TED Lesson / Simon Sinek: How great leaders inspire action, Lesson1 (サイモン シネック: 優れたリーダーはどうやって行動を促すか)

2012年08月05日 未分類.

TED Simon Sinek: How great leaders inspire action

About This Talk

Simon Sinek has a simple but powerful model for inspirational leadership all starting with a golden circle and the question “Why?” His examples include Apple, Martin Luther King, and the Wright brothers …

*There is a word list below the script. The list includes blue colored words which are in the script.


サイモン シネックがシンプルで強力なモデルを使って周りを動かすリーダーシップについて説明します。全てはゴールデンサークルと「何のために」という質問から始ま ります。成功例として、アップルやマーチン・ルーサー・キング、ライト兄弟を取り上げ、失敗例として (最近の勝訴で株価が3倍になったものの) 苦難の続く TiVo を取り上げます。


MP3ファイル 音源であるmp3に直接リンクが貼られています。右クリックをしてファイルを保存してください。※音質が5分過ぎまで悪いですが、それ以降は明瞭になります。





Lesson1 Script (Video Time 0:00 ~ 5:53)

We divided the speech into the 4 lessons. This is the first lesson of the Simon Sinek speech.

(1) How do you explain when things don’t go as we assume? Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they’re more innovative than all their competition. And yet, they’re just a computer company. They’re just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn’t the only man who suffered in a pre-civil rights America, and he certainly wasn’t the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded … and they didn’t achieve powered man flight, and the Wright brothers beat them to it. There’s something else at play here.

(2) About three and a half years ago I made a discovery. And this discovery profoundly changed my view on how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, there’s a pattern. As it turns out, all the great and inspiring leaders and organizations in the world — whether it’s Apple or Martin Luther King or the Wright brothers — they all think, act and communicate the exact same way. And it’s the complete opposite to everyone else. All I did was codify it, and it’s probably the world’s simplest idea. I call it the golden circle.

(3) Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren’t. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by “why” I don’t mean “to make a profit.” That’s a result. It’s always a result. By “why,” I mean: What’s your purpose? What’s your cause? What’s your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in. It’s obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations — regardless of their size, regardless of their industry — all think, act and communicate from the inside out.

(4) Let me give you an example. I use Apple because they’re easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: “We make great computers. They’re beautifully designed, simple to use and user friendly. Want to buy one?” “Meh.” And that’s how most of us communicate. That’s how most marketing is done, that’s how most sales is done and that’s how most of us communicate interpersonally. We say what we do, we say how we’re different or how we’re better and we expect some sort of a behavior, a purchase, a vote, something like that. Here’s our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us. Here’s our new car: It gets great gas mileage, it has leather seats, buy our car. But it’s uninspiring.

(5) Here’s how Apple actually communicates. “Everything we do, we believe in challenging the status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?” Totally different right? You’re ready to buy a computer from me. All I did was reverse the order of the information. What it proves to us is that people don’t buy what you do; people buy why you do it. People don’t buy what you do; they buy why you do it.

(6) This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we’re also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apple’s just a computer company. There’s nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. They’re eminently qualified to make flat screen TVs. They’ve been making flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products — and nobody bought one. In fact, talking about it now, we can’t even imagine buying an MP3 player from Dell. Why would you buy an MP3 player from a computer company? But we do it every day. People don’t buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Here’s the best part:

to be continued to the lesson2 Lesson2 text is here.


Let’s talk about the article base on the questions below.

Viewpoints or discussion

  1. Why do most Japanese buy Apple Products?
  2. Do you know the purpose of what you are doing now? If so, why do you do what you are doing?
  3. Do you have any particular living person or leader in our country who inspires you? Why do you consider them inspiring?



