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谁说情怀不值钱?伟大领袖的激励之道 – 译学馆
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谁说情怀不值钱?伟大领袖的激励之道

How great leaders inspire action | Simon Sinek

事情发展不尽如人意时 你该如何聊以自慰?
How do you explain when things don’t go as we assume?
或者当事情发展得出乎意料的好 你该如何解释?
Or better, how do you explain
为什么有的人能够做到所有人都不相信他能做到的事情?
why others are able to achieve things that seem to defy all of the assumptions?
比方说
For example:
为什么苹果公司创造力如此强呢?
Why is Apple so innovative?
多年下来
Year after year, after year,
它依然比它的竞争对手们更有创新力
they’re more innovative than all their competition.
虽然目前看来 它仅仅是一家电脑公司
And yet, they’re just a computer company.
跟其他公司也大同小异
They’re just like everyone else.
公平的享有人才
They have the same access to the same talent,
经销商
the same agencies,
顾问还有媒体
the same consultants, the same media.
那么他们与众不同的点是什么呢?
Then why is it that they seem to have something different?
马丁路德金能够引领民权运动的原因又是什么呢?
Why is it that Martin Luther King led the Civil Rights Movement?
要知道 在民权运动之前 他不是唯一一个遭受着压迫的人
He wasn’t the only man who suffered in pre-civil rights America,
他当然也不是唯一一个伟大的当代演说家
and he certainly wasn’t the only great orator of the day.
但为什么注定是他呢?
Why him?
还有为什么莱特兄弟
And why is it that the Wright brothers
能够研制出完全受控的动力载人飞机?
were able to figure out controlled, powered man flight
毫无疑问那时候还有其他的团队
when there were certainly other teams
在资质和资金方面比他们更有优势
who were better qualified, better funded —
却没有成功地造出强大的载人飞机
and they didn’t achieve powered man flight,
只有莱特兄弟脱颖而出
and the Wright brothers beat them to it.
在这里我还要讲些其他的事情
There’s something else at play here.
大约三年半前 我有了一次发现
About three and a half years ago, I made a discovery.
而这次发现也深深地改变了我对这个世界如何运转的认知
And this discovery profoundly changed my view on how I thought the world worked,
甚至也极大的改变了于我的一些操作理念
and it even profoundly changed the way in which I operate in it.
事实上 确实有一种模式能表明
As it turns out, there’s a pattern.
这个世界上所有伟大的领导和组织
As it turns out, all the great inspiring leaders and organizations in the world,
不管是苹果公司 马丁•路德•金 还是莱特兄弟
whether it’s Apple or Martin Luther King or the Wright brothers,
在思想 行为还有交流沟通方面都如出一辙
they all think, act and communicate the exact same way.
而且这种方式与所有其他人都大相径庭
And it’s the complete opposite to everyone else.
我用心总结了一下
All I did was codify it,
发现它有可能是世界上最简单的理念
and it’s probably the world’s simplest idea.
姑且就称之为金环理念
I call it the golden circle.
为什么?怎样做?做什么?
Why? How? What?
这个小小的思路解释了
This little idea explains
为什么某些组织 某些领导能够做到鼓舞激励 而其他的却不行
why some organizations and some leaders are able to inspire where others aren’t.
下面我快速地阐述一下
Let me define the terms really quickly.
其实生活在地球上 每个人 每个组织
Every single person, every single organization on the planet
当然都会知道他们在做什么
knows what they do, 100 percent.
其中有些人还自有了一套处理方式
Some know how they do it,
要么标榜着与众不同的价值取向
whether you call it your differentiated value proposition
要不就是打着独此一家或者独特卖点的旗号
or your proprietary process or your USP.
但他们很少触及到如此做的动机这个层面
But very, very few people or organizations know why they do what they do.
说到’动机 ‘ 并不是指莫衷一是的’有利可图’
And by “why” I don’t mean “to make a profit.”
它只是一个结果 不能等同概论
That’s a result. It’s always a result.
我所说的’动机’是指 你的目标是什么
By “why,” I mean: What’s your purpose?
你的初衷是什么 你的信念是什么
What’s your cause? What’s your belief?
你所在组织存在的原因是什么
Why does your organization exist?
