-
懂你英语原文
Level7
Unit1
So in college, I was a government
major, which means I had to write a lot of papers.
Now, when a
normal student writes a
paper, they might spread the work out a little
like this. So, you know --you
get
started maybe a little slowly, but you get enough
done in the first week that, with some heavier
days later on, everything gets done,
things stay I would want to do that like that.
That
would be the plan. I would have it
all ready to go, but then, actually, the paper
would come along,
and then I would kind
of do this.
在大学，我读的是政府专业。也就是说，我需要写很多的论文
。一般的学生写论文时，他们
可能会这样安排：
(
看图
)
你可能开头会慢一点，但第一周有这些已经足
够。后期再一点点的
增加，最后任务完成，非常的有条理。我也想这么做，所以一开始也
是这么计划的。我做了
完美的安排
(
看
图
)
，但后来，实际上论文任务一直出现，我就只能这样了
(
看图
)
。
And
that
would
happen
every
single
paper.
But
then
came
my
90-page
senior
thesis,
a
paper
you're supposed to
spend a year on. And I knew for a paper like that,
my normal work flow was
not an option.
It was way too big a project. So I planned things
out, and I decided I kind of had to
go
something like this. This is how the year would
go. So I'd start off light, and I'd bump it up in
the middle months, and then at the end,
I would kick it up into high gear just like a
little staircase.
How hard could it be
to walk up the stairs? No big deal, right?
我的每一篇论文都是这种情况，直到我长达
90
页的毕
业论文任务，这篇论文理应花一年的
时间来做，
我也知道这样的
工作，我先前的工作方式是行不通的，
这个项目太大，
所以我制
定了计划。决定按照这样的方式工作，这样来安排我这一年。
(
看图
)
开头我会轻松一点，中
期任务逐渐增加，到最后，我再全力冲刺一下。整体是这种阶梯式安排，一层一层走楼梯有
多难
?
所以没什么大不了的，是吧
?
But
then,
the
funniest
thing
happened.
Those
first
few
months?
They
came
and
went,
and
I
couldn't quite do stuff.
So we had an awesome new revised plan.
And then --But then those middle months
actually went by, and I didn't really write words,
and so
we were then two months turned
into one month, which turned into two weeks.
但后来，好笑的事情出现了，头几个月时光匆匆而逝，我还没有来得及动工，所以我们明智
的调整了计划。然后，中间的几个月也过去了，我还是一个字也没有动，眨眼就到了这里，
然后两个月变成了一个月，再变成了
2
周。<
/p>
And one day I woke up with
three days until the deadline, still not having
written a word, and so I
did the only
thing I could: I wrote 90 pages over 72 hours,
pulling not one but two all-nighters --
humans are not supposed to pull two
all-nighters -- sprinted across campus, dove in
slow motion,
and got it in just at the
deadline.
一天我醒来，发现离交稿日期只剩
3
天了，但我还一个字都没写。
我别无选择，只能在接下
来的
72
小时里，连续通宵两个晚上赶论文
——
一般人不应连续通宵两个晚上。
90
页赶出来
后，我飞速冲过校园，像电影中的特写慢镜头一样，恰好在截
止日期前的最后一刻交上。
I thought that
was the end of everything. But a week later I get
a call, and it's the school. And they
say,
And
I
say,
And
they
say,
the
best
one
we've
ever
seen.
That
did
not Happen
S.r.l.
Official Web Site NEW was a very, very
bad thesis. I just wanted to enjoy that one moment
when
all of you thought,
我以为
事情就这么完了，
但一周后，
我接到一个电话，
是学校打来的。
他们说：
“
你
是
Tim Urban
吗
?”
我说：
“
是。
”
他们说：
“
我们要说一说你的毕业论文。
”
我说：
“
好啊。
”
他们说：
“
这是我
见过最棒的论文。
”……
当然不
可能。
论文非常非常的差劲。
我只想享受下你们对我的崇拜，<
/p>
想听你们说：
“
这老兄太厉害了。
”
没有，其实写的非常差劲。
Anyway, today I'm a writer-blogger guy.
I write the blog Wait But a couple of years
ago,
I
decided
to
write
about
procrastination.
My
behavior
has
always
perplexed
the
non-procrastinators
around
me,
and
I
wanted
to
explain
to
the
non-procrastinators
of
the
world
what
goes on in the heads of procrastinators, and why
we are the way we are.
不管怎样，我现在成为了一个博客写手，经营着
“wait
but
why”
这个博客。几年前，
我决定
写写拖延这件事。
我的行为方式总让身边非拖延者感到不
能理解。
我很想对世界上非拖延者
的人解释一下，我们拖延症患
者的脑子是什么样的，为什么我们会拖延。
Now, I
had a hypothesis that the brains of
procrastinators were actually different than the
brains of
other people. And to test
this, I found an MRI lab that actually let me scan
both my brain and the
brain
of
a
proven
non-procrastinator,so
I
could
compare
them.
I
actually
brought
them
here
to
show you today. I want
you to take a look carefully to see if you can
notice a difference. I know
that if
you're not a trained brain expert, it's not that
obvious, but just take a look, OK? So here's the
brain of a non-procrastinator. Now ...
here's my brain.
