So sometimes I get invited to give weird talks. I got invited to speak to the people who dress up in big stuffed animal costumes to perform at sporting events. Unfortunately I couldn't go. But it got me thinking about the fact that these guys, at least most of them, know what it is that they do for a living. What they do is they dress up as stuffed animals and entertain people at sporting events.
Dakle, ponekad dobijem poziv da održim čudne govore. Pozvali su me da govorim pred ljudima koji se oblače u ogromne punjene životinjske kostime kako bi nastupali na sportskim događanjima. Na žalost, nisam mogao otići. Ali to me navelo da razmišljam o činjenici da ti ljudi, barem većina njih, znaju čime zarađuju za život. Ono što rade jest da se obuku u kostim životinje i zabavljaju ljude na sportskim događanjima.
Shortly after that I got invited to speak at the convention of the people who make balloon animals. And again, I couldn't go. But it's a fascinating group. They make balloon animals. There is a big schism between the ones who make gospel animals and porn animals, but -- (Laughter) they do a lot of really cool stuff with balloons. Sometimes they get in trouble, but not often. And the other thing about these guys is, they also know what they do for a living. They make balloon animals.
Kratko nakon toga su me pozvali da govorim na konvenciji ljudi koji rade životinje od balona. I opet nisam mogao ići. Ali to je fascinantna grupa. Oni rade životinje od balona. Postoji veliki raskol između onih koji rade religiozne životinje i onih koji rade porno životinje. (Smijeh) Ali rade jako puno sjajnih stvari s balonima. Ponekad zapadnu u nevolju, ali ne često. I još jedna stvar s tim ljudima jest, da i oni znaju čime zarađuju za život. Oni rade životinje od balona.
But what do we do for a living? What exactly to the people watching this do every day? And I want to argue that what we do is we try to change everything. That we try to find a piece of the status quo -- something that bothers us, something that needs to be improved, something that is itching to be changed -- and we change it. We try to make big, permanent, important change. But we don't think about it that way. And we haven't spent a lot of time talking about what that process is like. And I've been studying it for a couple years. And I want to share a couple stories with you today.
A što to mi radimo za život? Što zapravo rade ljudi koji sad ovo gledaju, svaki dan? A ja tvrdim kako mi pokušavamo sve promijeniti. Pokušavamo pronaći komadić nešto u mirovanju, nešto što nas smeta, nešto što je potrebno unaprijediti, nešto što nas svrbi da ga promijenimo, i mi ga mijenjamo. Želimo napraviti veliku, trajnu, važnu promjenu. Ali o tome ne razmišljamo na taj način. I nismo proveli puno vremena razgovarajući o tome kako taj proces izgleda. Ja sam to proučavao nekoliko godina. I želim podijeliti s vama nekoliko priča.
First, about a guy named Nathan Winograd. Nathan was the number two person at the San Francisco SPCA. And what you may not know about the history of the SPCA is, it was founded to kill dogs and cats. Cities gave them a charter to get rid of the stray animals on the street and destroy them. In a typical year four million dogs and cats were killed, most of them within 24 hours of being scooped off of the street. Nathan and his boss saw this, and they could not tolerate it. So they set out to make San Francisco a no-kill city: create an entire city where every dog and cat, unless it was ill or dangerous, would be adopted, not killed. And everyone said it was impossible. Nathan and his boss went to the city council to get a change in the ordinance. And people from SPCAs and humane shelters around the country flew to San Francisco to testify against them -- to say it would hurt the movement and it was inhumane. They persisted. And Nathan went directly to the community. He connected with people who cared about this: nonprofessionals, people with passion. And within just a couple years, San Francisco became the first no-kill city, running no deficit, completely supported by the community. Nathan left and went to Tompkins County, New York -- a place as different from San Francisco as you can be and still be in the United States. And he did it again. He went from being a glorified dogcatcher to completely transforming the community. And then he went to North Carolina and did it again. And he went to Reno and he did it again.