你早上起来的原因是什么
Why do you get out of bed in the morning?
还有别人会去关注的原因又是什么
And why should anyone care?
说到底 我们的意识行为
As a result, the way we think, we act,
交流沟通方式都是很明显的由外向内
the way we communicate is from the outside in, it’s obvious.
我们从最明晰的事物步向最模糊的层面
We go from the clearest thing to the fuzziest thing.
而那些卓越的领导者和组织
But the inspired leaders and the inspired organizations —
不管是哪种企业规模 不论身处何种行业
regardless of their size, regardless of their industry —
行为处事的风格都是由内向外的
all think, act and communicate from the inside out.
再给大家举一下
Let me give you an example.
众所周知的苹果的例子 大家便于理解
I use Apple because they’re easy to understand and everybody gets it.
如果苹果公司落于窠臼
If Apple were like everyone else,
那么他们的营销推广可能就变成了这样
a marketing message from them might sound like this:
我们的电脑多好啊
“We make great computers.
设计漂亮 容易上手 体验棒极了
They’re beautifully designed, simple to use and user friendly.
买吧
Want to buy one?”
(°_°)…呃
“Meh.”
你看 我们大部分人就是这样交谈的
That’s how most of us communicate.
大部分营销销售也是这么做的
That’s how most marketing and sales are done,
人际交往中我们就是这么做的
that’s how we communicate interpersonally.
吐之无物
We say what we do,
夸夸其谈
we say how we’re different or better
然后吧 就盼着人们有所表现
and we expect some sort of a behavior,
赶紧购买 支持一下 一堆这样的事情
a purchase, a vote, something like that.
再看看这家新的律所 他们宣扬说
Here’s our new law firm:
我们有最棒的律师 最多的客户哦
We have the best lawyers with the biggest clients,
肯定会让你们客户称心如意的
we always perform for our clients.
新上市的汽车是这么炫耀的
Here’s our new car:
真心省油 真皮座椅
It gets great gas mileage, it has leather seats.
不容错过啊
Buy our car.
动心了吗 并没有
But it’s uninspiring.
看看苹果公司到底是如何表达的
Here’s how Apple actually communicates.
倾心打造 秉持勇于突破的理念
“Everything we do, we believe in challenging the status quo.
秉持思而不同的理念
We believe in thinking differently.
不同以往
The way we challenge the status quo
精美设计
is by making our products beautifully designed,
极简主义 舒适体验
simple to use and user friendly.
恰好而来 铸就良品
We just happen to make great computers.
有冲动想买了吧
Want to buy one?”
完全不一样吧
Totally different, right?
我这么一讲 都准备好买了吧
You’re ready to buy a computer from me.
其实我只是调整了下表达的顺序
I just reversed the order of the information.
由此证明 你做什么人们并不买账
What it proves to us is that people don’t buy what you do;
打动人心的是你的的动机
people buy why you do it.
这也解释了为什么在座各位都觉得
This explains why every single person in this room
购买苹果公司的电脑是这么一种舒畅的体验
is perfectly comfortable buying a computer from Apple.
不仅如此 我们在苹果公司
But we’re also perfectly comfortable
购买其他的诸如MP3播放器 手机或者DVR等产品
buying an MP3 player from Apple, or a phone from Apple,
也会有同样很棒的舒服感
or a DVR from Apple.
我刚才说过 苹果仅仅是一家电脑公司
As I said before, Apple’s just a computer company.
公司在结构治理上与其他竞争对手并无二致
Nothing distinguishes them structurally from any of their competitors.
其竞争对手 在同等资质下也完全能造出所有的这些产品
Their competitors are equally qualified to make all of these products.
实际上他们确实也做过
In fact, they tried.
捷威公司就在几年前推出了平板电视
A few years ago, Gateway came out with flat-screen TVs.
他们有着制造平板电视的先天优势
They’re eminently qualified to make flat-screen TVs.
毕竟他们在平板电视显示屏领域耕耘多年
They’ve been making flat-screen monitors for years.
可是产品却无人购买
Nobody bought one.
戴尔公司也涉猎过MP3 和PDAs
Dell came out with MP3 players and PDAs,
质量也确实过硬
and they make great quality products,
产品也设计的非常棒
and they can make perfectly well-designed products —
但居然也无人问津
and nobody bought one.
