营销管理中级18:35leadership

How Great Leaders Inspire Action

伟大的领袖如何激励行动

营销专家西蒙·斯涅克的现象级 TED 演讲,提出著名的「黄金圈」理论:从「为什么」而非「做什么」出发。他以苹果、莱特兄弟和马丁·路德·金为例,论证「人们买的不是你做什么,而是你为什么做」,并用大脑结构与创新扩散定律加以佐证。适合学习品牌营销、领导力与说服表达的英语。

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台词(110 句)

00:16

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?

当事情没有按我们预想的那样发展时,你要如何解释?或者说得更妙一点:当有些人做成了那些看似违背一切常理的事,你又该如何解释?

00:27

For example: Why is Apple so innovative? Year after year, after year, they're more innovative than all their competition.

比如说:苹果为什么这么有创新力?一年又一年,他们的创新总是胜过所有竞争对手。

00:36

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.

可他们不过是一家电脑公司,跟别人没什么两样。他们能接触到的人才、广告公司、顾问、媒体,都和别人一模一样。

00:45

Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement?

那为什么他们似乎就是有点与众不同?为什么领导民权运动的偏偏是马丁·路德·金?

00:54

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

在民权运动前的美国,受苦的绝不止他一人,当时了不起的演说家也绝不止他一个。

01:01

Why him? 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, better funded -- and they didn't achieve powered man flight, and the Wright brothers beat them to it.

为什么偏偏是他?再比如,为什么最终搞定可操控的动力载人飞行的是莱特兄弟?当时明明有其他团队更有实力、资金更充裕——可他们没能实现动力载人飞行,反倒被莱特兄弟抢了先。

01:18

There's something else at play here. About three and a half years ago, I made a discovery.

这背后另有玄机。大约三年半前,我有了一个发现。

01:25

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.

这个发现深刻改变了我对世界运转方式的看法,甚至深刻改变了我在这个世界里行事的方式。

01:37

As it turns out, there's a pattern. 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 exact same way.

原来,这里面有一种规律。原来,世上所有伟大而鼓舞人心的领袖和组织,无论是苹果、马丁·路德·金还是莱特兄弟,他们思考、行动和沟通的方式都一模一样。

01:51

And it's the complete opposite to everyone else. All I did was codify it, and it's probably the world's simplest idea.

而这恰恰和其他所有人完全相反。我所做的不过是把它归纳成型,它大概是世上最简单的一个理念。

02:01

I call it the golden circle. Why? How? What?

我把它叫作「黄金圈」。为什么?怎么做?做什么?

02:14

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.

这个小小的理念,解释了为什么有些组织、有些领袖能够激励人心,而另一些却不能。我先快速界定几个概念。

02:22

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.

这世上每一个人、每一个组织,都百分之百清楚自己「做什么」。有些还知道自己「怎么做」——你管它叫差异化价值主张、独门流程,还是独特卖点(USP)都行。

02:36

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."

但极少极少有人或组织,真正明白自己「为什么」要做这件事。而我说的「为什么」,指的可不是「为了赚钱」。

02:43

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?

赚钱只是结果,永远只是结果。我说的「为什么」是指:你的目标是什么?你的事业是什么?你信仰的是什么?

02:49

Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care?

你的组织为何存在?你每天早上为什么要起床?别人又凭什么要在意?

02:58

As a result, the way we think, we act, the way we communicate is from the outside in, it's obvious. We go from the clearest thing to the fuzziest thing.

结果就是,我们思考、行动、沟通的方式都是由外而内的,这很明显——我们总是从最清晰的东西讲到最模糊的东西。

03:05

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.

但那些鼓舞人心的领袖和组织——无论规模大小,无论身处哪个行业——思考、行动和沟通的方式都是由内而外的。

03:17

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.

我举个例子。我用苹果举例,因为它好懂,人人都明白。如果苹果和其他公司一样,它的营销话术大概会是这样:「我们生产很棒的电脑。

03:31

They're beautifully designed, simple to use and user friendly. Want to buy one?" "Meh."

外观精美、操作简单、界面友好。想买一台吗?」——「没兴趣。」

03:38

That's how most of us communicate. That's how most marketing and sales are done, that's how we communicate interpersonally.

