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TOP 10 Rules For Success | Simon Sinek — Transcript

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0:00me tell you a story so a friend of mine
0:02and i
0:03we went for a run in central park the
0:05road runners organization
0:07uh on the weekends they host races and
0:10it's very common at the end of the race
0:12they'll have a sponsor who will give
0:13away
0:14something apples or bagels or something
0:16and on this particular day when we got
0:18to the end of the run
0:19there were some free bagels and they had
0:23picnic tables set up and on one side was
0:26a group of volunteers
0:27on the table were boxes of bagels and on
0:29the other side was a long
0:31line of runners waiting to get their
0:33free bagel
0:35so i said to my friend let's let's get a
0:37bagel and he looked at me and said
0:40ah the line's too long and i said
0:43free bagel and he said i don't want to
0:46wait
0:47in line and i was like
0:50free bagel and he says nah
0:54let's it's too long and that's when i
0:56realized that there's two ways to see
0:58the world
0:59some people see the thing that they want
1:02and some people see the thing
1:04that prevents them from getting the
1:05thing that they want
1:07i could only see the bagels he could
1:09only see the line
1:13and so i walked up to the line
1:16i leaned in between two people
1:20put my hand in the box and pulled out
1:22two bagels
1:24and no one got mad at me because the
1:26rule is
1:27you can go after whatever you want you
1:29just cannot deny
1:30anyone else to go after whatever they
1:33want
1:34now i had to sacrifice choice i didn't
1:36get to choose which bagel i got i got
1:38whatever i pulled out
1:39but i didn't have to wait in line so the
1:42point is is you don't have to wait in
1:43line
1:44you don't have to do it the way
1:45everybody else has done it you can do it
1:47your way
1:48you can break the rules you just can't
1:50get in the way of somebody else getting
1:52what they want
1:53that's rule number one performing under
1:55pressure whether it's me or anybody else
1:57is the same
1:58you know i have the same pressures as
1:59anyone else there's time there's
2:00performance there's financial i mean
2:02there are you know there's deadlines my
2:04pressures are not unique
2:06the situations may be different or you
2:09know but but
2:10everybody has the same kinds of
2:11pressures um
2:13but what i found or what i find
2:15fascinating is the interpretation of the
2:17stimuli
2:18if let me let me explain so i was
2:21watching the olympics this last summer
2:22olympics
2:23and i was amazed at how bad the
2:26questions were that the reporters would
2:27ask
2:28all the athletes and almost always they
2:31asked the same question
2:32whether they were about to compete or
2:35after they competed
2:37were you nervous right and
2:40to a t all the athletes went no
2:44right and what i realized is it's not
2:47that they're not nervous it's their
2:48interpretation of what's happening in
2:49their bodies i mean what happens when
2:51you're nervous
2:52right your heart rate starts to go
2:54you're you know you sort of get a little
2:55tense you get a little sweaty right
2:56you have expectation of what's coming
2:58and we interpreted that as i'm nervous
3:01now what's the interpretation of excited
3:03your heart rate starts to go you become
3:05you're anticipating what's coming right
3:07you get a little sort of like tense it's
3:08all the same thing it's the same stimuli
3:10except these athletes these these
3:12olympic quality athletes
3:14have learned to interpret the stimuli
3:16that the rest of us would say as
3:17nervous as excited they all say the same
3:19thing no i'm not nervous
3:21i'm excited and so i've actually
3:24practiced it
3:24just to tell myself when i start to get
3:26nervous that this is excitement
3:29you know and so where when you i used to
3:31speak in front of a large audience and
3:32somebody would say how do you feel i say
3:34a little nervous now when somebody says
3:37how do you feel i'm like
3:38really excited actually and it it came
3:41from just sort of
3:42telling myself no no this is excitement
3:45and it becomes a little bit automatic
3:47later on um
3:48but it's kind of a remarkable thing to
3:50deal with pressure by interpreting
3:52what your body is experiencing as
3:53excitement rather than
3:55nerves and it's really kind of effective
3:57it makes you want to rush forward rather
3:58than pull back and yet it's the same
4:00experience
4:00i talk to so many smart fantastic
4:03ambitious idealistic hard-working kids
4:07and they're right out of college they're
4:08in their entry-level jobs and i'll ask
4:10them
4:10how's it going and they'll say i think
4:13i'm gonna quit
4:15and i'm like why they say to me i'm not
4:18making an impact
4:20i'm like you know you've been here eight
4:21months right
4:24they treat the sense of fulfillment or
4:27even love
4:28like it's a scavenger hunt like it's
4:30something you look for
4:31my millennial friends they've gone
4:33through so many jobs they're either
4:35getting fired
4:35i mean it was mutual
4:40or they're quitting because they're not
4:42making an impact or they're not finding
4:43the thing they're looking for they're
4:44not feeling fulfilled as if it's a
4:46scavenger hunt
4:47love a job you
4:51find joy from is not something you
4:53discover
4:54it's not like i found love here it is
