超越极限的人生ted英文演讲稿word范文 26页Word格式.docx
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超越极限的人生ted英文演讲稿word范文 26页Word格式.docx
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Yearafteryear,after
year,they'
remoreinnovativethanalltheircompetition.Andyet,they'
rejustacomputercompany.They'
rejustlikeeveryoneelse.Theyhavethesameaccesstothesame
talent,thesameagencies,thesameconsultants,thesamemedia.Thenwhyisitthattheyseemtohavesomethingdifferent?
WhyisitthatMartinLutherKingledtheCivilRightsMovement?
Hewasn'
ttheonlymanwhosufferedinpre-civilrightsAmerica,andhecertainlywasn'
ttheonlygreatoratoroftheday.Whyhim?
AndwhyisitthattheWrightbrotherswereabletofigureoutcontrolled,poweredmanflightwhentherewerecertainlyotherteamswhowerebetterqualified,betterfunded--andtheydidn'
tachievepoweredmanflight,andtheWrightbrothersbeatthemtoit.There'
ssomethingelseatplayhere.1:
17Aboutthreeandahalfyearsago,Imadeadiscovery.AndthisdiscoveryprofoundlychangedmyviewonhowIthoughttheworldworked,anditevenprofoundlychangedthewayinwhichIoperateinit.Asitturnsout,there'
sapattern.Asitturnsout,allthegreatinspiringleadersandorganizationsintheworld,whetherit'
sAppleorMartinLutherKingortheWrightbrothers,theyallthink,actandcommunicatetheexactsameway.Andit'
sthecompleteoppositetoeveryoneelse.AllIdidwascodifyit,andit'
sprobablytheworld'
ssimplestidea.Icallitthegoldencircle.
2:
07Why?
How?
What?
Thislittleideaexplainswhysomeorganizationsandsomeleadersareabletoinspirewhereothersaren'
t.Letmedefinethetermsreally
quickly.Everysingleperson,everysingleorganizationontheplanetknowswhattheydo,100percent.Someknowhowtheydoit,whetheryoucallityourdifferentiatedvaluepropositionoryourproprietaryprocessoryourUSP.Butvery,veryfewpeopleororganizationsknowwhytheydowhattheydo.Andby"
why"
Idon'
tmean"
tomakeaprofit."
That'
saresult.It'
salwaysaresult.By"
why,"
Imean:
What'
syourpurpose?
syourcause?
syourbelief?
Whydoesyourorganizationexist?
Whydoyougetoutofbedinthemorning?
Andwhyshouldanyonecare?
Asaresult,thewaywethink,weact,thewaywecommunicateisfromtheoutsidein,it'
sobvious.Wegofromtheclearestthingtothefuzziestthing.Buttheinspiredleadersandtheinspiredorganizations
--regardlessoftheirsize,regardlessoftheirindustry--allthink,actandcommunicatefromtheinsideout.
3:
13Letmegiveyouanexample.IuseApplebecausethey'
reeasytounderstandandeverybodygetsit.IfApplewerelikeeveryoneelse,amarketingmessagefromthemmightsoundlikethis:
"
Wemakegreatcomputers.They'
rebeautifullydesigned,simpletouseanduserfriendly.Wanttobuyone?
"
Meh."
showmostofuscommunicate.That'
showmostmarketingandsalesaredone,that'
showwecommunicateinterpersonally.Wesaywhatwedo,wesayhowwe'
redifferentorbetterandweexpectsomesortofabehavior,apurchase,avote,somethinglikethat.Here'
sournewlawfirm:
Wehavethe
bestlawyerswiththebiggestclients,wealwaysperformforourclients.Here'
sournewcar:
Itgetsgreatgasmileage,ithasleatherseats.Buyourcar.Butit'
suninspiring.4:
00Here'
showAppleactuallycommunicates."
Everythingwedo,webelievein
challengingthestatusquo.Webelieveinthinkingdifferently.Thewaywechallengethestatusquoisbymakingourproductsbeautifullydesigned,simpletouseanduser
friendly.Wejusthappentomakegreatcomputers.Wanttobuyone?
Totallydifferent,right?
You'
rereadytobuyacomputerfromme.Ijustreversedtheorderofthe
information.Whatitprovestousisthatpeopledon'
tbuywhatyoudo;
peoplebuywhyyoudoit.
4:
35ThisexplainswhyeverysinglepersoninthisroomisperfectlycomfortablebuyingacomputerfromApple.Butwe'
realsoperfectlycomfortablebuyinganMP3playerfromApple,oraphonefromApple,oraDVRfromApple.AsIsaidbefore,Apple'
sjustacomputercompany.Nothingdistinguishesthemstructurallyfromanyoftheir
competitors.Theircompetitorsareequallyqualifiedtomakealloftheseproducts.Infact,theytried.Afewyearsago,Gatewaycameoutwithflat-screenTVs.They'
reeminentlyqualifiedtomakeflat-screenTVs.They'
vebeenmakingflat-screenmonitorsfor
years.Nobodyboughtone.DellcameoutwithMP3playersandPDAs,andtheymakegreatqualityproducts,andtheycanmakeperfectlywell-designedproducts--andnobodyboughtone.Infact,talkingaboutitnow,wecan'
tevenimaginebuyinganMP3playerfromDell.Whywouldyoubuyonefromacomputercompany?
