éxito de mercado masivo, se necesita alcanzar un punto de inflexión del 15 al 18% de penetración del mercado. Comenzar con el 'Por qué' (Why) ayuda a atraer a los innovadores y tempranos adoptadores, que son claves para alcanzar este punto de inflexión.
¿Cómo el orador utiliza el ejemplo de TiVo para demostrar la importancia de comunicar el 'Por qué' (Why) y no solo el 'Qué' (What)?
-El orador menciona que TiVo, a pesar de tener un producto de alta calidad, no tuvo éxito comercial porque se centró en comunicar sus características (Qué) en lugar de su propósito (Por qué), lo que llevó a la resistencia del mercado y a una falta de comprensión del valor que ofrecía.
¿Qué lecciones sobre el liderazgo se desprenden del análisis del discurso del orador?
-Las lecciones sobre el liderazgo que se pueden extraer del discurso incluyen la importancia de tener una causa o propósito claro (el 'Por qué'), la capacidad de comunicar ese propósito de manera efectiva y la necesidad de inspirar a otros en lugar de simplemente dar órdenes o vender productos.
Outlines
🤔 El misterio de la inspiración
El primer párrafo explora la razón por la que algunas organizaciones y líderes logran inspirar mientras otras no. Se cuestiona por qué algunas empresas, como Apple, son innovadoras año tras año, o por qué Martin Luther King lideró exitosamente el movimiento por los derechos civiles. El orador revela que descubrió un patrón, el Círculo Dorado, que explica cómo los líderes y organizaciones más inspiradores piensan, actúan y se comunican de manera opuesta a la mayoría. Este patrón se basa en tres conceptos: '¿Por qué?', que representa la razón o propósito de una organización; '¿Cómo?', que se refiere a la forma en que se hace algo; y '¿Qué?', que es lo que se hace. El orador argumenta que la mayoría de las personas y organizaciones conocen lo que hacen y cómo lo hacen, pero muy pocos saben por qué lo hacen, y esto último es lo que realmente inspira a las personas.
💡 La importancia del 'Por qué'
El segundo párrafo enfatiza la importancia de entender el 'Por qué' detrás de las acciones de una organización o individuo. Se menciona que la mayoría de las personas y organizaciones se centran en '¿Qué?' y '¿Cómo?' cuando se comunican, pero los líderes y organizaciones inspiradoras comienzan por el 'Por qué'. Se utiliza Apple como ejemplo para ilustrar cómo una comunicación efectiva debe centrarse en los valores y la filosofía de la empresa antes de mencionar los productos o servicios. El orador argumenta que las personas compran según sus creencias y valores, no solo por los productos o servicios que se ofrecen, y que la comunicación desde el 'Por qué' atrae a aquellos que comparten esos mismos valores.
🧠 La base biológica de la inspiración
El tercer párrafo se adentra en la base biológica del modelo del Círculo Dorado, relacionando el pensamiento y la comunicación con las diferentes partes del cerebro humano. El neocórtex, la parte más reciente del cerebro, se asocia con el '¿Qué?' y es responsable del pensamiento racional y analítico. Por otro lado, el sistema límbico, que controla las emociones y el comportamiento, se relaciona con el 'Por qué'. La comunicación desde el 'Por qué' habla directamente con la parte del cerebro que controla el comportamiento, lo que puede resultar en decisiones basadas en la intuición y las creencias personales. El orador también comparte la historia de Samuel Pierpont Langley y los hermanos Wright para ilustrar cómo una motivación por el éxito y la fama puede ser menos efectiva que una motivación por una causa o una creencia profunda.
🚀 La ley de difusión de la innovación
El cuarto y último párrafo discute la Ley de Difusión de la Innovación y cómo la comunicación del 'Por qué' es crucial para lograr el éxito en el mercado. Se describe cómo las innovadores y los primeros adoptadores toman decisiones intuitivas basadas en sus creencias y cómo estas decisiones pueden llevar a un punto de inflexión que resulta en el éxito masivo de un producto o idea. Se contrasta el fracaso comercial de TiVo, que se centró en sus características y beneficios, con el éxito de Martin Luther King, que inspiró a las personas a través de sus creencias y su causa. El orador enfatiza que las personas no compran lo que una organización hace, sino por qué lo hace, y que los líderes que logran inspirar son aquellos que logran conectar con las creencias de otros.
Mindmap
Keywords
💡Innovación
💡Líder Inspirador
💡Golden Circle
💡Propósito
💡Comunicación
💡Diferenciación
💡Neocórtex
💡Lóbulos Limbicos
💡Leyes de la Difusión de la Innovación
💡Cruce del Charco
💡TiVo
💡I Have a Dream
Highlights
The Golden Circle concept is introduced as a framework for understanding why some organizations and leaders inspire more than others.
