How Great Leaders Inspire Action
How do you explain when things don't go as we assume?
当事情没有像我们想象的那样发展时，你如何解释？
Or better, how do you explain
或者更好，你如何解释
when others are able to achieve things that seem to defy all of the assumptions?
当其他人能够实现似乎违背所有假设的事情时？
Why is Apple so innovative?
苹果为何如此创新？
Year after year, after year,
年复一年，年复一年，
they're more innovative than all their competition.
他们比所有竞争对手都更具创新性。
And yet, they're just a computer company.
然而，他们只是一家计算机公司。
They're just like everyone else.
他们和其他人一样。
They have the same access to the same talent,
他们有同样的机会接触到同样的人才，
the same consultants, the same media.
同样的顾问，同样的媒体。
Then why is it that they seem to have something different?
那为什么他们看起来有些不一样呢？
Why is it that Martin Luther King led the Civil Rights Movement?
马丁·路德·金为何领导民权运动？
He wasn't the only man who suffered in pre-civil rights America,
他不是唯一一个在民权运动前的美国受苦受难的人
and he certainly wasn't the only great orator of the day.
他当然不是当时唯一一位伟大的演说家。
And why is it that the Wright brothers
为什么莱特兄弟
were able to figure out controlled, powered man flight
能够弄清楚受控的、有动力的人类飞行
when there were certainly other teams
当肯定还有其他球队的时候
who were better qualified, better funded --
谁更有资格、更有资金——
and they didn't achieve powered man flight,
他们没有实现载人动力飞行
and the Wright brothers beat them to it.
莱特兄弟领先于他们。
There's something else at play here.
这里还有其他事情在起作用。
About three and a half years ago, I made a discovery.
大约三年半前，我有了一个发现。
And this discovery profoundly changed my view on how I thought the world worked,
这个发现深刻地改变了我对世界运作方式的看法，
and it even profoundly changed the way in which I operate in it.
它甚至深刻地改变了我的运作方式。
As it turns out, there's a pattern.
事实证明，这是有规律的。
As it turns out, all the great inspiring leaders and organizations in the world,
事实证明，世界上所有伟大的鼓舞人心的领导者和组织，
whether it's Apple or Martin Luther King or the Wright brothers,
无论是苹果公司、马丁·路德·金还是莱特兄弟，
they all think, act and communicate the exact same way.
他们的思考、行动和沟通方式都完全相同。
And it's the complete opposite to everyone else.
这与其他人完全相反。
All I did was codify it,
我所做的只是将其编入法典
and it's probably the world's simplest idea.
这可能是世界上最简单的想法。
I call it the golden circle.
我称之为黄金圈。
This little idea explains
这个小想法解释了
why some organizations and some leaders are able to inspire where others aren't.
为什么一些组织和一些领导者能够激励其他组织和领导者却不能。
Let me define the terms really quickly.
让我快速定义这些术语。
Every single person, every single organization on the planet
地球上的每一个人、每一个组织
knows what they do, 100 percent.
100% 知道他们在做什么。
Some know how they do it,
有些人知道如何做，
whether you call it your differentiated value proposition
您是否称其为差异化价值主张
or your proprietary process or your USP.
或您的专有流程或您的 USP。
But very, very few people or organizations know why they do what they do.
但很少有人或组织知道他们为什么要做他们所做的事情。
And by "why" I don't mean "to make a profit."
我所说的“为什么”并不是“为了盈利”。
That's a result.
这就是一个结果。
It's always a result.
总有一个结果。
By "why," I mean: What's your purpose?
我所说的“为什么”是指：你的目的是什么？
What's your cause?
你的原因是什么？
What's your belief?
你的信仰是什么？
Why does your organization exist?
你的组织为何存在？
Why do you get out of bed in the morning?
你为什么早上起床？
And why should anyone care?
为什么有人要关心呢？
As a result, the way we think, we act,
结果，我们思考、行动的方式，
the way we communicate is from the outside in, it's obvious.
我们的沟通方式是从外到内，这是显而易见的。
We go from the clearest thing to the fuzziest thing.
