How great leaders inspire action | Simon Sinek | TED

Translator: Nikolaj Godec Reviewer: Tilen Pigac - EFZG

How do you explain when things don't go as we assume?

Kako razložite,

ko se stvari ne odvijajo, kot to predvidevamo?

Or better, how do you explain

Ali bolje, kako si razložite,

when others are able to achieve things that seem to defy all of the assumptions?

kadar so drugi sposobni doseči stvari,

ki so domnevno v nasprotju z vsemi predvidevanji?

For example:

Na primer:

Why is Apple so innovative?

Zakaj je Apple tako inovativen?

Year after year, after year,

Leto za letom, za letom, za letom,

they're more innovative than all their competition.

so bolj iznajdljivi, kot vsi njihovi tekmeci.

And yet, they're just a computer company.

A vendar so le računalniško podjetje.

They're just like everyone else.

So povsem podobni vsem ostalim.

They have the same access to the same talent,

Imajo enak dostop do enakih talentov,

the same agencies,

enakih agencij, enakih svetovalcev, enakih medijev.

the same consultants, the same media.

Then why is it that they seem to have something different?

Zakaj se torej zdi,

da imajo oni nekaj, česar drugi nimajo?

Why is it that Martin Luther King led the Civil Rights Movement?

Zakaj je Martin Luther King

vodil gibanje za državljanske pravice?

He wasn't the only man who suffered in pre-civil rights America,

Ni bil edini človek,

ki je trpel v Ameriki pred uvedbo državljanskih pravic.

and he certainly wasn't the only great orator of the day.

Gotovo tudi ni bil edini veliki govorec tistega časa.

Zakaj torej on?

Why him?

And why is it that the Wright brothers

Kako to, da sta brata Wright

were able to figure out controlled, powered man flight

bila sposobna izvesti nadzorovan polet človeka z motorno napravo,

when there were certainly other teams

ko so gotovo obstajale druge ekipe, ki so bile

who were better qualified, better funded --

bolje kvalificirane, bolje financirane,

and they didn't achieve powered man flight,

a kljub temu niso bile sposobne izvesti poleta človeka z motorno napravo,

and the Wright brothers beat them to it.

in brata Wright sta jih prehitela.

There's something else at play here.

Tu se dogaja nekaj drugega.

About three and a half years ago, I made a discovery.

Pred približno tremi leti in pol

sem nekaj odkril.

And this discovery profoundly changed my view on how I thought the world worked,

To odkritje je temeljito spremenilo

moj pogled na način, za katerega sem mislil, da po njem deluje svet.

and it even profoundly changed the way in which I operate in it.

Celo način, kako delujem v tem svetu,

se je korenito spremenil.

As it turns out, there's a pattern.

Kot kaže, obstaja vzorec.

As it turns out, all the great inspiring leaders and organizations in the world,

Kot kaže, vsi veliki in navdihujoči voditelji

in organizacije tega sveta,

whether it's Apple or Martin Luther King or the Wright brothers,

bodisi Apple ali Martin Luther King ali brata Wright,

they all think, act and communicate the exact same way.

vsi razmišljajo, delujejo in komunicirajo

na popolnoma enak način.

And it's the complete opposite to everyone else.

In ta način je popolnoma drugačen

od načina vseh ostalih.

All I did was codify it,

Jaz sem ga le ubesedil.

and it's probably the world's simplest idea.

Verjetno gre za najbolj preprosto

zamisel na svetu.

I call it the golden circle.

Poimenoval sem jo zlati krog.

Why? How? What?

Zakaj? Kako? Kaj?

This little idea explains

Ta preprosta ideja razloži,

why some organizations and some leaders are able to inspire where others aren't.

zakaj so nekatere organizacije in nekateri voditelji

v stanju navdihniti, medtem ko druge oziroma drugi niso.

Let me define the terms really quickly.

Dovolite, da na hitro razložim izraze.

Every single person, every single organization on the planet

Sleherni posameznik kot tudi sleherna organizacija na planetu

knows what they do, 100 percent.

ve, kaj počne.

Stoodstotno.

Some know how they do it,

Nekateri vedo, kako to počno,

whether you call it your differentiated value proposition

ali to imenujete strategija diferenciacije vrednosti,

or your proprietary process or your USP.

edinstvene značilnosti produkta ali strategijo osredotočenja.

But very, very few people or organizations know why they do what they do.

Vendar zelo, zelo malo ljudi ali organizacij

ve, zakaj počno, kar počno.

And by "why" I don't mean "to make a profit."

