How great leaders inspire action | Simon Sinek | TED

Translator: Amantia Gjikondi Reviewer: Dita Bytyci

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

Si e spjegoni kur

gjerat nuk shkojne si ne supozojme?

Or better, how do you explain

Ose me mire, si e spjegoni

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

kur te tjeret jane ne gjendje per te arritur gjera

qe duken se sfidojne te gjitha supozimet?

For example:

Per shembull:

Why is Apple so innovative?

Pse eshte Apple kaq i avancuar?

Year after year, after year,

Vit pas viti, pas viti, pas viti,

they're more innovative than all their competition.

ato jane me te avancuar se te gjithe konkurentet e tyre.

And yet, they're just a computer company.

Dhe deri tani, ato jane thjesht nje kompani kompjuterash.

They're just like everyone else.

Ato jane si gjithe te tjeret.

They have the same access to the same talent,

Ato kane te njejtin akses tek i njejti talent,

the same agencies,

te e njejta agjensi, te te njejtet konsulent, e te njejtjen media.

the same consultants, the same media.

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

Atehere pse eshte ajo, qe ata

duken sikur kane dicka ndryshe?

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

Pse ishte Martin Luter Kingu

qe udhehoqi levizjen per te drejtat civile?

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

Ai nuk ishte njeriu i vetem

qe vuajti para te drejtave civile ne Amerike.

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

Dhe ai me siguri nuk ishte oratori i vetem i madh i dites.

Pse ai?

Why him?

And why is it that the Wright brothers

Dhe pse eshte qe vellezerit Wright

were able to figure out controlled, powered man flight

ishin ne gjendje te kuptonin fuqine e kontrollit, drejtimin e fluturimit

when there were certainly other teams

ku atje kishte me siguri grupe te tjera qe ishin

who were better qualified, better funded --

me te kualifikuar, me mire te financuara,

and they didn't achieve powered man flight,

dhe ato nuk kishin arritur fluturimin e njeriut te fuqizuar

and the Wright brothers beat them to it.

dhe vellezerit Wright i munden ato ne te.

There's something else at play here.

Ka dicka tjeter ne loje ketu.

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

Rreth tre e gjysem vite me pare

une bera nje zbulim,

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

dhe ky zbulim thellesisht ndryshoi

pikepamjen time ne sesi mendoja une se bota funksiononte.

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

Dhe kjo thellesisht ndryshoi menyren sesi

une veproj ne te.

As it turns out, there's a pattern.

Sic rezulton -- ka nje model --

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

sic rezulton, te gjithe udheheqesit e medhenj e frymezues

dhe organizatat ne bote,

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

sic eshte Apple, ose Martin Luter King ose vellezerit Wright,

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

ato te gjithe mendojne, veprojne dhe komunikojne

ne te njejten menyre.

And it's the complete opposite to everyone else.

Dhe kjo eshte e kunderta e plote

me te gjithe te tjeret.

All I did was codify it,

Gjithcka qe une bera ishte ta kodifikoja ate.

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

Dhe kjo eshte ndoshta ideja

me e thjeshte ne bote.

I call it the golden circle.

Une e quaj kete, rrethin e arte.

Why? How? What?

Pse? Si? Cfare?

This little idea explains

Kjo ide e vogel spjegon

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

pse disa organizata dhe disa udheheqes

jane ne gjendje te frymezojne nderkohe qe te tjeret nuk munden.

Let me define the terms really quickly.

Me lejoni te percaktoj termat me te vertete shume shpejt.

Every single person, every single organization on the planet

Cdo person i vetem, cdo organizate ne kete planet

knows what they do, 100 percent.

dine se cfare ato bejne,

100 perqind.

Some know how they do it,

Disa dine sesi ato e realizojne ate,

whether you call it your differentiated value proposition

sesi ju e quani ate, vlera e diferencuar e propozimit tuaj

or your proprietary process or your USP.

ose procesi juaj i pronesimit ose USP juaj.

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

Por, shume shume pak njerez ose organizata

dine pse ato bejne ate qe bejne.

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

Dhe duke u nisur nga "pse" une nuk nenkuptoj "per te bere nje fitim".

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

Ky eshte nje rezultat. Eshte gjithmone nje rezultat.

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

Me "pse" une nenkuptoj: cili eshte qellimi juaj?

