『How great leader inspire action?』的演說 from Ted Talk
最近在 Ted Talk 聽到一場關於 leadership的演說, 相當精彩。紀錄一下。
主題叫作『How great leader inspire action?』是由蘭德公司(RAND)的一位adjunct staff Simon Sinek 主講。Simon 提出一個言淺意深的 model: golden circle (why-how-what)，舉了許多正反例子證明，並進一步說明為什麼一個真正的領導者可以激勵行為。
[開場前兩分鐘]
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? 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.
1. script link here
2. video link here
3. Golden circle link here
4. 華爾街之狼 news here
5. Adjunct staff 在美國稱為 adjunct staff, 但在台灣通常叫做 visiting professor, lecturer
6. 2015 一月為止的統計，這場演說目前是 Ted Talk 網路瀏覽排名的第三名。
話說會看到這場演說實在是很巧妙。一開始是因為年假期間找了部『華爾街之狼』來消磨時間，可劇情看到一半就看不下去，但對於片中一句台詞 ”sell this pan to me“ 感到新奇，於是上網搜尋相關評論，找到了簡報實驗室在分析 Jordan Belfort 及 Apple 的成功，指出他們賣的不是該產品，而是人們對於該產品的想像。更進一步，該網站提到了 Golden circle, 指的是人們在思考事情時通常只考慮到這是什麼(what), 如何做(how)，但鮮少想到為什麼要做(why)。這法則套用在銷售人員上，效果尤為明顯。而提出該法則的 Simon Sinek，在 Ted Talk 中更指出這是一般人與所謂領導者的差別，以及該法則之所以有明顯差異是因為人們的想法是被生物層面所驅使，而非心理層面。
另外想說的是，做技術工作的我們，的確習慣把功能規格及效能放在嘴邊，刻意忽略了當初做這事情的緣由是什麼。或許是心理因素作祟吧，總得讓上頭知道我們在幹什麼，不然老闆們都以為事情很簡單啊～（茶 或許下次跟老闆討論我的研究時，我應該試試少講些技術名詞，多談些他的夢想，看會不會得到更多認同呢？！（笑
主題叫作『How great leader inspire action?』是由蘭德公司(RAND)的一位adjunct staff Simon Sinek 主講。Simon 提出一個言淺意深的 model: golden circle (why-how-what)，舉了許多正反例子證明，並進一步說明為什麼一個真正的領導者可以激勵行為。
[開場前兩分鐘]
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? 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.
1. script link here
2. video link here
3. Golden circle link here
4. 華爾街之狼 news here
5. Adjunct staff 在美國稱為 adjunct staff, 但在台灣通常叫做 visiting professor, lecturer
6. 2015 一月為止的統計，這場演說目前是 Ted Talk 網路瀏覽排名的第三名。
話說會看到這場演說實在是很巧妙。一開始是因為年假期間找了部『華爾街之狼』來消磨時間，可劇情看到一半就看不下去，但對於片中一句台詞 ”sell this pan to me“ 感到新奇，於是上網搜尋相關評論，找到了簡報實驗室在分析 Jordan Belfort 及 Apple 的成功，指出他們賣的不是該產品，而是人們對於該產品的想像。更進一步，該網站提到了 Golden circle, 指的是人們在思考事情時通常只考慮到這是什麼(what), 如何做(how)，但鮮少想到為什麼要做(why)。這法則套用在銷售人員上，效果尤為明顯。而提出該法則的 Simon Sinek，在 Ted Talk 中更指出這是一般人與所謂領導者的差別，以及該法則之所以有明顯差異是因為人們的想法是被生物層面所驅使，而非心理層面。
另外想說的是，做技術工作的我們，的確習慣把功能規格及效能放在嘴邊，刻意忽略了當初做這事情的緣由是什麼。或許是心理因素作祟吧，總得讓上頭知道我們在幹什麼，不然老闆們都以為事情很簡單啊～（茶 或許下次跟老闆討論我的研究時，我應該試試少講些技術名詞，多談些他的夢想，看會不會得到更多認同呢？！（笑
Comments
Post a Comment