我们从最清晰的事物到最模糊的事物。
But the inspired leaders and the inspired organizations --
但受启发的领导者和受启发的组织——
regardless of their size, regardless of their industry --
无论其规模如何，无论其行业如何——
all think, act and communicate from the inside out.
所有人的思考、行动和沟通都是由内而外的。
Let me give you an example.
让我举个例子。
I use Apple because they're easy to understand and everybody gets it.
我使用苹果是因为它们很容易理解并且每个人都能理解。
If Apple were like everyone else,
如果苹果像其他人一样，
a marketing message from them might sound like this:
他们的营销信息可能听起来像这样：
"We make great computers.
“我们制造很棒的计算机。
They're beautifully designed, simple to use and user friendly.
它们设计精美、使用简单且用户友好。
That's how most of us communicate.
这就是我们大多数人的沟通方式。
That's how most marketing and sales are done,
这就是大多数营销和销售的方式，
that's how we communicate interpersonally.
这就是我们人际沟通的方式。
we say how we're different or better
我们说我们如何与众不同或更好
and we expect some sort of a behavior,
我们期待某种行为，
a purchase, a vote, something like that.
购买、投票等等。
Here's our new law firm:
这是我们的新律师事务所：
We have the best lawyers with the biggest clients,
我们拥有最好的律师和最大的客户，
we always perform for our clients.
我们始终为客户服务。
It gets great gas mileage, it has leather seats.
它的油耗很高，有真皮座椅。
But it's uninspiring.
但这并不鼓舞人心。
Here's how Apple actually communicates.
苹果实际上是这样沟通的。
"Everything we do, we believe in challenging the status quo.
“我们所做的一切，我们都相信挑战现状。
We believe in thinking differently.
我们相信以不同的方式思考。
The way we challenge the status quo
我们挑战现状的方式
is by making our products beautifully designed,
就是通过让我们的产品设计精美，
simple to use and user friendly.
使用简单且用户友好。
We just happen to make great computers.
我们只是碰巧制造了很棒的计算机。
Totally different, right?
完全不同，对吧？
You're ready to buy a computer from me.
你准备好从我这里购买一台电脑了。
I just reversed the order of the information.
我只是颠倒了信息的顺序。
What it proves to us is that people don't buy what you do;
它向我们证明的是，人们不会购买你所做的事情，而是会购买你所做的事情。
people buy why you do it.
人们会购买你这样做的原因。
This explains why every single person in this room
这解释了为什么这个房间里的每个人
is perfectly comfortable buying a computer from Apple.
从苹果购买电脑是非常舒服的。
But we're also perfectly comfortable
但我们也非常舒服
buying an MP3 player from Apple, or a phone from Apple,
从 Apple 购买 MP3 播放器，或从 Apple 购买手机，
or a DVR from Apple.
或 Apple 的 DVR。
As I said before, Apple's just a computer company.
正如我之前所说，苹果只是一家电脑公司。
Nothing distinguishes them structurally from any of their competitors.
从结构上看，他们与任何竞争对手都没有什么区别。
Their competitors are equally qualified to make all of these products.
他们的竞争对手同样有资格生产所有这些产品。
In fact, they tried.
事实上，他们尝试过。
A few years ago, Gateway came out with flat-screen TVs.
几年前，Gateway 推出了平板电视。
They're eminently qualified to make flat-screen TVs.
他们非常有资格制造平板电视。
They've been making flat-screen monitors for years.
他们多年来一直生产平面显示器。
Dell came out with MP3 players and PDAs,
戴尔推出了MP3播放器和PDA，
and they make great quality products,
他们生产优质的产品，
and they can make perfectly well-designed products --
他们可以制造出设计完美的产品——
and nobody bought one.
没有人买。
In fact, talking about it now, we can't even imagine
其实现在说起来，我们根本无法想象
buying an MP3 player from Dell.
从戴尔购买 MP3 播放器。
Why would you buy one from a computer company?
您为什么要从计算机公司购买一台？
But we do it every day.