首先我假设，
拖延症患者
的大脑实际上和其他人的大脑不一样。
为了验证这一点，
我找了
家
核磁共振实验室，
给我和另一个确定是非拖延症的人，
进行了脑部扫描，
我好将二者进行对
比，今天
我带到现场，给大家展示一下。我希望大家仔细观察，看能不能注意到差异。我知
道大家
并非专业的大脑专家，
较难看出他们的差异，
但大家不妨先看一
眼，
如何
?
这张是非
拖延者的大脑，这张是我的大脑。
There is
a difference. Both brains have a Rational
Decision-Maker in them, but the procrastinator's
brain also has an Instant Gratification
Monkey. Now, what does this mean for the
procrastinator?
Well, it means
everything's fine until this happens. [This is a
perfect time to get some work done.]
[Nope!]
So
the
Rational
Decision-Maker
will
make
the
rational
decision
to
do
something
productive,
but
the
Monkey
doesn't
like
that
plan,
so
he
actually
takes
the
wheel,
and
he
says,
let's
read
the
entire
Wikipedia
page
of
the
Nancy
Kerrigan/
Tonya
Harding
scandal,
because I just remembered that that
happened.
两张是有一点不同，
两个大脑都有一个理
性决策人，
但在拖延症患者的大脑里，
还有一个及
时行乐的猴子。
那这对拖延症患者来说意味着什么呢
?
这意味着平时没什么异样，
但一旦发
生了以下的情况，
理性的决策人做出理性的决策，
要去做一些
实际的工作，
但猴子不喜欢这
个计划，所以他抢过方向盘，说道
：
“
说实话，我们还是去维基百科上查一查
NKTH
的丑闻
吧。
”
因为我刚想起来还发生过这件事。
Then
--Then we're going to go over to the fridge, to
see if there's anything new in there since 10
minutes ago. After that, we're going to
go on a YouTube spiral that starts with videos of
Richard
Feynman
talking
about
magnets
and
ends
much,
much
later
with
us
watching
interviews
with
Justin Bieber's mom.
All of that's going to take a while, so we're not
going to really have room on
the
schedule for any work today. Sorry!
然后我
们会去翻冰箱，看看和十分钟前相比有没有什么新的东西。然后我们去
youtobe<
/p>
看一
连串的视频，
从
Richard Feynman
谈论磁铁开始，
一直到很
久很久之后看到一个
Justin Bieber
妈妈的访谈才
结束。以上这些事情都得花时间，所以我们今天没有时间再来工作了。
3
Now, what is going on
here? The Instant Gratification Monkey does not
seem like a guy you want
behind
the
wheel.
He
lives
entirely
in
the
present
moment.
He
has
no
memory
of
the
past,
no
knowledge of the future, and he only
cares about two things: easy and fun. Now, in the
animal
world, that works fine. If
you're a dog and you spend your whole
life doing nothing other than
easy and
fun things, you're a huge success!
所以，<
/p>
到底发生了什么
?
这个及时行乐的猴子并
非你希望控制方向的人，
他完全生活在当下，
没有过去的记忆，
也没有未来的概念。他只关注两件事情：简单和开心。在动物界，这两点
没有问题。如果
你是一条狗，一辈子只追求一些简单和快乐的事，那就是巨大的成功了
And to the Monkey, humans are just
another animal species. You have to keep well-
slept, well-fed
and propagating into
the next generation, which in tribal times might
have worked OK. But, if you
haven't
noticed, now we're not in tribal times. We're in
an advanced civilization, and the Monkey
does
not
know
what
that
is.
Which
is
why
we
have
another
guy
in
our
brain,
the
Rational
Decision-Maker, who
gives us the ability to do things no other animal
can do. We can visualize
the future. We
can see the big can make long-term plans. And he
wants to take all of
that into account.
And he wants to just have us do whatever makes
sense to be doing right now.
但对猴子来说，人类是
另外一个物种，你得正常睡眠、规律饮食、繁衍后代。在原始部落时
代，这也没太大问题
。但你注意到没有，
现在并非原始部落时代，
我们生活在一个现
代文明
社会中，
而猴子完全不能理解这是什么意思，
这也是为什么我们大脑中会有另外一个，
理性
的决
策者，
他使人类有能力做到其他动物无法做到的事情。
我们能设
想未来，
可以从大局出
发，制定长期计划，他可以把所有这些事
考虑在内。希望让我们做出最合理的事情
.
Now,
sometimes it makes sense to be doing things that
are easy and fun, like when you're having
dinner
or
going
to
bed
or
enjoying
well-earned
leisure
time.
That's
why
there's
an
overlap.
Sometimes
they
agree.
But
other
times,
it
makes
much
more
sense
to
be
doing
things
that
are
harder and less
pleasant, for the sake of the big picture. And
that's when we have a conflict. And
for
the procrastinator, that conflict tends to end a
certain way every time, leaving him spending a
lot of time in this orange zone, an
easy and fun place that's entirely out of the
Makes Sense circle.
