How Great Leaders Inspire Action | Simon Sinek | TED

Prevodilac: Marta Rakic Lektor: Ivana Korom

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

Kako objašnjavate kada stvari ne idu po planu?

Or better, how do you explain

Ili još bolje,

kako objašnjavate kada drugi uspevaju da ostvare ciljeve

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

koji su po svim pretpostavkama bili nemogući?

For example:

Na primer:

Zašto je Epl tako inovativan?

Why is Apple so innovative?

Year after year, after year,

Godinu za godinom, godinu za godinom,

they're more innovative than all their competition.

oni su inovativniji od svoje konkurencije.

And yet, they're just a computer company.

A ipak, to je samo računarska kompanija.

They're just like everyone else.

Oni su baš kao i svi drugi.

They have the same access to the same talent,

Imaju podjednak pristup istim talentima,

the same agencies,

istim agencijama, istim konsultantima, istim medijima.

the same consultants, the same media.

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

Onda, zbog čega se čini da oni imaju nešto drugačije?

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

Zbog čega je Martin Luter King

vodio Pokret za građanska prava?

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

On nije bio jedini čovek

koji je patio u Americi bez građanskih prava.

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

A sigurno nije bio jedini dobar govornik u to vreme.

Why him?

Zašto on?

And why is it that the Wright brothers

I zašto su baš braća Rajt

were able to figure out controlled, powered man flight

bila u stanju da razviju leteću spravu kojom upravlja čovek

when there were certainly other teams

kada je svakako bilo drugih timova koji su bili kvalifikovaniji,

who were better qualified, better funded --

s većim budžetima

and they didn't achieve powered man flight,

a ipak nisu uspeli da polete

and the Wright brothers beat them to it.

već su ih u tome braća Rajt pobedila.

There's something else at play here.

Postoji još nešto u ovoj jednačini.

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

Pre oko tri i po godine

došao sam do jednog otkrića,

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

i to otkriće je suštinski promenlo

moj pogled na to kako svet funkcioniše.

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

Čak je duboko uticao na način

na koji sam ja funkcionisao u svetu.

As it turns out, there's a pattern.

Kako se ispostavlja - postoji šablon -

sve velike i inspirativne vođe

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

i organizacije bilo gde u svetu,

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

bilo da se radi o Eplu ili Martinu Luteru Kingu ili braći Rajt,

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

svi oni misle, delaju i komuniciraju na potpuno isti način.

And it's the complete opposite to everyone else.

A taj način je potpuno suprotan svima drugima.

All I did was codify it,

Ja sam ga samo kodirao.

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

A to je verovatno najjednostavnija ideja na svetu.

I call it the golden circle.

Zovem je zlatni krug.

Why? How? What?

Zašto? Kako? Šta?

This little idea explains

Ova mala ideja objašnjava

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

zašto su neke organizacije i neke vođe

u stanju da inspirišu onda kada drugi nisu.

Let me define the terms really quickly.

Dopustite da vam u kratkim crtama objasnim pojmove.

Every single person, every single organization on the planet

Svaka pojedina osoba, svaka pojedina organizacija na ovoj planeti

knows what they do, 100 percent.

zna šta radi, 100 posto.

Some know how they do it,

Neke od njih znaju i kako to rade,

whether you call it your differentiated value proposition

bilo da to nazivaju postavkom razlikujuće vrednosti

or your proprietary process or your USP.

ili sopstvenim procesom ili svojim jedinstvenim predlogom prodaje.

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

Ali veoma, veoma malo ljudi ili organizacija

zna zašto rade to što rade.

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

I pod "zašto" ne mislim na "da bi se zaradilo".

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

To je rezultat. To je uvek rezultat.

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

Pod "zašto", mislim: šta je vaša svrha?

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

Šta je vaš cilj? U šta verujete?

Why does your organization exist?

Zbog čega vaša organizacija postoji?

Why do you get out of bed in the morning?

Zbog čega ustajete ujutro iz kreveta?

And why should anyone care?

I zašto bi bilo ko mario za to?

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

Pa, kao rezultat toga, način na koji razmišljamo, delamo, komuniciramo,

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

usmeren je spolja ka unutra.

To je očigledno.

We go from the clearest thing to the fuzziest thing.

Idemo od najjasnijih stvari ka manje jasnim.