(1) assume /əˈsjuːm/ verb 1 to think or accept that sth is true but without having proof of it:

defy /dɪˈfaɪ/ 1 to refuse to obey or show respect for sb in authority, a law, a rule, etc.:

year after ˈyear every year for many years

competition /kɒmpəˈtɪʃn/ noun 1 ~ (between/with sb)| ~ (for sth) [U] a situation in which people or organizations compete with each other for sth that not everyone can have:

talent /ˈtælənt/ noun 2 [U, C] people or a person with a natural ability to do sth well:

agency /ˈeɪdʒənsi/ noun (pl. ―ies) 1 a business or an organization that provides a particular service especially on behalf of other businesses or organizations:

civil ˈrights noun [pl.] the rights that every person in a society has, for example to be treated equally, to be able to vote, work, etc. whatever their sex, race or religion:

suffer /ˈsʌfə(r)/ verb 1 [V] ~ (from sth)| ~ (for sth) to be badly affected by a disease, pain, sadness, a lack of sth, etc. 2 [VN] to experience sth unpleasant, such as injury, defeat or loss:

orator /ˈɒrətə(r)/ noun (formal) a person who makes formal speeches in public or is good at public speaking:

powered /ˈpaʊəd/ adj. (usually in compounds) operated by a form of energy such as electricity or by the type of energy mentioned:

qualified /ˈkwɒlɪfaɪd/ adj. 1 ~ (for sth) having passed the exams or completed the training that are necessary in order to do a particular job; having the experience to do a particular job: 2 [not before noun] ~ (to do sth) having the practical knowledge or skills to do sth:

fund /fʌnd/ to provide money for sth, usually sth official:

beat /biːt/ verb ‣IN GAME 1 [VN] ~ sb (at sth), to defeat sb in a game or competition:

(2) profoundly /prəˈfaʊndli/ adv. 1 in a way that has a very great effect on sb/sth:

codify /ˈkəʊdɪfaɪ;/ verb (technical) to arrange laws, rules, etc. into a system

(3) inspire /ɪnˈspaɪə(r)/ verb 1 ~ sb (to sth), to give sb the desire, confidence or enthusiasm to do sth well: 2 [VN] [usually passive] to give sb the idea for sth, especially sth artistic or that shows imagination:

differentiate /ˌdɪfəˈrenʃieɪt/ verb 1 ~ (between) A and B| ~ A (from B) to recognize or show that two things are not the same SYN DISTINGUISH:

proposition /prɒpəˈzɪʃn / noun 1 an idea or a plan of action that is suggested, especially in business:

proprietary /prəˈpraɪətri/ adj. [usually before noun] 1 (of goods) made and sold by a particular company and protected by a REGISTERED TRADEMARK: 2 relating to an owner or to the fact of owning sth:

USP, Unique Selling Proposition

cause /kᴐːz/ noun 1 [C] the person or thing that makes sth happen:

fuzzy /ˈfʌzi/ adj. 3 not clear in shape or sound

Meh! (informal) Meh is a word you use when you aren’t ok, but you ‘ too bad either and you don’t really want to talk about it because you are not in the mood lol!

interpersonal /ɪntəˈpᴈːsənl/ adj. [only before noun] connected with relationships between people:

mileage (also milage) /ˈmaɪlɪdʒ/ noun 2 [U, C] the number of miles that a vehicle can travel using a particular amount of fuel:

(5) status quo /ˌsteɪtəs ˈkwəʊ / noun [sing.] (from Latin) the situation as it is now, or as it was before a recent change:

reverse /rɪˈvᴈːs/ verb ‣CHANGE TO OPPOSITE 1 [VN] to change sth completely so that it is the opposite of what it was before:

prove /pruːv/ verb ‣SHOW STH IS TRUE 1 ~ sth (to sb) to use facts, evidence, etc. to show that sth is true:

(6) structural /ˈstrʌktʃərəl/ adj. [usually before noun] connected with the way in which sth is built or organized:

eminently /ˈemɪnəntli/ adv. (formal) (used to emphasize a positive quality) very; extremely:


(1) 物事がうまく行かなかったときに それをどう説明しますか? あるいは常識を全てひっくり返すようなことを 誰かが成し遂げたときに それをどう説明しますか? 例えば どうしてアップルはあれほど革新的なのか 毎年毎年 他の競合のどこよりも 革新的であり続けています でもコンピュータの会社には変わりありません 他の会社と似たようなものです 同じような人材を同じように集め 同じような代理店やコンサルタントやメディアを使っています ではなぜアップルには他と違う何かが あるように見えるのか なぜマーチン ルーサー キングが 市民権運動を指導できたのか 市民権運動以前のアメリカで 苦しんでいたのは彼だけではありません 彼だけが優れた演説家だったわけでもありません なぜキング師だったのでしょう ライト兄弟が有人動力飛行を 実現できたのはなぜでしょう 人材を揃えて資金も潤沢な ー 他のグループでも 有人動力飛行を実現することはできず ライト兄弟に負けてしまいました 何か別な要因が働いています