I call it the Dark
Playground.
有时，
做一些简单开心的事情是很合
理的，比如吃饭睡觉、享受赢得的休闲时光，
所以二者
也有重叠
的部分。有时二者是一致的，但有些时候，从长远的角度来看，一些更困难不开心
的事情
，才是合理的事情，所以就出现了冲突。对拖延症患者来说，每次这种冲突到最后的
结果
都一样，
都让他在这片橙色区域里耗费大量时间，
这里很简单很
开心，
但完全不在合理
圈的范围内，我将这个区域称为黑暗操场
。
Now, the Dark Playground
is a place that all of you procrastinators out
there know very well. It's
where
leisure activities happen at times when leisure
activities are not supposed to be happening.
The fun you have in the Dark Playground
isn't actually fun, because it's completely
unearned, and
the air is filled with
guilt, dread, anxiety, self-hatred -- all of those
good procrastinator feelings.
And
the
question
is,
in
this
situation,
with
the
Monkey
behind
the
wheel,
how
does
the
procrastinator ever get himself over
here to this blue zone, a less pleasant place, but
where really
important things happen? <
/p>
这个黑暗操场，
所有的拖延者患者都应该很熟悉，
在这里发生了许多，
本不应该在此时进行
的休闲活动。
你在黑暗操场获得的乐趣，
实际并不有趣，
因为这并非你应得的
。这里的空气
充满了内疚、恐惧、
焦虑和自我憎恨
——
这些都是拖延症患者常有的情绪。
所以问题是，
在
猴子掌握方向盘的情况下，
拖延症患者如何进入这边的蓝色区
域呢
?
这里虽然没有这么舒适，
但进行
的事情都非常重要。
Well, turns out
the procrastinator has a guardian angel, someone
who's always looking down on
him and
watching over him in his darkest moments --
someone called the Panic Monster. Now, the
Panic Monster is dormant most of the
time, but he suddenly wakes up anytime a deadline
gets too
close or there's danger of
public embarrassment, a career disaster or some
other scary consequence.
And
importantly, he's the only thing the Monkey is
terrified of.
好吧
,
原来拖拉者有一个守护天使
,
一个总是低头看着他
,
在他最黑暗的
时刻看着他的人
--
有人叫这个惊慌的怪物。现在
,
恐慌怪兽大部分时间都处于休眠状态
,
但他突然在最后期限
太近时醒来
,
或者有公众困窘、职业灾难或其他可怕后果的危险。重要的是
,
他是猴子唯一
害怕的东西。
Now, he became very relevant in my life
pretty recently, because the people of TED reached
out
to
me
about
six
months
ago
and
invited
me
to
do
a
TED Talk. Now,
of
course,
I
said
yes.
It's
always
been a dream of mine to have done a TED Talk in
the past. But in the middle of all this
excitement, the Rational Decision-Maker
seemed to have something else on his mind.
最近
,
惊慌在我的生活中变得非常重要
,
因为
ted
的人在六月前联系了我，
邀请我做
ted
演
讲。当然
,
我答应了。做次
TED
谈话过去一直是我的梦想。但在所有这些兴奋的中间
,
理
性的决策者似乎还有别的心事。
He
was
saying,
we
clear
on
what
we
just
accepted?
Do
we
get
what's
going
to
be
now
happening
one
day
in
the
future?
We
need
to
sit
down
and
work
on
this
right
now.
And
the
Monkey said,
like 200 feet
above the ground, and scroll up for two and a half
hours til we get to the top of the
country, so we can get a better feel
for India.
他说
:
我们是否清楚我们刚刚接受了什么？我们是否会在将来的某一天发生什么？我们需
要坐下来
,
现在就做这项工作。猴子说
,
完全同意
,
但让我们打开谷歌地球和放大到印度的
底部
,
像
200
英尺以上的地面
,
并滚动了两个半小时
,
直到我们到达国家的顶端
,
所以我们
可以得到一个更好的感觉为印度。这就是我们那天所做的。
As six months turned into four and then
two and then one, the people of TED decided to
release
the speakers. And I opened up
the website, and there was my face staring right
back at me. And
guess
who
woke up? So
the Panic
Monster
starts
losing
his
mind,
and
a
few
seconds
later,
the
whole
system's in mayhem. And the Monkey -- remember,
he's terrified of the Panic Monster --
boom, he's up the tree! And finally,
finally, the Rational Decision-Maker can take the
wheel and I
can start working on the
talk.
当六个月变成四个
,
然后两个
,
然后一个
,
TED
的人决定公布演讲人。我打开了网站
,
我的
脸正盯着我。你猜谁醒了？于是恐慌怪兽开始失去理智
,
几秒钟后
,
整个系统陷入混乱。还<
/p>
有那只猴子
--
记住
,
他害怕惊恐的怪物
--
砰
,
他在树上
,
最后
,
理性的决策者可以掌舵
,
我可
以开始工作了。
4
Now,
the
Panic
Monster
explains
all
kinds
of
pretty
insane
procrastinator
behavior,
like
how
someone like me could
spend two weeks unable to start the opening
sentence of a paper, and then
miraculously find the unbelievable work
ethic to stay up all night and write eight pages.
