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你會怎麼解釋 How do you explain when
當事情不如我們所想的一般時? things don't go as we assume?
或者更好的是,你如何解釋 Or better, how do you explain
當其他人能夠完成似乎 when others are able to achieve things
違反所有假設的事時? that seem to defy all of the assumptions?
比如: For example:
為什麼蘋果電腦這麼地有創意? Why is Apple so innovative?
年復年 Year after year, after year, after year,
他們比其他的競爭對手都要有創意 they're more innovative than all their competition.
然而,他們只是一個電腦公司 And yet, they're just a computer company.
就像其他電腦公司一樣 They're just like everyone else.
他們對有同樣才華的人有相同的管道接觸 They have the same access to the same talent,
同樣的廣告商、同樣的顧問、同樣的媒體 the same agencies, the same consultants, the same media.
那麼為什麼他們 Then why is it that they
似乎有點與眾不同? seem to have something different?
為什麼是馬汀路德金恩 Why is it that Martin Luther King
領導黑人民權運動? led the Civil Rights Movement?
他不是唯一一個 He wasn't the only man
在美國受到平等公民權不公平待遇的人 who suffered in a pre-civil rights America.
而且他絕不是當時最偉大的演說家 And he certainly wasn't the only great orator of the day.
為什麼是他? Why him?
而為什麼是華特兄弟 And why is it that the Wright brothers
能夠想到控制力量,操控飛機 were able to figure out control-powered, manned flight
當正有其他團隊 when there were certainly other teams who were
更有資格、更有資本 better qualified, better funded,
然而他們並沒有完成飛機 and they didn't achieve powered man flight,
反而是華特兄弟打敗他們完成了這件事。 and the Wright brothers beat them to it.
這似乎有其他的因素在其中 There's something else at play here.
大約三年半前 About three and a half years ago
我有一個發現 I made a discovery,
而這個發現深深地改變 and this discovery profoundly changed
我對世界運作方式的看法 my view on how I thought the world worked.
而它甚至深深改變 And it even profoundly changed the way in which
我生活的方式 I operate in it.
因為它變成—有個模式 As it turns out -- there's a pattern --
而它引證了,所有偉大且具有啟發性的領袖 as it turns out, all the great and inspiring leaders
以及世界上的機構 and organizations in the world,
不管是蘋果電腦,或馬汀路德金恩或華特兄弟 whether it's Apple, or Martin Luther King or the Wright brothers,
他們都以同樣的方式 they all think, act and communicate
思考、行動與溝通 the exact same way.
而這也完全與其他人 And it's the complete opposite
相反 to everyone else.
我做的事就是解讀它 All I did was codify it.
而它或許是世界上 And it's probably the world's
最簡單的想法 simplest idea.
我稱它做黃金圈 I call it the golden circle.
為什麼?怎麼做?做什麼? Why? How? What?
這個小小的想法解釋了 This little idea explains
為什麼有些機構和有些領袖 why some organizations and some leaders
能夠激勵群眾而別人做不到 are able to inspire where others aren't.
讓我很快地定義這些詞 Let me define the terms really quickly.
在這個星球上的每個人,每個機構都 Every single person, every single organization on the planet
知道他們在做什麼 - knows what they do,
百分之百肯定 100 percent.
有些知道如何做事 Some know how they do it,
這裡可以叫做是你不同的價值主張 whether you call it your differentiated value proposition
或者你的屬性過程或你的USP (賣點) or your proprietary process or your USP.
但很少很少人或機構 But very, very few people or organizations
知道為什麼做他們正在做的事 know why they do what they do.
而〞為什麼〞不是指〞創造利潤“ And by "why" I don't mean "to make a profit."
那是結果。它永遠是結果。 That's a result. It's always a result.
〞為什麼〞指的是:你的目的是什麼? By "why" I mean: what's your purpose?
你的出發點是什麼?你的信念是什麼? What's your cause? What's your belief?
為什麼你的機構存在? Why does your organization exist?
為什麼你早上要起床? Why do you get out of bed in the morning?
而且為什麼其他人要在乎? And why should anyone care?
好的,結果是我們所想、所為 Well, as a result, the way we think, the way we act,
以及我們所溝通的方式都是由外而內的 the way we communicate is from the outside in.