实际上 讲到这里 很难想象
In fact, talking about it now, we can’t even imagine
我们会从戴尔买一个MP3
buying an MP3 player from Dell.
按理说我们不会从一个电脑公司(苹果)购买这类产品
Why would you buy one from a computer company?
但我们觉得理所应当
But we do it every day.
人们购买的并非是产品 人们看重的是动机
People don’t buy what you do; they buy why you do it.
想要赢得每一个有潜在需求的客户
The goal is not to do business with everybody who needs what you have.
就得让他们信任你所传达的理念
The goal is to do business with people who believe what you believe.
最棒的地方在于
Here’s the best part:
我所讲的并非空穴来风
None of what I’m telling you is my opinion.
这些观点都能从生物学里面找到佐证
It’s all grounded in the tenets of biology.
对 不是心理学 是生物学
Not psychology, biology.
如果你看看人类大脑的横截面
If you look at a cross-section of the human brain,
从上往下看 你会发现此时的大脑
from the top down, the human brain is actually broken
会分为三个主要的构成
into three major components
和这个金环理念如出一辙
that correlate perfectly with the golden circle.
我们最发达的脑部 智慧人的脑部
Our newest brain, our Homo sapien brain,
就是我们的新皮质
our neocortex,
对应着内容这一环
corresponds with the “what” level.
大脑新皮质掌管着
The neocortex is responsible
我们所有理性分析的意识和语言
for all of our rational and analytical thought and language.
中间的两个部分是我们的两个边脑
The middle two sections make up our limbic brains,
边脑负责我们所有的情感
and our limbic brains are responsible for all of our feelings,
比如信任和忠诚
like trust and loyalty.
也负责所有的行为
It’s also responsible for all human behavior,
所有决策
all decision-making,
但这部分没有语言功能
and it has no capacity for language.
换句话说 当我们由外向内交流时
In other words, when we communicate from the outside in,
没错 人们可以理解大量的复杂信息
yes, people can understand vast amounts of complicated information
就像产品的特征 优势 细节以及价格
like features and benefits and facts and figures.
但不足以激发行动
It just doesn’t drive behavior.
当我们由内向外交流时
When we can communicate from the inside out,
我们直接对着
we’re talking directly to the part of the brain
控制行为的那部分大脑说话
that controls behavior,
使人们相信我们的产品和我们所说的合理一致
and then we allow people to rationalize it with the tangible things we say and do.
那就产生了所谓的直觉
This is where gut decisions come from.
有时候你给某个人看所有的实物细节和价格
Sometimes you can give somebody all the facts and figures,
他们会说:“我知道所有的实物和细节
and they say, “I know what all the facts and details say,
但我就是觉得不对劲”
but it just doesn’t feel right.”
为什么我们会选择用“feel”这个动词?
Why would we use that verb, it doesn’t “feel” right?
这是因为控制决策的那部分大脑
Because the part of the brain that controls decision-making
并不能控制语言
doesn’t control language.
这部分大脑组织出来最好的一句话就是
The best we can muster up is,
“我不知道 它只是让我觉得不对劲”
“I don’t know. It just doesn’t feel right.”
或者有时候你随心所欲的表达
Or sometimes you say you’re leading with your heart or soul.
我不想扫你的兴这种行为的发生并不是其它的身体部分
I hate to break it to you, those aren’t other body parts
控制了你的行为
controlling your behavior.
所有这一切都发生在你的边脑
It’s all happening here in your limbic brain,
这部分大脑控制着行为决策并不是语言
the part of the brain that controls decision-making and not language.
但是如果你不知道你为什么要这样做
But if you don’t know why you do what you do,
而别人对你的动机作出反应
and people respond to why you do what you do,
那么你怎么可能赢得大家
then how will you ever get people
对你的支持 或者从你这里购买东西
to vote for you, or buy something from you,
或者 更重要的 对你忠诚
or, more importantly, be loyal
并且想要加入你正在做的事?
and want to be a part of what it is that you do.
再说一次 目标不仅仅是将你有的东西卖给需要它们的人
The goal is not just to sell to people who need what you have;
而是将东西卖给跟你有共同信念的人
the goal is to sell to people who believe what you believe.