但我们每天都这样做。
People don't buy what you do; they buy why you do it.
人们不买你做的事，而是买你做的事。他们购买你这样做的理由。
The goal is not to do business with everybody who needs what you have.
我们的目标不是与每个需要您所拥有的东西的人做生意。
The goal is to do business with people who believe what you believe.
我们的目标是与那些相信你的信念的人做生意。
Here's the best part:
这是最好的部分：
None of what I'm telling you is my opinion.
我告诉你的一切都不是我的意见。
It's all grounded in the tenets of biology.
这一切都基于生物学原理。
Not psychology, biology.
不是心理学，是生物学。
If you look at a cross-section of the human brain,
如果你看一下人脑的横截面
from the top down, the human brain is actually broken
从上到下，人脑其实是坏掉的
into three major components
分为三个主要组成部分
that correlate perfectly with the golden circle.
与黄金圈完美相关。
Our newest brain, our Homo sapien brain,
我们最新的大脑，我们智人的大脑，
corresponds with the "what" level.
与“什么”级别相对应。
The neocortex is responsible
新皮质负责
for all of our rational and analytical thought and language.
对于我们所有的理性和分析性思想和语言。
The middle two sections make up our limbic brains,
中间的两部分组成了我们的边缘脑，
and our limbic brains are responsible for all of our feelings,
我们的边缘大脑负责我们所有的感受，
like trust and loyalty.
比如信任和忠诚。
It's also responsible for all human behavior,
它也对所有人类行为负责，
all decision-making,
所有的决策，
and it has no capacity for language.
而且它没有语言能力。
In other words, when we communicate from the outside in,
换句话说，当我们从外向内沟通时，
yes, people can understand vast amounts of complicated information
是的，人们可以理解大量复杂的信息
like features and benefits and facts and figures.
比如功能、优点、事实和数据。
It just doesn't drive behavior.
它只是不会驱动行为。
When we can communicate from the inside out,
当我们能够由内而外地沟通时
we're talking directly to the part of the brain
我们正在直接与大脑的一部分对话
that controls behavior,
控制行为，
and then we allow people to rationalize it with the tangible things we say and do.
然后我们让人们用我们所说和所做的具体事情来合理化它。
This is where gut decisions come from.
这就是直觉决定的来源。
Sometimes you can give somebody all the facts and figures,
有时你可以给某人所有的事实和数据，
and they say, "I know what all the facts and details say,
他们说，“我知道所有的事实和细节，
but it just doesn't feel right."
但就是感觉不对。”
Why would we use that verb, it doesn't "feel" right?
为什么我们要使用那个动词，它“感觉”不对？
Because the part of the brain that controls decision-making
因为大脑中控制决策的部分
doesn't control language.
不控制语言。
The best we can muster up is,
我们能召集的最好的办法是，
"I don't know.
“我不知道。
It just doesn't feel right."
就是感觉不太对劲。”
Or sometimes you say you're leading with your heart or soul.
或者有时你说你用你的心或灵魂来领导。
I hate to break it to you, those aren't other body parts
我不想向你透露这些不是身体的其他部位
controlling your behavior.
控制你的行为。
It's all happening here in your limbic brain,
这一切都发生在你的大脑边缘
the part of the brain that controls decision-making and not language.
大脑中控制决策而不是语言的部分。
But if you don't know why you do what you do,
但如果你不知道为什么要做你所做的事
and people respond to why you do what you do,
人们会对你为什么做你所做的事情做出反应，
then how will you ever get people
那你怎么才能得到人们
to vote for you, or buy something from you,
为你投票，或者向你购买东西，
or, more importantly, be loyal
或者，更重要的是，忠诚
and want to be a part of what it is that you do.
并希望成为您所做工作的一部分。
The goal is not just to sell to people who need what you have;
我们的目标不仅仅是把你所拥有的产品卖给需要的人；
the goal is to sell to people who believe what you believe.
目标是把产品卖给那些和你有同样信念的人。
The goal is not just to hire people who need a job;
我们的目标不仅仅是雇佣需要工作的人；
it's to hire people who believe what you believe.