In z »zakaj« ne mislim »zaradi dobička«.

That's a result. It's always a result.

To je rezultat. To je vedno rezultat.

By "why," I mean: What's your purpose?

Z »zakaj« mislim: Kaj je vaš namen?

What's your cause? What's your belief?

Čemu služite? V kaj verjamete?

Why does your organization exist?

Čemu vaša organizacija obstaja?

Why do you get out of bed in the morning?

Zakaj se zjutraj dvignete iz postelje?

And why should anyone care?

In zakaj bi moralo biti komurkoli mar?

As a result, the way we think, we act,

Posledično je način našega razmišljanja, našega ravnanja,

the way we communicate is from the outside in, it's obvious.

našega komuniciranja od zunaj navznoter.

Očitno je. Gremo od najjasnejše zadeve k najmanj oprijemljivi.

We go from the clearest thing to the fuzziest thing.

But the inspired leaders and the inspired organizations --

Vendar navdihnjeni voditelji

in navdihnjene organizacije,

regardless of their size, regardless of their industry --

ne glede na svojo velikost in ne glede na vrsto industrije,

all think, act and communicate from the inside out.

vsi razmišljajo, ravnajo in komunicirajo

od znotraj navzven.

Let me give you an example.

Naj vam dam primer.

I use Apple because they're easy to understand and everybody gets it.

Uporabljam Apple, ker jih je enostavno razumeti in vsak zadevo dojame.

If Apple were like everyone else,

Če bi bil Apple kot vsi ostali,

a marketing message from them might sound like this:

bi se njihovo reklamno sporočilo lahko glasilo takole:

"We make great computers.

»Proizvajamo krasne računalnike.

They're beautifully designed, simple to use and user friendly.

So lepo oblikovani, enostavni za uporabo

in so uporabniku prijazni.«

Want to buy one?"

Bi kupili kakšnega? Ne.

"Meh."

That's how most of us communicate.

Vendar je to način, kako večina nas komunicira.

That's how most marketing and sales are done,

Na tak način poteka večina trženja. Na tak način poteka večina prodaje.

that's how we communicate interpersonally.

In na tak način poteka večina medosebne komunikacije.

We say what we do,

Povemo, kaj počnemo, na kakšen način se razlikujemo ali na kakšen način smo boljši,

we say how we're different or better

in pričakujemo določen odziv,

and we expect some sort of a behavior,

nakup, privolitev, nekaj takega.

a purchase, a vote, something like that.

Tu je naša nova odvetniška pisarna.

Here's our new law firm:

We have the best lawyers with the biggest clients,

Imamo najboljše odvetnike z najpomembnejšimi strankami.

Vedno izpolnimo pričakovanja naših strank.

we always perform for our clients.

Here's our new car:

Tu je naš novi avto.

It gets great gas mileage, it has leather seats.

Ima majhno porabo. Opremljen je z usnjenimi sedeži. Kupite naš avto.

Buy our car.

Vendar to ne navdihuje.

But it's uninspiring.

Here's how Apple actually communicates.

Tu je način, kako Apple resnično komunicira:

"Everything we do, we believe in challenging the status quo.

»Pri vsem, kar počnemo,

verjamemo, da lahko spremenimo status quo.

We believe in thinking differently.

Verjamemo v drugačno razmišljanje.

The way we challenge the status quo

Način, kako izzivamo status quo,

is by making our products beautifully designed,

je ustvarjanje izdelkov, ki so privlačno oblikovani,

simple to use and user friendly.

enostavni za uporabo in uporabniku prijazni.

We just happen to make great computers.

Kot po naključju ustvarjamo izvrstne računalnike.«

Want to buy one?"

Bi kupili enega?

Totally different, right?

Popolnoma drugače, kajneda? Pripravljeni ste kupiti računalnik od mene.

You're ready to buy a computer from me.

I just reversed the order of the information.

Vse, kar sem storil, je, da sem obrnil vrstni red informacij.

What it proves to us is that people don't buy what you do;

To nam dokazuje, da ljudje ne kupujejo tistega, kar delate,

ljudje kupujejo »zakaj« to počnete.

people buy why you do it.

Ljudje ne kupujejo, kaj delate; kupujejo, zakaj to delate.

This explains why every single person in this room

To nam razloži, zakaj

je popolnoma vsaki osebi v tem prostoru

is perfectly comfortable buying a computer from Apple.

nadvse sprejemljiva misel, da kupi Applov računalnik.