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

Cili eshte shkaku juaj? Cili eshte besimi juaj?

Why does your organization exist?

Pse ekziston organizata juaj?

Why do you get out of bed in the morning?

Pse ngriheni nga shtrati ne mengjes?

And why should anyone care?

Dhe pse duhet dikush te kujdeset?

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

E pra, si rezultat, menyra sesi ne mendojme, menyra sesi ne veprojme,

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

menyra sesi ne komunikojme eshte per se brendshmi.

Eshte e qarte. Ne shkojme nga gjerat me te qarta tek gjerat me te turbullta.

We go from the clearest thing to the fuzziest thing.

But the inspired leaders and the inspired organizations --

Por udheheqesit e frymezuar

dhe organizatat frymezuese

regardless of their size, regardless of their industry --

pamvaresisht madhesise se tyre, pamvaresisht industrise se tyre,

all think, act and communicate from the inside out.

te gjithe mendojne, veprojne dhe komunikojne

nga brenda - jashte.

Let me give you an example.

Me lejoni t'ju jap nje shembull.

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

Jam duke marre shembull Apple sepse eshte e thjesht per tu kuptuar dhe cdokush e kupton ate.

If Apple were like everyone else,

Nese Apple do te ishte si gjithe te tjeret,

a marketing message from them might sound like this:

nje mesazh marketingu prej tyre do te tingellonte ne kete menyre.

"We make great computers.

"Ne bejme kompjutera te mire.

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

Ato jane te dizenjuara bukur, te lehta ne perdorim

dhe komode ne akses.

Want to buy one?"

Do te blesh nje? "Blah.

"Meh."

That's how most of us communicate.

Dhe kjo eshte menyra sesi pjesa me e madhe komunikon.

That's how most marketing and sales are done,

Kjo eshte menyra sesi pjesa me e madhe e marketingut realizohet. Kjo eshte menyra sesi shitjet me te medha realiizohen.

that's how we communicate interpersonally.

Dhe sesi pjesa me e madhe prej nesh komunikon

We say what we do,

Ne themi se cfare bejme, ne themi sesi jemi te ndryshem ose si jemi me te miret

we say how we're different or better

dhe ne presim nje lloj sjelljeje,

and we expect some sort of a behavior,

nje blerje, nje vote, dicka te ngjashme me te.

a purchase, a vote, something like that.

Ketu eshte firma jone ligjore e re.

Here's our new law firm:

We have the best lawyers with the biggest clients,

Ne kemi avokatet me te mire me klientet me te fuqishem.

Ne gjithmone veprojme per klientet tane qe bejne biznes me ne.

we always perform for our clients.

Here's our new car:

Kjo eshte makina jone e re.

It gets great gas mileage, it has leather seats.

Ajo merr kilometrazh te madh te gazit, Ajo ka ndenjese lekure. Blieni makinen tone.

Buy our car.

Por kjo nuk eshte frymezuese.

But it's uninspiring.

Here's how Apple actually communicates.

Kjo eshte menyra sesi Apple ne te vertete komunikon.

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

"Cdo gje qe ne bejme,

ne besojme ne sfidimin e status quo-s.

We believe in thinking differently.

Ne besojme ne te menduarit ndryshe.

The way we challenge the status quo

Menyra sesi ne sfidojme status quo-ne

is by making our products beautifully designed,

realizohet duke bere produktet tona te dizenjuara bukur,

simple to use and user friendly.

te lehta ne perdorim dhe komode ne akses.

We just happen to make great computers.

Ne ndodhemi vetem per te bere kompjuterat me te mire.

Want to buy one?"

Doni te blini nje?"

Totally different, right?

Shume e ndryshme apo jo? Ju jenu te gatshem per te blere nje kompjuter nga une.

You're ready to buy a computer from me.

I just reversed the order of the information.

Gjithcka qe bera ishte vetem te ndryshoja menyren e dhenies se informacionit

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

Ajo cka na verteton neve eshte qe njerezit nuk blejne cfare ti ben;

njerezit blejne pse ti e ben ate.

people buy why you do it.

Njerezit nuk blejne cfare ti ben; blejne pse ti e ben ate.