But the inspired leaders and the inspired organizations --

Ali, inspirisane vođe i inspirisane organizacije,

regardless of their size, regardless of their industry --

bez obzira na svoju veličinu i industriju u kojoj su,

all think, act and communicate from the inside out.

misle, delaju i komuniciraju

od središta ka spolja.

Let me give you an example.

Daću vam jedan primer.

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

Ja koristim Epl zato što se lako koristi i svako može da ga shvati.

If Apple were like everyone else,

Kada bi Epl bio kao i svi ostali,

a marketing message from them might sound like this:

njihova marketinška poruka bi mogla glasiti ovako.

"We make great computers.

"Mi pravimo odlične računare.

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

Oni su prelepog dizajna, jednostavni za korišćenje

i prilagođeni korisniku.

Want to buy one?"

Želite li da ga kupite?"

"Meh."

Meh.

That's how most of us communicate.

I to je način na koji većina nas komunicira.

That's how most marketing and sales are done,

Tako se obavlja veći deo marketinga i prodaje.

that's how we communicate interpersonally.

I to je način na koji većina nas međusobno komunicira.

We say what we do,

Kažemo šta radimo, po čemu smo drugačiji ili po čemu smo bolji

we say how we're different or better

and we expect some sort of a behavior,

i očekujemo nekakvo ponašanje, kupovinu, glas, nešto tako.

a purchase, a vote, something like that.

Ovo je naša nova advokatska kancelarija.

Here's our new law firm:

We have the best lawyers with the biggest clients,

Imamo najbolje advokate i najveće klijente.

Uvek se zalažemo za klijente koji rade sa nama.

we always perform for our clients.

Here's our new car:

Ovo je naš novi automobil.

Ima odličnu potrošnju. Ima kožna sedišta.

It gets great gas mileage, it has leather seats.

Buy our car.

Kupite naš automobil.

But it's uninspiring.

Ali, ništa od toga ne inspiriše.

Here's how Apple actually communicates.

Evo kako Epl u stvari komunicira.

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

"Sve što radimo,

radimo da bismo menjali status quo.

We believe in thinking differently.

Verujemo da se može drugačije razmišljati.

The way we challenge the status quo

Status quo menjamo

is by making our products beautifully designed,

kroz stvaranje prelepo dizajniranih proizvoda

simple to use and user friendly.

koji su jednostavni za upotrebu i prilagođeni korisniku.

We just happen to make great computers.

Igrom slučaja - bavimo se proizvodnjom vrhunskih računara.

Want to buy one?"

Želite li da kupite jedan?"

Totally different, right?

Potpuno drugačije, zar ne?

You're ready to buy a computer from me.

Spremni ste da od mene kupite računar.

I just reversed the order of the information.

A sve što sam uradio jeste promena redosleda datih informacija.

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

Time je dokazano da ljudi ne kupuju ono šta radite;

ljudi kupuju ono zbog čega to radite.

people buy why you do it.

Ne kupuju ono šta radite; kupuju ono zbog čega to radite.

This explains why every single person in this room

Ovo objašnjava zbog čega svaka osoba u ovoj prostoriji

is perfectly comfortable buying a computer from Apple.

nema ništa protiv da kupi računar od Epla.

But we're also perfectly comfortable

Ali, isto tako komotno bi se osećala i da kupi MP3 od Epla ili telefon od Epla,

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

or a DVR from Apple.

ili DVR od Epla.

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

Ali, kao što sam već rekao, Epl je samo računarska kompanija.

Nothing distinguishes them structurally from any of their competitors.

Ne postoji ništa što ih strukturno izdvaja od njihove konkurencije.

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

Svi njihovi konkurenti su podjednako kvalifikovani

da naprave sve nabrojane proizvode.

In fact, they tried.

To su i pokušali.

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

Pre nekoliko godina, Gateway je izbacio flat screen televizore.

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

Oni su potpuno kvalifikovani za proizvodnju flat screen televizora.

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

Pravili su flat screen monitore godinama.

Nobody bought one.

Niko nije kupio niti jedan.

Dell came out with MP3 players and PDAs,

Dell je počeo sa prodajom MP3 plejera i PDA uređaja.

and they make great quality products,

Njihovi proizvodi su vrhunskog kvaliteta.

and they can make perfectly well-designed products --

I mogu da osmisle sasvim dobar dizajn za svoje proizvode.

and nobody bought one.