大多数人就是这么沟通的。大多数营销和销售就是这么做的,我们人与人之间也是这么交流的。

03:44

We say what we do, we say how we're different or better and we expect some sort of a behavior, a purchase, a vote, something like that.

我们先说自己做什么,再说自己哪里不同、哪里更好,然后就指望对方有所行动——买东西、投票,诸如此类。

03:52

Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients. Here's our new car: It gets great gas mileage, it has leather seats.

看我们新开的律师事务所:我们有最好的律师、最大的客户,我们总能为客户交出成绩。看我们的新车:超省油,还配真皮座椅。

04:01

Buy our car. But it's uninspiring. Here's how Apple actually communicates. "Everything we do, we believe in challenging the status quo.

快买我们的车吧。可这些话毫无感染力。而苹果实际上是这样沟通的:「我们所做的一切,都源于我们坚信要挑战现状。

04:13

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.

我们坚信要与众不同地思考。我们挑战现状的方式,就是把产品做得外观精美、操作简单、界面友好。

04:23

We just happen to make great computers. Want to buy one?" Totally different, right?

而我们恰好做出了很棒的电脑。想买一台吗?」感觉完全不一样,对吧?

04:29

You're ready to buy a computer from me. I just reversed 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.

你已经准备好向我买电脑了。我只不过把信息的顺序颠倒了一下。这说明:人们买的不是你做什么,而是你为什么做。

04:39

This explains why every single person in this room is perfectly comfortable buying a computer from Apple.

这就解释了,为什么在座的每一个人都毫无顾虑地向苹果买电脑。

04:47

But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple.

而且我们同样毫无顾虑地向苹果买 MP3 播放器、买手机、买数字录像机。

04:54

As I said before, Apple's just a computer company. Nothing distinguishes them structurally from any of their competitors. Their competitors are equally qualified to make all of these products.

就像我前面说的,苹果不过是一家电脑公司。从结构上看,它跟任何竞争对手都没什么区别。它的对手同样有能力做出所有这些产品。

05:03

In fact, they tried. A few years ago, Gateway came out with flat-screen TVs. They're eminently qualified to make flat-screen TVs.

事实上,他们也试过。几年前,Gateway 推出了平板电视。他们完全有资格做平板电视,

05:10

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.

毕竟平板显示器他们都做了好多年。可就是没人买。戴尔推出了 MP3 播放器和掌上电脑,他们的产品质量上乘、设计也无可挑剔——可还是没人买。

05:30

In fact, talking about it now, we can't even imagine buying an MP3 player from Dell. Why would you buy one from a computer company?

其实现在想想,我们甚至无法想象向戴尔买 MP3 播放器。你干嘛要向一家电脑公司买这个?

05:36

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.

可我们天天都在向苹果这么买。人们买的不是你做什么,而是你为什么做。做生意的目标,不是跟所有需要你产品的人打交道。

05:46

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.

目标是,跟那些和你信念相同的人做生意。最妙的地方在于:我告诉你们的这一切,都不是我的个人观点。

05:55

It's all grounded in the tenets of biology. Not psychology, biology. If you look at a cross-section of the human brain, from the top down, the human brain is actually broken into three major components that correlate perfectly with the golden circle.

它全都建立在生物学的原理之上。不是心理学,是生物学。如果你从上往下看人脑的横切面,会发现人脑其实分为三大部分,恰好与「黄金圈」完美对应。

06:10

Our newest brain, our Homo sapien brain, our neocortex, corresponds with the "what" level.

我们最新的脑、智人的脑,也就是新皮层,对应的是「做什么」这一层。

06:17

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.

新皮层负责我们所有理性、分析性的思维和语言。中间那两部分构成了边缘脑,而边缘脑主管我们所有的情感,比如信任和忠诚。

06:32

It's also responsible for all human behavior, all decision-making, and it has no capacity for language.

它同时主管人类所有的行为、所有的决策,却没有处理语言的能力。

06:39

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.

换句话说,当我们由外而内地沟通时,没错,人们能理解海量的复杂信息,比如功能、好处、事实和数据。

06:48

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.

但这些并不能驱动行为。而当我们由内而外地沟通时,我们是在直接对话大脑中掌控行为的那部分;然后,再让人们用我们所说、所做的那些具体的事去为决定找理由。

07:00

This is where gut decisions come from. 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."