And this
entire situation, with the
three characters -- this is the procrastinator's
system. It's not pretty, but in
the
end, it works. This is what I decided to write
about on the blog a couple of years ago.
现在
,
恐慌怪兽解释了各种非常疯狂的拖拉行为
,
< br>像我这样的人怎么可能花两周的时间无法
开始一篇论文开头的句子
,
然后奇迹般地找到令人难以置信的职业道德
,
熬夜写八页。
这整
个情况
,
与三字符
-
这是拖拉系统。它不漂亮
,
但最终
,
它的工作。这是我几年
前决定在博客
上写的。
And
they were all writing, saying the same thing:
was the contrast between the light tone
of the post and the heaviness of these emails.
These people
were
writing
with
intense
frustration
about
what
procrastination
had
done
to
their
lives,
about
what
this
Monkey
had
done
to
them.
And
I
thought
about
this,
and
I
said,
well,
if
the
procrastinator's system
works, then what's going on? Why are all of these
people in such a dark
place?
他们都在写
,
说着同样的话
:
我也有这个问题。但令我吃惊的是
,
邮报的光色调和这些邮件
的沉重对比。
这些人对拖延对他们的生活所做的事情感到强烈的沮丧
,
这只猴子对他们做
了什么。我想过这一点
,
我说
,
如果拖拉的系统起作用了
,
那到底是
怎么回事？为什么这些
人都在这么黑的地方？
When
I
did,
I
was
amazed
by
the
response.
Literally
thousands
of
emails
came
in,
from
all
different kinds of people from all over
the world, doing all different kinds of
things. These are
people who
were nurses, bankers, painters, engineers and lots
and lots of PhD students. And they
were
all writing, saying the same thing:
contrast between the light tone of the
post and the heaviness of these emails. These
people were
writing with intense
frustration about what procrastination had done to
their lives, about what this
Monkey had
done to them. And I thought about this, and I
said, well, if the procrastinator's system
works, then what's going on? Why are
all of these people in such a dark place?
从字面上成千上万的电子邮件来自世界各地的不同类型的人
,
做各种不同的事情。
这些人
是护士
,
银行家
,
画家
,
工程师和许多博士学生。
他们都在写同一句话：
“
我也有这个问题。
”
但真正让我感到触动的，
是我博客的
轻描淡写，
和邮件的沉重文风之间的强烈对比。
这些读
者以非常沮丧的语言，
告诉我拖延对他们的生活造成了哪些影响，
告诉我猴子对他们都做了
些什么。我思考了一下，问道，既然拖延症患
者的系统是有效果的，那到底哪不对呢
?
为什
< br>么这些人都置身黑暗之中呢
?
Well, it
turns out that there's two kinds of
procrastination. Everything I've talked about
today, the
examples
I've
given,
they
all
have
deadlines.
And
when
there's
deadlines,
the
effects
of
procrastination
are
contained
to
the
short
term
because
the
Panic
Monster
gets
involved.
But
there's a second kind of
procrastination that happens in situations when
there is no deadline. So if
you wanted
a career where you're a self-starter -- something
in the arts, something entrepreneurial
-- there's no deadlines on those things
at first, because nothing's happening, not until
you've gone
out and done the hard work
to get momentum, get things going.
原来，<
/p>
拖延分为两种，我今天所说的拖延和所举的例子，
都是有截止日期
的。一旦有了截止
日期，拖延的影响会被限制在一定时期内，因为后期惊慌怪兽会出现，
但还有第二种拖延，
这种拖延是没有截止日期的，
所以如果你想
在一些领域内自学成才
——
比如学个艺术或者创
个业
——
这些事情开始都是没有截止日期的，因为开始
不会有什么变化，直到你拼尽全力，
辛勤投入，才会有一点起色，你才能看到进展。
There's also all kinds of
important things outside of your career that don't
involve any deadlines,
like seeing your
family or exercising and taking care of your
health, working on your relationship
or
getting out of a relationship that isn't working.
Now if the procrastinator's only mechanism of
doing these hard things is the Panic
Monster, that's a problem, because in all of these
non-deadline
situations, the Panic
Monster doesn't show up. He has nothing to wake up
for, so the effects of
procrastination,
they're not contained; they just extend outward
forever.
除了工作之外，
还有很多其他重要的事情，
也是没有截止日期的，
比如看望家人、
锻炼身体、
保持健康、
维系感情，
或者
从一段不合适的感情中抽身。
如果说拖延症患者处理这些困难的
唯一机制，
是惊慌怪兽的话，那就有问题了，
因为在这些没有截
止日期的情况下，
惊慌怪兽
是不会现身的，
没有唤醒他的条件，
所以这一类拖延的后果是没有限制的，
他们会不断地肆
意延伸。
And
it's this long-term kind of procrastination that's
much less visible and much less talked about
than the funnier, short-term deadline-
based kind. It's usually suffered quietly and
privately. And it
can be the source of
a huge amount of long-term unhappiness, and
regrets.