(2) 三年半前のことです 私は発見しました この発見によって世界がどう動いているのか 見方がすっかり変わりました そればかりか 世界に対する接し方も すっかり変わりました 明らかになったことは あるパターンです わかったのは 偉大で人を動かす 指導者や組織は全て アップルでも マーチン ルーサー キングでも ライト兄弟でも 考え 行動し 伝える仕方が まったく同じなのです そしてそのやり方は 他の人達とは正反対なのです 私はそれを定式化しました 世界でもっとも単純なアイデアかも しれません 私はこれをゴールデンサークルと呼んでいます

(3) なぜ? どうやって? 何を? この小さなアイデアで ある組織やリーダーが なぜ 他にはない力を得るのか説明できます 用語を簡単に定義しておきます 世の中の誰にせよ どの組織にせよ 自分たちが何をしているかは わかっています 100% 誰でも どうやるかをわかっている人もいます それは差別化する価値提案とか 固有プロセスとか 独自のセールスポイントと呼ばれるかもしれません でも「なぜやっているのか」がわかっている人や組織は 非常に少ないのです 「利益」は「なぜ」の答えではありません それは結果です いつでも結果です 「なぜ」というときには 目的を問うています 何のために? 何を信じているのか? その組織の存在する理由は何か? 何のために朝起きるのか? なぜそれが大事なのか? 実際のところ私達が考え 行動し 伝えるやり方は 外から中へです それはそうでしょう 明確なものから曖昧なものへ向かうのです でも飛び抜けたリーダーや 飛び抜けた組織は その大きさや業界にかかわらず 考え 行動し 伝える時に 中から外へと向かいます

(4) 例を示しましょう 私がアップル製品を使っている理由は分かりやすく誰でも理解できるから アップルが他の会社と同じだったら こんな CM を作るでしょう 「我々のコンピュータは素晴らしく 美しいデザインで簡単に使え ユーザフレンドリー ひとつ いかがですか?」いりません 我々のほとんどはこんなふうに伝えます マーケティングや売り込みもそう 我々の対話のほとんどが そんなふうに行われます 何をして どう違いどう優れているかを述べ 相手に何か行動を期待します 購入とか 投票とか のたぐいです 私たちは新しい法律事務所を開所しました 最高の弁護士たちと大手のクライアントを抱えています 私たちは常にクライアント第一で行動します これが私達の車のニューモデルです 低燃費で シートは総革張り いかがですか? これでは心を動かされません

(5) アップルならこんな風に伝えます 「我々のすることはすべて 世界を変えるという信念で行っています 違う考え方に価値があると信じています 私たちが世界を変える手段は 美しくデザインされ 簡単に使えて 親しみやすい製品です こうして素晴らしいコンピュータができあがりました」 一つ欲しくなりませんか? 全然違うでしょう? 買いたくなりますよね? 今したのは 情報の順番を逆にすることでした これが示すのは 人は「何を」ではなく 「なぜ」に動かされるということです 人は「何を」ではなく「なぜ」に動かされるのです

(6) だからこの場にいる人はだれもが 安心してアップルから コンピュータを買っているのです そしてまた MP3 プレイヤーやスマートフォンや ビデオレコーダーも 安心してアップルから買えるのです でも アップルは単なるコンピュータ会社です アップルと他社とで 何か仕組みが違うわけではありません 競合会社にだって同様の製品を作る力があります 実際 挑んだこともあります 数年前にはゲートウェイが平面テレビを出しました ゲートウェイにはそのための卓越した技術があります PC用の平面モニタを何年も作ってきたのです しかし全然売れませんでした デルは MP3 プレイヤーと PDA を発売しました 非常に高品質な製品です デザインも申し分ありません でも全然売れませんでした 実際 今となっては デルの MP3 プレイヤーを買うなんて 想像すらできませんよね コンピュータ会社の MP3 プレイヤーなんて誰が? でもみんなアップルからは買うのです 人は「何を」ではなく「なぜ」に動かされるのです 自分が提供するものを必要とする人と ビジネスするのではなく 自分の信じることを信じる人と ビジネスするのを 目標とすべきなのです 一番肝心なのは

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