凭直觉做的决定就是这么来的。有时你把所有的事实和数据都摆在别人面前,他却说:「我知道所有事实和细节都摆在那儿,可就是感觉不对劲。」

07:10

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.

我们为什么会用「感觉」这个词——感觉不对?因为大脑中主管决策的那部分,并不主管语言。

07:17

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 soul.

我们能挤出来的最好说法,也就是:「我说不清,反正就是感觉不对。」有时你会说,自己是凭「心」或凭「灵魂」在做决定。

07:24

I hate to break it to you, those aren't 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.

我不得不告诉你一个真相:控制你行为的,并不是身体的其他部位。这一切都发生在你的边缘脑里——那个主管决策、却不管语言的部分。

07:33

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 you ever get people to vote for you, or buy something from you, or, more importantly, be loyal

可如果你连自己「为什么」要做这件事都不清楚,而人们偏偏又是被你的「为什么」打动的,那你又怎么能让别人投票给你、向你购买,或者更重要的——对你忠诚,

07:46

and want to be a part of what it is that you do. 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.

并且愿意成为你所做之事的一份子呢?目标不只是把东西卖给需要它的人,而是卖给那些和你信念相同的人。

07:55

The goal is not just to hire people who need a job; it's to hire people who believe what you believe.

目标也不只是雇用那些需要一份工作的人,而是雇用那些和你信念相同的人。

08:02

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 they believe what you believe, they'll work for you with blood and sweat and tears.

我常说,如果你雇一个人,仅仅是因为他能干这份活儿,那他是为你的钱而工作;可如果他和你信念相同,他就会为你付出血汗与泪水。

08:14

Nowhere else is there a better example than with the Wright brothers. Most people don't know about Samuel Pierpont Langley.

没有哪个例子比莱特兄弟更贴切了。大多数人都不认识塞缪尔·皮尔庞特·兰利。

08:21

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.

在二十世纪初,追逐动力载人飞行就像那个年代的互联网热潮,人人都在尝试。

08:29

And Samuel Pierpont Langley had, what we assume, to be the recipe for success. Even now, you ask people, "Why did your product or why did your company fail?"

而塞缪尔·皮尔庞特·兰利手握我们所认为的「成功配方」。哪怕到今天,你去问别人:「你的产品或你的公司为什么失败了?」

08:39

and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions.

得到的答案总是同样三样东西的不同排列组合:资金不足、人不对、市场行情不好。

08:46

It's always the same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine.

永远是这三样,那我们就来细看一下。兰利拿到了陆军部拨给的五万美元,用来研制这台飞行器。

08:56

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.

钱不成问题。他在哈佛有教职,又在史密森尼学会任职,人脉极广——当时所有的顶尖人物他都认识。

09:05

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.

他用钱请来了最顶尖的人才,市场行情也好得不得了。《纽约时报》走到哪儿跟到哪儿,人人都在为兰利加油。

09:16

Then 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.

那我们为什么从没听说过塞缪尔·皮尔庞特·兰利?几百英里外的俄亥俄州代顿,奥维尔和威尔伯·莱特兄弟,却一样都没沾上我们所谓的「成功配方」。

09:28

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.

他们没钱,靠自家自行车铺的收入来支撑梦想。莱特兄弟团队里没有一个人上过大学,连奥维尔和威尔伯自己都没有。

09:39

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.

《纽约时报》也压根没跟着他们跑。区别在于,奥维尔和威尔伯是被一个理想、一个目标、一个信念所驱动的。

09:48

They believed that if they could figure out this flying machine, it'll change the course of the world. Samuel Pierpont Langley was different.

他们相信,只要能造出这台飞行器,就能改变世界的进程。塞缪尔·皮尔庞特·兰利却不一样。

09:57

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.

他想发财,想成名。他追逐的是结果,追逐的是财富。

10:04

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.

而结果呢,你看发生了什么。那些相信莱特兄弟梦想的人,和他们一起付出了血汗与泪水。

10:12

The others just worked for the paycheck. 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 supper.

而另一边的人,只是为了薪水在干活。有人讲,莱特兄弟每次出去试飞,都得带上五套零件,因为不到晚饭时分,他们就得摔上那么多回。

10:23

And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it.

终于,在 1903 年 12 月 17 日,莱特兄弟飞上了天,而现场竟没有一个人见证这一刻。

10:32

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.