4:58i found a job i love that's not how it
5:00works
5:01both of those things require hard work
5:03you are in love because you work very
5:05hard
5:05every single day of your life to stay in
5:08love you find a job that brings you
5:11ultimate joy because you work hard every
5:14single day
5:15to serve those around you and you
5:17maintain that joy
5:18it's not a discovery but the problem is
5:21the sense of impatience
5:23it's as if an entire generation is
5:25standing at the foot of a mountain
5:26they know exactly what they want they
5:28can see the summit what they can't see
5:29is the mountain
5:31this large immovable object
5:34that doesn't mean you have to do your
5:36time that's not what i'm talking about
5:38take a helicopter climb i don't care but
5:40there's still a mountain
5:42life career fulfillment relationships
5:45are journeys
5:47the problem is this entire generation
5:49has an institutionalized sense of
5:51impatience
5:52and do they have the patience to go on
5:54the journey to
5:55maintain love to feel fulfilled or do
5:58they just quit
5:59and on to the next dumping on to the
6:00next ghost
6:02and on to the next in the 18th century
6:07there was something that spread across
6:10europe and eventually made its way to
6:11america
6:11puerto fever also known as the black
6:15death of child bed basically what was
6:18happening
6:19is women were giving birth and
6:22they would die within 48 hours after
6:25giving birth
6:27this black death of childbirth was the
6:30ravage of europe
6:31and it got worse and worse and worse
6:33over the course
6:35of over a century in some hospitals
6:39it was as high as 70 percent of women
6:41who gave birth
6:42who would die as a result of giving
6:44birth but this was the renaissance
6:48this was the time of empirical data and
6:51science and we had thrown away things
6:53like tradition and mysticism
6:55these were men of science these were
6:56doctors and these doctors and men of
6:59science
7:00wanted to study and try and find the
7:02reason
7:03for this black death of child bed and so
7:06they got to work
7:06studying and they would study the
7:08corpses
7:10of the of the women who had died and in
7:13the morning they would conduct
7:14autopsies and then in the afternoon they
7:17would go and deliver babies and finish
7:18their rounds
7:20and it wasn't until somewhere in the
7:22mid-1800s
7:23that dr oliver wendell holmes father of
7:26supreme court justice
7:28oliver wendell holmes realized that all
7:31of these doctors were conducting
7:33autopsies in the morning
7:34weren't washing their hands before they
7:37delivered babies
7:38in the afternoon and he pointed it out
7:42and said guys you're the problem
7:46and they ignored him and called him
7:48crazy
7:49for 30 years until
7:52finally somebody realized that if they
7:55simply
7:55washed their hands it would go away
7:59and that's exactly what happened when
8:01they started sterilizing their
8:02instruments and washing their hands
8:04the black death of childbed disappeared
8:08my point is the lesson here is sometimes
8:12you're the problem
8:15we've seen this happen all too recently
8:18with our new
8:19men of science and empirical uh studiers
8:22and these men of finance
8:27who are smarter than the rest of us
8:28until the thing collapsed
8:31and they blamed everything else except
8:32themselves
8:34and my point is is take accountability
8:37for your actions
8:38you can take all the credit in the world
8:40for the things that you do right
8:42as long as you also take responsibility
8:45for the things you do wrong it must be a
8:47balanced equation
8:49you don't get it one way and not the
8:50other you get to take credit
8:53when you also take accountability i
8:55spoke at an education summit for
8:57microsoft i also spoke at an education
8:59summit for
9:00apple at education for my at the
9:03education summit for microsoft
9:05i would say that 70 of the executives
9:07spent about seventy percent
9:09of their presentations talking about how
9:11to beat apple
9:15at the apple education summit a hundred
9:17percent of the executives
9:19spent a hundred percent of their
9:21presentations talking about how to help
9:23teachers teach
9:23and how to help students learn one is
9:26playing this way
9:27and one is playing that way
9:30one is playing finite and the other one
9:33is playing infinite gets which one gets
9:34frustrated
9:38so at the end of my talk at microsoft
9:40they gave me a gift they gave me the new
9:42zune when it was a thing
9:48and let me tell you this thing was
9:50spectacular
9:52it was the most elegant piece of
9:53technology i'd ever used the user
9:55interface
9:56was incredible the design was
9:58spectacular
9:59i absolutely loved it it was easy to use
10:03and it was
10:04bright and gorgeous and fanta it didn't
10:06work on itunes which is a different
10:07problem
10:08so i couldn't use it but but it was
10:10amazing
10:12and elegant my god it was elegant so i'm
10:15sitting in the back of a taxi with a
10:17very senior apple executive sort of
10:18employee number 12 kind of guy
10:20and you know i like to stir pots so i
10:23turned him i said you know
10:26microsoft gave me their new zoom
10:30and it is so much better than your ipod
10:34touch
10:36and he turned to me and he said i have
10:38no doubt
10:40conversation over
10:46because the infinite player understands
10:48sometimes your head and sometimes you're
10:49behind