Prvo, o dečku po imenu Nathan Winograd. Nathan je bio osoba broj dva u SPCA (Društvo za prevenciju nasilja nad životinjama) iz San Francisca. Ono što možda ne znate o povijesti SPCA da je osnovana kako bi ubijala pse i mačke. Gradovi su im dali mandat da maknu i unište lutalice s ulica. U tipičnoj godini 4 milijuna pasa i mačaka je bivalo ubijeno. Većina njih unutar prva 24 sata nakon što su pokupljeni s ulice. Nathan i njegov šef su to vidjeli. I nisu to mogli više trpjeti. Tako su odlučili napraviti od San Franciscoa grad u kojem se neće ubijati. Stvoriti cijeli grad u kojem će svaki pas i mačka, osim ako su bolesni ili opasni, biti usvojeni, a ne ubijeni. I svi su rekli kako je to nemoguće. Nathan i njegov šef su otišli u gradsko vijeće kako bi promijenili propis. I ljudi iz SPCA-a i humanitarnih skloništa širom zemlje su doletjeli do San Franciscoa kako bi svjedočili protiv njih. Kako bi rekli da će to štetiti pokretu i kako je to nehumano. Bili su uporni. I Nathan je otišao izravno u zajednicu. Zbližio se s ljudima kojima je stalo. Neprofesionalce, ljude sa strašću. I u samo dvije godine, San Francisco je postao grad u kojem nema ubijanja. Rade bez deficita. U potpunosti ih podržava zajednica. Nathan je otišao u Tompkins County u New Yorku. Mjesto toliko različito od San Francisca koliko god je moguće, a da ste još uvijek u SAD-u. I ponovno je to napravio. Pretvorio se od osobe koja je bila slavljeni hvatač pasa u osobu koja je u potpunosti preobrazila zajednicu. I onda je otišao u Sjevernu Carolinu i ponovno to učinio. I onda je otišao u Reno. I ponovno je to učinio.
And when I think about what Nathan did, and when I think about what people here do, I think about ideas. And I think about the idea that creating an idea, spreading an idea has a lot behind it. I don't know if you've ever been to a Jewish wedding, but what they do is, they take a light bulb and they smash it. Now there is a bunch of reasons for that, and stories about it. But one reason is because it indicates a change, from before to after. It is a moment in time. And I want to argue that we are living through and are right at the key moment of a change in the way ideas are created and spread and implemented.
I kada razmišljam što je Nathan učinio, i kada razmišljam što ljudi ovdje rade, mislim o idejama. Mislim kako stvoriti ideju, širiti ideju podrazumijeva puno toga. Ne znam jeste li ikada bili na židovskom vjenčanju. Oni uzmu žarulju i onda je razbiju. Postoji jako puno razloga za to, i pričao o tome. Ali jedan od razloga je što to navješta promjenu, iz onoga što je bilo prije u ono što slijedi. To je trenutak u vremenu. I želim dokazati kako živimo u ključnom trenutku promjene načina na koji se ideje stvaraju šire i primjenjuju.
We started with the factory idea: that you could change the whole world if you had an efficient factory that could churn out change. We then went to the TV idea, that said if you had a big enough mouthpiece, if you could get on TV enough times, if you could buy enough ads, you could win. And now we're in this new model of leadership, where the way we make change is not by using money or power to lever a system, but by leading.
Započinjemo idejom tvornice. Da bismo mogli promijeniti cijeli svijet kad bismo imali učinkovitu tvornicu koja može stvoriti promjenu. Onda smo prešli na ideju televizora. Koja kaže da, ako imate dovoljno velika usta, ako možete dovoljno puta doći na TV, ako možete kupiti dovoljno promocije, mogli biste pobijediti. A sada se nalazimo u tom novom modelu vodstva. U kojem način na koji stvaramo promjenu nije korištenjem novca, ili moći da iskoristimo sustav. Već kroz vođenje.