But we're also perfectly comfortable

Vendar smo enako voljni

buying an MP3 player from Apple, or a phone from Apple,

kupiti Applov MP3-predvajalnik ali Applov telefon,

or a DVR from Apple.

ali Applov DVR.

As I said before, Apple's just a computer company.

A kot sem omenil že prej, Apple je le računalniško podjetje.

Nothing distinguishes them structurally from any of their competitors.

Ničesar ni, kar bi jih strukturno razlikovalo

od kateregakoli njihovega tekmeca.

Their competitors are equally qualified to make all of these products.

Vsi njihovi tekmeci so enako kvalificirani za proizvodnjo vseh teh izdelkov.

In fact, they tried.

Pravzaprav so poskusili.

A few years ago, Gateway came out with flat-screen TVs.

Pred nekaj leti je Gateway dal na tržišče TV aparate s ploščatim zaslonom.

They're eminently qualified to make flat-screen TVs.

Za to so vrhunsko kvalificirani.

They've been making flat-screen monitors for years.

Leta dolgo so proizvajali monitorje s ploščatimi zasloni.

Nobody bought one.

Nihče jih ni kupil.

Dell came out with MP3 players and PDAs,

Dell se je pojavil z MP3-predvajalniki in dlančniki.

and they make great quality products,

Tudi oni proizvajajo visoko kakovostne izdelke.

and they can make perfectly well-designed products --

Tudi njihovi izdelki so povsem lepo oblikovani.

and nobody bought one.

A vendar jih nihče ni kupil.

In fact, talking about it now, we can't even imagine

Če se zdaj o tem pogovarjamo, si niti zamisliti ne moremo,

buying an MP3 player from Dell.

da bi kupili Dellov MP3-predvajalnik.

Why would you buy one from a computer company?

Le kdo bi kupil MP3-predvajalnik od proizvajalca računalnikov?

But we do it every day.

A to počnemo vsak dan.

People don't buy what you do; they buy why you do it.

Ljudje ne kupujejo, kaj delate; kupujejo, zakaj to delate.

The goal is not to do business with everybody who needs what you have.

Cilj ni poslovati

z vsakomer, ki potrebuje, kar imate.

The goal is to do business with people who believe what you believe.

Cilj je poslovati s tistimi ljudmi,

ki verjamejo v to, kar verjamete sami.

Here's the best part:

In najboljše pri tem ...

None of what I'm telling you is my opinion.

Nič od tega, kar vam pravim, ni moje mnenje.

It's all grounded in the tenets of biology.

Vse to je utemeljeno z načeli biologije.

Not psychology, biology.

Ne psihologije, biologije.

If you look at a cross-section of the human brain,

Če gledate prerez človeških možganov od zgoraj navzdol,

from the top down, the human brain is actually broken

vidite, da so človeški možgani dejansko razdeljeni

into three major components

na tri glavne dele,

that correlate perfectly with the golden circle.

ki popolnoma sovpadajo z zlatim krogom.

Our newest brain, our Homo sapien brain,

Naši najnovejši možgani, možgani homo sapiensa,

our neocortex,

naš neokorteks,

corresponds with the "what" level.

sovpada z nivojem "Kaj?".

The neocortex is responsible

Neokorteks je odgovoren za naše celotno

for all of our rational and analytical thought and language.

racionalno in analitično razmišljanje

ter jezik.

The middle two sections make up our limbic brains,

Srednja dva predela predstavljata naše limbične možgane.

and our limbic brains are responsible for all of our feelings,

Naši limbični možgani so odgovorni za vse naše občutke,

like trust and loyalty.

kot sta zaupanje in zvestoba.

It's also responsible for all human behavior,

Prav tako so odgovorni za človekovo vedenje,

all decision-making,

odločanje

and it has no capacity for language.

in nimajo sposobnosti predstave jezika.

In other words, when we communicate from the outside in,

Z drugimi besedami: če komuniciramo od zunaj navznoter,

yes, people can understand vast amounts of complicated information

da, ljudje so sposobni razumeti velikanske količine zapletenih informacij,

like features and benefits and facts and figures.

kot so funkcije, prednosti in dejstva ter številke.

It just doesn't drive behavior.

Vendar to ne določa vedenja.

When we can communicate from the inside out,

Kadar lahko sporočamo od znotraj navzven,

we're talking directly to the part of the brain

neposredno nagovarjamo tisti del možganov,

that controls behavior,

ki nadzira vedenje,

and then we allow people to rationalize it with the tangible things we say and do.

in potem dovolimo ljudem, da stvari razumsko opredelijo

z oprijemljivimi stvarmi, ki jih povemo in počnemo.