很明顯。我們從最清楚到最模糊不明 It's obvious. We go from the clearest thing to the fuzziest thing.
但激勵人的領導者 But the inspired leaders
以及激勵人們的機構 and the inspired organizations,
不管它們的規模,不管它們的產業 regardless of their size, regardless of their industry,
都以由內而外的方式 all think, act and communicate
去思考、行動與溝通 from the inside out.
讓我給你們舉個例子 Let me give you an example.
我使用蘋果電腦是因為它很容易明白,而所有人都明白它 I use Apple because they're easy to understand and everybody gets it.
如果蘋果電腦就像其他的電腦 If Apple were like everyone else,
給的行銷訊息很可能聽起來像 a marketing message from them might sound like this.
我們製造最棒的電腦 "We make great computers.
他們都有美好的設計、容易上手 They're beautifully designed, simple to use
也迎合使用者的要求 and user friendly.
想買一台嗎?...呃,不要。 Want to buy one?" Neh.
這就是多數人溝通的方式 And that's how most of us communicate.
這就是多數行銷的方式。 這是多數業務銷售的方式 That's how most marketing is done. That's how most sales are done.
而這也是我們多數人與人相處時的溝通方式 And that's how most of us communicate interpersonally.
我們說我們做了什麼,我們說我們如何不同或我們如何比較好 We say what we do, we say how we're different or how we're better
然後我們期待某種行為 and we expect some sort of a behavior,
可能是購買行為、投票行為或這類的事 a purchase, a vote, something like that.
這裡是我們新的法律公司 Here's our new law firm.
我們有最好的律師和最大的客戶 We have the best lawyers with the biggest clients.
我們總是為和我們做生意的客戶著想 We always perform for our clients who do business with us.
這是我們的新車 Here's our new car.
它有很好的油耗表現。它有皮革製的座椅。買我們的車吧。 It gets great gas mileage. It has leather seats. Buy our car.
但這都不激勵人心 But it's uninspiring.
這裡有蘋果電腦實際上溝通的方式: Here's how Apple actually communicates.
我們所做的每件事 "Everything we do,
我們相信都在挑戰現狀 we believe in challenging the status quo.
我們相信用不同的角度思考 We believe in thinking differently.
我們挑戰現狀的方式 The way we challenge the status quo
是使我們的產品有美好的設計 is by making our products beautifully designed,
容易使用而且迎合使用者。 simple to use and user friendly.
我們只是恰巧做了很棒的電腦。 We just happen to make great computers.
想要買一台嗎? Want to buy one?"
完全不一樣,對吧?你準備要從我這裡買一台電腦了。 Totally different right? You're ready to buy a computer from me.
我只要改變資訊的順序 All I did was reverse the order of information.
這個例子告訴我們人們不會買你做了什麼 What it proves to us is that people don't buy what you do;
人們要買你為什麼做它 people buy why you do it.
人們不會買你做什麼;他們要買你的為什麼。 People don't buy what you do; they buy why you do it.
這解釋了為什麼 This explains why
在場的每個人 every single person in this room
都對買蘋果電腦感到很好 is perfectly comfortable buying a computer from Apple.
但我們也同樣感覺很好 But we're also perfectly comfortable
當購買蘋果電腦 的MP3播放器,或蘋果電腦的手機 buying an MP3 player from Apple, or a phone from Apple,
或蘋果電腦的DVR or a DVR from Apple.
但如同我前述所說,蘋果電腦只是一家電腦公司 But, as I said before, Apple's just a computer company.
結構上沒有什麼使它們與 There's nothing that distinguishes them
其他的競爭者不同 structurally from any of their competitors.
他們的競爭者都有同樣能力做這些產品 Their competitors are all equally qualified to make all of these products.
事實上,他們試過 In fact, they tried.
幾年前,Gateway推出他們的平面電視 A few years ago, Gateway came out with flat screen TVs.
他們很明顯夠資格製造平面電視 They're eminently qualified to make flat screen TVs.
他們已經做平面監視器好幾年了 They've been making flat screen monitors for years.
沒有人買 Nobody bought one.
戴爾電腦推出mp3播放器與PDA. Dell came out with MP3 players and PDAs.
他們的產品都有很好的品質 And they make great quality products.