Ipak, niko nije kupio nijedan.

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

Zapravo, sada ne možemo ni da zamislimo da kupimo MP3 plejer od kompanije Dell.

buying an MP3 player from Dell.

Zbog čega biste kupovali MP3 od računarske kompanije?

Why would you buy one from a computer company?

But we do it every day.

Ali, mi to činimo svakog dana.

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

Ljudi ne kupuju ono što radite; ljudi kupuju ono zbog čega radite.

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

Cilj nije da poslujete

sa svima kojima je potrebno ono što vi imate.

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

Cilj je da poslujete sa onim ljudima

koji veruju u ono u šta vi verujete.

Here's the best part:

I evo ga najbolji deo priče.

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

Ništa od ovoga što sam vam ispričao nije moje mišljenje.

It's all grounded in the tenets of biology.

Sve ovo je zasnovano na principima biologije.

Ne psihologije, biologije.

Not psychology, biology.

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

Ako posmarate presek ljudskog mozga, odozgo na dole,

from the top down, the human brain is actually broken

videćete da je ljudski mozak zapravo podeljen u 3 glavna dela

into three major components

that correlate perfectly with the golden circle.

koji su u savršenoj korelaciji sa zlatnim krugom.

Our newest brain, our Homo sapien brain,

Naš najnoviji mozak, naš homosapienski mozak,

our neocortex,

naš neokorteks,

corresponds with the "what" level.

korespondira sa "šta" nivoom.

Neokorteks je odgovoran za sve naše racionalne i analitičke misli

The neocortex is responsible

for all of our rational and analytical thought and language.

kao i za jezik.

The middle two sections make up our limbic brains,

Dve središnje sekcije čine naš limbički mozak.

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

A naš limbički mozak je odgovoran za sva naša osećanja,

like trust and loyalty.

kao što su poverenje i lojalnost.

It's also responsible for all human behavior,

Takođe je odgovoran i za sveukupno ljudsko ponašanje,

all decision-making,

svako donošenje odluka,

and it has no capacity for language.

ali ne poznaje jezik.

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

Drugim rečima, kada komuniciramo spolja ka unutra

yes, people can understand vast amounts of complicated information

da, ljudi mogu razumeti velike količine komplikovanih informacija

like features and benefits and facts and figures.

kao što su činioci, dobiti, činjenice i brojke.

It just doesn't drive behavior.

Samo to ne pokreće ponašanje.

When we can communicate from the inside out,

Onda kada komuniciramo iznutra ka spolja,

we're talking directly to the part of the brain

direktno se obraćamo onom delu mozga

that controls behavior,

koji kontroliše ponašanje,

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

a onda dozvoljavamo ljudima da racionalizuju to

kroz opipljive stvari koje govorimo i činimo.

This is where gut decisions come from.

Odatle dolaze instinktivne odluke.

Sometimes you can give somebody all the facts and figures,

Znate, kao što ponekad možete dati nekome sve podatke, činjenice i brojke,

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

a oni će reći, "Razumem sve činjenice i detalje,

ali nekako ne osećam da je to prava stvar."

but it just doesn't feel right."

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

Zbog čega bismo koristili taj glagol, "ne osećam"?

Because the part of the brain that controls decision-making

Zato što deo mozga koji kontroliše donošenje odluka

doesn't control language.

ne upravlja jezikom.

The best we can muster up is,

I najbolje što možemo sklepati je: "Ne znam. Nekako ne osećam da je to to."

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

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

Ili ponekad kažete da se vodite svojim srcem,

ili da vas vodi vaša duša.

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

Pa, ne bih da vas razočaram,

ali to nisu delovi ti tela koji kontrolišu vaše ponašanje.

controlling your behavior.

It's all happening here in your limbic brain,

Sve to se dešava ovde u vašem limbičkom mozgu,

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

delu mozga koji upravlja donošenjem odluka, a ne i jezikom.

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

Ali ako ne znate zašto radite to što radite,

and people respond to why you do what you do,

a ljudi reaguju na to zašto se nešto radi,

then how will you ever get people

kako onda uopšte pridobiti ljude

da glasaju za vas ili da kupe nešto od vas,

to vote for you, or buy something from you,

or, more importantly, be loyal

ili još bitnije, da budu verni

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

i da žele da budu deo onoga što vi radite.