和有截止日期的好笑的短期拖延相比，
这种
长时期的拖延，
更不易被人察觉，
也更少被谈论
到，他常常在无声无息中折磨着人们，可以说是大部分长期抑郁和悔恨的根源。
And I thought, that's why those people
are emailing, and that's why they're in such a bad
place. It's
not that they're cramming
for some project. It's that long-term
procrastination has made them feel
like
a spectator in their own lives. The frustration is
not that they couldn't achieve their dreams; it's
that they weren't even able to start
chasing them.
我想，
这也是为什么这些人会写
信，
为什么状态这么差的原因吧。
他们并非在为某个项目临
时抱佛脚，
这种长期拖延使他们有时感觉，
自己只是生活的旁观者，
让他们沮丧的不是他们
没有实现梦想，
而是他们甚至还没有开始追寻梦想。
So I read
these emails and I had a little bit of an epiphany
-- that I don't think non-procrastinators
's right -- I think all of you are
procrastinators. Now, you might not all be a mess,
like
some of us, and some of you may
have a healthy relationship with deadlines, but
remember: the
Monkey's sneakiest trick
is when the deadlines aren't there.
我读着
这些来信，
忽然有一种顿悟
——
我觉得
非拖延者是不存在的，
没错，
我认为你们所有
< br>人都是拖延者，
当然你们可能不像，
我们有些人这么混乱
。
你们有些人可能与截止日期保持
着良性的关系。但记住：猴子
最狡猾的伎俩，发生在没有截止日期的时候。
Now, I
want to show you one last thing. I call this a
Life Calendar. That's one box for every week
of a 90-year life. That's not that many
boxes, especially since we've already used a bunch
of those.
So I think we need to all
take a long, hard look at that calendar. We need
to think about what we're
really
procrastinating
on,
because
everyone
is
procrastinating
on
something
in
life.
We
need
to
stay aware of the Instant
Gratification Monkey. That's a job for all of us.
And because there's not
that
many
boxes
on
there,
it's
a
job
that
should
probably
start
today.
Well,
maybe
not
today,
but ...You know. Sometime soon.
最后我想给大家看一个东西，我称之为
“
生命日历
”
。这里的每一个格子都代表
90
年生命中
的一周，格子数并不是很多，尤其我们已经用掉了许多。
我想我们需要好好花时间，认真看
看这个日历。
我们需要想一下，
我们真正在拖延的是什么，
因为每个人在生
命中都有拖延一
些东西，
我们需要警惕及时行乐的猴子，
这是我们所有人的任务。
因为这里的格子数并不多，
< br>所以或许我们今天就应该行动起来，或许不一定是今天，而是尽快。
Thank you.
Part
2 How great leaders inspire action
一个伟大的领导者如何激发购买力
注解：
Simon
Sinek
has
a
simple
but
powerful
model
for
inspirational
leadership
all
starting
with
a
golden circle and the question
Wright brothers -- and as a
counterpoint Tivo, which (until a recent court
victory that tripled its
stock price)
appeared to be struggling.
正文：
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 control-powered, manned 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.
你怎
样解释当一些事情出乎我们意料的进行？或者说，
你怎样解释当别人能成就一些看似不<
/p>
符合所有猜想的事？例如：
为什么苹果那样创新？一年一年又一年
，
他们比他所有的竞争对
手都要敢于创新。可是，
他只是一家电脑公司。他们就象其他人一样。
他们拥有同样的方法
吸取同样的人才，拥有同样的代理商，同样的顾问，同样的媒体。
但是为什
么他们看上去会
某些不同之处呢？为什么
Martin
Luther King
领导公民权利运动？他不是唯一一个遭遇非公
< br>民待遇的美国公民。
他无疑不只仅仅是那个时候伟大的演讲家。
< br>为什么是他？为什么怀特兄
弟能够发明人造带动力控制的飞行器，
而当时其他人无疑拥有更好的资格，
更多资金，
他们<
/p>
却没能完成人造动力飞行器，
而怀特兄弟于这点打败了他们。
这是因为有其他东西于此发挥
作用。
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 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.
大约三年半之前，
我有个新发现，
这个发现深深的改变了我的对于我曾经认为这个世界如何
运行的观点。
并且它甚至深深的改变了我运营事物的方式。
如它所示
——
这是一个图案
——
如这个所示，
这个世界上所有伟大的有感染力的领
导者们或者组织，
无论是苹果，
或者
M
artin
Luther
King
或者怀特兄弟，他们都确切的以同一种方式思考，行动和交流。但是这个是完
全不同于其
他人的方式。
所有我做的只是把他整理出来。
并且这可能是世界
上最简单的注意。
我把它叫做黄金圆圈。
Why? How? What? This little idea
explains why some organizations and some leaders
are able to
inspire
where
others
aren't.
Let
me
define
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
mean
What's your cause? What's your belief?
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.