This explains why every single person in this room

Kjo spjegon psene

se cdo person ne kete dhome

is perfectly comfortable buying a computer from Apple.

eshte krejtesisht i qete per te blere nje kompjuter nga Apple.

But we're also perfectly comfortable

Por ne jemi gjithashtu krejtesisht te qete

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

duke blere nje MP3 nga Apple, ose nje telefon nga Apple

or a DVR from Apple.

ose nje DVR nga Apple.

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

Por sic thashe me pare, Apple eshte vetem nje kompani kompjuteri.

Nothing distinguishes them structurally from any of their competitors.

Nuk ka asgje qe i dallon ato

nga ana strukturore nga cdo konkurent i tyre.

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

Konkurentet e tyre jane te gjithe njelloj te kualifikuar per te bere te gjithe keto produkte.

In fact, they tried.

Ne te vertete, ato provuan.

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

Disa vjet me pare, Gateway doli ne treg me TV me ekran te sheshte.

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

Ato jane jashtezakonisht te kualifikuar per te bere TV me ekran te sheshte.

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

Ato kane qene duke bere ekrane te sheshte per vite me rradhe.

Nobody bought one.

Askush nuk ka blere.

Dell came out with MP3 players and PDAs,

Dell doli ne treg me MP3 dhe PDAs.

and they make great quality products,

Dhe ato bejne produkte me kualitet te mire.

and they can make perfectly well-designed products --

Dhe ato mund te bejne produkte te dizenjuara shume mire.

and nobody bought one.

Dhe askush nuk ka blere.

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

Ne te vertete, duke folur rreth saj tani, ne nuk mund ta imagjinojme

buying an MP3 player from Dell.

te blejme nje MP3 nga Dell.

Why would you buy one from a computer company?

Pse mund te blinit ju nje MP3 nga nje kompani kompjuterash?

But we do it every day.

Por ne e bejme kete perdite.

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

Njerezit nuk blejne cfare ti ben; blejne pse ti e ben ate.

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

Qellimi nuk eshte te besh biznes

me cdokend qe ka nevoje cfare ti ke.

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

Qellimi eshte te besh biznes me njerez

qe besojne cfare ti beson.

Here's the best part:

Kjo eshte pjesa me e bukur.

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

Asnjera nga keto qe po ju them s'eshte opinioni im.

It's all grounded in the tenets of biology.

Eshte e gjitha e bazuar ne parimet e biologjise.

Not psychology, biology.

Jo psikologjise, biologjise.

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

Nese shikon ne nje nderseksion te trurit te njeriut, duke kerkuar nga lart poshte,

from the top down, the human brain is actually broken

Ajo cka ti shikon eshte qe truri i njeriut eshte ne te vertete i shkaterruar

into three major components

ne tri komponente kryesore

that correlate perfectly with the golden circle.

qe lidhen ne menyre te perkryer me rrethin e arte.

Our newest brain, our Homo sapien brain,

Trurit tone te ri, trurit tone homo-sapiens

our neocortex,

neokorteksit tone,

corresponds with the "what" level.

qe korrespondon me nivelin e "cfare".

The neocortex is responsible

Neokorteksi eshte i pergjegjshem per te gjitha

for all of our rational and analytical thought and language.

mendimet tona racionale, analitike

dhe gjuhesore.

The middle two sections make up our limbic brains,

Hapesira mes dy seksioneve perben luhatjet tona te trurit.

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

Dhe luhatjet tona trurore jane te pergjegjshem per te gjitha ndjenjat tona,

like trust and loyalty.

si besimi dhe besnikeria.

It's also responsible for all human behavior,

Eshte gjithashtu pergjegjes per te gjitha sjelljet e njeriut,

all decision-making,

per te gjitha vendim-marrjet

and it has no capacity for language.

dhe nuk ka kapacitet per gjuhe.

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

Me fjale te tjera, kur ne komunikojme per se brendshmi

yes, people can understand vast amounts of complicated information

njerezit mund te kuptojne sasi te medha informacionesh te komplikuara

like features and benefits and facts and figures.

si karakteristikat dhe perfitimet dhe faktet dhe figurat.

It just doesn't drive behavior.

Kjo thjeshte nuk drejton sjelljen.

