Start with why -- how great leaders inspire action | Simon Sinek | TEDxPugetSound · TEDx Talks
Simon Sinek讲解了伟大领袖如何通过‘为什么’激发行动。适合练习领导力表达、激励他人和自我成长。
Transcriber: Capa Girl Reviewer: Wendy Morales So, where do you start when you have a program that's about integrating lives with passions?
转录者：Capa Girl 审稿人：Wendy Morales 那么，当你有一个旨在将人们的生活与他们的热情相结合的项目时，应该从哪里开始呢？
Well, you start with "why."
嗯，你首先要问“为什么”。
Why?
为什么呢？
And that kicks us off for the first speaker tonight - Simon Sinek and his talk "Start with why."
这就引出了今晚第一位演讲者的介绍：西蒙·西内克（Simon Sinek）和他的演讲主题《从“为什么”开始》。
Simon Sinek: We assume, even, we know why we do what we do.
西蒙·西内克：我们总是以为自己知道为什么要做某件事……甚至真的认为自己是出于某种明确的原因才去行动的。
But then how do you explain when things don't go as we assume?
但是，当事情的发展与我们预想的不同时，我们该如何解释呢？
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呢？
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，他们只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 a pre-civil rights America, and he certainly wasn't the only great orator of the day.
在民权运动尚未兴起的美国，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?
为什么是他？
And why is it that the Wright
那么，为什么会是莱特兄弟（Wright Brothers）呢？
brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified,
尽管还有其他资质更优秀的团队，但这些兄弟们还是成功实现了受控状态下、借助动力装置实现的人类飞行。
better funded -- and they didn't achieve powered man flight, the Wright brothers beat them to it.
这些项目获得了更多的资金支持；然而他们并未实现载人飞行的目标——莱特兄弟率先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
这一发现彻底改变了我的看法。
on how I thought the world worked, and it even profoundly changed the way in which I operate in it.
它让我重新审视了自己对世界运作方式的认知，甚至深刻地改变了我在这个世界中的行为方式。
As it turns out, there's a pattern.
事实证明，这其中确实存在某种规律（或模式）。
As it turns out, all the great
事实证明，所有那些伟大的事物……
and inspiring leaders and organizations in the world -- whether it's Apple or Martin Luther King or the Wright brothers -- they all think,
并激励着世界各地的领导者与组织——无论是苹果公司、马丁·路德·金，还是莱特兄弟——他们所有人都有着相同的信念。
act and communicate the exact same way.
以完全相同的方式行事和交流。
And it's the complete opposite to everyone else.
这与其他所有人的一切都完全相反。
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.
这个小小的道理解释了为什么有些组织和领导者能够激发员工的积极性，而另一些则无法做到这一点。
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.
地球上每一个人、每一个组织都清楚自己该做什么。
100 percent.
百分之百。
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某项工作的人或组织，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”。