This is where gut decisions come from.

Od tu prihajajo odločitve »iz želodca«.

Sometimes you can give somebody all the facts and figures,

Veste, včasih lahko posredujete nekomu

vsa dejstva in številke

and they say, "I know what all the facts and details say,

in rekli bodo: »Poznam vsa dejstva in podrobnosti,

vendar nimam pravega občutka.«

but it just doesn't feel right."

Why would we use that verb, it doesn't "feel" right?

Zakaj bi uporabili glagol »občutiti«?

Because the part of the brain that controls decision-making

Zato, ker tisti del možganov, ki upravlja z odločanjem,

doesn't control language.

ne upravlja z jezikom.

The best we can muster up is,

In najboljše, kar zmoremo, je: »Ne vem, nimam pravega občutka.«

"I don't know. It just doesn't feel right."

Or sometimes you say you're leading with your heart or soul.

Ali včasih pravite, da sledite srcu

ali da vas vodi duša.

I hate to break it to you, those aren't other body parts

Nerad vam povem, da to niso drugi deli telesa,

controlling your behavior.

ki obvladujejo vaše vedenje.

It's all happening here in your limbic brain,

Vse to se dogaja tu, v vaših limbičnih možganih,

the part of the brain that controls decision-making and not language.

tistem delu možganov, ki upravlja z odločanjem in ne z jezikom.

But if you don't know why you do what you do,

A če ne veste, zakaj počnete, kar počnete,

and people respond to why you do what you do,

in se ljudje odzivajo na to, zakaj počnete, kar počnete,

then how will you ever get people

kako lahko potem sploh pripravite ljudi,

to vote for you, or buy something from you,

da vas podpirajo ali kupijo kaj od vas

or, more importantly, be loyal

Ali, bolj pomembno, da bodo zvesti

and want to be a part of what it is that you do.

in želeli biti del tega, kar počnete vi.

The goal is not just to sell to people who need what you have;

Da ponovim: cilj ni zgolj prodajati ljudem, ki potrebujejo, kar imate,

the goal is to sell to people who believe what you believe.

temveč prodajati ljudem, ki verjamejo, kar verjamete sami.

The goal is not just to hire people who need a job;

Cilj ni zgolj zaposliti ljudi,

ki potrebujejo službo;

it's to hire people who believe what you believe.

cilj je zaposliti ljudi, ki verjamejo, kar verjamete vi.

I always say that, you know,

Vedno pravim: veste,

if you hire people just because they can do a job, they'll work for your money,

če zaposlite ljudi le zaradi tega, ker znajo opraviti delo, delajo za vaš denar.

but if they believe what you believe,

Vendar če zaposlite ljudi, ki verjamejo, kar verjamete vi,

they'll work for you with blood and sweat and tears.

bodo delali za vas in ob tem točili solze in potili krvavi pot.

Nowhere else is there a better example than with the Wright brothers.

In ni ga boljšega primera za to

kot brata Wright.

Most people don't know about Samuel Pierpont Langley.

Večina ljudi ne ve za Samuela Pierponta Langleyja.

And back in the early 20th century,

Svoj čas na začetku dvajsetega stoletja

the pursuit of powered man flight was like the dot com of the day.

je bilo prizadevanje za motoriziran človeški polet enako kot spletno podjetništvo današnjega dne.

Everybody was trying it.

Vsakdo se je poskusil v tem.

And Samuel Pierpont Langley had, what we assume,

In Samuel Pierpont Langley je imel domnevno

to be the recipe for success.

vse, kar bi lahko imenovali recept za uspeh.

Even now, you ask people,

Tudi danes, kadar vprašate ljudi:

"Why did your product or why did your company fail?"

»Zakaj je propadel vaš izdelek ali zakaj je propadlo vaše podjetje?«

and people always give you the same permutation

vam ljudje dajo vedno enako različico

of the same three things:

istih treh dejavnikov:

under-capitalized, the wrong people, bad market conditions.

premalo kapitala, napačni ljudje, slabe tržne razmere.

It's always the same three things, so let's explore that.

Vedno so iste tri reči. No, pa raziščimo to.

Samuel Pierpont Langley

Samuelu Pierpontu Langleyju

was given 50,000 dollars by the War Department

je vojno ministrstvo dalo 50.000 dolarjev,

to figure out this flying machine.

da pride do dna temu letečemu stroju.

Money was no problem.

Denar ni bilo vprašanje.

