嗨 各位 我是戴安娜•兰塞姆 《公司》的专题编辑
Hi, everyone. I’m Diana Ransom, Features Editor here at Inc.
And I’m pleased to welcome you all today to a Startup Bootcamp live chat
with a good friend Simon Sinek.
– I’m well, thank you. – Good.
He’s an ethnographer by training.
He’s an adjunct at the RAND Corporation.
And he also consults with organizations of all sizes from startups to the military.
And to top it off, he’s also delivered
the third most viewed TED talk to date.
– Since it makes sense to Start With Why, er… your book,– yeah.
let’s go ahead and go take it from there.
What is the… er… basically can you speak about the importance of
knowing why you do what you do rather than what you do?
Sure, every organization on the planet knows what they do.
Some know how they do it, but very few understand why.
And at the end of the day, every single organization,
even our own career, always functions on these same three levels.
It’s a biological constant.
It’s just how our brains take in information and we make decisions.
And so you have to know all three,
but the problem is most organizations don’t know why.
我所学 所说 所写的是
And what I’ve learned and spoken about and written about is
that those few organizations, those few CEOs,
who truly understand why their company exists.
And this has nothing to do with making money. That’s a result.
But literally why do we need their company to exist?
Cuz you can buy whatever they sell somewhere else, usually.
Those are the companies that tend to last longer and outperform their competition.
When an organization or a company is just starting,
what… how do they define why they do what they do?
Well, WHY at its core is a… it’s an origin story.
The best companies are ones where the founder or a small group of founders
personally suffered something, someone close to them suffered something.
They couldn’t get something or they had to overcome something.
They couldn’t find it on the market, so they produced it themselves.
The weakest companies are the ones where somebody reads a magazine,
sees a market opportunity and attempts to, you know, build a business around it.
And the reason is simple. It’s because there’s no passion
for something that we perceive a market opportunity around.
But when we personally suffer something
or somebody around us personally suffer something,
or we can’t get something.
That’s the source of passion.
And so the ability to put that story into words,
the ability to truly understand why this has to exist on a very human level,
that goes way beyond the product or the service
is what keeps the inspiration alive as the company continues to grow.
It’s interesting. Tony Hsieh is often sort of being quoted as
saying how he isn’t necessarily passionate about what he does,
what he sells or what Zappos sells.
It’s more or less he’s passionate about customer service.
就是这样 让我印象深刻的是 商业中有很多不同方面
So there, it strikes me as there are different aspects of business
that people can be passionate about.
How do you suggest finding that passion?
So our passion comes from who we are, not necessarily what we sell.
And it’s true Tony doesn’t necessarily care about shoes,
you know, what he cares about is human beings.
What he cares about is his employees
and he cares that his employees take care of his customers.
And that’s how it works.
He’s really obsessed with having… having a good time,
delivering happinesses as he calls them.
And what he sells is incidentally, could have sold anything.
And so our WHY comes from like I said who we are, how we’re raised.
It’s the sum total of our experiences when we were kids.
而且我们的“为什么”统统形成于18 19 20岁
And our WHYs are fully formed by the time we’re 18, 19, 20.
And the rest of our careers simply offer us opportunities
to bring our cause to life, to bring that purpose or cause to life.
And when we do something that is consistent with what we believe,
we feel passion.
When we’ll have to work hard for something we don’t believe in,
it’s called stress.
You work just as hard, if not harder when you’re passionate
than you are when you’re stressed.
它们的不同之处在于 一个感觉很好 一个则不然
The difference is one of them, it feels good and the other one, it doesn’t.
So if you look at great organizations, whether it’s Apple or Virgin,
you know every company that Virgin has ever started is Richard Branson.
His personality as a human being is the personality of the companies’.
His beliefs, his values are imbued into the organization.
In other words, they’re the same thing.
His companies are one of the things
that he’s done in his life to bring who he is to life.
We know this is the case of small companies,
but it doesn’t change when those companies get big.
So you talked about Apple, you also mentioned Martin Luther King
often in your speeches and in your book.
I wonder if you can kind of talk about
why this organization Apple and why, you know,
this person Martin Luther King was so successful?
Cause it strikes me as maybe it’s just a matter of good marketing.
Remember civil rights problems existed long before Martin Luther King,
long before Martin Luther King,
I mean what happened to the whole for… beginning of the 20th century.