10:50sometimes your product is better and
10:51sometimes it's worse the goal isn't to
10:53be the best every day
10:55the goal isn't to out to out do your
10:57competition every day
10:59that's a finite construction if i had
11:01said to microsoft i've got the new ipod
11:03touch and it's so much better than your
11:04zoom
11:04they would have said can we see it what
11:06does it do react react react react
11:09finite players play to be bet to beat
11:12the people around them
11:14infinite players play to be better than
11:17themselves
11:19to wake up every single day and say how
11:21can we make our company a better version
11:23of itself today
11:24than it was yesterday how can we create
11:26a product
11:27this week that's better than the product
11:29we created last week we
11:31also have to play the infinite game it's
11:33not about being ranked number one
11:34it's not about having more followers on
11:36twitter than your friends
11:38it's not about outdoing anyone it's
11:40about how to outdo
11:41yourself it's not about selling more
11:44books or getting more ted views
11:45than somebody else it's about how to
11:47make sure that the work that you're
11:49producing
11:50is better than the work you produced
11:52before
11:53you are your competition and that is
11:56what ensures you stay in the game the
11:57longest
11:58and that is what ensures you find joy
12:02because the joy comes not from
12:04comparison
12:06but from advancement when are you at
12:08your best i'm at my best
12:10when i'm around people who believe what
12:12i believe i know it seems
12:14silly but um i try very very hard to
12:18sort of
12:18stack the deck you know to put myself in
12:20a position of strength
12:22so for example you know somebody asked
12:23me just yesterday have you ever had sort
12:25of a bad
12:26you know engagement i was thinking
12:27myself i'm like not really but it's not
12:29because i'm
12:30some sort of sort of genius
12:31understanding anything like that
12:33it's because i stack the deck it's
12:34because i want to be there i want to be
12:37around people who want me there
12:38in other words if i'm somebody's tenth
12:40choice and like you know i'll probably
12:42turn it down
12:43um whereas if i'm their first choice
12:45they really want me there and so i'm i'm
12:47more likely to have a good engagement
12:48they're supportive of me i'm supportive
12:50of them
12:50and so yeah i'm at my best when i when i
12:53stack the deck when i choose to be in an
12:55environment where where my strengths are
12:57are there nelson mandela is
13:00a particularly special case study in the
13:03leadership world
13:04because he is universally regarded as a
13:07great leader
13:08you can take other personalities and
13:10depending on the nation you go to we
13:12have different opinions about other
13:13personalities but nelson mandela
13:15across the world is universally regarded
13:17as a great leader
13:19he was actually the son of a tribal
13:22chief
13:23and he was asked one day how did you
13:26learn to be a great leader
13:29and he responded that he would go with
13:31his father
13:32to tribal meetings and he remembers two
13:35things
13:36when his father would meet with other
13:37elders one
13:39they would always sit in a circle
13:43and two his father was always
13:46the last to speak you will be told your
13:50whole life that you need to learn to
13:51listen
13:52i would say that you need to learn to be
13:54the last to speak
13:56i see it in boardrooms every day of the
13:58week even people who consider themselves
14:00good leaders who may actually be decent
14:02leaders
14:02will walk into a room and say here's the
14:04problem here's what i think but i'm
14:06interested in your opinion let's go
14:07around the room
14:08it's too late the skill to hold your
14:11opinions to yourself until everyone has
14:13spoken
14:14does two things one it gives everybody
14:17else the feeling
14:18that they have been heard it gives gives
14:20everyone else the ability to
14:22feel that they have contributed and two
14:26you get the benefit of hearing what
14:27everybody else has to think before you
14:29render your opinion
14:30the skill is really to keep your
14:32opinions to yourself
14:34if you agree with somebody don't nod yes
14:37if you disagree with somebody don't not
14:40know
14:41simply sit there take it all in and the
14:42only thing you're allowed to do is ask
14:44questions so that you can understand
14:47what they mean
14:48and why they have the opinion that they
14:50have you must understand
14:52from where they are speaking why they
14:55have the opinion they have
14:57not just what they are saying and at the
15:00end
15:01you will get your turn it sounds
15:04easy it's not practice being the last to
15:08speak
15:09that's what nelson mandela did every
15:11decision we make in our lives as
15:13individuals
15:14or as organizations is a piece of
15:16communication
15:17it's our way of saying something about
15:19who we are and what we believe
15:21this is why authenticity matters this is
15:24why you have to say
15:25and do the things you actually believe
15:28because the things you say and do are
15:31symbols
15:32of who you are and we look for those
15:35symbols so we can find people who
15:37believe what we believe
15:38our very survival depends on it so if
15:40you're putting out false symbols you
15:42will attract people to those symbols