When we can communicate from the inside out,

Kur ne mund te komunikojme nga brenda - jashte,

we're talking directly to the part of the brain

ne jemi duke folur drejtperdrejte me pjesen e trurit

that controls behavior,

qe kontrollon sjelljen,

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

dhe me pas lejojme njerezit per ta arsyetuar ate,

me gjerat e prekshme qe themi dhe bejme.

This is where gut decisions come from.

Kjo eshte ajo nga te cilat vendimet e brendshme vijne.

Sometimes you can give somebody all the facts and figures,

Ju e dine, qe ndonjehere ju mund ti jepni dikujt

te gjitha faktet dhe figurat,

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

dhe ato te thone, "Une e di cfare te gjitha faktet dhe detajet thone,

por kjo thjesht nuk eshte e drejte".

but it just doesn't feel right."

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

Pse duhet ne te perdorim foljen, nuk "ndihet" e drejte?

Because the part of the brain that controls decision-making

Sepse pjesa e trurit qe kontrollon vendim - marrjet,

doesn't control language.

nuk kontrollon gjuhen.

The best we can muster up is,

Dhe me e mira qe ne mund te grumbullojme eshte, "Nuk e di. Ajo thjesht nuk ndihet e drejte".

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

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

Ose ndonjehere ti thua je duke udhehequr me zemren tende,

ose je duke udhehequr me shpirtin tend.

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

Por, une urrej ta thyej ate per ju, ato nuk jane pjese te parendesishme te trupit

controlling your behavior.

qe kontrollojne sjelljen tuaj.

It's all happening here in your limbic brain,

Gjithcka ndodh ketu ne luhatjet tone trurore,

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

pjese e trurit qe kontrollon vendim - marrjet dhe jo gjuhen.

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

Por nese nuk di pse e ben ate qe ben,

and people respond to why you do what you do,

dhe njerezit pergjigjen me pse e ben ate qe ben,

then how will you ever get people

atehere si ju i merrni njerezit

to vote for you, or buy something from you,

te votojne per ju, ose te blejne dicka nga ju,

or, more importantly, be loyal

ose, me e rendesishmja, ji besnik

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

dhe do te jesh pjese e asaj qe eshte ajo qe ben ti.

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

Perseri, qellimi nuk eshte vetem ti shesesh njerezve qe kane nevoje ate qe ti ke;

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

qellimi eshte ti shesesh njerezve qe besojne ate cfare ti beson.

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

Qellimi nuk eshte vetem te punesosh njerez

qe kane nevoje per pune;

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

eshte te punesosh njerez qe besojne ate cfare ti beson.

I always say that, you know,

Une gjithmone e them kete,

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

nese puneson njerez vetem sepse ato dine te bejne punen, ato do te punojne per leket e tua,

but if they believe what you believe,

por nese puneson njerez qe besojne cfare ti beson,

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

ato do te punojne per ty me gjak, djerse dhe lot

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

Dhe ne asnje vend tjeter nuk ka nje shembull me te mire te kesaj

sesa me vellezerit Wright.

Most people don't know about Samuel Pierpont Langley.

Shume njerez nuk dine rreth Samuel Pierpont Langley.

And back in the early 20th century,

Dhe po te kthehemi ne fillimet e shekullit 20,

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

ndjekja e fuqizimit te njeriut te fluturues ishte si faqja e webit te dites.

Everybody was trying it.

Cdokush po e provonte ate.

And Samuel Pierpont Langley had, what we assume,

Dhe Samuel Pierpont Langley kishte, ate qe ne supozonim,

to be the recipe for success.

per te qene receta e suksesit.

Even now, you ask people,

Ajo qe dua te them, eshte qe edhe tani ju pyesni njerezit.

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

"Pse produkti ose pse kompania juaj falimentoi?"

and people always give you the same permutation

dhe njerezit gjithmone te japin nderrim te njejte

of the same three things:

te tre gjerave te njejta,

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

nen - kapitalizimi, njerezit e gabuar, kushtet e keqija te tregut.

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

Jane gjithmone tre gjera te njejta, le ti zbulojme ato.

Samuel Pierpont Langley

Samuel Pierpont Langley-it

was given 50,000 dollars by the War Department

i eshte dhene 50,000 dollar nga Departamenti i Luftes

to figure out this flying machine.

per te zbuluar makinen fluturuese.

Money was no problem.

Paraja nuk ishte problem.