So let me tell you about the three cycles. The first one is the factory cycle. Henry Ford comes up with a really cool idea. It enables him to hire men who used to get paid 50 cents a day and pay them five dollars a day. Because he's got an efficient enough factory. Well with that sort of advantage you can churn out a lot of cars. You can make a lot of change. You can get roads built. You can change the fabric of an entire country. That the essence of what you're doing is you need ever-cheaper labor, and ever-faster machines. And the problem we've run into is, we're running out of both. Ever-cheaper labor and ever-faster machines. (Laughter)
Dozvolite mi da vam ispričam o tri kruga. Prvi je krug tvornice. Henry Ford je došao do stvarno sjajne ideje. Ona mu je omogućila da zaposli čovjeka koji je uobičajeno dobivao 50 centi po danu i plati mu 5 US$ dnevno. Jer je imao dovoljno učinkovitu tvornicu. S takvom vrstom prednosti možete proizvesti jako puno automobila. Možete stvoriti jako puno promjena. Možete graditi ceste. Možete promijeniti ono od čega je cijela zemlja satkana. Suština onoga što radite jest da vam treba sve jeftinija radna snaga, i sve brži strojevi. A problem na koji smo naletjeli jest to da nam nedostaje oboje. Sve jeftinije radne snage i sve bržih strojeva. (Smijeh)
So we shift gears for a minute, and say, "I know: television; advertising. Push push. Take a good idea and push it on the world. I have a better mousetrap. And if I can just get enough money to tell enough people, I'll sell enough." And you can build an entire industry on that. If necessary you can put babies in your ads. If necessary you can use babies to sell other stuff. And if babies don't work, you can use doctors. But be careful. Because you don't want to get an unfortunate juxtaposition, where you're talking about one thing instead of the other. (Laughter) This model requires you to act like the king, like the person in the front of the room throwing things to the peons in the back. That you are in charge, and you're going to tell people what to do next. The quick little diagram of it is, you're up here, and you are pushing it out to the world. This method -- mass marketing -- requires average ideas, because you're going to the masses, and plenty of ads. What we've done as spammers is tried to hypnotize everyone into buying our idea, hypnotize everyone into donating to our cause, hypnotize everyone into voting for our candidate. And, unfortunately, it doesn't work so well anymore either. (Laughter)
Zato na trenutak prebacujemo u drugu brzinu, i kažemo, "Znam. Televizija." Promocija. Guraj, guraj. Uzmi dobru ideju i napadni s njome svijet. Ja imam bolju mišolovku. I kad bih samo imao dovoljno novca da to kažem dovoljnom broju ljudi, prodati ću ih dovoljno." I na tome možete sagraditi cijelu industriju. Ako je potrebno možete staviti bebe u svoje promotivne aktivnosti. Ako je potrebno možete koristiti bebe da prodajete druge stvari. I ako bebe ne funkcioniraju, možete upotrijebiti doktore. Ali budite oprezni. Jer ne želite doći u nezgodan položaj, gdje govorite o jednoj stvari umjesto o drugoj. (Smijeh) Ovaj model od vas traži da se ponašate kao kralj. kao osoba koja s čela sobe i baca stvari pijunima na kraju sobe. Da ste glavni. I morati ćete reći ljudima što sljedeće da rade. Brzi, mali dijagram toga jest da ste Vi ovdje. I gurate to u svijet. Ta metoda, masovnog marketinga, zahtijeva prosječne ideje, jer idete prema masama, i veliku količinu promocije. Ono što smo napravili kao spameri jest da smo pokušali sve hipnotizirati kako bi prihvatili našu ideju. Hipnotizirati svakoga kako bi donirao za našu stvar. Hipnotizirati svakoga kako bi glasao za našeg kandidata. I na nesreću niti to ne funkcionira više najbolje. (Smijeh)
But there is good news around the corner -- really good news. I call it the idea of tribes. What tribes are, is a very simple concept that goes back 50,000 years. It's about leading and connecting people and ideas. And it's something that people have wanted forever. Lots of people are used to having a spiritual tribe, or a church tribe, having a work tribe, having a community tribe. But now, thanks to the internet, thanks to the explosion of mass media, thanks to a lot of other things that are bubbling through our society around the world, tribes are everywhere.
Ali iza ugla imamo dobru vijest, stvarno dobru vijest. Ja to zovem idejom plemena. Plemena su, to je jako jednostavan koncept koji je star 50,000 godina. Radi se o vođenju i povezivanju ljudi te ideja. I to je nešto što su ljudi oduvijek željeli. Veliki broj ljudi je naviknut na spiritualno pleme, ili crkveno pleme, imaju radno pleme, imaju pleme kao zajednicu. Ali sada, zahvaljujući Internetu, zahvaljujući eksploziji masovnih medija, zahvaljujući puno drugih stvari koje ključaju kroz naše društvo širom svijeta, plemena su svugdje.