就是雇用那些相信你所相信的人。
I always say that, you know,
我总是这么说，你知道，
if you hire people just because they can do a job, they'll work for your money,
如果你雇佣员工只是因为他们能胜任某项工作，他们就会为你的钱而工作，
but if they believe what you believe,
但如果他们相信你所相信的，
they'll work for you with blood and sweat and tears.
他们会为你付出心血、汗水和泪水。
Nowhere else is there a better example than with the Wright brothers.
没有比莱特兄弟更好的例子了。
Most people don't know about Samuel Pierpont Langley.
大多数人不知道塞缪尔·皮尔庞特·兰利。
And back in the early 20th century,
早在20世纪初，
the pursuit of powered man flight was like the dot com of the day.
对动力人飞行的追求就像当时的互联网公司一样。
Everybody was trying it.
每个人都在尝试。
And Samuel Pierpont Langley had, what we assume,
塞缪尔·皮尔庞特·兰利（Samuel Pierpont Langley），我们假设，
to be the recipe for success.
成为成功的秘诀。
Even now, you ask people,
即使现在，你问人们，
"Why did your product or why did your company fail?"
“为什么你的产品或者你的公司失败了？”
and people always give you the same permutation
人们总是给你相同的排列
of the same three things:
相同的三件事：
under-capitalized, the wrong people, bad market conditions.
资本不足、人员错误、市场状况不佳。
It's always the same three things, so let's explore that.
这三件事总是相同的，所以让我们来探讨一下。
Samuel Pierpont Langley
塞缪尔·皮尔庞特·兰利
was given 50,000 dollars by the War Department
得到陆军部5万美元的资助
to figure out this flying machine.
找出这个飞行器。
Money was no problem.
钱没问题。
He held a seat at Harvard
他在哈佛占有一席之地
and worked at the Smithsonian and was extremely well-connected;
曾在史密森学会工作，人脉非常广；
he knew all the big minds of the day.
他了解当时所有的大人物。
He hired the best minds money could find
他聘请了金钱能找到的最优秀的人才
and the market conditions were fantastic.
市场状况非常好。
The New York Times followed him around everywhere,
《纽约时报》到处跟踪他，
and everyone was rooting for Langley.
每个人都支持兰利。
Then how come we've never heard of Samuel Pierpont Langley?
那我们为什么从未听说过塞缪尔·皮尔庞特·兰利呢？
A few hundred miles away in Dayton, Ohio,
几百英里外的俄亥俄州代顿市，
Orville and Wilbur Wright,
奥维尔·赖特和威尔伯·赖特，
they had none of what we consider to be the recipe for success.
他们没有我们认为的成功秘诀。
they paid for their dream with the proceeds from their bicycle shop.
他们用自行车店的收益来实现自己的梦想。
Not a single person on the Wright brothers' team
莱特兄弟团队中没有一个人
had a college education,
受过大学教育，
not even Orville or Wilbur.
甚至奥维尔或威尔伯也没有。
And The New York Times followed them around nowhere.
《纽约时报》也无处追踪他们。
Orville and Wilbur were driven by a cause, by a purpose, by a belief.
奥维尔和威尔伯被一个事业、一个目的、一个信念所驱动。
They believed that if they could figure out this flying machine,
他们相信，如果他们能研制出这种飞行器，
it'll change the course of the world.
它将改变世界的进程。
Samuel Pierpont Langley was different.
塞缪尔·皮尔庞特·兰利则不同。
He wanted to be rich, and he wanted to be famous.
他想要变得富有，他想要出名。
He was in pursuit of the result.
他追求的是结果。
He was in pursuit of the riches.
他追求的是财富。
And lo and behold, look what happened.
你瞧，看看发生了什么。
The people who believed in the Wright brothers' dream
相信莱特兄弟梦想的人们
worked with them with blood and sweat and tears.
与他们一起付出了血汗和泪水。
The others just worked for the paycheck.