He held a seat at Harvard

Ai kishte nje pozicion ne Harvard

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

dhe punonte tek Smithsoanian dhe ishte i mire lidhur.

he knew all the big minds of the day.

Ai dinte te gjitha mendjet e medha te dites.

He hired the best minds money could find

Ai punesoi mendjet me te mira

qe paraja mund te gjente.

and the market conditions were fantastic.

Dhe kushtet e tregut ishin fantastike.

The New York Times followed him around everywhere,

New York Times e ndoqi ate gjithandej.

and everyone was rooting for Langley.

Dhe cdonjeri e kishte qellimin per Langley.

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

Atehere si ka mundesi qe asnjehere nuk keni degjuar rreth Samuel Pierpont Langley?

A few hundred miles away in Dayton, Ohio,

Disa qindra kilometra larg ne Dayton Ohio,

Orville and Wilbur Wright,

Orville dhe Wilbur Wright

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

nuk kishte asgje nga ajo qe ne konsiderojme

per te qene receta e suksesit.

They had no money;

Ato nuk kishin para.

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

Ato paguanin per endrrat e tyre me te ardhurat nga dyqani i tyre i bicikletave.

Not a single person on the Wright brothers' team

Asnje person i vetem nga skuadra e vellezerve Wright

had a college education,

s'kishte nje edukim nga universiteti,

not even Orville or Wilbur.

as edhe Orville ose Wilbur.

And The New York Times followed them around nowhere.

Dhe New York Times i ndoqi ato rreth asgjeje.

The difference was,

Ndryshimi ishte,

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

Orville dhe Wilbur u debuan nga nje shkak,

nga nje qellim, nga nje besim.

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

Ato besuan qe nese ato

do te mund te zbulonin kete makine fluturuese,

it'll change the course of the world.

kjo do te ndryshonte rrjedhen e botes.

Samuel Pierpont Langley was different.

Samuel Pierpont Lngley ishte ndryshe.

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

Ai donte te behej i pasur, dhe ai donte te behej i famshem.

He was in pursuit of the result.

Ai ishte ne ndjekje te rezultatit.

He was in pursuit of the riches.

Ai ishte ne ndjekje te pasurimit.

And lo and behold, look what happened.

Dhe pak e nga pak, shikoni cfare ndodhi.

The people who believed in the Wright brothers' dream

Njerezit qe besuan ne endrren e vellezerve Wright,

worked with them with blood and sweat and tears.

punuan me to me gjak, djerse dhe lot.

The others just worked for the paycheck.

Te tjeret punuan sa per te ardhurat.

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

Dhe ato tregojne histori sesi vellezerit Wright cdo here qe dilnin,

they would have to take five sets of parts,

u duhej te merrnin pese grupe pjesesh,

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

sepse ky ishte numri qe sa here ato do te perplaseshin

perpara se te vinin aty per darke.

And, eventually, on December 17th, 1903,

Dhe, perfundimisht, ne 17 Dhjetor, 1903

the Wright brothers took flight,

vellezerit Wright bene nje fluturim

and no one was there to even experience it.

dhe asnje nuk ishte aty edhe vetem per ta perjetuar ate.

We found out about it a few days later.

Ne zbuluam rreth saj disa dite me vone.

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

Dhe me tej u vertetua qe Langley

ishte i motivuar nga nje gje e gabuar,

the day the Wright brothers took flight,

dita qe vellezerit Wright nisen fluturimin, ai hoqi dore.

he quit.

He could have said,

Ai mund te kishte thene,

"That's an amazing discovery, guys,

"Ky eshte nje zbulim i mrekullueshem djema,

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

dhe une do ta permiresoj me teknologji," por ai se beri.

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

Ai nuk ishte i pari, ai nuk u pasurua,

ai nuk u be i famshem, keshtu qe hoqi dore.

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

Njerezit nuk blejne cfare ti ben; ato blejne pse ti e ben ate.

If you talk about what you believe,

Dhe nese ti flet rreth asaj cfare ti beson,

you will attract those who believe what you believe.

ti do te terheqesh ato qe besojne cfare ti beson.

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

Po pse eshte e rendesishme te terheqesh ato qe besojne cfare ti beson?

Something called the law of diffusion of innovation,

Dicka e quajtur ligji i shperndarjes se inovacionit.