The Internet was supposed to homogenize everyone by connecting us all. Instead what it's allowed is silos of interest. So you've got the red-hat ladies over here. You've got the red-hat triathletes over there. You've got the organized armies over here. You've got the disorganized rebels over here. You've got people in white hats making food. And people in white hats sailing boats. The point is that you can find Ukrainian folk dancers and connect with them, because you want to be connected. That people on the fringes can find each other, connect and go somewhere. Every town that has a volunteer fire department understands this way of thinking. (Laughter)
Internet nas je trebao homogenizirati tako što nas je sve povezao. Umjesto toga danas imamo silose interesa. Ovdje imate dame s crvenim šeširom. Ovdje imate triatlonce s crvenim kapama. Ovdje imate organiziranu vojsku. Ovdje imate dezorganizirane pobunjenike. Ovdje imate ljude s bijelim kapama koji pripremaju hranu. I ljude s bijelim kapama koji jedre na brodovima. Poanta je da možete pronaći folkloraše iz Ukrajne. I povezati se s njima. Jer želite biti povezani. Ljudi na rubu mogu pronaći jedni druge, povezati se i otići nekamo. Svaki grad koji ima dobrovoljno vatrogasno društvo razumije taj način razmišljanja. (Smijeh)
Now it turns out this is a legitimate non-photoshopped photo. People I know who are firemen told me that this is not uncommon. And that what firemen do to train sometimes is they take a house that is going to be torn down, and they burn it down instead, and practice putting it out. But they always stop and take a picture. (Laughter)
Izgleda da je ovo stvarna, "nefotošopirana" fotografija. Vatrogasci koje poznajem, su mi rekli kako ovo nije nešto neuobičajeno. Da vatrogasci, radi vježbe, ponekad uzmu neku kuću koja će biti srušena, i spale je, kako bi vježbali gašenje. Ali uvijek stanu i slikaju se. (Smijeh)
You know the pirate tribe is a fascinating one. They've got their own flag. They've got the eye patches. You can tell when you're running into someone in a tribe. And it turns out that it's tribes -- not money, not factories -- that can change our world, that can change politics, that can align large numbers of people. Not because you force them to do something against their will, but because they wanted to connect.
Znate, pleme gusara je fascinantno. Oni imaju svoju zastavu. Imaju svoj povez preko oka. Znate kada naletite na nekoga iz plemena. I ispada kako plemena, ne novac, ne tvornice, mogu promijeniti svijet, mogu promijeniti politiku, mogu okupiti veliki broj ljudi. Ne zato jer ih tjerate da naprave nešto protiv svoje volje. Već zato jer se žele povezivati.
That what we do for a living now, all of us, I think, is find something worth changing, and then assemble tribes that assemble tribes that spread the idea and spread the idea. And it becomes something far bigger than ourselves, it becomes a movement. So when Al Gore set out to change the world again, he didn't do it by himself. And he didn't do it by buying a lot of ads. He did it by creating a movement. Thousands of people around the country who could give his presentation for him, because he can't be in 100 or 200 or 500 cities in each night.
Zato jer je ono što sada radimo za život, svi mi, mislim, jest pronaći nešto vrijedno mijenjanja, i onda okupljamo plemena koja okupljaju plemena koja šire ideju i šire ideju. I to postane nešto bitno veće od nas samih. To postane pokret. Dakle, kada se Al Gore odlučio ponovno promijeniti svijet, on to nije učinio sam. I nije to učinio tako što je kupio puno promotivnih poruka. Učinio je to stvarajući pokret. Postoji tisuće ljudi širom zemlje koji mogu izvesti njegovu prezentaciju za njega. Jer on ne može biti u 100 ili 200 ili 500 gradova svake noći.
You don't need everyone. What Kevin Kelley has taught us is you just need, I don't know, a thousand true fans -- a thousand people who care enough that they will get you the next round and the next round and the next round. And that means that the idea you create, the product you create, the movement you create isn't for everyone, it's not a mass thing. That's not what this is about. What it's about instead is finding the true believers. It's easy to look at what I've said so far, and say, "Wait a minute, I don't have what it takes to be that kind of leader."
Pri tome vi ne trebate svakoga. Ono što nas je Kevin Kelly naučio jest da trebate samo, ne znam, tisuću pravih poklonika. Tisuću ljudi kojima je dovoljno stalo da vas dovedu u slijedeći krug i slijedeći krug i slijedeći krug. A to znači kako ideja koju stvarate, proizvod koji stvarate, pokret koji stvarate, nisu za svakoga. To nije masovna stvar. O tome se ovdje ne radi. Umjesto toga radi se o pronalaženju pravih vjernika. Jednostavno je pogledati što sam rekao do sada i reći, "Čekaj malo, ja nemam ono što je potrebno da postanem ta vrsta vođe.