这个目标并不是要雇佣一个需要工作的人
The goal is not just to hire people who need a job;
目标是雇佣那些同你有共同信念的人
it’s to hire people who believe what you believe.
我一直这样说 你知道的
I always say that, you know,
如果你雇佣的人仅仅是因为他们需要一份工作那么他们只是为了钱而工作
if you hire people just because they can do a job, they’ll work for your money,
但是如果你雇佣的人跟你有共同信念
but if they believe what you believe,
他们会愿意为你工作 流血流汗流泪
they’ll work for you with blood and sweat and tears.
没有比莱特兄弟更好的例子了
Nowhere else is there a better example than with the Wright brothers.
大多数人可能不知道塞缪尔·兰利
Most people don’t know about Samuel Pierpont Langley.
回溯到二十世纪早期
And back in the early 20th century,
制造动力飞行器的热情就像当今的互联网热
the pursuit of powered man flight was like the dot com of the day.
每个人都在努力着
Everybody was trying it.
塞缪尔·兰利拥有所有大家认为是
And Samuel Pierpont Langley had, what we assume,
成功的要素
to be the recipe for success.
甚至现在 你问人们
Even now, you ask people,
“为什么你的产品或者为什么你的公司失败了?”
“Why did your product or why did your company fail?”
人们总是用同样的顺序告诉你
and people always give you the same permutation
同样的三个的因素:
of the same three things:
资金短缺 用人失误 行情不佳
under-capitalized, the wrong people, bad market conditions.
总是同样的三个因素让我们探索一下
It’s always the same three things, so let’s explore that.
塞缪尔·兰利
Samuel Pierpont Langley
收到美国陆军部5万美金
was given 50,000 dollars by the War Department
作为研制飞行器的资金
to figure out this flying machine.
所以说 资金不是问题
Money was no problem.
他是哈佛大学的教授
He held a seat at Harvard
也在史密森尼学会工作过 人脉极其广泛
and worked at the Smithsonian and was extremely well-connected;
他认识当时最优秀的人才
he knew all the big minds of the day.
他花钱雇佣最机智的大脑
He hired the best minds money could find
当时的市场形势相当有利
and the market conditions were fantastic.
纽约时报对他做跟踪报道
The New York Times followed him around everywhere,
每个人都支持他
and everyone was rooting for Langley.
但是为什么你们连听都没听说过他呢?
Then how come we’ve never heard of Samuel Pierpont Langley?
数百英里外的 俄亥俄州代顿市
A few hundred miles away in Dayton Ohio,
奥维尔和威尔伯莱特兄弟
Orville and Wilbur Wright,
我们所认为的成功要素他们一个也不具备
they had none of what we consider to be the recipe for success.
他们没有钱
They had no money;
他们用自行车店的收入来追求他们的梦想
they paid for their dream with the proceeds from their bicycle shop;
莱特兄弟的团队里没有一个人
not a single person on the Wright brothers’ team
接受过大学教育
had a college education,
就连奥维尔和维尔伯也没有
not even Orville or Wilbur;
纽约时报对他们毫不关注
and The New York Times followed them around nowhere.
不同的是
The difference was,
奥维尔和威尔伯兄弟被一个目标 一个决心 一个信念所驱动着
Orville and Wilbur were driven by a cause, by a purpose, by a belief.
他们相信如果他们能够发明这种飞行器
They believed that if they could figure out this flying machine,
这将会改变世界的进程
it’ll change the course of the world.
萨缪尔兰利与他们不同
Samuel Pierpont Langley was different.
他想要财富和名誉
He wanted to be rich, and he wanted to be famous.
他追求的是最终结果
He was in pursuit of the result.
是变得富有
He was in pursuit of the riches.
你瞧 他们最后发生了什么
And lo and behold, look what happened.
坚信莱特兄弟梦想的人们
The people who believed in the Wright brothers’ dream
流血流汗流泪地为他们工作
worked with them with blood and sweat and tears.
另一边的人则是为了工资而工作
The others just worked for the paycheck.
他们相互间嘲笑着莱特兄弟每次出去实验时
They tell stories of how every time the Wright brothers went out,
他们不得不带着五套零件
they would have to take five sets of parts,
因为晚餐前他们的飞机都会炸毁五次
because that’s how many times they would crash before supper.