而且他們也能完美地製造精美設計的產品 And they can make perfectly well-designed products.
然而沒有人買。 And nobody bought one.
事實上,現在我們說這些事,我們甚至無法想像 In fact, talking about it now, we can't even imagine
從戴爾電腦買一台mp3播放器 buying an MP3 player from Dell.
為什麼你會從一家電腦公司買一台mp3播放器? Why would you buy an MP3 player from a computer company?
但我們每天都這麼做 But we do it every day.
人們不買你做什麼;他們買你的為什麼 People don't buy what you do; they buy why you do it.
目標不是 The goal is not to do business
與每個需要你有什麼的人在做生意 with everybody who needs what you have.
目標是要與 The goal is to do business with people
那些相信你所相信的人做生意 who believe what you believe.
這就是最美好的部份 Here's the best part.
我告訴你們的都不是我個人的意見 None of what I'm telling you is my opinion.
這在生物學裡證實 It's all grounded in the tenets of biology.
不是心理學,是生物學 Not psychology, biology.
如果你去看人腦裡的切面,從上往下看 If you look at a cross-section of the human brain, looking from the top down,
你看到的人腦實際上是 What you see is the human brain is actually broken
分成三個主要部份的 into three major components
這和黃金圈完美地相關 that correlate perfectly with the golden circle.
我們最新的腦,或說我們人類的腦 Our newest brain, our *** sapien brain,
我們的大腦皮層 our neocortex,
對應的是〞什麼〞的層次 corresponds with the "what" level.
大腦皮層負責我們所有的 The neocortex is responsible for all of our
理性、分析的想法 rational and analytical thought
以及語言 and language.
中間兩個部份組成我們腦的邊緣 The middle two sections make up our limbic brains.
而我們邊緣的腦是負責所有的感情 And our limbic brains are responsible for all of our feelings,
如信任與忠誠 like trust and loyalty.
它也同時負責所有人類的行為 It's also responsible for all human behavior,
所有的決策 all decision-making,
而它沒有語言的空間 and it has no capacity for language.
換句話說,當我們從外而內地溝通時 In other words, when we communicate from the outside in,
是的,人們可以了解很多複雜的資訊量 yes, people can understand vast amounts of complicated information
像是特色、好處、事實與數字 like features and benefits and facts and figures.
但這不能刺激行為 It just doesn't drive behavior.
當我們能由內而外溝通時 When we can communicate from the inside out,
我們就正對著我們的腦說話 we're talking directly to the part of the brain
那控制行為的腦 that controls behavior,
然後我們允許人們去分析它 and then we allow people to rationalize it
以我們可以說與做的可見事物 with the tangible things we say and do.
這就是我們用膽識做決定的來源 This is where gut decisions come from.
你們知道,有時候你們可以給人們 You know, sometimes you can give somebody
所有的事實與數字 all the facts and figures,
然後他們說,〞我知道事實與細節是什麼, and they say, "I know what all the facts and details say,
但就是感覺不對勁〞 but it just doesn't feel right."
為什麼我們會用這個動詞,〝感覺〞不對勁? Why would we use that verb, it doesn't "feel" right?
因為管控決策的腦 Because the part of the brain that controls decision-making,
並不管控語言 doesn't control language.
而我們最多能整理出的是〝我不知道,就是覺得不對〞 And the best we can muster up is, "I don't know. It just doesn't feel right."
或者有時你說你隨心所欲 Or sometimes you say you're leading with your heart,
或者你跟隨你靈魂的聲音 or you're leading with your soul.
嗯,我很不想對你說,那些都不是身體的其他部份 Well, I hate to break it to you, those aren't other body parts
在控制你的行為 controlling your behavior.
所有的發生都在你邊緣的腦裡 It's all happening here in you limbic brain,
是控制決策而不是語言的腦 the part of the brain that controls decision-making and not language.
但如果你不知道為什麼做你正在做的事 But if you don't know why you do what you do,
而人們對為什麼你正在做的事有反應 and people respond to why you do what you do,
然後甚至是你如何贏得人們 then how you ever get people
的選票或買你的東西 to vote for you, or buy something from you,
或更重要的,忠實 or, more importantly, be loyal
而且想成為你正在做的事的一份子 and want to be a part of what it is that you do.
