TEDxVALENCIA - TEDTalk - Simon Sinek - Cómo los grandes líderes inspiran acción

Summary

El 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

00:00

🤔 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.

05:01

💡 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.

10:02

🧠 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.

15:04

🚀 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.

Keywords

💡Innovación

Innovación se refiere a la introducción de nuevas ideas, productos o procesos que rompen con lo convencional y mejoran significativamente la forma en que se hace algo. En el video, se destaca cómo algunas organizaciones, como Apple, logran innovar año tras año, desafiando el statu quo y pensando de manera diferente, lo cual es fundamental para su éxito continuo.

💡Líder Inspirador

Un líder inspirador es alguien que motiva a otros a seguir su ejemplo o a seguir una causa, no solo por la autoridad que posee, sino por la conexión emocional y la convicción que transmite. En el video, se menciona a figuras como Martin Luther King y los hermanos Wright, quienes lideraron movimientos y logros significativos basándose en creencias profundas y no solo en habilidades o recursos.

💡Golden Circle

El Golden Circle es un modelo presentado en el video que explica cómo los líderes y organizaciones más exitosos piensan, actúan y comunican, enfocándose en 'por qué' hacen lo que hacen, en lugar de 'cómo' o 'qué'. Este concepto es central en la explicación de por qué algunas entidades logran inspirar a otros a un grado que otras no.

💡Propósito

El propósito es la razón fundamental y la motivación detrás de la existencia de una organización o la acción de una persona. En el video, se argumenta que las organizaciones que conocen y comunican su propósito claro, como Apple, son más capaces de inspirar a sus clientes y a sus empleados.

💡Comunicación

La comunicación en el video se presenta como un proceso que va desde el 'por qué' (la razón de ser) hacia el 'qué' (el producto o servicio). Se enfatiza que la comunicación efectiva debe comenzar con la razón y la creencia, para luego describir la acción y el producto, lo que inspira a las personas a actuar.

💡Diferenciación

La diferenciación es el proceso de distinguir una organización o producto de otros similares en el mercado. Aunque se menciona que muchas compañías tienen acceso a los mismos recursos, la verdadera diferenciación surge de la capacidad de una empresa para comunicar y vivir su 'por qué'.

💡Neocórtex

El neocórtex es la parte más reciente del cerebro humano, responsable del pensamiento racional y analítico. En el video, se relaciona con el 'qué' del Golden Circle y se explica que, aunque procesa información compleja, no es lo que impulsa directamente la conducta.

💡Lóbulos Limbicos

Los lóbulos limbicos forman parte del cerebro y son responsables de las emociones y la toma de decisiones. El video resalta que la comunicación que toca el 'por qué' se dirige a esta área del cerebro, lo que puede generar una conexión más profunda y una respuesta emocional en las personas.

💡Leyes de la Difusión de la Innovación

Las leyes de la difusión de la innovación son un concepto que describe cómo nuevas ideas o productos son adoptados por diferentes grupos en la sociedad. El video utiliza esta teoría para explicar por qué algunas ideas logran un punto de inflexión y son ampliamente aceptadas, mientras que otras no.

💡Cruce del Charco

El 'cruce del charco' se refiere al desafío de pasar de los early adopters (tempranos adoptadores) a la early majority (mayoría temprana) en la adopción de una innovación. El video menciona este término para ilustrar la importancia de comprender y atraer a los que creen en la misma causa o 'por qué' detrás de una idea o producto.

💡TiVo

TiVo es mencionado en el video como un ejemplo de un producto de alta calidad que, sin embargo, no logró el éxito comercial esperado. Se utiliza para ilustrar cómo la comunicación que se centra en el 'qué' en lugar del 'por qué' puede resultar en un fracaso en el mercado, incluso con productos superiores.

💡I Have a Dream

El discurso 'I Have a Dream' de Martin Luther King es utilizado en el video como un ejemplo de cómo una comunicación que toca emocionalmente a las personas y se enfoca en un 'por qué' poderoso puede motivar a una multitud a actuar y creer en una causa común.

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