TED Lesson / Simon Sinek: How great leaders inspire action, Lesson3 (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.

*This is the third lesson of the Simon Sinek speech. Lesson 1 is here. Lesson2 is here.


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。






Lesson3 Script(Video Time 10:55 ~ 15:15)

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

(13) People don’t buy what you do; they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe. But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation, and if you don’t know the law, you definitely know the terminology. The first two and a half percent of our population are our innovators. The next 13 and a half percent of our population are our early adopters. The next 34 percent are your early majority, your late majority and your laggards. The only reason these people buy touch tone phones is because you can’t buy rotary phones anymore.


(14) We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips. And I love asking businesses, “What’s your conversion on new business?” And they love to tell you, “Oh, it’s about 10 percent,” proudly. Well, you can trip over 10 percent of the customers. We all have about 10 percent who just “get it.” That’s how we describe them, right? That’s like that gut feeling, “Oh, they just get it.” The problem is: How do you find the ones that get it before you’re doing business with them versus the ones who don’t get it? So it’s this here, this little gap that you have to close, as Jeffrey Moore calls it, “Crossing the Chasm” — because, you see, the early majority will not try something until someone else has tried it first. And these guys, the innovators and the early adopters, they’re comfortable making those gut decisions. They’re more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.

(15) These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf. These are the people who spent 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard. And, by the way, they didn’t do it because the technology was so great; they did it for themselves. It’s because they wanted to be first. People don’t buy what you do; they buy why you do it and what you do simply proves what you believe. In fact, people will do the things that prove what they believe. The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them: They were first. People don’t buy what you do; they buy why you do it.

(16) So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation. First, the famous failure. It’s a commercial example. As we said before, a second ago, the recipe for success is money and the right people and the right market conditions, right? You should have success then. Look at TiVo. From the time TiVo came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, hands down, there is no dispute. They were extremely well-funded. Market conditions were fantastic. I mean, we use TiVo as verb. I TiVo stuff on my piece of junk Time Warner DVR all the time.

(17) But TiVo’s a commercial failure. They’ve never made money. And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it’s never traded above 10. In fact, I don’t think it’s even traded above six, except for a couple of little spikes. Because you see, when TiVo launched their product they told us all what they had. They said, “We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking.” And the cynical majority said, “We don’t believe you. We don’t need it. We don’t like it. You’re scaring us.” What if they had said, “If you’re the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you. It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc.” People don’t buy what you do; they buy why you do it, and what you do simply serves as the proof of what you believe.

to be continued to the lesson4. Lesson4’s text is here.


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

Viewpoints or discussion

  1. Who comes in to your mind among your friends or colleagues when you say – innovator, adopter, early majority and late majority?
  2. Do you always want to be among the people who try out something new before it reaches tipping point?
  3. Do you know any product or service that hasn’t reach tipping point? What is this product and how do you think it will reach tipping point?



(13) diffusion /dɪˈfjuːʒn/ noun [U]  diffuse verb /dɪˈfjuːz/ 1 (formal) to spread sth or become spread widely in all directions:

definitely /ˈdefɪnətli/ adv. 1 (informal) a way of emphasizing that sth is true and that there is no doubt about it:

terminology /tᴈːmɪˈnɒlədʒi/ noun (pl. ―ies) 1 [U, C] the set of technical words or expressions used in a particular subject: 2 [U] words used with particular meanings:

laggard /ˈlægəd/ noun (old―fashioned) a slow and lazy person, organization, etc.

Touch―Tone™ adj. (of a telephone or telephone system) producing different sounds when different numbers are pushed

rotary /ˈrəʊtəri/ adj. [only before noun] 1 (of a movement) moving in a circle around a central fixed point:

(14) scale /skeɪl/ noun ‣SIZE 1 [sing., U] ~ (of sth) the size or extent of sth, especially when compared with sth else

tipping point noun, the point at which the number of small changes over a period of time reaches a level where a further small change has a sudden and very great effect on a system or leads to an idea suddenly spreading quickly among a large number of people

penetration /ˌpenɪˈtreɪʃn/ noun [U] 1 the act or process of making a way into or through sth:◇The floor is sealed to prevent water penetration.

tip /tɪp/ verb (―pp―) ‣LEAN/POUR/PUSH AT AN ANGLE 1 [usually +adv./prep.] to move so that one end or side is higher than the other; to move sth into this position SYN TILT:

conversion /kənˈvᴈːʃn/ noun 1 [U, C] ~ (from sth) (into/to sth) the act or process of changing sth from one form, use or system to another:

versus /ˈvᴈːsəs/ prep. (abbr. v, vs) 2 used to compare two different ideas, choices, etc.:

chasm /ˈkæzəm/ noun 1 [C] (literary) a deep crack or opening in the ground

intuitive /ɪnˈtjuːɪtɪv/ adj. 1 (of ideas) obtained by using your feelings rather than by considering the facts: 2 (of people) able to understand sth by using feelings rather than by considering the facts