再一次,目標不是僅僅將需要你所有賣給需要的人而已 Again, the goal is not just to sell to people who need what you have;
目標是要賣東西給那些相信你所相信的事的人 the goal is to sell to people who believe what you believe.
目標不是只在雇 The goal is not just to hire people
那些需要工作的人 who need a job;
而是要雇用那些相信你所相信的事的人 it's to hired people who believe what you believe.
我會一直這麼說,你知道。 I always say that, you know,
如果你雇用人僅是因為他們能做事,他們將會為了你的錢而做事 if you hire people just because they can do a job, they'll work for your money,
但如果你雇用那些相信你所相信的人們 but if you hire people who believe what you believe,
他們將與你工作:用血汗與淚水。 they'll work for your you with blood and sweat and tears.
而沒有比這個萊特兄弟 And nowhere else is there a better example of this
更好的例子了 than with the Wright brothers.
多數人不認識Samuel Pierpont Langley. Most people don't know about Samuel Pierpont Langley.
在20世紀初 And back in the early 20th century,
追尋人類飛翔就像今天的網路公司一樣 the pursuit of powered man flight was like the dot com of the day.
每個人都在嘗試 Everybody was trying it.
而Samuel Pierpont Langley曾經擁有,我們假設的 And Samuel Pierpont Langley had, what we assume,
成功的關鍵 to be the recipe for success.
我的意思是,即使現在,你去問人們 I mean, even now, you ask people,
〝為什麼你的產品為或什麼你的公司失敗?〞 "Why did your product or why did your company fail?"
而人們總會給你 and people always give you the same permutation
相類似的三個原因 of the same three things,
資金不足,不適合的人,市場情況不良 under-capitalized, the wrong people, bad market conditions.
總是這相同的三個原因,所以我們來研究一下 It's always the same three things, so let's explore that.
Samuel Pierpont Langley Samuel Pierpont Langley
從國防部得到5萬美金 was given 50,000 dollars by the War Deptartment
去研發這個飛行機器 to figure out this flying machine.
資金不是問題 Money was no problem.
他有哈佛大學的學位 He held a seat at Harvard
在Smithsonian工作而且有很好的人脈 and worked at the Smithsonian and was extremely well-connected.
他認識當時所有著名的知識份子 He knew all the big minds of the day.
他雇用最好的人才 He hired the best minds
資金有管道 money could find.
而市場情況呈現一片榮景 And the market conditions were fantastic.
紐約時報跟著他到處跑 The New York Times followed him around everywhere.
而且每個人都為Langley加油 And everyone was rooting for Langley.
那麼你怎麼會從沒聽過Samuel Pierpont Langley? Then how come you've never heard of Samuel Pierpont Langley?
幾百英哩遠在俄亥俄州的Dayton A few hundred miles away in Dayton Ohio,
萊特兄弟 Orville and Wilbur Wright,
他們沒有我們認為的 they had none of what we consider
成功關鍵 to be the recipe for success.
他們沒有資金 They had no money.
他們用他們腳踏車店裡的現金來支付他們的夢想 They paid for their dream with the proceeds from their bicycle shop.
沒有任何一個在萊特兄弟的團隊裡 Not a single person on the Wright brothers' team
的人有大學學歷 had a college education,
兄弟倆都沒有 not even Orville or Wilbur.
而他們也沒有紐約時報的報導 And the New York Times followed them around nowhere.
不同的是 The difference was,
萊特兄弟是有個目的去驅動他們的 Orville and Wilbur were driven by a cause,
因為目的、因為相信 by a purpose, by a belief.
他們相信如果他們 They believed that if they
能想出這架飛行機器 could figure out this flying machine,
這將改變世界的軌道 it'll change the course of the world.
Samuel Pierpont Langley 不同 Samuel Pierpont Langley was different.
他想變得富有,而且他想成名 He wanted to be rich, and he wanted to be famous.
他在追求結果 He was in pursuit of the result.
他在追求財富 He was in pursuit of the riches.
所以你們看,看看發生了什麼 And lo and behold, look what happened.
這些相信萊特兄弟的夢想的人 The people who believed in the Wright brothers' dream,
用血汗與淚水和他們一同努力工作的人 worked with them with blood and sweat and tears.