为何？如何？是何？这个小模型就解释了为什么一些组织和一些领导者们能有能力鼓舞那
些其他人不能做到的地方。
让我快速的定义这些术语。
每个人，
每个单独的组织都百分之百
的明白他们在做
什么。
其中一些知道如何去做，
无论你们把他叫做你们的差异价
值，
或者是
你们的独特工序，
或者你们
的专利。
但是很少很少的人们或者组织知道为什么他们做他们所
做的。
这里的
“
为何
< br>”
不是指
“
为利润
”
。
利润是个结果。
他总会
是结果。
而
“
为何
”
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？为什么你的组织会出现？你为什么
而在早上早起？为什么其他人需要在乎你的
这些？那么，
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，
我们的方式都是从清晰的事物
到
模糊的事物。但是激励型领导者们和组织，不论他们的大小，行业，所有的思想，行动和
交流都是自内于外的。
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.
make great computers.
They're beautifully designed, simple to use and
user friendly. Want to buy
one?
how most sales are 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.
让我给你们一个例子。
我用苹果公司作为例子是因为他们很容易去理解，
并且每个人都能理
解。如果苹果公司如同其他公司一样，他们的市场营销信息就可能是这样。
“
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
？
”
不怎么样吧。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所采取的。
这也是大部分
商家所采取的。
这也是
我们中大部分人于人际间的交流方式。<
/p>
我们说我们做什么工作的，
我们说我们是何如与众不
同，或者我们是如何的更优秀，
然后我们就期待着别人的一些反应，一个购买
力，
一个投票
支持，
类似于这些的反应
。
这是我们新开的律师事务所。
我们拥有最好的律师和最大的客
户。
我们总是能满足我们的客户们的要求。这是我们的新车型。非常省油。
舒适的座椅。买我们
的车吧。一点都不鼓舞人心
。
Here's how
Apple actually communicates.
quo. We
believe in thinking differently. The way we
challenge the status quo is by making our
products
beautifully
designed,
simple
to
use
and
user
friendly.
We
just
happen
to
make
great
computers. Want to buy
one?
All I did was reverse the order of
information. What it proves to us is that people
don't buy what
you do; people buy why
you do it. People don't buy what you do; they buy
why you do it.
而这是苹果公司事实上如何交流的。
< br>“
我们做的所有事，我们相信在挑战现状。我们相信用
不
同的方式思考。
而我们挑战现状的方式就是我们开发我们的产品拥有精美的设计，
使用简
单，并且界面友好。我们让最棒的电脑得以呈现。你想要买一台
吗？
”
完全不一样对吗？你
们乐意从我
这里购买一台电脑吗。
我所做的只是将这些信息的顺序重新排列。
这些证明了人
们不想从你那里买你所做的产品；
人们买的是你
的信念和宗旨。
人们买的不是你做的什么产
品；他们买的是你做
这些的信念和宗旨。
This explains why
every single person in this room is perfectly
comfortable buying a computer
from
Apple. But we're also perfectly comfortable buying
an MP3 player from Apple, or a phone
from
Apple,
or
a
DVR
from
Apple.
But,
as
I
said
before,
Apple's
just
a
computer
company.
There's
nothing
that
distinguishes
them
structurally
from
any
of
their
competitors.
Their
competitors are all
equally qualified to make all of these products.
In fact, they tried. A few years
ago,
Gateway came out with flat screen TVs. They're
eminently qualified to make flat screen TVs.
They've been making flat screen
monitors for years. Nobody bought one. Dell came
out with MP3
players
and
PDAs.
And
they
make
great
quality
products.
And
they
can
make
perfectly
well-designed
products.
And
nobody
bought
one.
In
fact,
talking
about
it
now,
we
can't
even
imagine buying an MP3
player from Dell. Why would you buy an MP3 player
from a computer
company? But we do it
every day. People don't buy what you do; they buy
why you do it. The
goal is not to do
business with everybody who needs what you have.
The goal is to do business
with people
who believe what you believe. Here's the best
part.
这个解释了每个在座的人为什么非常自然的要买一台苹果公司的电脑。
但是我们同样非常自
然的买一个苹果公司的
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，
苹果公司只是一个计算机公
司。
从结构上没有什么能把它同其他竞争者区别开。
它的竞
争者都同样具备制作所有这样产品的资格和能力。而事实上，他们也尝试过，几年前，
Gateway
公司推出了平板电视机。
他们
非常能胜任生产制造平板电视。
他们已经制造平板显
示器许多年
了。
却没人购买。
Dell
公司推出了
MP3
播放器和掌上电脑。
他们产品设
计精良。
却没人购买。事实上，现在来谈论这些，我们甚至无法想象买一台
Dell
的
MP3
播放器。
你
为什么会从一家电脑公司买一台
MP3
播放器呢？但是我们每天都在这么做。人们不会因为
你做什么而购买；
他们因为你做的产品的信念而购买。
目标不是与每个需要你生产的人做生
意。目标是与那些与你有共同景愿的人做生意。这就是最精彩的部分。
None
of
what
I'm
telling
you
is
my
opinion.
It's
all
grounded
in
the
tenets
of
biology.
Not
psychology, biology. If you look at a
cross-section of the human brain, looking from the
top down,
What
you
see
is
the
human
brain
is
actually
broken
into
three
major
components
that
correlate
perfectly
with
the
golden
circle.