So here are two leaders. They don't have a lot in common. They're about the same age. But that's about it. What they did, though, is each in their own way, created a different way of navigating your way through technology. So some people will go out and get people to be on one team. And some people will get people to be on the other team.
Evo dvojice vođa. Oni nemaju puno toga zajedničkog. Sličnih su godina. Ali to je otprilike sve. Ono što su učinili, svaki na svoj način, stvorilo je novi način navigiranja kroz tehnologiju. Tako će neki ljudi izaći van i okupiti ljude u jedan tim. A neki drugi ljudi će okupiti ljude u neki drugi tim.
It also informs the decisions you make when you make products or services. You know, this is one of my favorite devices. But what a shame that it's not organized to help authors create movements. What would happen if, when you're using your Kindle, you could see the comments and quotes and notes from all the other people reading the same book as you in that moment. Or from your book group. Or from your friends, or from the circle you want. What would happen if authors, or people with ideas could use version two, which comes out on Monday, and use it to organize people who want to talk about something. Now there is a million things I could share with you about the mechanics here. But let me just try a couple.
To također daje podatke za odluke koje donosite kada stvarate proizvode ili usluge. Znate, ovo je jedan od mojih omiljenih uređaja. Ali šteta što nije organiziran tako da pomogne autorima u stvaranju pokreta. Što bi se dogodilo kada biste prilikom korištenja Kindlea mogli vidjeti komenatre, citate i zabilješke drugih ljudi koji čitaju istu knjigu u tom trenutku. Ili iz vašeg knjižnog kluba. Ili vaših prijatelja, ili iz bilo kojeg kruga koji poželite. Što bi se dogodilo kada bi autori, ili ljudi s idejama mogli koristiti verziju dva, koja izlazi u ponedjeljak. I iskoristiti je za organiziranje ljudi koji žele pričati o nečemu. Postoji milijun stvari koje bih mogao podijeliti s vama o mehanici. ali dozvolite mi da pokušam s nekoliko.
The Beatles did not invent teenagers. They merely decided to lead them. That most movements, most leadership that we're doing is about finding a group that's disconnected but already has a yearning -- not persuading people to want something they don't have yet.
Beatlesi nisu izmislili adolescente. Oni su samo odlučili da ih vode. Većina pokreta, većina vodstva koje radimo se svodi na pronalazak grupe koja je nepovezana, ali ima čežnju. Ne treba uvjeravati ljude da žele nešto što još uvijek nemaju.
When Diane Hatz worked on "The Meatrix," her video that spread all across the internet about the way farm animals are treated, she didn't invent the idea of being a vegan. She didn't invent the idea of caring about this issue. But she helped organize people, and helped turn it into a movement.
Kada je Diane Hatz radila na Meatrixu, njen video je raširio po Internetu, kako se tretiraju životinje na farmama , ona nije izmislila ideju vegana. Ona nije izmislila ideju brige za to pitanje. Ali je pomogla da se organiziraju ljudi, i pomogla je da se to pretvori u pokret.
Hugo Chavez did not invent the disaffected middle and lower class of Venezuela. He merely led them.
Hugo Chavez nije izmislio nezadovoljnu srednju i donju klasu u Venecueli. Oni ih je samo vodio.
Bob Marley did not invent Rastafarians. He just stepped up and said, "Follow me."
Bob Marley nije izmislio Rastafarijance. On je samo istupio i rekao, "Slijedite me."
Derek Sivers invented CD Baby, which allowed independent musicians to have a place to sell their music without selling out to the man -- to have place to take the mission they already wanted to go to, and connect with each other.
Derek Sivers je osmislio bebe CD. Koji je omogućio nezavisnim muzičarima da imaju mjesto gdje mogu prodavati muziku, bez da se prodaju velikim kućama. Da imaju mjesto na kojem se mogu povezati s drugima, u misiji koju su oni već željeli slijediti.
What all these people have in common is that they are heretics. That heretics look at the status quo and say, "This will not stand. I can't abide this status quo. I am willing to stand up and be counted and move things forward. I see what the status quo is; I don't like it." That instead of looking at all the little rules and following each one of them, that instead of being what I call a sheepwalker -- somebody who's half asleep, following instructions, keeping their head down, fitting in -- every once in a while someone stands up and says, "Not me." Someone stands up and says, "This one is important. We need to organize around it." And not everyone will. But you don't need everyone. You just need a few people -- (Laughter) -- who will look at the rules, realize they make no sense, and realize how much they want to be connected.