He held a seat at Harvard

Imel je položaj na Harvardu

and worked at the Smithsonian and was extremely well-connected;

ter delal na Inštitutu Smithsonian in imel izredne veze.

he knew all the big minds of the day.

Poznal je vse velike ume tistega časa.

He hired the best minds money could find

Najel je najboljše možgane,

ki se jih je dalo dobiti za denar.

and the market conditions were fantastic.

In tržne razmere so bile fantastične.

The New York Times followed him around everywhere,

New York Times mu je sledil na vsakem koraku.

and everyone was rooting for Langley.

In vsi so navijali za Langleyja.

Then how come we've never heard of Samuel Pierpont Langley?

Kako potem to, da še nikoli niste slišali za Samuela Pierpont Langleyja?

A few hundred miles away in Dayton, Ohio,

Nekaj sto milj stran v Daytonu v Ohiu,

Orville and Wilbur Wright,

Orville in Wilbur Wright

they had none of what we consider to be the recipe for success.

nista imela ničesar, čemur bi lahko rekli

recept za uspeh.

They had no money;

Nista imela denarja.

they paid for their dream with the proceeds from their bicycle shop.

Svoje sanje sta financirala z izkupičkom iz svoje prodajalne koles.

Not a single person on the Wright brothers' team

Nihče iz ekipe bratov Wright ni imel

had a college education,

več kot srednješolsko izobrazbo,

not even Orville or Wilbur.

niti Orville ali Wilbur.

And The New York Times followed them around nowhere.

In New York Times jima ni sledil nikamor.

The difference was,

Razlika je bila,

Orville and Wilbur were driven by a cause, by a purpose, by a belief.

da je Orvilla in Wilburja gnal cilj,

namen, gnalo ju je prepričanje.

They believed that if they could figure out this flying machine,

Verjela sta, da če jima uspe

dognati delovanje letečega stroja,

it'll change the course of the world.

da bo to spremenilo tok sveta.

Samuel Pierpont Langley was different.

Samuel Pierpont Langley je bil drugačen.

He wanted to be rich, and he wanted to be famous.

Želel je biti bogat in želel je biti slaven.

He was in pursuit of the result.

Prizadeval si je za rezultat.

He was in pursuit of the riches.

Prizadeval si je za bogastvo.

And lo and behold, look what happened.

In glej in se čudi, kaj se je zgodilo.

The people who believed in the Wright brothers' dream

Ljudje, ki so verjeli v sanje bratov Wright,

worked with them with blood and sweat and tears.

so delali z njima, točili solze in potili krvavi pot.

The others just worked for the paycheck.

Ostali so delali le za denar.

They tell stories of how every time the Wright brothers went out,

Krožijo tudi zgodbe, kako sta brata Wright vsakič, ko sta šla na teren,

they would have to take five sets of parts,

vzela pet kompletov delov,

because that's how many times they would crash before supper.

kajti tolikokrat sta strmoglavila,

preden sta se vrnila na večerjo.

And, eventually, on December 17th, 1903,

In končno sta 17. decembra 1903

the Wright brothers took flight,

brata Wright poletela,

and no one was there to even experience it.

pa niti ni bilo nikogar poleg, da bi bil priča temu.

We found out about it a few days later.

O tem smo slišali nekaj dni pozneje.

And further proof that Langley was motivated by the wrong thing:

Nadaljnji dokaz, da je bil Langley

motiviran z napačnimi vzgibi,

the day the Wright brothers took flight,

je dejstvo, da je isti dan, ko sta brata Wright poletela, odnehal.

he quit.

He could have said,

Lahko bi rekel:

"That's an amazing discovery, guys,

»To je osupljivo odkritje fanta,

and I will improve upon your technology," but he didn't.

izboljšal bom vajino tehnologijo,« vendar tega ni storil.

He wasn't first, he didn't get rich, he didn't get famous, so he quit.

Ni bil prvi, ni obogatel,

ni postal slaven in je odnehal.

People don't buy what you do; they buy why you do it.

Ljudje ne kupujejo, kaj delate; kupujejo, zakaj to delate.

If you talk about what you believe,

In če govorite o tem, kaj verjamete,

you will attract those who believe what you believe.

boste pritegnili tiste, ki verjamejo, kar verjamete sami.

But why is it important to attract those who believe what you believe?

Toda zakaj je pomembno, da pritegnete tiste, ki verjamejo, kar verjamete sami?

Something called the law of diffusion of innovation,

To je nekaj, kar se imenuje zakon širjenja inovacij.

Če ne poznate zakona samega, vam je gotovo znano izrazoslovje.

if you don't know the law, you know the terminology.