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

Da ponovim, cilj nije prodati nešto ljudima kojima je to potrebno;

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

cilj je prodati ljudima koji veruju u ono u šta vi verujete.

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

Cilj nije samo zaposliti ljude

kojima je posao potreban;

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

već zaposliti ljude koji veruju u ono u šta vi verujete.

I always say that, you know,

Uvek kažem da, znate već, ako zaposlite ljude

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

samo zato što umeju da obavljaju posao, oni će raditi za vaš novac,

but if they believe what you believe,

ali ako zaposlite ljude koji veruju u ono šta i vi,

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

oni će raditi za vas sa krvlju, znojem i suzama.

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

A najbolji primer za to nalazimo u radu braće Rajt.

Most people don't know about Samuel Pierpont Langley.

Većina ljudi ne zna za Semjuela Pirponta Lenglija.

And back in the early 20th century,

No, početkom 20. veka,

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

trka za razvoj leteće sprave kojom bi upravljao čovek

Everybody was trying it.

bila je u centru pažnje.

Svako je pokušavao.

And Samuel Pierpont Langley had, what we assume,

A Semjuel Pirpoint Lengli je imao sve ono što smatramo

to be the recipe for success.

receptom za uspeh.

Even now, you ask people,

Mislim na to da uvek kada pitamo,

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

"Zašto je vaš proizvod ili vaša kompanija doživela neuspeh?"

and people always give you the same permutation

odgovori su uvek ista kombinacija ista 3 činioca,

of the same three things:

manjak kapitala, pogrešni ljudi, loši uslovi na tržištu.

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

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

Uvek su te tri iste stvari u pitanju, pa hajde da istražimo to.

Samuel Pierpont Langley

Semjuelu Pirpont Lengliju

was given 50,000 dollars by the War Department

je Odsek za rat isplatio 50.000 američkih dolara

to figure out this flying machine.

da bi konstruisao tu "leteću mašinu".

Money was no problem.

Novac nije bio problem.

He held a seat at Harvard

Bio je profesor na Harvardu

a radio je na institutu Smitsonian, te je bio izuzetno dobro povezan.

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

Poznavao je sve velike umove toga doba.

he knew all the big minds of the day.

He hired the best minds money could find

Zaposlio je najbolje stručnjake

koje se novcem mogu platiti.

A tržišni uslovi bili su fantastični.

and the market conditions were fantastic.

The New York Times followed him around everywhere,

The New York Times pratio ga je svuda.

I svi su ga bodrili.

and everyone was rooting for Langley.

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

Kako onda da nikada niste čuli za Semjuela Pirpont Lenglija?

A few hundred miles away in Dayton, Ohio,

Nekoliko stotina milja dalje, u Dejtonu u Ohaju,

Orville and Wilbur Wright,

su Orvil i Vilbur Rajt,

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

koji nisu imali ništa od onog što se smatra receptom za uspeh.

They had no money;

Nisu imali novac.

Svoj san su gradili sa novcem zarađenim u radnji za bicikle.

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

Niti jedna osoba u timu braće Rajt nije imala fakultetsko obrazovanje,

Not a single person on the Wright brothers' team

had a college education,

pa čak ni Orvil ni Vilbur.

not even Orville or Wilbur.

A New York Times ih nije pratio nigde.

And The New York Times followed them around nowhere.

The difference was,

Razlika leži u tome,

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

što su Orvil i Vilbur vođeni vizijom,

svrhom, verovanjem.

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

Verovali su da ako bi uspeli da konstruišu ovu leteću mašinu,

it'll change the course of the world.

da bi taj izum promenio tok sveta.

Samuel Pierpont Langley was different.

Semjuel Pirpont Lengli je bio drugačiji.

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

On je želeo da bude bogat i želeo je da bude poznat.

He was in pursuit of the result.

On je jurio rezultat.

He was in pursuit of the riches.

On je jurio bogatstvo.

And lo and behold, look what happened.

Pazite sad šta se desilo.

The people who believed in the Wright brothers' dream

Ljudi koji su verovali u san braće Rajt

worked with them with blood and sweat and tears.

radili su sa njima uz krv, znoj i suze.