另外那些人則只是為錢工作 The others just worked for the paycheck.
而他們述說的故事是每次萊特兄弟出門 And they tell stories of how every time the Wright brothers went out,
他們都會帶上五套零件 they would have to take five sets of parts,
因為這是他們會墜機的次數 because that's how many times they would crash
在他們回家吃飯前 before they came in for supper.
於是,最後在1903年12月17日 And, eventually, on December 17th, 1903,
萊特兄弟起飛 the Wright brothers took flight,
而在場甚至沒有其他人可以體驗它 and no one was there to even experience it.
我們在幾天後發現這件事 We found out about it a few days later.
更進一步的證明Langley And further proof that Langley
因為錯誤的動機 was motivated by the wrong thing,
在萊特兄弟起飛那天,離職了 the day the Wright brothers took flight, he quit.
他可以說 He could have said,
〝那真是很驚人的發現啊 "That's an amazing discovery guys,
而我將在你們的技術上加以改良〞,但他沒有。 and I will improve upon your technology," but he didn't.
他跑第一,但他沒有變有錢 He wasn't first, he didn't get rich,
他沒有變有名,所以他離職 he didn't get famous, so he quit.
人們不會買你買什麼;他們買你的為什麼 People don't buy what you do; they buy why you do it.
而如果你談的是你相信的事物 And if you talk about what you believe,
你會吸引那些相信你所相信的人們 you will attract those who believe what you believe.
但為什麼吸吲那些相信你所相信的人們很重要? But why is it important to attract those who believe what you believe?
有種東西叫創意的散播法則 Something called the law of diffusion of innovation.
如果你不知道這個法則,你絕對知道它的術語 And if you don't know the law, you definitely know the terminology.
在我們人口之中前2.5%的人 The first two and a half percent of our population
是發明家 are our innovators.
接下來的13.5% The next 13 and a half percent of our population
是早期使用者 are our early adopters.
再接下來的34%是早期的大多數 The next 34 percent are your early majority,
晚期的大多數以及落後者 your late majority and your laggards.
這些人買觸控式手機的唯一原因是 The only reason these people buy touch tone phones
因為你不能再買到轉盤式的電話了 is because you can't buy rotary phones anymore.
(笑) (Laughter)
在這個尺度上我們都坐在不同的位置,不同的時間上 We all sit at various places at various times on this scale,
但創意的散播法則告訴我們的是 but what the law of diffusion of innovation tells us
如果你想要在大眾市場成功 is that if you want mass-market success
或者讓大眾市場接受一個想法 or mass-market acceptance of an idea,
你不能擁有它 you cannot have it
直到你到達了 until you achieve this tipping point
在15%到18%之間的市場占有率的引爆點 between 15 and 18 percent market penetration.
然後系統就會一面倒到你這邊 And then the system tips.
我喜歡問企業:在新事業上你們的轉換率是多少 And I love asking businesses, "What's your conversion on new business?"
然後他們會很樂意並驕傲地告訴你:哦,大約10% And they love to tell you, "Oh, it's about 10 percent," proudly.
嗯,你可以有10%的顧客 Well, you can trip over 10 percent of the customers.
我們都有約10%的顧客〝知道〞 We all have about 10 percent who just "get it."
這是我們描述他們的方式,對吧。 That's how we describe them, right.
這就像是膽識,哦,他們就是知道。 That's like that gut feeling, "Oh, they just get it."
問題是,你如何找到這些知道的人 The problem is: How do you find the ones that get it
在你和他們做生意之前以及那些不知道的人 before you're doing business with them versus the ones who don't get it?
所以這就是這裡,一個小小的差距 So it's this here, this little gap,
是你必須要填滿的 that you have to close,
如同Jeffrey Moore稱它為〞跨越分歧 as Jeffrey Moore calls it, "crossing the chasm."
因為,你看,早期的多數人 Because, you see, the early majority
不會嘗試 will not try something
直到其他人 until someone else
已經先嘗試 has tried it first.
而這些人,這些發明家以及早期的採用者 And these guys, the innovators and the early adopters,
他們對做這些需要膽試的決定感到很自在 they're comfortable making those gut decisions.
