【伟大的领袖如何激励行动】TED精华演讲系列解读 中/英对照

摘要：TED是Technology Entertainment和Design的首字母缩写，在TED汇聚了来自世界最精英的思想的汇聚！他们的口号是Ideas Worth Spreading，今天就和澳际君一起走进TED的世界！

就像是TED 的Slogan一样“Ideas Worth Spreading”! 这除了是一个学习最新想法和科学知识的平台之外， 对于留学生们来说也是一个很好的学习英语口语和英语听力的好机会!TED(指technology, entertainment, design在英语中的缩写，即技术、娱乐、设计)是美国的一家私有非营利机构，该机构以它组织的TED大会著称，这个会议的宗旨是“值得传播的创意”。

今天澳际君给大家介绍的便是TED精华演讲中备受推崇的演讲!今天的主题是——伟大的领袖如何激励行动讲解。首先先和澳际君一起来看看这个演讲的视频吧!

英文演讲稿：

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 dy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition. 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. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? 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. 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. There's something else at play here.

About three and a half years ago I made a discovery. 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. As it turns out, there's a pattern. As it turns out, all the great and 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. And it's the complete opposite to everyone else. All I did was codify it, and it's probably the world’s simplest idea. I call it the golden circle.

Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren't. Let me dine the terms really quickly. 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. 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." That's a result. It's always a result. By "why," I mean: What's your purpose? What's your cause? What's your beli?Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in. It's obvious. We go from the clearest thing to the fuzziest thing. 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.

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. They're beautifully designed, simple to use and user friendly. Want to buy one?" "Meh." And that's how most of us communicate. That's how most marketing is done, that's how most sales is done and that's how most of us communicate interpersonally. We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that.Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us. Here's our new car: It gets great gas mileage, it has leather seats, buy our car. But it's uninspiring.想要看到完整版本的英文演讲原文，你可以点击查看这里：伟大的领袖如何激励行动讲解中文稿

中文演讲稿：

你怎样解释一些事情的进展出乎我们意料?或者说，你怎样解释别人能成就一些看似完全不符合设想的事?例如：为什么苹果公司如此热衷于创新?年复一年，他们总是比所有竞争对手更要敢于创新。可是，他只是一家电脑公司，和其他竞争对手一样。他们以同样的方法聘用同样的人才，拥有同样的代理商，同样的顾问，同样的媒体。那为什么他们看上去会与众不同呢?为什么马丁·路德·金能领导民权运动?他不是唯一一个遭遇非公民待遇的美国公民。他无疑也不是那个时代唯一伟大的演说家。那为什么是他?为什么莱特兄弟能够发明载人动力飞机，而当时其他人无疑拥有更好的资质、更雄厚的资金，但他们却没能完成载人动力飞行，而莱特兄弟却能最终成功呢?因为这里还有其他因素。大约三年半之前，我发现了一个原理。这个发现深深地改变了我的观点，我曾经认为这个世界是如何运转的观点。它还深深地改变了我行事的方式。说起来，这是一种模式。这个世界上所有伟大的、有感染力的领导者或者企业，无论是苹果公司，马丁·路德·金或者莱特兄弟，他们都以一种完全相同的方式进行思考、行动和交流。但这是一种完全不同于其他人的方式。我做的全部工作，只是把它编成一条法则。这可能是世界上最简单的法则。我把它叫做黄金圈。为什么，怎么样，是什么。这一法则解释了为什么一些企业和一些领导者，能够拥有其他人不能实现的感染力。让我快速地定义一下这些术语。世界上每个人、每家企业都明白他们在做什么，这是毫无疑问的。其中一些知道怎么样去做，你们可以把这叫做有差异的价值主张，或者是专有的工艺，或者独家卖点。但是极少人或企业知道，为什么要做自己所做的事情。这里的“为什么”，我不是指“为利润”。这只是个结果。事情总是会有一个结果的。我所指的是：你的目的是什么?你的动机是什么?你的信仰是什么?为什么你的企业会存在?你为什么而工作?为什么其他人需要在乎这些?这样的结果是，我们思考的方式，我们行动的方式，和我们交流的方式都是由外而内的。这个很明显，我们都是从最清晰的事物，到最模糊的事物。

但是有感染力的领导者和企业，不论他们的规模、行业，所有的思想、行动和交流都是自内而外的。给你们举个例子。我用苹果公司来举例，因为这很简单，这样大家都很容易理解。如果苹果公司如同其他公司一样，他们的营销方法就可能是这样。“我们做最棒的电脑。设计精美，使用简单，界面友好。你想要买一台吗?”这就是我们大部分人的交流方式。这就是大部分的市场营销方式。这也是大部分的销售方式。这也是我们中大部分人的人际交流方式。我们说我们做什么工作的，说我们是如何与众不同，或者我们是如何更加优秀，然后我们就期待着别人有所反应，比如购买产品，比如给予支持。类似于这些的反应。这是我们新开的律师事务所。我们拥有最出色的律师，拥有知名企业客户。我们总是能包客户满意。这是我们的新车型。非常省油，真皮座椅。买我们的车吧。但是这些完全没有感染力。而苹果公司的沟通方式是这样的。“无论我们做什么，我们坚信要挑战现状。我们坚信要用不同的方式思考。而我们挑战现状的方式就是，我们让我们的产品设计精美，使用简单，并且界面友好。我们正好也是一家生产优质电脑的厂商。你想要买一台吗?完全不一样，对吗?你们这就愿意从我这里购买一台电脑了。我所做的，只是将这些信息的顺序反向排列。这些证明了，人们不会买你所做的产品;人们买的是你的信念。人们买的不是你做的什么产品;而是你做这些事情的信念。这个解释了在座的每个人为什么非常乐意买一台苹果公司的电脑。但是我们同样乐意购买一部苹果公司的MP3播放器，或者一部苹果电话，或者苹果DVR。 但是如我之前所说的，苹果公司只是一家电脑公司。

想要看到完整版本的中文演讲原文，你可以点击查看这里：伟大的领袖如何激励行动讲解英文稿

想要看到更多TED精华演讲视频？点击：TED演讲视频汇总