You know, there was… there were issues
and there was strife and there was uprising,
but how come there was no civil rights movement?
And what it did is it took a person to put the cause into words,
beyond what they wanted, beyond how to do it,
into words so compelling we understood why we had to do it.
You know, it was deeply deeply human.
It was about all men are created equal,
goes back to the very founding values of the United States.
And it resonated and it brought people together,
because we can disagree on how to do it,
but we can’t… but what we, what we find alignment on is
why we’re doing it in the first place.
So what can companies and entrepreneurs take away from that experience?
The CEO’s responsibility is to preach the cause, not just sell the product.
But so that all the people who work to it
and who joined the company understand that
they’re joining somewhat of a social movement.
Steve Jobs is really good at this.
I mean the people who work there really thought they were gonna change the world.
– You know, and they still do.– He did.
And they did and this… that was a credit to Jobs
preaching the cause and preaching the cause.
And if you go back to the origin story of Apple,
here was this new technology called the personal computer.
And Jobs was a populist, he believed in power to the people.
And he believed that this technology could really
empower a human being to stand up to a corporation.
But…and that would never happen unless they made it simple to you.
So it wasn’t just about simplicity and design,
it was about giving power to people.
And if you’ve noticed, since the dawn of Apple to this current day,
they only have individuals in their advertising,
one person rising up that old 1984 commercial,
one person running into this Orwellian scene.
It’s one person dancing with an iPod.
It’s I’m a Mac, I’m a PC.
It’s really about the individual and about empowerment.
Had Apple started in the 90’s,
it would have been a dot-com, it would have been an online…
it just happened to be the technology of the day.
It had nothing to do with the technology.
It had to do with his own personal beliefs
and the technology was simply a means to an end.
And this is what gave him the power to diversify their portfolio as well,
which is it was never about the product in the first place,
it was always about the people.
So it sounds like it’s… it would be rather hard
from the way you kind of put it
to learn entrepreneurship or to learn how to be a leader.
Leadership is a skill, leadership is a practicable skill.
And it’s rarely taught unfortunately.
And when it is taught, it’s not taught well.
Most of the MBA programs don’t really teach leadership,
they call it leadership, but they teach management.
Leadership is this really really sort of sophisticated change in mindset.
When we’re very junior,
the only thing we have to do is be good at our jobs.
And they teach us how to use the software or use the technology,
so that we can get good at our jobs, they give us training.
Some people get advanced degrees on how to do the job,
accounting or whatever, you know.
And if you’re really good at your job, they’ll promote you.
And eventually you’ll get promoted to a position
where you’re now responsible for people who do the job you used to do.
But nobody teaches us how to do that.
And this is why we get managers.
It’s because the people who are now put in charge of us
are actually better at the job than we are.
That’s what got them promoted, they can’t help themselves.
And so we have to do this through this transition.
Some people make it slowly. Some people make it quickly.
遗憾的是 没有培训 某些人永远都不会进步
Unfortunately, without training, some people will never make it.
We have to go this through this transition
where we are no longer responsible for the results.
We now become responsible for the people who are responsible for the results.
We’re no longer responsible for taking care of the customer.
We’re no longer… we’re now responsible for the people
who are taking care of the customer.
This is what leadership is.
And it’s a practicable skill
and it’s the same thing as becoming a parent.
Your lifestyle whatever will change.
And now everything is centered around taking care of another human being.
That’s what leadership is.
Entrepreneurship is different.
You know, I’ve had these discussions and debates with people
whether you can teach entrepreneurship.
There’s a huge difference
between being an entrepreneur and being a small business owner.
Not all small business owners are entrepreneurs.
And some entrepreneurs are owning huge businesses.
Richard Branson’s an entrepreneur.
He owns 300 companies worth multiple billions of dollars.
He’s an entrepreneur.
So let us not confuse small business owner and entrepreneur.
And a small business owner owns a small business
and an entrepreneur is problem solver.
It’s the way they see the world. They see the world differently.
And I would debate whether we can teach that.
I think we can teach some of the skills of building a small business,
but I’m… the jury’s still out for me
whether we can teach entrepreneurship.
I’m sure all the MBA programs across the country… you’re gonna love that one.
Okay, so let’s skip ahead to your next book,
your latest book, Leaders Eat Last.
嗨 各位 我是戴安娜•兰塞姆 《公司》的专题编辑