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This Message Changed My Life. Take Your Time And Read It. Its A Goldmine by Sebastine1994(m): 11:53pm On Apr 10, 2017 |
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, 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 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.
1:17
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
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.
2:07
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
"why" I don't mean "to make a
profit." That's a result. It's always a
result. By "why," I mean: What's
your purpose? 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? As a
result, the way we think, 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.
3:13
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: "We make
great computers. They're
beautifully designed, simple to use
and user friendly. Want to buy
one?" "Meh." That's how most of
us communicate. That's how most
marketing and sales are done,
that's how we communicate
interpersonally. We say what we do,
we say how we're different or
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. Here's our
new car: It gets great gas mileage,
it has leather seats. Buy our car.
But it's uninspiring.
4:00
Here's how Apple actually
communicates. "Everything we do,
we believe in challenging the status
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?"
Totally different, right? You're
ready to buy a computer from me.
I just reversed the order of the
information. What it proves to us is
that people don't buy what you do;
people buy why you do it.
4:35
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.
As I said before, Apple's just a
computer company. Nothing
distinguishes them structurally
from any of their competitors.
Their competitors are 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 one 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.
5:47
Here's the best part: 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, from the top down, 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 "what" 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.
6:35
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.
Sometimes you can give somebody
all the facts and figures, and they
say, "I know what all the facts and
details say, but it just doesn't feel
right." Why would we use that verb,
it doesn't "feel" right? Because the
part of the brain that controls
decision-making doesn't control
language. The best we can muster
up is, "I don't know. It just doesn't
feel right." Or sometimes you say
you're leading with your heart or
soul. I hate to break it to you, those
aren't other body parts controlling
your behavior. It's all happening
here in your limbic brain, the part of
the brain that controls decision-
making and not language.
7:29
But if you don't know why you do
what you do, and people respond to
why you do what you do, then how
will 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. 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 hire 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 they
believe what you believe, they'll
work for you with blood and sweat
and tears. Nowhere else is there a
better example than with the Wright
brothers.
8:14
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. Even now, you ask people,
"Why did your product or why did
your company fail?" and people
always give 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 Department 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 we've never heard of Samuel
Pierpont Langley?
9:15
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.
9:38
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. 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
supper.
10:19
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, "That's
an amazing discovery, guys, and I
will improve upon your technology,"
but he didn't. He wasn't first, he
didn't get rich, he didn't get
famous, so he quit.
10:50
People don't buy what you do; they
buy why you do it. If you talk about
what you believe, you will attract
those who believe what you
believe.
10:58
But why is it important to attract
those who believe what you
believe? Something called the law
of diffusion of innovation, if you
don't know the law, you know the
terminology. The first 2.5% of our
population are our innovators. The
next 13.5% of our population are
our early adopters. The next 34%
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.
11:28
(Laughter)
11:30
We all sit at various places at
various times on this scale, but
what the law of diffusion of
innovation tells us is that if you
want mass-market success or
mass-market acceptance of an
idea, you cannot have it until you
achieve this tipping point between
15 and 18 percent market
penetration, and then the system
tips. I love asking businesses,
"What's your conversion on new
business?" They love to tell you,
"It's about 10 percent," proudly.
Well, you can trip over 10% of the
customers. We all have about 10%
who just "get it." That's how we
describe them, right? That's like
that gut feeling, "Oh, they just get
it."
12:05
The problem is: How do you find
the one 2 Likes 3 Shares |
Re: This Message Changed My Life. Take Your Time And Read It. Its A Goldmine by Nobody: 8:01am On Apr 11, 2017 |
author=Sebastine1994 post=55458519]Dude is this a YouTube Transcript? It was a good read anyways ... |
Re: This Message Changed My Life. Take Your Time And Read It. Its A Goldmine by Sebastine1994(m): 8:08am On Apr 11, 2017 |
unclezuma:yes it is. From one ted talk by Simon sinek |
Re: This Message Changed My Life. Take Your Time And Read It. Its A Goldmine by Nobody: 8:09am On Apr 11, 2017 |
Sebastine1994: The timecodes were. |
Re: This Message Changed My Life. Take Your Time And Read It. Its A Goldmine by Sebastine1994(m): 8:10am On Apr 11, 2017 |
unclezuma:what a time code |
Re: This Message Changed My Life. Take Your Time And Read It. Its A Goldmine by Nobody: 8:16am On Apr 11, 2017 |
Sebastine1994: If you read the transcript you'd see 10:45, 09:30 etc etc those are video timecodes. |
Re: This Message Changed My Life. Take Your Time And Read It. Its A Goldmine by Cutestud(m): 9:46am On Apr 11, 2017 |
What a gemstone! Kudos OP! It's a pity one has to actually dig deep to find stuffs like while silly posts make front page. |
Re: This Message Changed My Life. Take Your Time And Read It. Its A Goldmine by Nobody: 12:03am On Apr 12, 2017 |
Believe is key . And very nice post ! |
Re: This Message Changed My Life. Take Your Time And Read It. Its A Goldmine by noshiobec(f): 4:57am On Apr 12, 2017 |
Nice one. I got inspired. |
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