The others just worked for the paycheck.

Članovi drugog tima radili su samo za platu.

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

A oni pričaju anegdote o tome kako su braća Rajt svaki put

they would have to take five sets of parts,

sa sobom nosili pet kompleta delova,

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

zato što bi se toliko puta srušili

pre nego što bi se vratili kući na večeru.

And, eventually, on December 17th, 1903,

I konačno, 17. decembra 1903,

the Wright brothers took flight,

braća Rajt su poletela po prvi put,

and no one was there to even experience it.

i niko nije bio prisutan da to doživi.

We found out about it a few days later.

Za to se saznalo nekoliko dana kasnije.

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

A dalji dokaz da je Lengli bio motivisan pogrešnim stvarima,

the day the Wright brothers took flight,

jeste to što je dao otkaz onog dana kada su braća Rajt imala svoj prvi let.

he quit.

He could have said,

Mogao je da kaže,

"That's an amazing discovery, guys,

"To je neverovatan izum, momci,

i ja ću vaš izum dodatno unaprediti", ali nije.

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.

Nije bio prvi, nije se obogatio,

nije postao slavan, pa je odustao.

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

Ljudi ne kupuju ono šta radite; oni kupuju ono zbog čega radite.

If you talk about what you believe,

A ako govorite o onome u šta verujete,

you will attract those who believe what you believe.

privući ćete one koji veruju u isto ono u šta vi verujete.

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

Ali, zašto je važno privući one koji veruju u ono u šta sami verujemo?

Something called the law of diffusion of innovation,

U pitanju je nešto što zovemo zakonom difuzije inovacija.

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

A ako ne poznajete teoriju, definitivno poznajete terminologiju.

The first 2.5% of our population are our innovators.

Prva dva i po procenta naše populacije

jesu naši inovatori.

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

Sledećih 13,5 procenata naše populacije

jesu rani prihvatioci.

The next 34% are your early majority,

Sledeća 34 procenta jeste rana većina,

your late majority and your laggards.

kasna većina i oni koji kasne.

The only reason these people buy touch-tone phones

Jedini razlog zbog čega ovi ljudi kupuju digitalne telefone

is because you can't buy rotary phones anymore.

jeste taj što se više ne mogu kupiti roto-telefoni.

(Laughter)

(Smeh)

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

Svi se u različitim trenucima nalazimo na različitim mestima ove skale,

but what the law of diffusion of innovation tells us

ali ono što nam zakon difuzije inovacija govori

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

jeste da ako hoćete uspeh na masovnom tržištu

ili masovno prihvatanje neke ideje,

you cannot have it until you achieve this tipping point

ne možete to ostvariti

dok ne dosegnete ovaj prelaz

between 15 and 18 percent market penetration,

između 15 i 18 procenta penetracije tržišta.

and then the system tips.

I onda sistem funkcioniše.

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

Volim da pitam kompanije: "Koji procenat kupaca ste ostvarili?"

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

A one vole da odgovore ponosno, "O, pa već oko 10 odsto".

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

Pa, svako se može spotaći na 10 posto kupaca.

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

Svi mi imamo tih 10 procenata koji naprosto "kapiraju".

That's how we describe them, right?

To je kao onaj instinktivni osećaj, "O, oni jednostavno kapiraju".

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

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

Problem je u sledećem: kako naći one koji kapiraju

pre nego što poslujete s njima, nasuprot onima koji ne kapiraju?

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

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

Dakle, govorim o ovom malom prostoru između,

koji morate popuniti,

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

"prevazići rascep", kako bi to rekao Džefri Mur.

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

Zato što, znate, rana većina neće probati nešto

until someone else has tried it first.

dok neko drugi to već nije probao.

And these guys, the innovators and the early adopters,

A ovi drugi, inovatori i rani prihvatioci,

they're comfortable making those gut decisions.

oni su vrlo slobodni u donošenju tih intuitivnih odluka.

They're more comfortable making those intuitive decisions

Oni su mnogo slobodniji u donošenju onih intuitivnih odluka

that are driven by what they believe about the world

koje proizlaze iz njihovih ličnih uverenja o svetu,

and not just what product is available.

a ne jednostavno iz dostupnosti proizvoda na tržištu.