15:43but you won't be able to form trust with
15:46them
15:46this is what tiger woods did to us he
15:49lied
15:50he lied he told us what he thought we
15:54wanted to hear and it was great and we
15:56were drawn to it and all of us who kind
15:58of liked that idea of the
15:59sort of the good guy were drawn to it
16:02until we found out it was a lie
16:05he could have been the bad boy of golf
16:07he could have had all the same
16:08endorsements and had a fantastic career
16:10and still been hailed as one of the
16:12great
16:12athletes of our day but he didn't he
16:15chose to lie
16:16good luck forming trust again tiger we
16:18don't believe you
16:20we don't trust you the goal of putting
16:23something out there
16:24if you say what you believe and you do
16:26what you believe you will attract people
16:28who believe
16:28what you believe if you go to one of
16:31your friends and you say to one of your
16:32friends
16:34how would you like me to dress so that
16:36you'll like me better
16:38how would you want me to address you how
16:40do you want me to speak
16:42so that you'll like me more right
16:45your friends are going to look at you be
16:46like what are you talking about
16:49come on come on come on what should i
16:50wear so that you'll find me more
16:52appealing
16:53and how would you like me to speak to
16:55you so that you'll like me more
16:57and your friends are gonna tell you just
16:58be yourself
17:00that's why i like you i don't just be
17:02yourself now think about what we do in
17:04industry
17:05what do we do we do market research and
17:07we go and we ask the customers
17:08what kind of things the way we what
17:10style should we speak to you how should
17:11we decorate ourselves what kind of
17:13things are you drawn to so that we can
17:14do those things so you'll like us more
17:15it's just as ridiculous
17:18it's just as ridiculous organizations
17:20should say and do the things they
17:22actually believe and they will attract
17:24people who believe what they believe
17:26or they can choose to lie and at the
17:28slightest
17:29hint that they might be lying cynicism
17:32sets in
17:33and people start saying i'm not sure i
17:34can trust these guys
17:36because there's not a lot of consistency
17:38in all the things they say and do
17:39which means they can't have a very
17:41strong belief set or they're lying to me
17:44and we call them inauthentic the entire
17:46process of asking other people who we
17:48should be
17:49is inauthentic that's hilarious to me
17:52all these positioning studies we do
17:53are inherent we're going to do a study
17:55to find out from people so we can be
17:56more authentic
17:57that's hilarious
18:00say and do what you actually believe and
18:02the symbols you put out there
18:03the things you say and the things you do
18:05those red hats are ways that people can
18:07find you
18:08what you have the ability to do as
18:11designers
18:12is create those symbols and allow people
18:15to use those things
18:17to say something about who they are work
18:20for companies work for clients
18:21work for people who you believe what
18:24they believe
18:26show up and feel a part of something
18:29bigger than yourself
18:31and your part is to put what they
18:33believe
18:34into pictures and words and symbols and
18:37graphics
18:37so that other people can use those
18:39things to say something about who they
18:41are
18:42people put harley davidson logos on
18:43their body to say something about who
18:44they are
18:45corporate logo ain't no proctor and
18:47gambles tattooed on anybody's arm
18:50because harley means something they
18:52stand for something
18:54people put that tattoo on there not to
18:55tell you that they own a motorcycle
18:57they put that tattoo there to tell you
18:59something about themselves
19:01you ever see anybody with a with a mac
19:03laptop put a sticker over that beautiful
19:05shining apple
19:06ain't never gonna happen then how will
19:09you know
19:10who i am do you ever see anybody with a
19:12pc
19:13break out the windex to clean out their
19:15computer mac people
19:19have you ever seen a dirty mac doesn't
19:22exist
19:23does not exist why because it's who i am
19:25these are symbols we use the companies
19:27that are crystal clear in what they
19:29believe and they're disciplined in how
19:31they do it they're consistent what they
19:32do and everything they say
19:34and everything they do serves as a
19:36symbol of the set of values and beliefs
19:38we use those symbols
19:39to say something about who we are we
19:42surround ourselves with the people and
19:44the products and the brands
19:45that say something about who we are
19:48and when we can find the people who
19:50believe what we believe we're weirdly
19:52drawn to them
19:53because our very survival depends on it
19:57we need it and so the more you can give
19:59of yourself the more you can give of
20:01what you believe the more you can
20:02discipline with discipline say and do
20:04and do the things you actually believe
20:06strange things start to happen what are
20:07your thoughts and what's your approach
20:09on finding and building upon passions
20:13passion is not an actionable word it's
20:16correct
20:17you know that those who do the things
20:18that they're passionate about do better
20:20but
20:20it's not helpful advice and so the
20:23question is where does passion come from
20:25passion is a result passion is an energy