Ono što svi ovi ljudi imaju zajedničko jest da su heretici. Heretici gledaju na status quo i kažu, to neće tako ići. Ne mogu se pokoriti statusu quo. Spreman sam ustati i obračunati se, kako bi stvari krenule prema naprijed. Vidim što znači status quo. I ne sviđa mi se. Umjesto da se gleda na sva ta mala pravila i slijedi se svako od njih, umjesto da budu ono što ja nazivam "još jednom ovcom" netko tko napola spava, slijedi upute, drži glavu dolje, uklapa se, svako toliko netko ustane i kaže, "Ne ja." Netko ustane i kaže, "Ovo je važno. Moramo se oko toga organizirati." I neće svi. Ali vi ni ne trebate sve. Trebate samo nekoliko ljudi (Smijeh) koji će pogledati pravila, shvatiti da ona nemaju smisla, i shvatiti koliko žele biti povezani.
So Tony Hsieh does not run a shoe store. Zappos isn't a shoe store. Zappos is the one, the only, the best-there-ever-was place for people who are into shoes to find each other, to talk about their passion, to connect with people who care more about customer service than making a nickel tomorrow. It can be something as prosaic as shoes, and something as complicated as overthrowing a government. It's exactly the same behavior though.
Tony Hsieh ne vodi prodavaonicu cipela. Zappos nije prodavaonica cipela. Zappos je jedno, jedino, jedinstveno, najbolje koje postoji, mjesto za ljude koje zanimaju cipele kako bi se međusobno pronašli, kako bi pričali o svojoj strasti, kako bi se povezivali s ljudima kojima je stalo više do usluge kupcima, nego do novca koji će zaraditi. To može biti nešto jednostavno kao cipele. I nešto toliko komplicirano poput zbacivanja vlade. To je potpuno jednaki obrazac ponašanja .
What it requires, as Geraldine Carter has discovered, is to be able to say, "I can't do this by myself. But if I can get other people to join my Climb and Ride, then together we can get something that we all want. We're just waiting for someone to lead us."
Ono što je potrebno, kao što je Geraldine Carter otkrila, jest biti sposoban reči, "Ne mogu to učiniti sama. Ali ako mogu pridobiti druge ljude da mi se pridruže u Climb and Ride, onda zajedno možemo postići ono što svi želimo. Mi samo čekamo nekoga da nas vodi."
Michelle Kaufman has pioneered new ways of thinking about environmental architecture. She doesn't do it by quietly building one house at a time. She does it by telling a story to people who want to hear it. By connecting a tribe of people who are desperate to be connected to each other. By leading a movement and making change. And around and around and around it goes.
Michelle Kaufman je bila pionirka u novom načinu razmišljanja o ekološkoj arhitekturi. Ona to nije napravila tiho gradeći jednu po jednu kuću. Ona je to napravila tako što je ispričala priču ljudima koji su je htjeli čuti. Povezujući pleme ljudi koji su očajni u želji da se povežu jedni s drugima. Vodeći pokret. Radeći promjenu. I tako se to vrti i vrti i vrti u krug.
So three questions I'd offer you. The first one is, who exactly are you upsetting? Because if you're not upsetting anyone, you're not changing the status quo. The second question is, who are you connecting? Because for a lot of people, that's what they're in it for: the connections that are being made, one to the other. And the third one is, who are you leading? Because focusing on that part of it -- not the mechanics of what you're building, but the who, and the leading part -- is where change comes.
Imam tri pitanja za vas: Prvo je, koga točno vi uznemiravate? Jer ako nikoga ne uznemiravate, onda ne mijenjate status quo. Druge pitanje, koga povezujete? Jer za veliki broj ljudi to je razlog zašto su ovdje. Veze koje se stvaraju, jednih prema drugima. I treće je, koga vodite? Jer fokusirajući se na taj dio, ne na mehaniku onoga što gradite, već na koga, a kroz proces vođenja dolazi do promjena.