最终在1903年的12月17日
And, eventually, on December 17th, 1903,
莱特兄弟进行试飞
the Wright brothers took flight,
当时甚至没有其他人在场目睹
and no one was there to even experience it.
几天之后我们才发现一个更力的证据
We found out about it a few days later.
兰利被错误的事情激怒了:
And further proof that Langley was motivated by the wrong thing:
这一天莱特兄弟进行了试飞
The day the Wright brothers took flight,
他退出了
he quit.
他本可以说
He could have said,
“伙计们 这真是一项伟大的发明
“That’s an amazing discovery, guys,
我可以改进你们的技术” 但是他没有
and I will improve upon your technology,” but he didn’t.
他不是第一个飞机发明者 没有得到财富和名誉所以他退出了
He wasn’t first, he didn’t get rich, he didn’t get famous, so he quit.
人们不会为你生产的东西而付钱 他们买的是你的信念
People don’t buy what you do; they buy why you do it.
如果你和别人谈论你的信念
If you talk about what you believe,
你将吸引那些跟你拥有同样信念的人
you will attract those who believe what you believe.
但是为什么吸引那些跟你拥有同样信念的人非常重要呢?
But why is it important to attract those who believe what you believe?
这里有一个创新扩散理论
Something called the law of diffusion of innovation,
如果你不知道这个理论你应该知道这个术语
if you don’t know the law, you know the terminology.
前2.5%的人口是我们的创新者
The first 2.5% of our population are our innovators.
接下来13.5%的人口是我们的早期使用者
The next 13.5% of our population are our early adopters.
接下来的34%是你的早期大众
The next 34% are your early majority,
最后是晚期大众和落伍者
your late majority and your laggards.
最后这些人购买按键手机的唯一原因
The only reason these people buy touch-tone phones
是因为他们再也买不到转盘电话了
is because you can’t buy rotary phones anymore.
(笑声)
(Laughter)
虽然我们在不同的时候会处在这个曲线上不同的位置
We all sit at various places at various times on this scale,
但是创新的传播规律告诉我们
but what the law of diffusion of innovation tells us
如果你想要市场最大化的成功或者市场最大化的接受你的想法
is that if you want mass-market success or mass-market acceptance of an idea,
你只有达到15%~18%的市场渗透率
you cannot have it until you achieve this tipping point
这个转折点之后才行
between 15 and 18 percent market penetration,
那时之后市场才真正打开
and then the system tips.
我喜欢问公司:“你的新生意怎么样呀?”
I love asking businesses, “What’s your conversion on new business?”
他们会自豪的告诉你:“大约占到市场的10%”
They love to tell you, “It’s about 10 percent,” proudly.
你会被这10%的顾客绊住脚步
Well, you can trip over 10% of the customers.
我们总是把10%当做“成功了”
We all have about 10% who just “get it.”
我们就是这样描述他们的 对吧?
That’s how we describe them, right?
这就像是一种直觉:“他们刚好得到了”
That’s like that gut feeling, “Oh, they just get it.”
问题是:你是怎么分辨
The problem is: How do you find the ones that get it
谁是成功的谁是失败的?
before doing business versus the ones who don’t get it?
问题就在这 你必须要缩小它们之间距离
So it’s this here, this little gap that you have to close,
正如杰弗里穆尔所说的 “跨越鸿沟”
as Jeffrey Moore calls it, “Crossing the Chasm” —
因为早期使用者只有在其他人先尝试之后
because, you see, the early majority will not try something
才会购买
until someone else has tried it first.
而这些创新者和早期使用者
And these guys, the innovators and the early adopters,
他们喜欢大胆的尝试
they’re comfortable making those gut decisions.
他们喜欢凭直觉做决定
They’re more comfortable making those intuitive decisions
他们被自己对世界的信仰所驱使
that are driven by what they believe about the world
而不仅仅是因为市场上有什么样的产品
and not just what product is available.
这些人甘愿排上六个小时的队
These are the people who stood in line for six hours
去买一个刚上市的苹果
to buy an iPhone when they first came out,
也不愿意等到下个星期买现成的
when you could have bought one off the shelf the next week.