The first 2.5% of our population are our innovators.

Dvainpol odstotka prebivalstva

predstavlja naše inovatorje.

The next 13.5% of our population are our early adopters.

Naslednjih 13,5 odstotka prebivalstva

so zgodnji posvojitelji.

The next 34% are your early majority,

Sledi jim 34 odstotkov zgodnje večine,

your late majority and your laggards.

pozna večina in naši zamudniki.

The only reason these people buy touch-tone phones

Edini razlog, da ti ljudje kupujejo telefone s tipkovnico,

is because you can't buy rotary phones anymore.

je ta, da se tistih z vrtečo ploščo nad številčnico ne dobi več.

(Laughter)

(Smeh)

We all sit at various places at various times on this scale,

Vsi zavzemamo različna mesta ob različnih trenutkih na tej osi,

but what the law of diffusion of innovation tells us

vendar je to, kar nam zakon širitve inovacij pove,

is that if you want mass-market success or mass-market acceptance of an idea,

da če želite širok tržni uspeh

ali množično sprejetje neke zamisli,

you cannot have it until you achieve this tipping point

tega ne morete doseči,

dokler ne dosežete kritične točke

between 15 and 18 percent market penetration,

med 15 in 18 odstotki tržnega deleža.

and then the system tips.

In takrat se sistem prevesi.

I love asking businesses, "What's your conversion on new business?"

Rad vprašam poslovneže: »Kolikšen je tržni delež vašega novega posla?«

They love to tell you, "It's about 10 percent," proudly.

In radi vam s ponosom povedo: »Okoli deset odstotkov!«

No, lahko se spotaknete ob deset odstotkov strank.

Well, you can trip over 10% of the customers.

Vsi imamo okoli deset odstotkov tistih, ki »dojamejo«.

We all have about 10% who just "get it."

Saj jih opisujemo tako, kajneda?

That's how we describe them, right?

Podobno je tistemu občutku v želodcu, »No, saj so dojeli.«

That's like that gut feeling, "Oh, they just get it."

Problem je, kako najti tiste, ki dojamejo stvar,

The problem is: How do you find the ones that get it

še preden se spustite v posel z njimi, in ne s tistimi, ki ne dojemajo?

before doing business versus the ones who don't get it?

So it's this here, this little gap that you have to close,

Gre za to tu, to majhno vrzel,

ki jo morate zapolniti,

as Jeffrey Moore calls it, "Crossing the Chasm" --

kot pravi Jeffrey Moore: »Prečenje prepada.«

because, you see, the early majority will not try something

Poglejte, zgodnja večina

namreč ne bo poskusila nečesa,

until someone else has tried it first.

dokler nekdo drugi

tega ni poskusil pred njimi.

And these guys, the innovators and the early adopters,

In ti ljudje, inovatorji in zgodnji posvojitelji,

they're comfortable making those gut decisions.

nimajo težav s sprejemanjem odločitev iz »želodca«.

They're more comfortable making those intuitive decisions

Lažje sprejemajo tovrstne intuitivne odločitve,

that are driven by what they believe about the world

ki so osnovane na njihovem prepričanju o svetu

and not just what product is available.

in ne zgolj na tem, kateri izdelki so razpoložljivi.

These are the people who stood in line for six hours

To so tisti ljudje, ki so šest ur stali v vrsti,

to buy an iPhone when they first came out,

da bi kupili iPhone v trenutku, ko se je pojavil,

ko bi z lahkoto zakorakali v trgovino teden pozneje

when you could have bought one off the shelf the next week.

in ga kupili s police.

These are the people who spent 40,000 dollars

To so tisti ljudje, ki so plačali 40.000 dolarjev

on flat-screen TVs when they first came out,

za TV sprejemnik s ploščatim zaslonom, ko so se prvič pojavili,

even though the technology was substandard.

čeprav je bila tehnologija pod standardom.

And, by the way, they didn't do it because the technology was so great;

In mimogrede: tega niso storili,

ker bi bila tehnologija tako veličastna.

they did it for themselves.

To so storili zase.

It's because they wanted to be first.

Zato, ker so hoteli biti prvi.

People don't buy what you do; they buy why you do it

Ljudje ne kupujejo, kaj delate; kupujejo, zakaj to delate.

and what you do simply proves what you believe.

To, kar počnete,

zgolj dokazuje, kar verjamete.

In fact, people will do the things that prove what they believe.

Pravzaprav bodo ljudje počeli stvari,

ki potrjujejo, kar verjamejo.