So Blake, at Tom's Shoes, had a very simple idea. "What would happen if every time someone bought a pair of these shoes I gave exactly the same pair to someone who doesn't even own a pair of shoes?" This is not the story of how you get shelf space at Neiman Marcus. It's a story of a product that tells a story. And as you walk around with this remarkable pair of shoes and someone says, "What are those?" You get to tell the story on Blake's behalf, on behalf of the people who got the shoes. And suddenly it's not one pair of shoes or 100 pairs of shoes. It's tens of thousands of pairs of shoes.
Blake je, u Tom's Shoes, imao jednu jako jednostavnu ideju. "Što će se dogoditi ako svaki put kada netko kupi cipele, ja poklonim isti takav par cipela nekome tko nema svoje cipele?" Ovo nije priča o tome kako dobiti policu u Neiman Marcusu. Ovo je priča o proizvodu koji priča svoju priču. I dok hodate naokolo s tim izuzetnim cipelama i netko vas pitate, "Što je to?" Vi krenete pričati priču u ime Blakea, u ime ljudi koji su dobili cipele. I odjednom se ne radi o jednim cipelama ili stotinu cipela. Radi se o desetinama tisuća cipela.
My friend Red Maxwell has spent the last 10 years fighting against juvenile diabetes. Not fighting the organization that's fighting it -- fighting with them, leading them, connecting them, challenging the status quo because it's important to him. And the people he surrounds himself with need the connection. They need the leadership. It makes a difference.
Moj prijatelj Red Maxwell je potrošio posljednjih 10 godina boreći se protiv dijabetisa mladih. Ne boreći se organizacijom koja se bori protiv toga, već boreći se s njima, vodeći ih, povezujući ih, izazivajući status quo jer je to njemu važno. A ljudi kojima se okružio trebaju vezu. Oni trebaju vodstvo. Ono stvara promjene
You don't need permission from people to lead them. But in case you do, here it is: they're waiting, we're waiting for you to show us where to go next. So here is what leaders have in common. The first thing is, they challenge the status quo. They challenge what's currently there. The second thing is, they build a culture. A secret language, a seven-second handshake, a way of knowing that you're in or out. They have curiosity. Curiosity about people in the tribe, curiosity about outsiders. They're asking questions. They connect people to one another. Do you know what people want more than anything? They want to be missed. They want to be missed the day they don't show up. They want to be missed when they're gone. And tribe leaders can do that. It's fascinating, because all tribe leaders have charisma, but you don't need charisma to become a leader. Being a leader gives you charisma. If you look and study the leaders who have succeeded, that's where charisma comes from -- from the leading. Finally, they commit. They commit to the cause. They commit to the tribe. They commit to the people who are there.
Ne trebate dozvolu od ljudi da ih vodite. Ali u slučaju da je trebate, evo je. Oni čekaju, mi čekamo da nam pokažete gdje da idemo dalje. Dakle evo što vođe imaju zajedničko. Prva stvar je, oni izazivaju status quo. Oni izazivaju ono što je trenutačno tamo. Druga stvar, oni grade kulturu. Tajni jezik, rukovanje dugo 7 sekundi. Način na koji znaju da ste unutra ili vani. Oni su radoznali. Radoznali o ljudima u plemenu. Radoznali o ljudima izvan plemena. Oni postavljaju pitanja. Oni povezuju ljude jedne s drugima. Znate li što ljudi žele više od ičega? Žele da nekome nedostaju, da ih netko treba. Žele da nedostaju drugima u slučaju da se ne pojave. Žele da nedostaju kada umru. I vođe plemena to mogu učiniti. To je fascinantno jer sve vođe plemena imaju karizmu. Ali ne trebate karizmu kako biste postali vođa. To što ste vođa daje vam karizmu. Ako pogledate bilo koje istraživanje o vođama koji su uspjeli, od tuda im dolazi karizma, od vođenja. Konačno, oni su predani. Oni su posvećeni problemu. Oni su posvećeni plemenu. Oni se posvećuju ljudima koji su tamo.
So I'd like you to do something for me. And I hope you'll think about it before you reject it out-of-hand. What I want you to do, it only takes 24 hours, is: create a movement. Something that matters. Start. Do it. We need it. Thank you very much. I appreciate it. (Applause)
zato bih vas zamolio da nešto napravite za mene. I nadam se da ćete o tome razmisliti prije nego što me odbijete. Zamoliti ću vas, a to će vam oduzeti samo 24 sata, da stvorite pokret. Nešto što vam je važno. Započnite. Trebamo vas. Hvala vam puno. Cijenim to. (Pljesak)