20:28passion is the feeling you have when
20:30you're engaged in something
20:31that you love passion is the feeling you
20:35have
20:35that you would probably do this for free
20:39you know and you can't believe somebody
20:40pays you to do it you know
20:42um and i think we mistake that passion
20:45is something we do
20:45in our private lives but it shouldn't be
20:47done you know in our careers for example
20:49and i'm a firm believer that you are who
20:51you are and anybody who says i'm
20:52different at home than i am at work and
20:54one of those two places you're lying
20:55and the goal is to make everything you
20:58do in
20:58home and at work something that you have
21:00excitement to do
21:02so how do you find the things that
21:03you're excited to do well it's actually
21:05easier than you think what are the
21:07things that you
21:08love to do what are the things that you
21:10would do for free
21:12you know how can you recreate that
21:13feeling and and be paid for it so
21:16what are the things that i do on the
21:17weekend right i love um
21:19i'm very involved in the art world i
21:22love to go to museums and galleries but
21:23i love to go see
21:24dance and performances because i want to
21:26see how others are
21:28are interpreting the world so that
21:30inspires me
21:31new ideas new thoughts new ways of
21:32looking at the world are things that
21:34interest me
21:35privately and i seek it out and pay
21:37money for it right
21:38so does that mean i have to have a
21:40career in the arts no
21:41it means i have to have a career where
21:43new ideas are explored
21:45where people are experimenting and
21:47trying things out and i have to explore
21:49new ideas and try things out and i'm
21:51just as excited to go to work every day
21:52as i am to
21:53you know go do something on a saturday
21:55night and so the idea of finding your
21:58passion is
21:59ironically simple because you should be
22:01doing stuff that you enjoy
22:03sometimes what is the stuff that you
22:05enjoy
22:06and then what is the stuff that you love
22:08who are the people that you love and
22:08what are those what they all have in
22:10common how do you explain
22:11when things don't go as we assume or
22:14better
22:15how do you explain when others are able
22:18to achieve things that seem to defy all
22:19of the assumptions
22:21for example why is apple so innovative
22:25year after year after year after year
22:27they're more innovative than
22:28all their competition and yet they're
22:31just a computer company
22:32they're just like everyone else they
22:34have the same access to the same talent
22:36the same agencies the same consultants
22:38the same media
22:39then why is it that they seem to have
22:42something different
22:43why is it that martin luther king led
22:46the civil rights movement
22:48he wasn't the only man who suffered in a
22:50pre-civil rights america
22:52and he certainly wasn't the only great
22:53orator of the day why him
22:56and why is it that the wright brothers
22:58were able to figure out
23:00control powered man flight when there
23:02were certainly other teams who were
23:03better qualified better funded
23:06and they didn't achieve powered man
23:09flight the wright brothers beat them to
23:11it
23:12there's something else at play here
23:15about
23:15three and a half years ago i made a
23:18discovery
23:19and this discovery profoundly changed my
23:22view
23:23on how i thought the world worked and it
23:25even profoundly changed the way in which
23:27i operate in it
23:31as it turns out there's a pattern as it
23:33turns out
23:34all the great and inspiring leaders and
23:37organizations in the world whether it's
23:38apple or martin luther king or the
23:39wright brothers
23:40they all think act and communicate the
23:43exact same way
23:45and it's the complete opposite to
23:47everyone else
23:49all i did was codify it and it's
23:51probably the world's
23:53simplest idea i call it the golden
23:57[Music]
24:02circle
24:05why how what this little idea
24:09explains why some organizations and some
24:11leaders are able to inspire
24:13where others aren't let me define the
24:15terms really quickly
24:16every single person every single
24:18organization on the planet knows what
24:20they do
24:20one hundred percent some know how they
24:24do it
24:24whether you call it your differentiating
24:26value proposition or your proprietary
24:28process or your usp
24:29but very very few people or
24:31organizations
24:32know why they do what they do and by why
24:35i don't mean to make a profit
24:36that's a result it's always a result by
24:39why i mean what's your purpose
24:40what's your cause what's your belief why
24:43does your organization
24:45exists why do you get out of bed in the
24:48morning
24:49and why should anyone care well as a
24:52result the way we think the way we act
24:53the way we communicate
24:54is from the outside in it's obvious we
24:56go from the clearest thing
24:57to the fuzziest thing but the inspired
25:00leaders and the inspire or
25:01inspired organizations regardless of
25:04their size regardless of their industry
25:06all think act and communicate from the
25:09inside out
25:11let me give you an example i use apple
25:13because they're easy to understand and
25:14everybody gets it
25:16if apple were like everyone else
25:19a marketing message from them might
25:20sound like this