Dhe nese ti nuk e di ligjin, ti pa dyshim di terminologjine.

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

The first 2.5% of our population are our innovators.

E para dy e gjysem perqind e popullise tone

jane novatoret tone.

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

13 e ardhshem dhe gjysem perqind e popullsise tone

jane adaptuesit tone te hershem.

The next 34% are your early majority,

34 perqindjet e tjere jane shumica juaj e fillimit,

your late majority and your laggards.

shumica juaj e fundit dhe prapambjetjet tuaja.

The only reason these people buy touch-tone phones

Arsyeja e vetme qe keta njerez blejne telefona me prekje

is because you can't buy rotary phones anymore.

eshte sepse ju nuk mund te bline me telefona me rrotullim.

(Laughter)

(Qeshje)

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

Ne te gjithe ulemi ne vende te ndryshme ne kohe te ndryshme ne kete shkalle,

but what the law of diffusion of innovation tells us

por cfare ligji i shperndarjes se inovacionit na tregon neve

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

eshte qe nese ju doni sukses masiv te tregut

ose pranim masiv te tregut te ndonje ideje

you cannot have it until you achieve this tipping point

ju nuk mund ta keni ate

derisa ju te arrini kete pike kthese

between 15 and 18 percent market penetration,

ndermjet 15 dhe 18 perqind depertim te tregut.

and then the system tips.

Dhe me pas keshillat e sistemit.

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

Dhe une adhuroj te pyes bizneset, "Cfare eshte konvertimi juaj ne biznes te ri?"

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

Dhe ato adhurojne te te thone, "Oh, eshte rreth 10 perqind," me krenari.

E pra, ju mund te taksoni mbi 10 perqind te klienteve.

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

Ne te gjithe kemi rreth 10 perqind qe vetem e "marrim ate".

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

Kjo eshte menyra sesi ne i pershkruajme ato, ne te vertete.

That's how we describe them, right?

Kjo eshte si ajo ndjenja e thelle, "Oh, ato vetem e marrin ate."

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

Problemi eshte: Si do ti gjeni ato qe e marrin ate

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

perpara se te jesh duke bere biznes me to kunder atyre qe nuk e kuptojne ate?

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

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

Pra kjo eshte ketu, ky boshllek i vogel,

qe ti duhet te mbyllesh,

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

ashtu si Jeffrey Moore e quan ate, "te kalosh humneren".

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

Sepse, ju e shihni, shumica e hershme

nuk do te provoj dicka

until someone else has tried it first.

derisa dikush tjeter

ta kete provuar ate perpara.

And these guys, the innovators and the early adopters,

Dhe keto djem, Inovatoret dhe adaptuesit e hershem,

they're comfortable making those gut decisions.

ato jane rehat duke marre keto vendime te thella.

They're more comfortable making those intuitive decisions

Ato jane me rehat duke marre keto vendime intuitive

that are driven by what they believe about the world

qe drejtohen nga cfare ti beson rreth botes

and not just what product is available.

dhe jo vetem ndaj cfare produkti eshte i disponueshem.

These are the people who stood in line for six hours

Ato jane njerezit qe qendruan ne rradhe per gjashte ore

to buy an iPhone when they first came out,

per te blere nje iPhone kur ai doli ne treg,

kur mund te kalonin ne dyqan vetem javen tjeter

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

dhe te blinin nje nga rafti.

These are the people who spent 40,000 dollars

Keto jane njerezit 40,000 dollare

on flat-screen TVs when they first came out,

ne ekranet e sheshta te TV kur ato dolen per here te pare

even though the technology was substandard.

dhe pse teknologjia ka qene nen standart.

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

Dhe, meqe ta fjala, ato nuk e bene ate

sepse teknologjia ishte shume e mire.

they did it for themselves.

Ato e bene ate per veten e tyre.

It's because they wanted to be first.

Eshte sepse ato donin te ishin te paret.

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

Njerezit nuk blejne cfare ti ben: ato blejne pse ti e ben ate.

and what you do simply proves what you believe.

Dhe ajo cfare ti ben thjeshtesisht

verteton cfare ti beson.

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

Ne te vertete, njerezit do te bejne gjerat

qe vertetojne cfare ato besojne.