其他人只是为了薪水而工作。
They tell stories of how every time the Wright brothers went out,
他们讲述了每次莱特兄弟外出时的故事
they would have to take five sets of parts,
他们必须拿走五套零件，
because that's how many times they would crash before supper.
因为这是他们在晚饭前崩溃的次数。
And, eventually, on December 17th, 1903,
最终，在 1903 年 12 月 17 日，
the Wright brothers took flight,
莱特兄弟起飞，
and no one was there to even experience it.
甚至没有人在那里体验它。
We found out about it a few days later.
几天后我们才知道这件事。
And further proof that Langley was motivated by the wrong thing:
进一步证明兰利的动机是错误的：
the day the Wright brothers took flight,
莱特兄弟起飞的那天，
"That's an amazing discovery, guys,
“这是一个惊人的发现，伙计们，
and I will improve upon your technology," but he didn't.
我会改进你的技术，”但他没有。
He wasn't first, he didn't get rich, he didn't get famous, so he quit.
他不是第一，他没有致富，他没有成名，所以他退出了。
People don't buy what you do; they buy why you do it.
人们不买你做的事，而是买你做的事。他们购买你这样做的理由。
If you talk about what you believe,
如果你谈论你所相信的，
you will attract those who believe what you believe.
你会吸引那些相信你所信仰的人。
But why is it important to attract those who believe what you believe?
但为什么吸引那些相信你所信仰的人很重要呢？
Something called the law of diffusion of innovation,
一种叫做创新扩散定律的东西
if you don't know the law, you know the terminology.
如果您不了解法律，您就知道术语。
The first 2.5% of our population are our innovators.
我们人口中的前 2.5% 是我们的创新者。
The next 13.5% of our population are our early adopters.
接下来 13.5% 的人口是我们的早期采用者。
The next 34% are your early majority,
接下来的 34% 是你的早期多数，
your late majority and your laggards.
你们的晚期多数人和你们的落后者。
The only reason these people buy touch-tone phones
这些人购买按键式电话的唯一原因
is because you can't buy rotary phones anymore.
是因为你再也买不到旋转电话了。
We all sit at various places at various times on this scale,
我们都在不同的时间坐在不同的地方，
but what the law of diffusion of innovation tells us
但创新扩散定律告诉我们什么
is that if you want mass-market success or mass-market acceptance of an idea,
是如果你想要大众市场的成功或大众市场接受一个想法，
you cannot have it until you achieve this tipping point
在达到这个临界点之前你无法拥有它
between 15 and 18 percent market penetration,
市场渗透率在 15% 到 18% 之间，
and then the system tips.
然后系统提示。
I love asking businesses, "What's your conversion on new business?"
我喜欢问企业：“你们的新业务转化率是多少？”
They love to tell you, "It's about 10 percent," proudly.
他们喜欢自豪地告诉你，“大约是百分之十”。
Well, you can trip over 10% of the customers.
嗯，你可能会绊倒超过 10% 的顾客。
We all have about 10% who just "get it."
我们都有大约 10% 的人只是“明白了”。
That's how we describe them, right?
我们就是这样描述它们的，对吧？
That's like that gut feeling, "Oh, they just get it."
这就像直觉，“哦，他们明白了。”
The problem is: How do you find the ones that get it
问题是：你如何找到那些得到它的人
before doing business versus the ones who don't get it?
在做生意之前与那些没有做生意的人？
So it's this here, this little gap that you have to close,
所以这就是这里，你必须弥合的这个小差距，
as Jeffrey Moore calls it, "Crossing the Chasm" --
正如杰弗里摩尔所说，“跨越鸿沟”——
because, you see, the early majority will not try something
因为，你看，早期的大多数人不会尝试某些东西
until someone else has tried it first.
直到其他人先尝试过为止。
And these guys, the innovators and the early adopters,
这些人，创新者和早期采用者，
they're comfortable making those gut decisions.
他们很乐意做出这些直觉决定。
They're more comfortable making those intuitive decisions
他们更愿意做出直观的决定
that are driven by what they believe about the world
受他们对世界的信念驱动
and not just what product is available.