25:22we make great computers they're
25:25beautifully designed
25:26simple to use and user friendly want to
25:29buy one
25:30[Music]
25:32and that's how most of us communicate
25:34that's how most marketing is done that's
25:35how most sales done and that's how most
25:36of us communicate into personally
25:38we say what we do we say how we're
25:40different or how we better we expect
25:41some sort of
25:42behavior or purchase a vote something
25:43like that here's our new law firm
25:46uh we have the best lawyers with the
25:47biggest clients we have you know we
25:49always perform for our clients do
25:50business with us here's our new car
25:52it gets great gas mileage it has you
25:54know leather seats
25:55buy our car but it's uninspiring here's
25:58how apple
25:59actually communicates everything we do
26:04we believe in challenging the status quo
26:07we believe in thinking differently
26:10the way we challenge the status quo is
26:12by making our products beautifully
26:14designed
26:14simple to use and user friendly we just
26:17happen to make great computers
26:19wanna buy one totally different right
26:22you're ready to buy a computer from me
26:24all i did was reverse the order of the
26:26information
26:26what it proves to us is that people
26:28don't buy what you do people by why you
26:30do it people don't buy what you do they
26:32buy why you do it
26:33this explains why every single person in
26:36this room is perfectly comfortable
26:39buying a computer from apple
26:41but we're also perfectly comfortable
26:42buying an mp3 player from apple
26:44or a phone from apple or a dvr from
26:47apple
26:48but as i said before apple's just a
26:49computer company there's nothing that
26:51distinguishes them
26:52structurally from any of their
26:53competitors their competitors are all
26:55equally qualified to make all of these
26:56products in fact they tried
26:58a few years ago gateway came out with
27:00flat screen tvs
27:02they're eminently qualified to make flat
27:03screen tvs they've been making flat
27:05screen monitors for years
27:07nobody bought one
27:09[Music]
27:12and dell dell came out with mp3 players
27:15and pdas
27:17and they make great quality products and
27:19they can make perfectly well designed
27:21products
27:22and nobody bought one in fact talking
27:24about it now we can't even imagine
27:25buying
27:26an mp3 player from dell why would you
27:27buy an mp3 player from a computer
27:29company
27:29but we do it every day people don't buy
27:32what you do they buy why you do it
27:34the goal is not to do business with
27:36anybody with everybody who needs what
27:38you have
27:39the goal is to do business with people
27:41who believe what you believe
27:44here's the best part none of what i'm
27:47telling you is my opinion
27:49it's all grounded in the tenets of
27:50biology not psychology
27:53biology if you look at a cross section
27:55of the human brain looking from the top
27:56down what you see is the human brain is
27:58actually broken into three major
28:00components
28:01that correlate perfectly with the golden
28:03circle
28:04our newest brain our homo sapien brain
28:06our neocortex
28:08corresponds with the what level the
28:10neocortex is responsible for all of our
28:12rational
28:13and analytical thought and language
28:16the middle two sections make up our
28:18limbic brains
28:20and our limbic brains are responsible
28:21for all of our feelings
28:23like trust and loyalty it's also
28:26responsible for all human behavior
28:28all decision making and it has no
28:30capacity for language
28:32in other words when we communicate from
28:34the outside in yes people can understand
28:37vast amounts of complicated information
28:39like features and benefits and facts and
28:41figures
28:41it just doesn't drive behavior when we
28:44communicate from the inside out
28:45we're talking directly to the part of
28:47the brain that controls behavior
28:49and then we allow people to rationalize
28:51it with the tangible things we say and
28:53do
28:53this is where gut decisions come from
28:56you know sometimes
28:57you can give somebody all the facts and
28:59your figures and they say i know what
29:00all the facts and details say but
29:02it just doesn't feel right why would we
29:04use that verb it doesn't feel right
29:06because the part of the brain that
29:07controls decision making doesn't control
29:10language
29:10and the best we can muster up is i don't
29:12know it just doesn't feel right
29:14or sometimes you say you're leading with
29:15your heart or you're leading with your
29:16soul
29:17well i hate to break it to you those
29:18aren't other body parts controlling your
29:20behavior
29:21it's all happening here in your limbic
29:22brain the part of the brain that
29:24controls decision making
29:25and not language but if you don't know
29:28why you do what you do
29:30and people respond to why you do what
29:32you do then how will anybody
29:34how will you ever get people to to to
29:36vote for you or buy something from you
29:37or more importantly
29:38be loyal and want to be a part of what
29:41it is what
29:41that you do again the goal is not just
29:44to sell people who need what you have
29:46the goal is to sell to people who
29:47believe what you believe
29:49the goal is not just to hire people who
29:52need a job
29:53it's to hire people who believe what you
29:55believe
29:56i always say that you know this uh if