Our
newest
brain,
our
homo
sapien
brain,
our
neocortex,
corresponds
with
the
level.
The
neocortex
is
responsible
for
all
of
our
rational
and
analytical
thought
and
language.
The
middle
two
sections
make
up
our
limbic
brains.
And
our
limbic brains are responsible for all
of our feelings, like trust and loyalty. It's also
responsible for
all human behavior, all
decision-making, and it has no capacity for
language.
我所告诉你们的这些都不是我自己的观点。
这些观点都能从生物学里找到根源。
不是心理学，
而是生物学
。
如果你观察人类大脑的横截面，
由上自下观察，
你会发现人类大脑实际上是分
成三个主要组成部分，
而这三个部分和黄金圆圈匹配的非常好。
我们最新的脑部，
我们
管辖
智力的脑部，我们的大脑皮层，
对应着
“
是什么
”
这个圆环。大脑皮层负
责我们所有的理智和
分析性思维和语言。
中间的两个部分组成我
们的边缘大脑。
我们的边缘大脑负责于我们所有
的感受，比如信
任和忠诚。它还负责所有的人类行为，所有的决策，而他没有语言的能力。
In
other
words,
when
we
communicate
from
the
outside
in,
yes,
people
can
understand
vast
amounts of complicated information like
features and benefits and facts and figures. It
just doesn't
drive behavior. When we
can communicate from the inside out, we're talking
directly to the part
of
the
brain
that controls
behavior,
and
then
we
allow
people
to
rationalize
it
with
the
tangible
things we say and
do. This is where gut decisions come from. You
know, sometimes you can give
somebody
all the facts and figures, and they say,
just doesn't feel
right.
brain that controls decision-
making, doesn't control language. And the best we
can muster up is,
don't
know.
It
just
doesn't
feel
right.
Or
sometimes
you
say
you're
leading
with
your
heart,
or
you're
leading
with
your
soul.
Well,
I
hate
to
break
it
to
you,
those
aren't
other
body
parts
controlling
your
behavior.
It's
all
happening
here
in
you
limbic
brain,
the
part
of
the
brain
that
controls decision-making and not
language.
换句话说，当我们由外自内交流时，是的，人们能理解大量的复杂
信息，比如特征，优点，
事实和图标。
但不会激发行为。
当我们能由内自外的交流时，
我们是直接同大脑负责控制行
为的部分进行交流，
然后我们通过一些我们所说和所做的实际的事物使得人
们理性的思考这
些。这就是内心决策的由来。你们知道，
有时候
你们给某人展示所有的事实和图表，他们会
说，
“
我知道所有的事实和细节说明什么，
但是就是感觉有什么不对。
”
为什么我们会用那个
动词，
“
感觉
”
不对？因为我们大脑中负责
控制决策的部分不负责控制语言。
我们只好说，
“
我
不知道，这个就是感觉不对。
”
< br>或者有时候你们会说你是由你的内心所引导，或者由你的灵
魂所引导。
我不想对你们把这些观点分得太彻底，
这些不是身体的其他部分在控制着你
的行
为。它全发生在你的边缘大脑里，大脑中控制决策但不负责语言的那部分。
But if you don't know why you
do what you do, and people respond to why you do
what you do,
then how you ever get
people to vote for you, or buy something from you,
or, more importantly,
be loyal and want
to be a part of what it is that you do. Again, the
goal is not just to sell to people
who
need what you have; the goal is to sell to people
who believe what you believe. The goal is
not just to hire people who need a job;
it's to hired people who believe what you believe.
I always
say that, you know, if you
hire people just because they can do a job,
they'll work for your money,
but if
you hire people who believe what
you believe, they'll work for
your
you with blood and
sweat and tears. And nowhere else is
there a better example of this than with the
Wright brothers.
但是如果你不知道你问什么做你所有的，
而人们对你所做事物的动机做出反应，
然后，
你
曾
如何得到人们对你的投票，
或者从你购买某些东西，
或者更正要的，
忠诚的想要成为你所做
事物或事
业的一员。
再者，
目的不是仅仅出售给那些需要你所有用的物品
的人们；
目的是销
售给那些同你拥有共同景愿的人们。
目标不是仅仅雇佣那些需要工作的人们；
是雇佣那些与
< br>你拥有同样景愿的人。
我总是说，
你们知道，
如果你雇佣一个仅仅是因为他们能胜任这项工
作的人，
他们会为了你的钱而工作，
但是如果你雇佣同你拥有共同景愿的人，
他们会为你付
出血汗，辛酸和泪水般的工作。这一点没有比怀特兄弟故事更好的
例子了。
3
Most
people don't know about Samuel Pierpont Langley.
And back in the early 20th century, the
pursuit
of
powered
man
flight
was
like
the
dot
com
of
the
day.
Everybody
was
trying
it.
And
Samuel Pierpont Langley had, what we
assume, to be the recipe for success. I mean, even
now,
you ask people,
you
the
same
permutation
of
the
same
three
things,
under-capitalized,
the
wrong
people,
bad
market conditions. It's
always the same three things, so let's explore
that. Samuel Pierpont Langley
was given
50,000 dollars by the War Deptartment to figure
out this flying machine. Money was no
problem.