而不仅仅是可用的产品。
These are the people who stood in line for six hours
这些人排了六个小时的队
to buy an iPhone when they first came out,
iPhone刚推出时就买，
when you could have bought one off the shelf the next week.
下周你就可以买一个现成的。
These are the people who spent 40,000 dollars
这些人花了4万美元
on flat-screen TVs when they first came out,
当平板电视刚推出时，
even though the technology was substandard.
尽管技术不合格。
And, by the way, they didn't do it because the technology was so great;
顺便说一句，他们这样做并不是因为技术太先进了；而是因为技术太先进了。
they did it for themselves.
他们是为自己做的。
It's because they wanted to be first.
这是因为他们想成为第一。
People don't buy what you do; they buy why you do it
人们不买你做的事，而是买你做的事。他们购买你这样做的理由
and what you do simply proves what you believe.
而你所做的只是证明你所相信的。
In fact, people will do the things that prove what they believe.
事实上，人们会做一些事情来证明他们所相信的事情。
The reason that person bought the iPhone in the first six hours,
该人在前六个小时内购买 iPhone 的原因，
stood in line for six hours,
排队六个小时，
was because of what they believed about the world,
是因为他们对世界的信念，
and how they wanted everybody to see them:
以及他们希望每个人如何看到他们：
People don't buy what you do; they buy why you do it.
人们不买你做的事，而是买你做的事。他们购买你这样做的理由。
So let me give you a famous example,
那么我给大家举一个著名的例子，
a famous failure and a famous success of the law of diffusion of innovation.
创新扩散定律的一个著名的失败和一个著名的成功。
First, the famous failure.
首先是著名的失败。
It's a commercial example.
这是一个商业示例。
As we said before, the recipe for success
正如我们之前所说，成功的秘诀
is money and the right people and the right market conditions.
是资金、合适的人才和合适的市场条件。
You should have success then.
那你应该会成功。
From the time TiVo came out about eight or nine years ago
从TiVo问世大约八九年前开始
to this current day,
到今天为止，
they are the single highest-quality product on the market,
它们是市场上质量最高的产品，
hands down, there is no dispute.
毫无疑问，没有争议。
They were extremely well-funded.
他们的资金非常充足。
Market conditions were fantastic.
市场状况非常好。
I mean, we use TiVo as verb.
我的意思是，我们使用 TiVo 作为动词。
I TiVo stuff on my piece-of-junk Time Warner DVR all the time.
我一直在我的垃圾时代华纳 DVR 上 TiVo 东西。
But TiVo's a commercial failure.
但 TiVo 在商业上是失败的。
They've never made money.
他们从来没有赚过钱。
And when they went IPO,
当他们进行 IPO 时，
their stock was at about 30 or 40 dollars
他们的库存大约是 30 或 40 美元
and then plummeted, and it's never traded above 10.
然后暴跌，交易价格从未超过 10。
In fact, I don't think it's even traded above six,
事实上，我认为它的交易量甚至不会超过六点，
except for a couple of little spikes.
除了几个小尖刺。
Because you see, when TiVo launched their product,
因为你看，当 TiVo 推出他们的产品时，
they told us all what they had.
他们告诉了我们他们所拥有的一切。
They said, "We have a product that pauses live TV,
他们说，“我们有一款可以暂停直播电视的产品，
skips commercials, rewinds live TV and memorizes your viewing habits
跳过广告、倒带直播电视并记住您的观看习惯
without you even asking."
甚至没有你问。”
And the cynical majority said,
愤世嫉俗的大多数人说，
"We don't believe you.
“我们不相信你。
We don't need it.
我们不需要它。
We don't like it.
我们不喜欢它。
What if they had said,
如果他们说，怎么办？
"If you're the kind of person who likes to have total control
“如果你是那种喜欢完全控制的人
over every aspect of your life,
在你生活的各个方面，
boy, do we have a product for you.
男孩，我们有适合您的产品吗？
It pauses live TV, skips commercials,
它暂停电视直播，跳过广告，
memorizes your viewing habits, etc., etc."
