How Great Leaders Inspire Action | Simon Sinek | TED

Or better, how do you explain when others are able to achieve things that seem to defy違抗 all of the assumptions?

或者更準確地說，當他人能達成看似違背所有常識的成就時，你又該如何解釋？

For example: Why is Apple so innovative?

例如：為什麼蘋果公司如此具有創新精神？

Year after year, after year, they're more innovative than all their competition競爭.

年復一年，他們的創新程度遠超所有競爭對手。

And yet, they're just a computer company.

然而，他們不過是一家電腦公司罷了。

They're just like everyone else.

他們和其他人沒什麼兩樣。

They have the same access to the same talent, the same agencies, the same consultants, the same media.

他們擁有同樣的資源獲取渠道、同樣的人才、同樣的代理機構、同樣的顧問以及同樣的媒體平臺。

Then why is it that they seem to have something different?

那麼，為什麼他們似乎擁有某種與眾不同的特質呢？

Why is it that Martin Luther King led the Civil Rights Movement?

為什麼是馬丁·路德·金領導了民權運動？

He wasn't the only man who suffered in pre-civil rights America, and he certainly wasn't the only great orator演說家 of the day.

他並非當時唯一遭受苦難的人，也絕非當時最傑出的演說家。

Why him?

為什麼偏偏是他？

And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified有資格的, better funded -- and they

為什麼萊特兄弟能夠搞出受控的動力載人飛行，而當時顯然有其他團隊資質更優、資金更足——

didn't achieve powered man flight, and the Wright brothers beat them to it.

但他們未能實現動力載人飛行，而萊特兄弟卻捷足先登了。

There's something else at play here.

這裡還有別的原因在起作用。

About three and a half years ago, I made a discovery.

大約三年半前，我有了一個發現。

And this discovery profoundly深遠的 changed my view on how I thought the world worked, and it even profoundly深遠的 changed the way in which I operate in it.

這一發現深刻地改變了我對世界運作方式的看法，甚至徹底改變了我在這個世界中的行事方式。

As it turns out, there's a pattern.

事實證明，這其中存在一種模式。

As it turns out, all the great 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

事實證明，世界上所有偉大的激勵人心的領導者和組織，無論是蘋果、馬丁·路德·金還是萊特兄弟，他們的思考、行動和溝通方式完全一致。

exact same way.

完全相同的方式。

And it's the complete opposite to everyone else.

這與其他人完全不同。

All I did was codify將…系統化 it, and it's probably the world's simplest idea.

我所做的只是將其總結歸納，而這可能是世界上最簡單的理念。

I call it the golden circle.

我稱之為“黃金圈”。

Why?

為什麼？

How?

怎麼做？

What?

做什麼？

This little idea explains why some organizations and some leaders are able to inspire鼓舞 where others aren't.

這個小小的理念解釋了為何有些組織和領導者能夠激勵他人，而其他人卻做不到。

Let me define the terms really quickly.

讓我快速定義一下這些術語。

Every single person, every single organization on the planet knows what they do, 100 percent.

地球上的每一個人、每一個組織都百分之百清楚自己在做什麼。

Some know how they do it, whether you call it your differentiated value proposition提議 or your proprietary process or your USP.

有些人知道他們是如何做到的，無論你稱之為差異化價值主張、專有流程還是獨特賣點（USP）。

But very, very few people or organizations know why they do what they do.

但非常少的人或組織知道他們為什麼要做所做的事。