Apple is highlighted as an example of a company that consistently innovates year after year, challenging the status quo.
The importance of knowing 'why' an organization exists beyond just making a profit is emphasized as a key to success.
The Golden Circle's 'why-how-what' approach is contrasted with the common 'what-how-why' method of communication.
Apple's marketing strategy is dissected to show how they communicate their 'why' before their 'what'.
The idea that people buy 'why' rather than 'what' is explored, explaining customer loyalty and product acceptance.
The human brain's structure is related to the Golden Circle, with the limbic brain linked to feelings and behaviors.
Communication that starts with 'why' is said to resonate more deeply, affecting the limbic brain and driving behavior.
The Wright brothers' story illustrates the power of belief and purpose over qualifications and funding.
Samuel Pierpont Langley's failed pursuit of powered flight is contrasted with the Wright brothers' success, showing the impact of motivation.
The 'law of diffusion of innovation' is introduced to explain how ideas and products gain mass-market acceptance.
The role of 'innovators' and 'early adopters' in the adoption curve is discussed as crucial for an idea's success.
TiVo is presented as an example of a product that failed to resonate despite high quality, due to poor communication of its 'why'.
Dr. Martin Luther King Jr.'s 'I Have a Dream' speech is used to demonstrate the power of belief in inspiring action.
The difference between leaders who hold a position of power and those who inspire is explained.
The talk concludes by emphasizing the importance of starting with 'why' to inspire and lead effectively.
Transcripts
how do you explain when things don't go
as we assumed 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 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 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 when you call it you're
differentiating 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 inspire or 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 and that's how most of us
communicate that's how most marketing is
done that's how most sales done and
that's how most of us communicate
interpersonally
we say what we do we say how we're
different or how we better and we expect
some sort of behavior a purchase a vote
something like that
here is our new law firm we have the
best lawyers with the biggest clients we
have you know we always perform for our
clients do business with us here's our
new car it gets great gas mileage it has
you know leather seats by 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 wanna buy one
totally different right be 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 is 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 some
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 design 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 anybody
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
an 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
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 you figures in these I know
what all the facts in detail 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 oh I hate to break it to you there
zoned 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 anybody
how will you ever get people to vote for
your by something from you or more
importantly be loyal and want to be a
part of what it is what you bet you do
again the goal is not just as to sell
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 this if you if
you 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 work for you with blood
and sweat and tears and no air 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 calm of the day
everybody was trying it and Samuel
Pierpont Langley had what we assumed
to be the recipe for success I mean even
now we you ask people why did your
product or why did your company fail and
people always give you the permeate same
permutation of the same three things
undercapitalized the wrong people bad
market conditions it was the same three
things so let's explore that Samuel
Pierpont Langley was given fifty
thousand 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 and 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 caused 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 want 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 well 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 thirteen and a half
percent of our population are our early
adopters the next thirty four percent
are your early majority your late
majority and your laggards the only
reason these people by touch-tone phones
is because you can't buy a rotary phones
anymore
we all sit at various places at various
times on the scale but 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%
proudly well you can trip over 10% of
the customers we all have about 10% 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 just 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
in 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
who spent $40,000 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 why 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 on the first in the
first six hours a student stood in line
for six hours was because 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 in
the right market
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 a verb
like TiVo stuff on my piece of junk Time
Warner DVR all the time but TiVo is a
commercial failure they've never made
money and when they went IPO their stock
was at about 30 or $40 and then
plummeted and it's never traded above
ten 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
the who was a great orator he wasn't the
only man 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 you know he
went around and told people what he
believed
I believe I believe I believe he told
people and people who believe 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 on the right time to
hear him speak how many of them showed
up for him
zero they showed it 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
for 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
were two types of laws in this world
those that are made by a higher
authority 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 happens that the civil rights
movement was the perfect thing to help
him bring his cause to life we followed
him not for him but for ourselves and by
the way he gave the I have a dream
speech not the I have a planned speech
listen to politicians now with the
comprehensive 12-point plans are not
inspiring anybody because there were
leaders and there are those who lead
leaders hold a position of power or
authority but those who lead inspire us
with other individuals or organizations
we follow those who lead 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
Y that have the ability to inspire those
around them or find others who inspire
them thank you very much
Weitere verwandte Videos ansehen
Simon Sinek: Cómo los grandes líderes inspiran la acción (subtitulos español)
How great leaders inspire action | Simon Sinek | TED
Comportamiento humano (psicología básica)
CONSUMISMO | Zygmunt Bauman
¿Realmente quién eres? El enigma de la nave de Teseo
Lenguaje corporal: El cuerpo grita lo que la mente calla | Jordi Reche | TEDxReus
5.0 / 5 (0 votes)