这些人甘愿花四万美元
These are the people who spent 40,000 dollars
购买刚上市的平面电视
on flat-screen TVs when they first came out,
即使它的技术是不合规格的
even though the technology was substandard.
顺便说一下 他们不是因为它的先进技术而这样做
And, by the way, they didn’t do it because the technology was so great;
而是为了他们自己
they did it for themselves.
因为他们想成为第一个体验新产品的人
It’s because they wanted to be first.
人们买的不是你的产品 人们买的是你的信念
People don’t buy what you do; they buy why you do it
你所做的一切代表了你的信仰
and what you do simply proves what you believe.
事实上 人们会做符合自己信仰的事情
In fact, people will do the things that prove what they believe.
人们愿意排六个小时队买苹果的原因
The reason that person bought the iPhone in the first six hours,
在队伍里排了六个小时
stood in line for six hours,
是出于他们的世界观
was because of what they believed about the world,
他们希望其他人眼里
and how they wanted everybody to see them:
他们是第一个
They were first.
人们不会为你的产品付钱 他们为你的情怀付钱
People don’t buy what you do; they buy why you do it.
我再举些著名的例子吧
So let me give you a famous example,
关于创新扩散理论的正面例子和反面例子
a famous failure and a famous success of the law of diffusion of innovation.
首先 举个反例
First, the famous failure.
还是商业上的
It’s a commercial example.
就如我之前所说 成功的秘诀
As we said before, the recipe for success
是金钱 人才 以及正确的市场行情
is money and the right people and the right market conditions.
这样你理论上应该会成功
You should have success then.
我们来看一下美国电视录制公司TiVo
Look at TiVo.
自从八 九年前TiVo公司刚创立
From the time TiVo came out about eight or nine years ago
直到今天
to this current day,
它的产品是市场上质量最好的
they are the single highest-quality product on the market,
把手放下来 这毫无疑问
hands down, there is no dispute.
他们资金十分充足
They were extremely well-funded.
市场行情非常好
Market conditions were fantastic.
我的意思是 我们甚至把TiVo作动词用
I mean, we use TiVo as verb.
比如:我经常把东西蒂沃到我那台华纳数码视频录像机里面
I TiVo stuff on my piece-of-junk Time Warner DVR all the time.
(笑声)
(Laughter)
但是TiVo公司是一个商业失败
But TiVo’s a commercial failure.
他们没有赚到一分钱
They’ve never made money.
他们上市时
And when they went IPO,
股票价格大约在30到40美元
their stock was at about 30 or 40 dollars
然后就直线下跌 成交价格从没超过10美元
and then plummeted, and it’s never traded above 10.
事实上 我认为成交价没有高于6美元
In fact, I don’t think it’s even traded above six,
除了几次小幅度的震荡之外
except for a couple of little spikes.
因为你会发现 TiVo公司新推出他们的产品时
Because you see, when TiVo launched their product,
告诉了我们新产品的所有性能
they told us all what they had.
他们说 “我们的产品可以暂停节目
They said, “We have a product that pauses live TV,
跳过广告 重播电视以及记录你的观看习惯
skips commercials, rewinds live TV and memorizes your viewing habits
完成这些事情甚至都无需你的命令
without you even asking.”
大多数人嘲笑他说
And the cynical majority said,
“我们不相信你,
“We don’t believe you.
我们不需要它 我们也不喜欢它
We don’t need it. We don’t like it.
你在吓唬我们”
You’re scaring us.”
设想一下 如果是他们这样宣传的
What if they had said,
“如果你是一个全面掌握
“If you’re the kind of person who likes to have total control
生活各个方面的人
over every aspect of your life,
朋友 那么就试试我们的产品吧
boy, do we have a product for you.
它可以暂停直播节目 跳过广告
It pauses live TV, skips commercials,
记录你的观看习惯等等…”
memorizes your viewing habits, etc., etc.”
人们不会问你的产品付钱 他们会为了你的信仰而付钱
People don’t buy what you do; they buy why you do it,
而你所要做的仅仅是拿出让他信服的证据
and what you do simply serves as the proof of what you believe.
下面我来给你一个关于创新扩散理论成功的案例
Now let me give you a successful example of the law of diffusion of innovation.