The reason that person bought the iPhone in the first six hours,

Razlog, zakaj je nekdo kupil iPhone

v prvih šestih urah

stood in line for six hours,

in zavoljo tega stal v vrsti šest ur,

was because of what they believed about the world,

je njegova predstava o svetu

and how they wanted everybody to see them:

in način, kako bi želel, da ga drugi vidijo.

they were first.

Bili so prvi.

People don't buy what you do; they buy why you do it.

Ljudje ne kupujejo, kaj delate; kupujejo, zakaj to delate.

So let me give you a famous example,

Naj vam dam slaven primer,

a famous failure and a famous success of the law of diffusion of innovation.

»slaven« propad in slavno zmago

zakona širitve inovacije.

First, the famous failure.

Najprej »slaven« propad.

It's a commercial example.

Gre za tržni primer.

As we said before, the recipe for success

Kot smo rekli ravnokar:

is money and the right people and the right market conditions.

recept za uspeh so denar, pravi ljudje in prave tržne razmere.

You should have success then.

Prav. Potem bi morali biti uspešni.

Look at TiVo.

Poglejte TiVo.

From the time TiVo came out about eight or nine years ago

Odkar se je pojavil TiVo, pred kakšnimi osmimi ali devetimi leti,

to this current day,

do današnjega dne,

they are the single highest-quality product on the market,

predstavlja edini tovrstni izdelek najvišje kakovosti na tržišču.

hands down, there is no dispute.

O tem ni dvoma, ni kaj.

They were extremely well-funded.

Bili so izredno dobro financirani.

Market conditions were fantastic.

Tržne razmere so bili čudovite.

I mean, we use TiVo as verb.

Saj besedo TiVo uporabljamo kot glagol.

I TiVo stuff on my piece-of-junk Time Warner DVR all the time.

Sam neprestano »tivam« zadeve na svoji kripi videorekorderski.

(Laughter)

But TiVo's a commercial failure.

Vendar TiVo s tržnega vidika predstavlja polomijo.

They've never made money.

Nikoli niso nič zaslužili.

And when they went IPO,

Ko so se pojavile njihove delnice,

their stock was at about 30 or 40 dollars

so bile vredne 30 ali 40 dolarjev.

and then plummeted, and it's never traded above 10.

Po tem je vrednost strmo padla in se ni več dvignila nad deset.

In fact, I don't think it's even traded above six,

Pravzaprav dvomim, da dosežejo več kot šest,

except for a couple of little spikes.

razen nekaj malih konic.

Because you see, when TiVo launched their product,

Kajti, ko je TiVo ponudil svoj izdelek,

they told us all what they had.

so nam povedali vse, kar zmore.

They said, "We have a product that pauses live TV,

Rekli so: »Imamo izdelek, ki lahko da na pavzo prenos v živo,

skips commercials, rewinds live TV and memorizes your viewing habits

preskoči reklame, lahko »nazaj prevrti« oddaje v živo

ter si zapomni vaše gledalske navade,

without you even asking."

ne da bi vas moral za to vprašati.«

And the cynical majority said,

In cinična večina je odgovorila:

"We don't believe you.

»Ne verjamemo vam.

We don't need it. We don't like it.

Ne potrebujemo tega. Ni nam všeč.

You're scaring us."

Strašite nas.«

What if they had said,

Kaj, ko bi rekli:

"If you're the kind of person who likes to have total control

»Če ste človek, ki

želi imeti popolni nadzor

over every aspect of your life,

nad slehernim vidikom svojega življenja,

boy, do we have a product for you.

fant, imamo izdelek točno za vas.

It pauses live TV, skips commercials,

Lahko da na pavzo prenos v živo,

memorizes your viewing habits, etc., etc."

si zapomni vaše gledalske navade itn. itn.«

People don't buy what you do; they buy why you do it,

Ljudje ne kupujejo, kaj delate; kupujejo, zakaj to delate.

and what you do simply serves as the proof of what you believe.

In kar počnete, je le

dokaz za to, kar verjamete.

Now let me give you a successful example of the law of diffusion of innovation.

Zdaj mi dovolite, da vam dam primer uspeha

zakona širjenja inovacij.

In the summer of 1963,

Poleti leta 1963,

250,000 people showed up on the mall in Washington

se je pojavilo 250.000 ljudi

v parku v Washingtonu,

to hear Dr. King speak.

da bi slišali govor dr. Kinga.

They sent out no invitations,

Niso razposlali vabil

and there was no website to check the date.

in ni bilo spletne strani, da bi preverili datum.