29:58you
29:59if you if you um hire people just
30:02because they can do a job they'll work
30:03for your money but if you hire people
30:04who believe what you believe they work
30:05for you with
30:06blood and sweat and tears and nowhere
30:08nowhere else is there a better example
30:10of this than with the wright brothers
30:12most people don't know about samuel
30:14pierpont langley
30:15and back in the early 20th century the
30:18pursuit of powered man flight was like
30:20the dot-com of the day
30:21everybody was trying it and samuel
30:23pierpont langley had what we assume
30:26to be the recipe for success i mean
30:29even now you ask people why did your
30:31product or why did your company fail and
30:33people always give you the
30:34same permutation of the same three
30:35things under capitalized the wrong
30:38people
30:38bad market conditions it's always the
30:40same three things so let's explore that
30:43samuel pierpont langley was given fifty
30:46thousand dollars by the war department
30:48to figure out this
30:49flying machine money was no problem he
30:51held a
30:52seat at harvard and worked at the
30:54smithsonian and was extremely well
30:56connected he knew all the big minds of
30:57the day
30:58he hired the best minds money could find
31:02and the market conditions were fantastic
31:04the new york times followed him around
31:06everywhere and everyone was rooting for
31:08langley
31:09and how come we've never heard of samuel
31:11pierpont langley
31:13a few hundred miles away in dayton ohio
31:16orville and wilbur wright they had none
31:20of what we consider to be the recipe for
31:21success they had no money
31:23they paid for their dream with the
31:24proceeds from their bicycle shop
31:26not a single person on the wright
31:28brothers team had a college education
31:30not even orville or wilbur and the new
31:32york times followed them around
31:34nowhere the difference was orville and
31:38wilbur
31:39were driven by a cause by a purpose by a
31:41belief they believed that if they could
31:43figure out this flying machine
31:46it'll change the course of the world
31:49samuel pierpont langley was different he
31:51wanted to be rich
31:52and he wanted to be famous he was in
31:54pursuit of the result he was in pursuit
31:56of the riches
31:58and lo and behold look what happened the
32:00people who believed
32:02in the wright brothers dream worked with
32:03them for with blood and sweat and tears
32:05the others just worked for the paycheck
32:08and they tell stories of how every time
32:09the wright brothers went out
32:11they would have to take five sets of
32:12parts because that's how many times they
32:13would
32:14crash before they came in for supper
32:17and eventually on december 17th 1903
32:21the wright brothers took flight and no
32:24one was there to even
32:25experience it we found out about it a
32:27few days later
32:29and further proof that langley was
32:31motivated by the wrong thing
32:33the day the wright brothers took flight
32:36he quit
32:37he could have said that's an amazing
32:39discovery guys and i will improve upon
32:41your technology
32:42but he didn't he wasn't first he didn't
32:45get rich he didn't get famous
32:46so he quit people don't buy what you do
32:49they buy why you do it
32:50and if you talk about what you believe
32:52you will attract those who believe what
32:54you believe
32:55well why is it important to attract
32:57those who believe what you believe
33:01something called the law of diffusion of
33:02innovation and if you don't know the law
33:04you definitely know the terminology
33:06the first two and a half percent of our
33:08population are
33:09our innovators the next 13 and a half
33:12percent of our population
33:13are our early adopters the next 34
33:17are your early majority your late
33:18majority and your laggards
33:21the only reason these people buy touch
33:23tone phones is because you can't buy
33:24rotary phones anymore
33:28we all sit at various places at various
33:30times on the scale but the law of
33:31diffusion of innovation tells us
33:34is that if you want mass market success
33:36or mass-market acceptance of an idea
33:39you cannot have it until you achieve
33:41this tipping point
33:43between 15 and 18 market penetration
33:46and then the system tips and i love
33:49asking businesses what's your conversion
33:51on new business and they love to tell
33:52you oh it's about 10
33:53proudly well you can trip over 10 of the
33:55customers we all have about 10
33:57who just get it that's how we describe
33:58them right that's like that gut feeling
34:00oh they just get it the problem is how
34:01do you
34:02find the ones that just get it before
34:03you're doing business with them versus
34:05the ones who don't get it
34:07so it's this here this little gap
34:10that you have to close as jeffrey moore
34:12calls it crossing the chasm
34:14because you see the early majority will
34:16not try something
34:18until someone else has tried it first
34:22and these guys the innovators and the
34:24early adopters they're comfortable
34:25making those gut decisions
34:27they're more comfortable making those
34:28intuitive decisions that are driven
34:30by what they believe about the world
34:34and not just what product is available
34:36these are the people who stood online
34:38for six hours to buy an iphone when they
34:40first came out when you could have just