1963年的夏天
In the summer of 1963,
25万人集中在华盛顿的商场
250,000 people showed up on the mall in Washington
聆听马丁•路德•金博士的演讲
to hear Dr. King speak.
他们自发集会
They sent out no invitations,
网上没有可查看的日期
and there was no website to check the date.
怎么会有 25万人参加呢?
How do you do that?
而且 金博士并不是美国唯一
Well, Dr. King wasn’t the only man in America
一个伟大的演说家
who was a great orator.
在民权运动之前 他不是唯一一个
He wasn’t the only man in America who suffered
遭受着压迫的人
in a pre-civil rights America.
事实上 他有一些理念也不太正确
In fact, some of his ideas were bad.
但是他有一个优点
But he had a gift.
他没有到处宣扬美国需要改变什么方面
He didn’t go around telling people what needed to change in America.
他只是到处游说自己的信仰
He went around and told people what he believed.
他总是告诉人们“我相信 我相信 我相信…”
“I believe, I believe, I believe,” he told people.
那些接受他信仰的人们
And people who believed what he believed
加入他的队伍 为他四处奔走 传播他的信念
took his cause, and they made it their own, and they told people.
有些人还专门建立起一些组织机构
And some of those people created structures
四处宣扬他的信仰
to get the word out to even more people.
你瞧 25万人
And lo and behold, 250,000 people showed up
在正确的日期出现在正确的地点来听他演讲
on the right day at the right time to hear him speak.
有多少人是为了听 “他” 演说而去的呢?
How many of them showed up for him?
一个也没有
Zero.
他们是为了他们自己而去的
They showed up for themselves.
那是他们对美国的信念
It’s what they believed about America
驱使他们坐八小时的巴士
that got them to travel in a bus for eight hours
站在华盛顿八月中旬的烈日下
to stand in the sun in Washington in the middle of August.
这是他们的信念 而不是黑人跟白人之间的斗争
It’s what they believed, and it wasn’t about black versus white:
25%的观众是白人
25% of the audience was white.
金博士相信法律有两种
Dr. King believed that there are two types of laws in this world:
一个是当局政府的法律一个是人民的法律
those that are made by a higher authority and those that are made by men.
只有人民制定的法律
And not until all the laws that are made by men
在政府的法律面前始终坚守如一
are consistent with the laws made by the higher authority
我们才会有一个正义的世界
will we live in a just world.
民权运动的爆发恰巧
It just so happened that the Civil Rights Movement
帮助了他的事业蒸蒸日上
was the perfect thing to help him bring his cause to life.
我们跟随他 不是为了他这个人 而是为了我们自己
We followed, not for him, but for ourselves.
顺便说一下 他的演讲题目是“我有一个梦想”
By the way, he gave the “I have a dream” speech,
并不是“我有一个计划”
not the “I have a plan” speech.
(笑声)
(Laughter)
听听现在的政治家们提出的 12点的大杂烩计划
Listen to politicians now, with their comprehensive 12-point plans.
他们从不想去鼓舞任何人
They’re not inspiring anybody.
因为一些人不是当官的就是领导
Because there are leaders and there are those who lead.
领导有强大的权力和地位
Leaders hold a position of power or authority,
但是只有具有领袖素质的人才能激励我们
but those who lead inspire us.
无论他们是个人还是组织
Whether they’re individuals or organizations,
我们听从他们的领导不是因为我们必须要这样做
we follow those who lead, not because we have to,
而是我们想要这样做
but because we want to.
我们跟随领袖 不是为了领袖本身 而是为了我们自己
We follow those who lead, not for them, but for ourselves.
就是这些跟随自己的内心想法的人
And it’s those who start with “why”
才有能力鼓舞周围的人
that have the ability to inspire those around them
或者跟随鼓舞他们的人
or find others who inspire them.
谢谢观赏
Thank you very much.
(掌声)
(Applause)

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视频概述

该视频提出了一个金环理论,表明人们不会为产品性能买单,而是为了信仰去购买产品

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收集自网络

翻译译者

与光同尘

审核员

知易行难

视频来源

https://www.youtube.com/watch?v=qp0HIF3SfI4

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