He
held
a
seat
at
Harvard
and
worked
at
the
Smithsonian
and
was
extremely
well-connected. He knew all the big
minds of the day. He hired the best minds money
could find.
And the market conditions
were fantastic. The New York Times followed him
around everywhere.
And everyone was
rooting for Langley. Then how come you've never
heard of Samuel Pierpont
Langley?
大部分人不知道
Samuel Pierpont Langl
ey
这个人。
然而回到
20th
世纪初期，
投入人造农历飞
行器的热情就象如
今的网站一样热。每个人都在尝试它。
Samuel Pierpont Langle
y
拥有，我
们认为，最能成功的要领。我的意思是，即使是现在
，你问别人，
“
为什么你的产品或者你
的公司失败了，
破裂了？
”
人们总是给
你同样的列出三样相同的东西：
缺乏资金，
用人不善，
市场形势不好。总会是这三个原因，那么让我们仔细观察下。国防部投资
Samuel
Pierpont
Langley 50
，
000
美元作为研发飞行器。
资金不是问题。
他曾在哈佛工作过，
也在
Smithsonian
工作过，并且人脉极广。
他认识当时最优秀的人才。因此，他雇佣能用资金吸引到的最优秀
的人才。并且当时的
形势更是空前的出色。纽约时报时刻跟踪报道他。
每个人都支持他。但
< br>是为什么你们连听都没听说过他呢？
A few
hundred miles away in Dayton Ohio, Orville and
Wilbur Wright, they had none of what we
consider
to
be
the
recipe
for
success.
They
had
no
money.
They
paid
for
their
dream
with
the
proceeds from their bicycle shop. Not a
single person on the Wright brothers' team had a
college
education, not even Orville or
Wilbur. And the New York Times followed them
around nowhere.
The difference was,
Orville and Wilbur were driven by a cause, by a
purpose, by a belief. They
believed
that
if
they
could
figure
out
this
flying
machine,
it'll
change
the
course
of
the
world.
Samuel Pierpont Langley was different.
He wanted to be rich, and he wanted to be famous.
He
was
in
pursuit
of
the
result.
He
was
in
pursuit
of
the
riches.
And
lo
and
behold,
look
what
happened. The people
who believed in the Wright brothers' dream, worked
with them with blood
and sweat and
tears. The others just worked for the paycheck.
And they tell stories of how every
time
the Wright brothers went out, they would have to
take five sets of parts, because that's how
many times they would crash before they
came in for supper.
与此同时，
几百英
里外的俄亥俄洲
Dayton
小镇，
O
rville Wright
和
Wilbur Wright<
/p>
两兄弟，
他
们没有任何我们认为是成功的
要素的基础。
他们没有钱。
他们把他们在单车店的收益作为梦<
/p>
想的资金。
团队里没有一人受过大学教育，
就连两兄弟一样也没有上过大学。
没有纽约时报
的跟踪报道。
不同的是，
怀特兄弟是发自内心的想去做这件事。他们相信，
如
果他们能够制
造出飞行机器，那会改变世界前进的脚步。
Sam
uel Pierpont Langley
却不同。他想要变得富
有，他想要出名。他在追求最终结果。他在追求富裕。看吧，看接下来怎么样。那些相信怀
< br>特兄弟梦想的人们，
与他俩付出血汗，
辛酸与泪水的工作
。
而另外的只是为了薪水支票而工
作。后来流传的故事说，
怀特兄弟每次出去工作，
都必须带五组零件，
因为那是他们回来吃
晚饭前将会坠毁的次数。
And, eventually, on December 17th,
1903, the Wright brothers took flight, and no one
was there to
even experience it. We
found out about it a few days later. And further
proof that Langley was
motivated by the
wrong thing, the day the Wright brothers took
flight, he quit. He could have said,
wasn't first, he didn't get
rich, he didn't get famous, so he quit.
最后，在
1903
年
12
月
17
日，怀特兄弟成功试飞，甚至没人在场见证
这个。我们在数天之
后才得知此消息。后来的事情进一步证明了
Langley
的动机不纯，
他在怀特兄弟成功试飞的
当天就辞职了。
他本应该说：
“
这是一个伟大的发明，
我将会改进你们的技术，
”
但是他没有。
他不是第一个发明飞行器的人，他没能变的富有，他没
能成为名人，因此他离开了。
People don't
buy what you do; they buy why you do it. And if
you talk about what you believe,
you
will attract those who believe what you believe.
But why is it important to attract those who
believe what you believe? Something
called the law of diffusion of innovation. And if
you don't
know
the
law,
you
definitely
know
the
terminology.
The
first
two
and
a
half
percent
of
our
population
are
our
innovators.
The
next
13
and
a
half
percent
of
our
population
are
our
early
adopters. The next 34 percent are your
early majority, your late majority and your
laggards. The
only reason these people
buy touch tone phones is because you can't buy
rotary phones anymore.
(Laughter)
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