(15) substandard adj. not as good as normal; not acceptable

hands down adv. without much effort; easily

junk /dʒʌŋk/ noun 1 [U] things that are considered useless or of little value

(16) IPO /ˌaɪ piː ˈəʊ;/ abbr. (business) initial public offering (the act of selling shares in a company for the first time)

plummet /ˈplʌmɪt/ verb [V] to fall suddenly and quickly from a high level or position

spike /spaɪk/ noun [C, usually sing.] (informal, especially NAmE) a sudden large increase in sth: ◇a spike in oil prices

pause /pᴐːz/ verb 2 [VN] to stop a tape, CD, etc. for a short time using the pause button:

live² /laɪv/ adj.‣NOT RECORDED 2 (of a broadcast) sent out while the event is actually happening, not recorded first and broadcast later:

rewind /ˌriːˈwaɪnd/ verb [VN, V] to make a tape in a CASSETTE player, etc. go backwards

cynical /ˈsɪnɪkl/ adj. 2 not believing that sth good will happen or that sth is important:

serve /sᴈːv;/ verb ‣FOOD/DRINK 1 ~ sth (with sth)| ~ sth (to sb)| ~ sb sth to give sb food or drink, for example at a restaurant or during a meal: ‣HAVE PARTICULAR RESULT 7 ~ (as sth) to have a particular effect or result:



(13) 人は「何を」ではなく「なぜ」に動かされるのです そして自分が信じていることについて語れば そのことを信じてくれる人たちを惹きつけるでしょう ではなぜ自分の信念を信じてくれる人を引き付けることが重要なのでしょう 「イノベーションの普及の法則」と呼ばれるものがあります もしも知らないなら言葉を覚えてください 人口の2.5%は イノベーターです 13.5%はアーリー アダプタと 呼ばれる人たちです 34%はアーリー マジョリティー レイトマジョリティーに ラガードと続きます この人達がプッシュホンを買う理由は ダイヤル式が買えなくなったからに他なりません


(14) 人はみんな この軸上のいろいろな時点に位置づけられます イノベーションの普及の法則が教えるところは マスマーケットで成功したいなら あるいはアイデアを幅広く受け入れて欲しいなら そのためには 臨界点である 15から18パーセントの市場浸透率が必要ということです そこまで行くと 状況が一変します 私は「新しいビジネスのコンバージョンはどれくらい?」とよく聞きます 相手は「10%です」と自慢げに教えてくれます ええ 10パーセントの顧客を得るところまでは行けます 自分から飛びついてくれる人が 10%程いるのです そうとしか言えないのですが 彼らは直感で ただ飛びついてきます 問題は 売り込まなくとも飛びつく人と 食いついてこない人の違いです ここにある小さなギャップを どう埋めるかが問題になります ジェフリー ムーアのいわゆる「キャズムを越える」ということです なぜかというと アーリーマジョリティーが 試そうという気になるのは だれか他の人が 先にトライした後だからです イノベーターとアーリーアダプターは 自分の直感に従って決める人達です 彼らは世界に対して信じることに基づいて 直感的に判断するのを好みます 入手が難しくとも問題にしません

(15) iPhone が登場した日に 6時間並んで買う人達です 次の週になれば 歩いて店まで入っていって すぐその場で買えるというのに この人たちが最初の薄型テレビに 400万円払うのです その技術がまだ標準になっていなくともお構いなしです ちなみに彼らがそうするのは 技術がすごいのが理由ではなく 自分たちのためです 一番乗りをしたいのです 人は「何を」ではなく「なぜ」に動かされるのです そして信じることをただ 行動で示すのです 人は自らの信じることを 示すために行動します iPhone を買うために 6 時間も列に並んで 立ちっぱなしで過ごすわけは 彼らが世界について信じていることのためです 他の人にもその思いを見せたいのです 自分が 1 番だったと 人は「何を」ではなく「なぜ」に動かされるのです

(16) ここで有名な例を紹介します イノベーションの普及の法則に関する 有名な失敗例と 有名な成功例です まず有名な失敗例ですが これは商品の例です ほんの少し前にも言いましたが 成功のレシピは金と人材と市場環境です これがそろえば成功します TiVo を見てください TiVo が登場したのは 今から8-9 年前で 市場に投入されている唯一の高品質製品でした 断然 間違いなし 資金調達も極めて順調でした 市場の状況もすばらしかった TiVo は動詞になりました 私はいつも「スゴ録」で TiVo ってるよ

(17) でも商業的には失敗でした お金を生み出せなかったのです 株式公開をしたときの株価は 30-40ドルでしたが それから急落して10ドル以上で取引されることはありませんでした 実際 何回かの単発的な上げを別にすると 6ドル以上で取引されることさえなかったと思います お分かりのように TiVo が製品を投入したときには 彼らはそれが「何か」を説明しました 「生放送を一時停止したりCMをスキップしたり 巻き戻して見たりできるテレビです どんな番組が好きかを 頼まなくとも記憶してくれます」 疑い深い大衆は思います 「信じられないね そんなのいらない 気に入らない ぞっとしない製品だ」 もしTiVoがこんな風に言っていたら? 「自分の生活のあらゆる側面を 自分でコントロールしたいという方には ぴったりの製品が ここにあります 生放送を一時停止したり CM をスキップしたり 好みの番組を記憶します などなど」 人は「何を」ではなく「なぜ」に動かされるのです 何をするかは 信じることを 示す限りにおいて意味を持つのです

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