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

Arsyeja qe ai njeri bleu iPhonin

ne gjashte oret e para,

stood in line for six hours,

duke qendruar ne rradhe per gjashte ore,

was because of what they believed about the world,

ishte per shkak te asaj cfare ato besonin rreth botes,

and how they wanted everybody to see them:

dhe sesi ato donin qe cdonjeri ti shihte ato.

they were first.

Ato ishin te paret.

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

Njerezit nuk blejne cfare ti ben; ato blejne pse ti e ben ate.

So let me give you a famous example,

Keshtu qe me lejoni t'ju jap nje shembull te famshem,

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

nje deshtim te famshem dhe nje sukses te famshem

te ligjit te shperndarjes se inovacionit.

First, the famous failure.

Se pari, deshtimin e famshem.

It's a commercial example.

Kjo eshte nje shembull reklamash.

As we said before, the recipe for success

Sic thame me pare, nje sekond me pare,

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

receta per sukses eshte paraja dhe njerezit e duhur dhe kushtet e pershtatshme te tregut.

You should have success then.

Apo jo? Ju duhet te keni sukses me pas.

Look at TiVo.

Shikoni TiVo.

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

Nga koha qe TiVo doli ne skene, rreth tete ose nente vite me pare

to this current day,

nga dita e sotme,

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

ato jane produkti i thjeshte me kualitet te larte ne treg,

hands down, there is no dispute.

duart poshte, nuk ka asnje mosmarreveshje.

They were extremely well-funded.

Ato ishin shume mire financuar.

Market conditions were fantastic.

Kushtet e tregut ishin fantastike.

I mean, we use TiVo as verb.

Dua te them, e perdorim tani TiVo-n si folje.

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

Une shkarkoj video ne video regjistruesin tim te vjeteruar po thuaj cdo kohe

(Laughter)

But TiVo's a commercial failure.

Por TiVo eshte nje reklame e deshtuar.

They've never made money.

Ato nuk kane bere asnjehere para.

And when they went IPO,

Dhe kur ata kaluan ne IPO,

their stock was at about 30 or 40 dollars

aksionet e tyre ishin rreth 30 ose 40 dollare

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

dhe me pas rane, dhe ajo kurre nuk eshte tregtuar me mbi 10.

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

Ne te vertete, une as nuk mendoj qe eshte tregtuar me mbi 6,

except for a couple of little spikes.

me perjashtim te disa pjeseve te vogla.

Because you see, when TiVo launched their product,

Sepse sic e shihni, kur TiVo nisi produktin e tyre,

they told us all what they had.

ato na treguan neve gjithcka cfare ato kishin.

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

Ato thane, "Ne kemi nje produkt qe e stopon ne moment TV,

skips commercials, rewinds live TV and memorizes your viewing habits

qe kalon reklamat, qe leviz perpara ate cfare po sheh ne TV

dhe qe memorizon shprehjet tuaja te shikimit

without you even asking."

edhe pa e pyetur."

And the cynical majority said,

Dhe shumica cinike tha,

"We don't believe you.

"Ne nuk te besojme ty.

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

Ne nuk e duam ate. Ne nuk e pelqejme ate.

You're scaring us."

Ti je duke na frikesuar ne."

What if they had said,

Por nese ato do te thonin,

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

"Nese ju jeni tipi i njeriut

qe pelqen te kete kontroll te plote

over every aspect of your life,

ne cdo aspekt te jetes,

boy, do we have a product for you.

djale, a kemi ne nje produkt per ty.

It pauses live TV, skips commercials,

Kjo stopon ne moment TV, kalon reklamat,

memorizes your viewing habits, etc., etc."

memorizon shprehjet e tua te shikimit, etj....etj."

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

Njerezit nuk blejne cfare ti ben; ato blejne pse ti e ben ate.

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

Dhe ajo cfare ti ben vetem na sherben neve

te vertetojme ate cfare ti beson.

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

Tani me lini t'ju jap nje shembull te suksesshem

te ligjit te shperndarjes se inovacionit.

In the summer of 1963,

Ne veren e 1963,

250,000 people showed up on the mall in Washington

250,000 njerez u shfaqen

ne qendren tregtare ne Washington

to hear Dr. King speak.

per te degjuar fjalimin e Dr. King.

They sent out no invitations,

Ato nuk derguan ftesa

and there was no website to check the date.

dhe nuk kishte nje website per te kontrolluar daten.