These are the people who stood in line for six hours

To su oni koji su stajali u redu šest sati

to buy an iPhone when they first came out,

kako bi kupili iPhone čim bi se pojavio,

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

iako su mogli da ušetaju u radnju sledeće nedelje

i uzmu jedan sa police.

These are the people who spent 40,000 dollars

Ovo su ljudi koji su potrošili 40.000 dolara

on flat-screen TVs when they first came out,

na TV sa ravnim ekranom, onda kada su se tek pojavili,

even though the technology was substandard.

iako je tehnologija izrade bila ispod standarda.

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

I da se zna, oni nisu kupovali televizore

zbog odlične tehnologije.

they did it for themselves.

Oni su to učinili za sebe.

It's because they wanted to be first.

Zato što su hteli da budu prvi.

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

Ljudi ne kupuju ono šta radite; oni kupuju ono zbog čega to radite.

and what you do simply proves what you believe.

A ono što radite jednostavno dokazuje to u šta verujete.

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

Činjenica je, ljudi će raditi ono što potvrđuje njihova uverenja.

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

Razlog zbog kog je ta osoba kupila iPhone

tokom prvih šest sati prodaje,

stood in line for six hours,

i stajala u redu šest sati

was because of what they believed about the world,

jeste njen pogled na svet,

and how they wanted everybody to see them:

i kako želi da je svi vide.

they were first.

Oni su bili prvi.

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

Ljudi ne kupuju ono šta radite; oni kupuju ono zbog čega to radite.

So let me give you a famous example,

Dopustite da vam predočim poznati primer,

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

jedan poznat neuspeh i jedan poznat uspeh

zakona difuzije inovacija.

First, the famous failure.

Najpre, poznati neuspeh.

It's a commercial example.

U pitanju je komercijalni primer.

As we said before, the recipe for success

Kao što smo ranije utvrdili,

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

recept za uspeh čine novac, pravi ljudi i pravi uslovi na tržištu.

You should have success then.

Onda bi trebalo da uspete.

Look at TiVo.

Pogledajte TiVo.

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

Od kada se TiVo pojavio, pre oko osam ili devet godina,

to this current day,

do dana današnjeg,

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

oni su jedinstven najkvalitetniji proizvod na tržištu,

hands down, there is no dispute.

kapa dole, tu nema spora.

They were extremely well-funded.

Bili su izuzetno dobro finansirani.

Market conditions were fantastic.

Uslovi na tržištu su bili fantastični.

I mean, we use TiVo as verb.

Mislim, TiVo koristimo kao glagol.

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

Stalno tivujem stvari na svom đubretu od Time Warner DVR-a.

(Laughter)

(Smeh)

But TiVo's a commercial failure.

Ali, TiVo predstavlja komercijalni neuspeh.

They've never made money.

Nikada nisu zaradili novac.

And when they went IPO,

I kada su krenuli sa inicijalnom javnom ponudom,

their stock was at about 30 or 40 dollars

cena njihove akcije je bila oko 30 ili 40 dolara

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

a onda se stropoštala i nikada nije trgovana iznad 10.

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

Ustvari, mislim da nije trgovana za više od šest, izuzev u par navrata.

except for a couple of little spikes.

Because you see, when TiVo launched their product,

A to je zato što je TiVo, kada je lansirao svoj proizvod,

they told us all what they had.

rekao sve što je imao da kaže.

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

Rekli su, "Imamo proizvod koji pauzira žive TV programe,

skips commercials, rewinds live TV and memorizes your viewing habits

preskače reklame, premotava unazad emisije koje idu uživo

i pamti vaše gledalačke navike

without you even asking."

čak i bez vašeg zahteva".

And the cynical majority said,

Cinična većina je rekla,

"We don't believe you.

"Ne verujemo.

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

Nije nam potrebno. Ne sviđa nam se.

You're scaring us."

Plašite nas".

What if they had said,

A šta bi bilo da su rekli,

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

"Ako ste osoba

koja voli da ima potpunu kontrolu

over every aspect of your life,

nad svakim aspektom svog života,

boy, do we have a product for you.

o, onda mi imamo pravi proizvod za vas.

It pauses live TV, skips commercials,

Pauzira žive TV programe, preskače reklame,

memorizes your viewing habits, etc., etc."

pamti vaše gledalačke navike, itd, itd."