How do you do that?

Kako naredite to?

Well, Dr. King wasn't the only man in America

No, dr. King ni bil edini

who was a great orator.

veliki govorec v Ameriki.

He wasn't the only man in America who suffered

Ni bil edini v Ameriki, ki je trpel

v obdobju pred uvedbo državljanskih pravic.

in a pre-civil rights America.

In fact, some of his ideas were bad.

Pravzaprav je imel nekaj slabih idej.

But he had a gift.

Vendar je imel dar.

He didn't go around telling people what needed to change in America.

Ni šel naokoli in govoril ljudem, kaj bi bilo treba spremeniti v Ameriki.

He went around and told people what he believed.

Šel je naokoli in govoril ljudem, v kar je verjel.

"I believe, I believe, I believe," he told people.

»Verjamem. Verjamem. Verjamem,«

je govoril ljudem.

And people who believed what he believed

In ljudje, ki so verjeli, kar je verjel,

took his cause, and they made it their own, and they told people.

so prevzeli njegov cilj in si ga postavili kot svojega

in ga delili z ljudmi.

And some of those people created structures

Nekateri od teh ljudi so osnovali strukture,

to get the word out to even more people.

da bi širili besedo med še več ljudi.

And lo and behold, 250,000 people showed up

In glej in se čudi,

250.000 ljudi se je pojavilo

on the right day at the right time to hear him speak.

na pravi dan ob pravem času,

da bi slišali njegove besede.

How many of them showed up for him?

Koliko njih se je pojavilo zaradi njega?

Zero.

Niti eden.

They showed up for themselves.

Pojavili so se zaradi sebe.

It's what they believed about America

Zaradi tega, kar so verjeli o Ameriki,

that got them to travel in a bus for eight hours

kar jih je pripravilo do tega, da so potovali po osem ur z busom,

to stand in the sun in Washington in the middle of August.

da so stali na soncu v Washingtonu sredi avgusta.

It's what they believed, and it wasn't about black versus white:

Šlo je za to, kar so verjeli in ni bilo o črnih proti belim.

25% of the audience was white.

25 odstotkov poslušalcev je bilo belih.

Dr. King believed that there are two types of laws in this world:

Dr. King je verjel, da

sta dve vrsti zakonov na tem svetu,

those that are made by a higher authority and those that are made by men.

tisti, ki so postavljeni od neke višje avtoritete,

in tisti, ki jih je postavil človek.

And not until all the laws that are made by men

In šele, ko bodo zakoni človeka

are consistent with the laws made by the higher authority

v skladu z zakoni, postavljenimi s strani višje avtoritete,

bomo živeli v pravičnem svetu.

will we live in a just world.

Slučajno se je zgodilo, da je gibanje za državljanske pravice

It just so happened that the Civil Rights Movement

nudilo popolno osnovo, ki mu je pomagala,

was the perfect thing to help him bring his cause to life.

da oživi svoje stremljenje.

We followed, not for him, but for ourselves.

Sledili smo mu. Ne zavoljo njega, temveč zavoljo sebe.

By the way, he gave the "I have a dream" speech,

In mimogrede: Imel je govor »Sanjam ...«

not the "I have a plan" speech.

in ne »Načrtujem ...«.

(Laughter)

(Smeh)

Listen to politicians now, with their comprehensive 12-point plans.

Poslušajte politike danes, z njihovimi razumljivimi 12-točkovnimi načrti.

They're not inspiring anybody.

Nikogar ne navdihnejo,

Because there are leaders and there are those who lead.

saj so voditelji in so tisti, ki vodijo.

Leaders hold a position of power or authority,

Voditelji zavzemajo položaje moči

ali avtoritete.

but those who lead inspire us.

Vendar nas tisti, ki vodijo, navdihujejo,

Whether they're individuals or organizations,

bodisi so to posamezniki ali organizacije,

sledimo tistim, ki vodijo,

we follow those who lead, not because we have to,

ne, ker moramo,

but because we want to.

temveč, ker tako želimo.

We follow those who lead, not for them, but for ourselves.

Sledimo tistim, ki vodijo, ne zavoljo njih,

temveč zavoljo sebe.

And it's those who start with "why"

In tisti, ki začnejo z »zakaj«

that have the ability to inspire those around them

imajo sposobnost,

da navdihnejo tiste okoli sebe

ali najdejo tiste, ki navdihnejo njih.

or find others who inspire them.

Hvala lepa.

Thank you very much.

(Applause)

(Aplavz)