34:41walked into the store the next week and
34:42bought one off the shelf
34:44these are the people who spent forty
34:45thousand dollars on flat screen tvs when
34:48they first came out
34:49even though the technology was
34:50substandard and by the way they didn't
34:52do it
34:53because the technology was so great they
34:56did it for themselves
34:57it's because they wanted to be first
35:00people don't buy what you do they buy
35:01why you do it and what you do simply
35:03proves what you believe in fact people
35:06will do the things that prove what they
35:08believe
35:10the reason that person bought the iphone
35:12on the first in the first
35:14six hours or stood in line for six hours
35:17was because what they believed about the
35:18world and how they wanted everybody to
35:20see them
35:21they were first people don't buy what
35:23you do they buy why you do it
35:24so let me give you a famous example a
35:27famous
35:28failure and a famous success of the law
35:30of diffusion of innovation
35:31first the famous failure it's a
35:33commercial example
35:35as we said before a second ago the
35:37recipe for success is money and the
35:38right people in the right market
35:40conditions right you should have success
35:41then
35:42look at tivo from the time tivo came out
35:45about eight or nine years ago to this
35:46current day
35:48they are the single highest quality
35:50product on the market
35:51hands down there is no dispute they were
35:54extremely well funded market conditions
35:56were fantastic i mean we use tivo as a
35:59verb
35:59i tivo stuff on my piece of junk time
36:01warner dvr all the time
36:02[Music]
36:05but tivo's a commercial failure they've
36:08never made money
36:10and when they went ipo their stock was
36:12at about 30 or 40
36:13then plummeted and it's never traded
36:15above 10. in fact i don't think it's
36:17even traded above
36:18six except for a couple of little spikes
36:20because you see when tivo launched their
36:22product
36:23they told us all what they had they said
36:26we have a product
36:27that pauses live tv skips commercials
36:31rewinds live tv and memorizes your
36:33viewing habits
36:34without you even asking and the cynical
36:37majority said
36:39we don't believe you we don't need it we
36:42don't like it
36:43you're scaring us what if they had said
36:47if you're the kind of person who likes
36:49to have
36:50total control over every aspect of your
36:54life boy do we have a product for you
36:57it pauses live tv skips commercials
36:59memorizes your viewing habits etc etc
37:03people don't buy what you do they buy
37:04why you do it and what you do simply
37:05serves as the proof
37:07of what you believe now let me give you
37:10a
37:10successful example of the law of
37:12diffusion of innovation
37:15in the summer of 1963
37:18250 000 people showed up on the mall in
37:21washington to hear
37:22dr king speak they sent out no
37:26invitations
37:28and there was no website to check the
37:29date how do you do that
37:32well dr king wasn't the only man in
37:35america
37:36who was the who was a great orator he
37:38wasn't the only man in america who
37:39suffered in a pre-civil rights america
37:40in fact some of his ideas were bad
37:44but he had a gift he didn't go around
37:46telling people what needed to change in
37:48america
37:48you know he went around and told people
37:50what he believed i believe i believe
37:53i believe he told people and people who
37:55believed what he believed
37:57took his cause and they made it their
37:59own and they told people
38:00and some of those people created
38:03structures to get the word out to even
38:04more people
38:05and lo and behold 250 000 people showed
38:09up on the right day
38:10on the right time to hear him speak
38:14how many of them showed up for him
38:18zero they showed up for themselves
38:22it's what they believed about america
38:24that got them to travel on a bus for
38:26eight hours to stand in the sun in
38:27washington for
38:28in the middle of august it's what they
38:30believed and it wasn't about
38:32black versus white 25 of the audience
38:34was white
38:36dr king believed that there are two
38:38types of laws in this world
38:39those that are made by a higher
38:41authority authority and those that are
38:42made by man
38:43and not until all the laws that are made
38:45by man
38:46are consistent with the laws that are
38:48made by the higher authority will we
38:49live in a just world
38:51it just so happens that the civil rights
38:53movement was the perfect thing
38:55to help him bring his cause to life we
38:58followed not him not for him but for
39:00ourselves and by the way he gave the i
39:02have a dream speech not the i have a
39:04plan speech
39:09listen to politicians now with their
39:10comprehensive 12-point plans they're not
39:11inspiring anybody
39:14because there are leaders and there are
39:15those who lead
39:17leaders hold a position of power or
39:20authority
39:21but those who lead inspire us
39:25whether they're individuals or
39:26organizations we follow those who lead
39:29not because we have to but because we
39:32want to
39:33we follow those who lead not for them
39:36but for ourselves and it's those who
39:40start with why
39:42that have the ability to inspire those
39:45around them
39:46or find others who inspire them
39:48[Music]
39:50thank you very much

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