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

Ljudi ne kupuju ono što radite; nego ono zbog čega to radite.

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

A ono šta radite jednostavno služi kao dokaz onoga u šta verujete.

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

Sad ću vam dati jedan uspešan primer

zakona difuzije inovacija.

In the summer of 1963,

U leto 1963,

250,000 people showed up on the mall in Washington

250.000 ljudi se pojavilo na šetalištu u Vašingtonu

da čuje govor dr. Kinga.

to hear Dr. King speak.

They sent out no invitations,

Niko nije poslao pozivnice,

and there was no website to check the date.

nije postojao veb-sajt za potvrdu datuma.

How do you do that?

Kako se to postiže?

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

Pa, dr. King nije bio jedini čovek u Americi

who was a great orator.

sa izvrsnim govorničkim sposobnostima.

He wasn't the only man in America who suffered

On nije bio jedini čovek u Americi

in a pre-civil rights America.

koji je patio u Americi bez civilnih prava.

In fact, some of his ideas were bad.

U stvari, neke njegove ideje su bile loše.

But he had a gift.

Ali, on je imao dar.

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

On nije išao unaokolo govoreći ljudima šta je potrebno promeniti u Americi.

He went around and told people what he believed.

On je išao unaokolo i govorio ljudima u šta veruje.

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

"Ja verujem. Ja verujem. Ja verujem",

govorio je ljudima.

And people who believed what he believed

A ljudi koji su verovali u ono u šta je on verovao

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

preuzeli su njegov pokret i učinili ga svojim,

i pričali su ljudima.

And some of those people created structures

A neki od ovih ljudi su stvorili mehanizme

to get the word out to even more people.

prenošenja priče još većem broju ljudi.

And lo and behold, 250,000 people showed up

I pogledajte,

250.000 ljudi se pojavilo

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

pravog dana, u pravi čas,

da čuje njegov govor.

How many of them showed up for him?

Koliko se ljudi pojavilo zbog njega?

Zero.

Nula.

They showed up for themselves.

Došli su zbog sebe.

It's what they believed about America

Zbog svojih uverenja o Americi

that got them to travel in a bus for eight hours

oni su putovali u autobusu osam sati,

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

kako bi stajali u usijanom Vašingtonu u sred avgusta.

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

Zbog onog u šta su verovali, a nije bio u pitanju sukob crnih i belih.

25% of the audience was white.

25 odsto publike su bili belci.

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

Dr. King je verovao da postoje dve vrste zakona na ovom svetu,

oni koje je stvorio viši autoritet

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

i oni koje je stvorio čovek.

And not until all the laws that are made by men

I tek kada se svi zakoni koje je stvorio čovek

are consistent with the laws made by the higher authority

usaglase sa zakonima koje je stvorio viši autoritet

živećemo u pravednom svetu.

will we live in a just world.

It just so happened that the Civil Rights Movement

Samo je slučajno Pokret za građanska prava

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

bio savršen za to da mu pomogne

u oživljavanju njegovog pokreta.

We followed, not for him, but for ourselves.

Mi nismo pratili njega, već same sebe.

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

I usput budi rečeno, on je održao govor "Ja imam san",

not the "I have a plan" speech.

a ne "Ja imam plan".

(Laughter)

(Smeh)

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

Slušajte političare sada sa njihovim sveobuhvatnim planovima u 12 tačaka.

They're not inspiring anybody.

Oni nikoga ne inspirišu.

Because there are leaders and there are those who lead.

Zato što postoje vođe i postoje oni koji vode.

Leaders hold a position of power or authority,

Vođe imaju poziciju moći ili autoriteta.

but those who lead inspire us.

Ali oni koji vode jesu oni koji nas inspirišu.

Whether they're individuals or organizations,

Bilo da su to pojedinci ili organizacije,

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

mi pratimo one koji vode,

ne zato što moramo,

but because we want to.

već zato što hoćemo.

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

Mi pratimo one koji vode, ne zbog njih,

već zbog sebe samih.

And it's those who start with "why"

I oni koji započnu jedno "zašto"

that have the ability to inspire those around them

jesu oni koji imaju sposobnost

da inspirišu one oko sebe

or find others who inspire them.

ili da nađu one koji će ih inspirisati.

Thank you very much.

Hvala vam najlepše.

(Applause)

(Aplauz)