How Great Leaders Inspire Action | Simon Sinek | TED · TED
Simon Sinek通过黄金圈理论解释领导力如何激发行动，适合练习演讲表达与逻辑思维。
How do you explain when things don't go as we assume?
当事情的发展与我们预想的不同时，该如何解释呢？
Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions?
或者更确切地说：当别人能够完成那些看似违背所有既定假设的事情时，我们应该如何解释这种现象呢？
For example: Why is Apple so innovative?
例如：为什么苹果公司如此具有创新精神？
Year after year, after year, they're more innovative than all their competition.
年复一年，他们始终比所有竞争对手更具创新精神。
And yet, they're just a computer company.
然而，他们不过是一家电脑公司而已。
They're just like everyone else.
他们和其他人没什么两样。
They have the same access to the same talent, the same agencies, the same consultants, the same media.
他们能够接触到同样的人才、同样的经纪公司、同样的顾问以及同样的媒体资源。
Then why is it that they seem to have something different?
那么，为什么他们看起来会有些不同呢？
Why is it that Martin Luther King led the Civil Rights Movement?
为什么马丁·路德·金会领导民权运动呢？
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.
在民权运动之前的美国，他并不是唯一一个遭受不公的人；当然，他也不是当时唯一一位杰出的演说家。
Why him?
为什么选他？
And why is it that the Wright brothers
那么，为什么是莱特兄弟（Wright brothers）呢？
were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified,
他们成功实现了受控状态下、依靠动力驱动的人体飞行；尽管当时肯定还有其他资质更优秀的团队。
better funded -- and they didn't achieve powered man flight, and the Wright brothers beat them to it.
这些项目虽然获得了更多的资金支持，但他们最终未能实现载人飞行的目标；莱特兄弟反而先他们一步成功实现了这一目标。
There's something else at play here.
这里还有其他一些因素在起作用。
About three and a half years ago, I made a discovery.
大约三年半前，我有了一个重要的发现。
And this discovery profoundly changed my view on how I thought the world worked,
这一发现彻底改变了我对世界运作方式的认知。
and it even profoundly changed the way in which I operate in it.
它甚至彻底改变了我在其中开展工作的方式。
As it turns out, there's a pattern.
事实证明，其中确实存在某种规律（或模式）。
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,
事实证明，世界上所有那些具有非凡领导力、能够激励他人的领袖和组织——无论是苹果公司（Apple）、马丁·路德·金（Martin Luther King），还是莱特兄弟（Wright brothers）——
they all think, act and communicate the exact same way.
他们的思维方式、行为方式以及交流方式都完全相同。
And it's the complete opposite to everyone else.
这与其他所有人完全相反。
All I did was codify it, and it's probably the world's simplest idea.
我所做的只是将这个想法以文字或代码的形式记录下来而已；这可能是世界上最简单的想法了。
I call it the golden circle.
我将其称为“黄金圈”。
Why?
为什么呢？
How?
怎么做到的？
What?
什么？
This little idea explains why some organizations and some leaders are able to inspire where others aren't.
这个小小的想法解释了为什么有些组织和领导者能够激发他人的积极性，而另一些组织和领导者却无法做到这一点。
Let me define the terms really quickly.
让我快速地解释一下这些术语的含义。
Every single person, every single organization on the planet knows what they do, 100 percent.
地球上每一个人、每一个组织都百分之百清楚自己该做什么。
Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP.
有些人知道他们是如何做到这一点的；无论你将其称为“差异化的价值主张”（differentiated value proposition）、“专有流程”（proprietary process），还是“独特卖点”（USP – Unique Selling Proposition）。
But very, very few people or organizations know why they do what they do.
但真正明白自己为何要从事当前工作的人或组织，却寥寥无几。
And by "why" I don't mean "to make a profit."
我所说的“为什么”，并不是指“为了盈利”。
That's a result.
这就是一个结果。
It's always a result.
结果总是不可避免的。
By "why," I mean: What's your purpose?
我所说的“为什么”，是指：你的目标是什么？
What's your cause?
你支持的是什么事业（或目标）？
What's your belief?
你的信仰是什么？
Why does your organization exist?
你们的组织为什么存在？
Why do you get out of bed in the morning?
你为什么早上要起床呢？