我们是几天后才得知这个消息的。还有一个更能说明兰利动机不纯的证据:莱特兄弟飞上天的那天,他就退出了。

10:43

He could have said, "That's an amazing discovery, guys, and I will improve upon your technology," but he didn't.

他本可以说:「这是个了不起的突破,伙计们,我会在你们的技术上再做改进。」但他没有。

10:50

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.

他没能拔得头筹,没发财,也没成名,于是他放弃了。人们买的不是你做什么,而是你为什么做。

10:57

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?

如果你谈论自己所信的东西,就会吸引那些和你信念相同的人。可是,吸引信念相同的人,为什么如此重要?

11:07

Something called the law of diffusion of innovation, if you don't know the law, you know the terminology. The first 2.5% of our population are our innovators.

这要归功于所谓的「创新扩散定律」——就算你不知道这个定律,也一定听过里面的说法。人群中最前面的 2.5% 是创新者。

11:17

The next 13.5% of our population are our early adopters. The next 34% are your early majority, your late majority and your laggards.

接下来的 13.5% 是早期采用者。再往后的 34%,依次是早期大众、晚期大众,以及落后者。

11:27

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,

这些落后者之所以会买按键电话,唯一的原因是转盘电话已经买不到了。(笑声)在不同的事情上、不同的时候,我们每个人都会落在这条曲线的不同位置;但创新扩散定律告诉我们:如果你想让某个产品或某个理念获得大众市场的成功或认可,

11:45

you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips.

在市场渗透率达到 15% 到 18% 这个引爆点之前,你是做不到的;一旦越过,整个系统就会被引爆。

11:55

I love asking businesses, "What's your conversion on new business?" They love to tell you, "It's about 10 percent," proudly. Well, you can trip over 10% of the customers.

我特别喜欢问企业:「你们新业务的转化率是多少?」他们总爱自豪地告诉你:「大概 10% 吧。」可 10% 的客户,你随便一绊都能撞上。

12:03

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."

我们每个人都有大约 10% 那种「一点就通」的客户。我们就是这么形容他们的,对吧?就像那种直觉:「哦,他们一下子就懂了。」

12:09

The problem is: How do you find the ones that get it before doing business 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" --

问题在于:在做生意之前,你怎么把那些「懂」的人和那些「不懂」的人区分开来?所以关键就在这里,你必须跨过的这道小小的缺口——杰弗里·摩尔管它叫「跨越鸿沟」——

12:20

because, you see, the early majority will not try something until someone else has tried it first.

因为你看,早期大众不会去尝试一样东西,除非已经有别人先试过了。

12:28

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.

而那些创新者和早期采用者,乐于凭直觉做决定。他们更愿意去做那些出于内心信念的直觉判断,而不只是看市面上有什么产品。

12:42

These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have bought one off the shelf the next week.

正是这些人,会在 iPhone 刚上市时排上六个小时的队去买,尽管下一周他们就能从货架上轻松买到。

12:50

These are the people who spent 40,000 dollars on flat-screen TVs when they first came out, even though the technology was substandard.

也正是这些人,会在平板电视刚问世时花四万美元去买,哪怕当时的技术还很不成熟。

12:58

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.

顺便说一句,他们这么做,并不是因为技术有多好;他们是为了自己,因为他们想抢在所有人前面。

13:06

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.

人们买的不是你做什么,而是你为什么做;你所做的一切,只不过是在证明你所相信的东西。事实上,人们会去做那些能印证自己信念的事。

13:16

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.

那个人之所以在头六个小时里排队买下 iPhone,是因为他对世界的信念,以及他希望别人怎么看他:他是第一个。

13:28

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.

人们买的不是你做什么,而是你为什么做。下面我给大家举两个著名的例子——一个是创新扩散定律的著名失败,一个是著名成功。

13:37

First, the famous failure. It's a commercial example. As we said before, the recipe for success is money and the right people and the right market conditions.

先说著名的失败案例,这是个商业例子。就像前面说的,「成功配方」无非是钱、对的人和对的市场行情。

13:46

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.

照理说,有了这些你就该成功。可看看 TiVo。从八九年前问世到今天,它一直是市面上质量最高的产品,毫无疑问,没人能反驳。

14:00

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.