Butwedoitevery
day.Peopledon'
theybuywhyyoudoit.Thegoalisnottodobusinesswitheverybodywhoneedswhatyouhave.Thegoalistodobusinesswithpeoplewhobelievewhatyoubelieve.
5:
47Here'
sthebestpart:
NoneofwhatI'
mtellingyouismyopinion.It'
sallgroundedinthetenetsofbiology.Notpsychology,biology.Ifyoulookatacross-sectionofthehumanbrain,fromthetopdown,thehumanbrainisactuallybrokenintothreemajor
componentsthatcorrelateperfectlywiththegoldencircle.Ournewestbrain,ourHomosapienbrain,ourneocortex,correspondswiththe"
what"
level.Theneocortexis
responsibleforallofourrationalandanalyticalthoughtandlanguage.Themiddletwosectionsmakeupourlimbicbrains,andourlimbicbrainsareresponsibleforallofourfeelings,liketrustandloyalty.It'
salsoresponsibleforallhumanbehavior,all
decision-making,andithasnocapacityforlanguage.
6:
35Inotherwords,whenwecommunicatefromtheoutsidein,yes,peoplecan
understandvastamountsofcomplicatedinformationlikefeaturesandbenefitsandfactsandfigures.Itjustdoesn'
tdrivebehavior.Whenwecancommunicatefromtheinsideout,we'
retalkingdirectlytothepartofthebrainthatcontrolsbehavior,andthenweallowpeopletorationalizeitwiththetangiblethingswesayanddo.Thisiswheregutdecisionscomefrom.Sometimesyoucangivesomebodyallthefactsandfigures,andtheysay,"
Iknowwhatallthefactsanddetailssay,butitjustdoesn'
tfeelright."
Whywouldweuse
thatverb,itdoesn'
t"
feel"
right?
Becausethepartofthebrainthatcontrols
decision-makingdoesn'
tcontrollanguage.Thebestwecanmusterupis,"
Idon'
tknow.Itjustdoesn'
Orsometimesyousayyou'
releadingwithyourheartorsoul.Ihatetobreakittoyou,thosearen'
totherbodypartscontrollingyourbehavior.It'
sallhappeninghereinyourlimbicbrain,thepartofthebrainthatcontrolsdecision-makingandnotlanguage.
7:
29Butifyoudon'
tknowwhyyoudowhatyoudo,andpeoplerespondtowhyyoudowhatyoudo,thenhowwillyouevergetpeopletovoteforyou,orbuysomethingfromyou,or,moreimportantly,beloyalandwanttobeapartofwhatitisthatyoudo.Thegoalisnotjusttoselltopeoplewhoneedwhatyouhave;
thegoalistoselltopeoplewhobelievewhatyoubelieve.Thegoalisnotjusttohirepeoplewhoneedajob;
it'
stohirepeoplewhobelievewhatyoubelieve.Ialwayssaythat,youknow,ifyouhirepeoplejustbecausetheycandoajob,they'
llworkforyourmoney,butiftheybelievewhatyou
believe,they'
llworkforyouwithbloodandsweatandtears.NowhereelseisthereabetterexamplethanwiththeWrightbrothers.
8:
14Mostpeopledon'
tknowaboutSamuelPierpontLangley.Andbackintheearly20thcentury,thepursuitofpoweredmanflightwaslikethedotcomoftheday.Everybodywastryingit.AndSamuelPierpontLangleyhad,whatweassume,tobetherecipeforsuccess.Evennow,youaskpeople,"
Whydidyourproductorwhydidyourcompanyfail?
andpeoplealwaysgiveyouthesamepermutationofthesamethree
things:
under-capitalized,thewrongpeople,badmarketconditions.It'
salwaysthesamethreethings,solet'
sexplorethat.SamuelPierpontLangleywasgiven50,000dollarsbytheWarDepartmenttofigureoutthisflyingmachine.Moneywasnoproblem.HeheldaseatatHarvardandworkedattheSmithsonianandwasextremelywell-connected;
heknewallthebigmindsoftheday.Hehiredthebestmindsmoneycouldfindandthemarketconditionswerefantastic.TheNewYorkTimesfollowedhimaround
everywhere,andeveryonewasrootingforLangley.Thenhowcomewe'
veneverheardofSamuelPierpontLangley?
9:
15AfewhundredmilesawayinDaytonOhio,OrvilleandWilburWright,theyhadnoneofwhatweconsidertobetherecipeforsuccess.Theyhadnomoney;
theypaidfortheirdreamwiththeproceedsfromtheirbicycleshop;
notasinglepersonontheWrightbrothers'
teamhadacollegeeducation,notevenOrvilleorWilbur;
andTheNewYorkTimesfollowedthemaroundnowhere.
38Thedifferencewas,OrvilleandWilburweredrivenbyacause,byapurpose,byabelief.Theybelievedthatiftheycouldfigureoutthisflyingmachine,it'
llchangethecourseoftheworld.SamuelPierpontLangleywasdifferent.Hewantedtoberich,andhewantedtobefamous.Hewasinpursuitoftheresult.Hewasinpursuitoftheriches.Andloandbehold,lookwhathappened.ThepeoplewhobelievedintheWrightbrothers'
dreamworkedwiththemwithbloodandsweatandtears.Theothersjustworkedforthe
paycheck.TheytellstoriesofhoweverytimetheWrightbrotherswentout,theywouldhavetotakefivesetsofparts,becausethat'
showmanytimestheywouldcrashbeforesupper.
10:
19And,eventually,onD
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