他們對做這些直覺的決定感到更為自在 They're more comfortable making those intuitive decisions
也就是他們被他們自己對世界的相信所驅動 that are driven by what they believe about the world
而不僅只是可得的產品 and not just what product is available.
這些是排隊排了六個小時 These are the people who stood on line for six hours
買剛上市iPhone的人 to buy an iPhone when they first came out,
而其實可以在下個星期走進店裡 when you could have just walked into the store the next week
從架上買一枝手機 and bought one off the shelf.
這些是花40,000美金 These are the people 40,000 dollars
當平版電視剛上市的人 on flat screen TVs when they first came out,
雖然科技還未臻完美 even though the technology was substandard.
而且,順便提一下,他們這麼做並不 And, by the way, they didn't do it
因為這項科技有多好 because the technology was so great.
他們這麼做是為了他們自己 They did it for themselves.
因為他們想當第一 It's because they wanted to be first.
人們不買你做什麼;他們買你為什麼做。 People don't buy what you do; they buy what you do it.
而且你做什麼就 And what you do simply
證明了你相信什麼 proves what you believe.
事實上,人們會去做 In fact, people will do the things
那些證明他們所相信的事 that prove what they believe.
為什麼人們買iPhone The reason that person bought the iPhone
在最初的六個小時 in the first six hours,
排隊排六個小時 stood in line for six hours,
是因為他們所相信的世界 was because of what they believed about the world,
以及他們想要每個人如此看他們 and how they wanted everybody to see them.
他們是第一 They were first.
人們不買你做什麼;他們買你的為什麼 People don't buy what you do; they buy why you do it.
所以讓我說一個有名的例子 So let me give you a famous example,
一個有名的失敗以及有名的成功 a famous failure and a famous success
關於創意的散播法則 of the law of diffusion of innovation.
首先,這個有名的失敗 First, the famous failure.
它是個商業的例子 It's a commercial example.
如同我們之前所說,一秒鐘前 As we said before, a second ago,
成功的要素是資金以及適當的人與對的市場狀況 the recipe for success is money and the right people and the right market conditions.
是的。那麼你就應該要成功。 Right. You should have success then.
看看TiVo的例子 Look at TiVo.
當TiVo上市時,約8,9年前 From the time TiVo came out, about eight or nine years ago,
時至今日 to this current day,
他們仍是市場上有高品質的產品 they are the single highest-quality product on the market,
毫無疑問的,沒有爭議 hands down, there is no dispute.
他們有很充沛的資金 They were extremely well-funded.
市場的狀況好得不得了 Market conditions were fantastic.
我的意思是,我們把TiVo當做動詞 I mean, we use TiVo as verb.
我總是TiVo東西在我時代華納的DVR I TiVo stuff on my piece of junk Time Warner DVR all the time.
但是TiVo卻失敗了 But TiVo's a commercial failure.
他們從不賺錢 They've never made money.
而當他們股票上市的時候 And when they went IPO,
股價約30到40美金 their stock was at about 30 or 40 dollars
然後一瀉千里,從沒在10美元以上交易 and then plummeted, and it's never traded above 10.
事實上,我想它從沒在6美元以上交易 In fact, I don't even think it's traded above six,
除了幾次小漲幅 except for a couple of little spikes.
因為你看,當TiVo推出他們的產品 Because you see, when TiVo launched their product,
他們告訴我們他們有的是什麼 they told us all what they had.
他們說〞我們的產品可以暫停現場的電視節目 They said, "We have a product that pauses live TV,
跳過廣告,回播現場電視節目 skips commercials, rewinds live TV
還有記錄你的收視習慣 and memorizes your viewing habits
你連問都不必問 without you even asking."
然後,吹毛求疪的大眾說 And the cynical majority said,
我們不相信 "We don't believe you.
我們不需要它,我們不喜歡它。 We don't need it. We don't like it.
你嚇到我們了。 You're scaring us."
如果他們說, What if they had said,
要是你是這樣的人: "If you're the kind of person
想要完全的掌控 who likes to have total control
生活的各個層面 over every aspect of your life,
那麼,我們有這麼一樣適合你的產品 boy, do we have a product for you.
它可以暫停現場節目,跳過商業廣告 It pauses live TV, skips commercials,
記得你的收視習慣等等 memorizes your viewing habits, etc., etc."