记住你的观看习惯等等。”
People don't buy what you do; they buy why you do it,
人们不买你做的事，而是买你做的事。他们购买你为什么这样做，
and what you do simply serves as the proof of what you believe.
而你所做的只是证明你所相信的。
Now let me give you a successful example of the law of diffusion of innovation.
现在让我给大家举一个创新扩散定律的成功例子。
In the summer of 1963,
1963年夏天，
250,000 people showed up on the mall in Washington
25万人出现在华盛顿购物中心
to hear Dr. King speak.
听金博士讲话。
They sent out no invitations,
他们没有发出邀请，
and there was no website to check the date.
而且没有网站可以查日期。
Well, Dr. King wasn't the only man in America
好吧，金博士并不是美国唯一的人
who was a great orator.
他是一位伟大的演说家。
He wasn't the only man in America who suffered
他不是美国唯一遭受苦难的人
in a pre-civil rights America.
在民权运动之前的美国。
In fact, some of his ideas were bad.
事实上，他的一些想法是不好的。
He didn't go around telling people what needed to change in America.
他没有到处告诉人们美国需要改变什么。
He went around and told people what he believed.
他四处走动，告诉人们他的信仰。
"I believe, I believe, I believe," he told people.
“我相信，我相信，我相信，”他告诉人们。
And people who believed what he believed
和那些相信他所相信的人
took his cause, and they made it their own, and they told people.
他们接受了他的事业，并将其作为自己的事业，并告诉人们。
And some of those people created structures
其中一些人创建了结构
to get the word out to even more people.
以便让更多的人知道这一点。
And lo and behold, 250,000 people showed up
你瞧，有 250,000 人出现了
on the right day at the right time to hear him speak.
在正确的日子正确的时间听他讲话。
How many of them showed up for him?
有多少人为他出现？
They showed up for themselves.
他们为自己而出现。
It's what they believed about America
这就是他们对美国的信念
that got them to travel in a bus for eight hours
这让他们乘坐公共汽车旅行了八个小时
to stand in the sun in Washington in the middle of August.
八月中旬，站在华盛顿的阳光下。
It's what they believed, and it wasn't about black versus white:
这就是他们所相信的，这与黑人与白人无关：
25% of the audience was white.
25%的观众是白人。
Dr. King believed that there are two types of laws in this world:
金博士认为，这个世界上有两种法律：
those that are made by a higher authority and those that are made by men.
那些是由更高权威制造的，那些是由人制造的。
And not until all the laws that are made by men
直到所有法律都由人类制定
are consistent with the laws made by the higher authority
符合上级机关制定的法律
will we live in a just world.
我们会生活在一个公正的世界吗？
It just so happened that the Civil Rights Movement
碰巧民权运动
was the perfect thing to help him bring his cause to life.
是帮助他实现自己事业的完美之选。
We followed, not for him, but for ourselves.
我们跟随，不是为了他，而是为了我们自己。
By the way, he gave the "I have a dream" speech,
对了，他发表了《我有一个梦想》的演讲，
not the "I have a plan" speech.
不是“我有一个计划”的演讲。
Listen to politicians now, with their comprehensive 12-point plans.
现在就听听政治家们的意见，看看他们的 12 点全面计划。
They're not inspiring anybody.
他们没有激励任何人。
Because there are leaders and there are those who lead.
因为有领导者，也有领导者。
Leaders hold a position of power or authority,
领导者拥有权力或权威的职位，
but those who lead inspire us.
但那些领导者激励着我们。
Whether they're individuals or organizations,
无论是个人还是组织，
we follow those who lead, not because we have to,
我们追随那些领导者，不是因为我们必须这样做，
but because we want to.
但因为我们想要。
We follow those who lead, not for them, but for ourselves.
我们追随那些领导者，不是为了他们，而是为了我们自己。
And it's those who start with "why"
就是那些从“为什么”开始的人
that have the ability to inspire those around them
有能力激励周围的人
or find others who inspire them.
或找到其他激励他们的人。
Thank you very much.
非常感谢。