他们资金极其充裕,市场行情也好得不得了。我是说,我们都把 TiVo 当动词用了。我天天用自家那台破时代华纳录像机「TiVo」东西呢。

14:09

(Laughter) But TiVo's a commercial failure. They've never made money.

(笑声)可 TiVo 在商业上却是个失败,它从没赚过钱。

14:16

And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10.

他们上市时,股价大约在三四十美元,随后一路暴跌,再也没涨回过 10 美元以上。

14:22

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.

事实上,除了几次小小的反弹,我觉得它连 6 美元都没站上过。原因就在于,TiVo 发布产品时,只顾着告诉我们它「有什么」。

14:32

They said, "We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking."

他们说:「我们有一款产品,能暂停直播电视、跳过广告、回放直播画面,还能在你都没开口的情况下记住你的观看习惯。」

14:43

And the cynical majority said, "We don't believe you. We don't need it. We don't like it.

而满腹狐疑的大众却说:「我们不信你。我们不需要它。我们也不喜欢它。

14:49

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.

你把我们吓着了。」可要是他们换个说法呢:「如果你是那种喜欢把生活方方面面都牢牢掌控在手里的人,天哪,我们正好有一款产品送给你。

15:04

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.

它能暂停直播、跳过广告、记住你的观看习惯,等等等等。」人们买的不是你做什么,而是你为什么做;你所做的一切,只不过是你信念的证明罢了。

15:15

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.

再来给大家举一个创新扩散定律的成功例子。1963 年夏天,二十五万人涌到华盛顿的国家广场,只为听金博士演讲。

15:31

They sent out no invitations, and there was no website to check the date. How do you do that?

他们没发过任何请柬,也没有网站可以查日期。这是怎么做到的?

15:39

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.

要知道,金博士并不是全美唯一伟大的演说家,也不是民权运动前的美国里唯一受苦的人。

15:47

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.

事实上,他有些主张并不高明。但他有一种天赋。他并不到处去告诉人们,美国需要改变什么。

15:55

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.

他到处去告诉人们,自己相信什么。「我相信,我相信,我相信,」他一遍遍地对人们说。而那些和他信念相同的人,接过了他的事业,把它当成了自己的事,再去讲给别人听。

16:07

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 at the right time to hear him speak.

其中一些人还建立起各种组织,把这个理念传播给更多的人。就这样,二十五万人在恰当的日子、恰当的时刻齐聚一堂,来听他演讲。

16:20

How many of them showed up for him? Zero. They showed up for themselves.

他们当中有多少人是为了他而来的?一个都没有。他们都是为了自己而来。

16:28

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.

正是他们对美国的信念,让他们坐上八个小时的大巴,在八月正午的烈日下,站到了华盛顿。

16:36

It's what they believed, and it wasn't about black versus white: 25% 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 men.

驱动他们的是信念,而这无关黑人还是白人:当天的听众里有 25% 是白人。金博士相信,这世上有两种法律:一种由更高的权威所立,另一种由人所立。

16:50

And not until all the laws that are made by men are consistent with the laws made by the higher authority will we live in a just world.

唯有当人所立的一切法律都与更高权威所立的法律相一致时,我们才能生活在一个公正的世界里。

16:58

It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life.

而民权运动恰好是一个绝佳的契机,帮他把自己的事业变为现实。

17:04

We followed, not for him, but for ourselves. By the way, he gave the "I have a dream" speech, not the "I have a plan" speech.

我们追随他,不是为了他,而是为了我们自己。顺便说一句,他发表的是「我有一个梦想」的演讲,而不是「我有一个计划」的演讲。

17:11

(Laughter) Listen to politicians now, with their comprehensive 12-point plans.

(笑声)再听听如今的政客,一个个捧着面面俱到的「十二点计划」。

17:18

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.

他们打动不了任何人。因为「当领导的人」和「真正引领的人」是两回事。前者只是占据了权力或权威的位子,而后者才能真正激励我们。

17:31

Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to.

无论是个人还是组织,我们追随那些真正引领我们的人,不是因为不得不追随,而是因为我们发自内心地愿意。

17:40

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.

我们追随那些真正引领我们的人,不是为了他们,而是为了我们自己。而只有那些从「为什么」出发的人,才有能力激励身边的人,或者找到能激励自己的人。

17:56

Thank you very much. (Applause)

非常感谢。(掌声)