人們不買你做什麼,他們買你的為什麼 People don't buy what you do; they buy why you do it.
而你做什麼僅僅是 And what you do simply serves as
你相信什麼的證明 the proof of what you believe.
現在讓我給你們另一個成功的例子 Now let me give you a successful example
有關創意的散播法則 of the law of diffusion of innovation.
在1963年夏天 In the summer of 1963,
25,000人在 250,000 people showed up
華盛頓的一個購物中心集結 on the mall in Washington
準備聽金恩博士演說 to hear Dr. King speak.
他們沒有寄出任何一張邀請函 They sent out no invitations,
而當時也沒有網站去查看日期 and there was no website to check the date.
你會怎麼做 How do you do that?
金恩博士不是在美國唯一一個 Well, Dr. King wasn't the only man in America
偉大的演說者 who was a great orator.
他不是在美國唯一一個受到迫害的人 He wasn't the only man in America who suffered
在美國公民權普及前的時代 in a pre-civil rights America.
事實上,他的想法有一些很糟 In fact, some of his ideas were bad.
但他有個天賦 But he had a gift.
他沒有到處告訴人們在美國什麼需要被改變 He didn't go around telling people what needed to change in America.
他到處告訴人們他所相信的 He went around and told people what he believed.
我相信。我相信。我相信 "I believe. I believe. I believe,"
他這麼告訴人們 he told people.
而那些相信他所相信的人們 And people who believed what he believed
接受了他的原因,而使這個原因也成為他們自己的 took his cause, and they made it their own,
並告訴其他人們 and they told people.
而這些人之中的某些人創造了制度 And some of those people created structures
使這些言論散播給更多人 to get the word out to even more people.
於是 And low and behold,
25,000人出現 250,000 people showed up
在這個時間、這個地點 on the right day, at the right time,
去聽他的演講 to hear him speak.
有多少人為了他而出現 How many of them showed up for him?
零 Zero.
他們為了他們自己出現 They showed up for themselves.
那是他們所相信的美國 It's what they believed about America
使他們踏上八個小時車程的旅行 that got them to travel in a bus for eight hours,
在八月中時站在華盛頓的陽光下 to stand in the sun in Washington in the middle of August.
那是他們所相信的,這不是關於黑人與白人 It's what they believed, and it wasn't about black versus white.
25%的觀眾是白人 25 percent of the audience was white.
金恩博士相信 Dr. King believed that
在這個世界上有兩種不同的法律 there are two types of laws in this world,
那些由較高權威制定的法律 those that are made by a higher authority
以及那些由一般人所定的法律 and those that are made by man.
而一直到所有法律都由一般人所定 And not until all the laws that are made by man
與那些較高權威制定的法律一致時 are consistent with the laws that are made by the higher authority,
我們才會活在一個公平的世界 will we live in a just world.
這於是發動了公民運動 It just so happened that the Civil Rights Movement
而這對他而言也是最佳的幫助 was the perfect thing to help him
將他的理由帶入生命中 bring his cause to life.
我們追隨,不是為了他,而是為了我們自己 We followed, not for him, but for ourselves.
而且,他的演說是〞我有一個夢想〞 And, by the way, he gave the "I have a dream" speech,
而不是〞我有一個計劃 not the "I have a plan" speech.
(笑) (Laughter)
聽現在的政客們完整的12點計劃 Listen to politicians now with their comprehensive 12-point plans.
根本就不會啟發任何人 They're not inspiring anybody.
因為有"領導人"與"領導的人" Because there are leaders and there are those who lead.
領導人持有權力 Leaders hold a position of power
或權威的位階 or authority.
但那些領導的人啟發我們 But those who lead inspire us.
不管是個人或者組織 Whether they're individuals or organizations,
我們跟隨那些領導的人 we follow those who lead,
不是因為我們必須 not because we have to,
而是因為我們想要 but because we want to.
我們跟隨那些領導的人,不是為了他們 We follow those who lead, not for them,
而是為了我們自己 but for ourselves.
而且是那些以〝為什麼〞開始的人 And it's those who start with "why"
擁有這個能力 that have the ability
來啟發他們周遭的人 to inspire those around them
或者找到那些啟發他們的人 or find others who inspire them.
非常感謝你們 Thank you very much.
(鼓掌) (Applause)