How do you do that?

Si e ben kete?

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

E pra, Dr. King nuk ishte burri i vetem ne Amerike

who was a great orator.

qe ishte nje orator i madh.

He wasn't the only man in America who suffered

Ai nuk ishte burri i vetem ne Amerike qe vuajti

para te drejtave civile ne Amerike.

in a pre-civil rights America.

In fact, some of his ideas were bad.

Ne te vertete, disa prej ketyre ideve ishin te gabuar.

But he had a gift.

Por ai kishte nje dhurate.

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

Ai nuk shkonte perreth per ti treguar njerezve cfare nevojitej per te ndryshuar Ameriken.

He went around and told people what he believed.

Ai shkonte perreth dhe i tregonte njerezve ate cfare ai besonte.

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

"Une besoj. Une besoj, Une besoj,"

i thoshte njerezve.

And people who believed what he believed

Dhe njerezit qe besonin cfare ai besonte

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

moren ceshtjen e tij, dhe e bene te tyren,

dhe i thane njerezve.

And some of those people created structures

Dhe disa prej ketyre njerezve krijuan struktura

to get the word out to even more people.

per te marre fjalen edhe te me shume njerezve.

And lo and behold, 250,000 people showed up

Dhe pak e nga pak,

250,000 njerez u shfaqen

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

ne diten e sakte, ne oren e sakte,

per te degjuar fjalimin e tij.

How many of them showed up for him?

Sa prej tyre u shfaqen aty per ate?

Zero.

Zero.

They showed up for themselves.

Ato u shfaqen aty per veten e tyre.

It's what they believed about America

Eshte cfare ato besonin per Ameriken

that got them to travel in a bus for eight hours

qe i beri ato te udhetonin me autobus per tete ore,

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

e te qendronin ne diell ne Washington ne mes te gushtit.

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

Eshte cfare ato besojne, dhe nuk ishte rreth te zezakeve kunder te bardheve.

25% of the audience was white.

25 perqind e audiences ishte e bardhe.

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

Dr. King besonte qe

jane dy tipe ligjesh ne bote,

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

ato qe jane te ndertuar nga nje autoritet i larte

dhe ato qe jane te ndertuar nga njeriu.

And not until all the laws that are made by men

Dhe jo derisa te gjitha ligjet qe jane te ndertuara nga njeriu

are consistent with the laws made by the higher authority

jane ne perputhje me ligjet qe jane bere nga autoritet e larta.

ne do te jetojme ne nje bote te drejte.

will we live in a just world.

Kjo ka ndodhur vetem ne menyre qe Levizja per te Drejtat Civile

It just so happened that the Civil Rights Movement

te ishte gjeja perfekte per ta ndihmuar ate

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

qe te sillte ceshtjen e tij ne jete.

We followed, not for him, but for ourselves.

Ne e ndoqem, jo per ate, por per veten tone.

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

Dhe sa per ta ditur, ai na tha fjalimin e "Une kam nje enderr",

not the "I have a plan" speech.

jo fjalimin e "Une kam nje plan".

(Laughter)

(Qeshje)

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

Degjoni politikanet tani me planet e tyre te plote prej 12 - pikave.

They're not inspiring anybody.

Ato nuk jane duke frymezuar askend.

Because there are leaders and there are those who lead.

Sepse aty ka drejtues dhe ka nga ato qe drejtojne.

Leaders hold a position of power or authority,

Udheheqesit kane nje pozicion fuqie

ose autoriteti.

but those who lead inspire us.

Por ato qe udheheqin na frymezojne neve.

Whether they're individuals or organizations,

Edhe nese ato jane individe ose organizata,

ne i ndjekim ato qe udheheqin,

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

jo sepse ne duhet ti ndjekim,

but because we want to.

por sepse ne duam.

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

Ne i ndjekim ato qe udheheqin, jo per ate,

por per veten tone.

And it's those who start with "why"

Dhe eshte kjo ajo qe fillon me "pse"

that have the ability to inspire those around them

qe ka aftesine

per te frymezuar ato rreth nesh

ose te gjej te tjere qe frymezojne ato.

or find others who inspire them.

Shume faleminderit.

Thank you very much.

(Applause)

(Duartrokitje)