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, nekada dobijem poziv da održim čudna predavanja. Zovu me da govorim pred ljudima koji se oblače u velike životinjske kostime i nastupaju na sportskim događajima. Nažalost nisam mogao da odem. Ali navelo me je da počnem da razmišljam o činjenici da ovi momci, ili bar većina, znaju šta je to čime zarađuju za život. Oni se preruše u plišane životinje i zabavljaju ljude na sportskim događajima.
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 posle toga pozvan sam da govorim na konvenciji ljudi koji prave životinje od balona. I opet nisam mogao da idem. Ali to je fascinantna grupa. Prave životinje od balona. Postoji veliki raskol između onih koji prave crkvene i porno životinje. ( smeh ) Ali prave mnogo kul stvari od balona. Ponekad dospeju u nevolju, ali ne često. I još jedna stvar u vezi sa ovim momcima je da i oni znaju čime zarađuju za život. Prave 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.
Ali čime mi zarađujemo za život? Šta tačno za ljude koji ovo gledaju svaki dan? I želim da tvrdim da ono što mi radimo jeste da pokušavamo sve da promenimo. Da pokušavamo da nađemo deo statusa kvo, nešto što nam smeta, nešto što treba da se poboljša. Nešto što nas svrbi da se promeni, i mi ga menjamo. Pokušavamo da napravimo veliku, stalnu, važnu promenu. Ali mi ne razmišljamo o tome na taj način. I nismo proveli mnogo vremena govoreći o tome kakav je to proces. Proučavao sam to par godina. I želim danas da podelim par priča sa vama.
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 čoveku sa imenom Nejtan Vajngrad. Nejtan je bio druga osoba ( po važnosti ) u SPCA ( Društvo za prevenciju nasilja nad životinjama ) San Franciska. I ono što možda ne znate o istoriji SPCA jeste da je osnovano kako bi ubijalo pse i mačke. Gradovi su im dali dozvolu da se otarase i unište životinje lutalice. U tipičnoj godini četiri miliona pasa i mačaka je bilo ubijeno. Većina njih u roku od 24 sata pošto bi bili uklonjeni sa ulice. Nejtan i njegov šef su videli ovo. I nisu mogli to da tolerišu. I tako su odlučili da naprave od San Franciska grad bez ubijanja. Napraviti čitav grad gde će svaki pas i mačka. sem ako su bolesni ili opasni, biti usvojeni, ne ubijeni. I svi su rekli da je to nemoguće. Nejtan i njegov šef su otišli u gradsko veće da bi promenili propis. I ljudi iz SPCA i humanih skloništa širom zemlje doleteli su u San Francisko da svedoče protiv njih. Da kažu da će to naštetiti pokretu i da je nehumano. Bili su uporni. I Nejtan je otišao direktno u zajednicu. Povezao se sa ljudima kojima je stalo do ovoga. Neprofesionalcima, ljudima sa strašću. I za samo par godina, San Francisko je postao prvi grad bez ubijanja. Rade bez gubitaka. Potpuno podržani od strane zajednice. Nejtan je otišao u Tompkins okrug, Nju Jork. Mesto toliko različito od San Franciska koliko je to moguće u Sjedinjenim Državama. I ponovo je to uradio. Od toga da su ga slavili kao hvatača pasa postao je neko ko u potpunosti menja zajednicu. Onda je otišao u Severnu Karolinu i uradio istu stvar. Onda je otišao u Rino. I ponovo je to uradio.
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 o tome šta je Nejtan uradio, i kada razmišljam o tome šta ljudi ovde čine, razmišljam o idejama. I razmišljam o ideji da stvaranje ideje, širenje ideje podrazumeva puno toga. Ne znam da li ste ikada bili na jevrejskom venčanju. Ali ono što oni rade je da uzmu sijalicu i razbiju je. Postoji mnogo razloga zbog kojih to čine i priča o tome. Ali jedan razlog je to što ukazuje na promenu, od ranije do kasnije. To je trenutak u vremenu. I tvrdim da mi živimo kroz i da smo upravo u ključnom momentu promene u načinu na koji se ideje stvaraju i šire i primenjuju.
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.
Počeli smo sa idejom fabrike. Da ste mogli da promenite čitav svet da ste imali efikasnu fabriku koja je mogla brzo da stvori promenu. Onda smo prešli na TV ideju. Rekli su da ako imamo dovoljno velika usta, ako možemo da se pojavimo na TVu dovoljno puta, ako možemo da kupimo dovoljno oglasa, možemo da pobedimo. I sada smo u tom novom modelu vođstva. Gde način na koji možemo da dovedemo do promene nije korišćenjem novca, ili moći da podignemo sistem. Već vođenjem.
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 predstavim tri ciklusa. Prvi ciklus je fabrika. Henri Ford dolazi do vrlo kul ideje. Omogućava mu da zaposli ljude koji su bivali plaćeni 50 centi na dan i da im plati pet dolara na dan. Jer ima dovoljno efikasnu fabriku. Pa, sa takvom vrstom prednosti možete da zbućkate mnogo automobila. Možete mnogo toga da promenite. Možete da izgradite puteve. Možete da promenite ono od čega je cela zemlja satkana. Suština onoga što radite je da Vam treba sve jeftinija radna snaga, i sve brže mašine. I problem na koji smo naišli je da nam ponestaje oba. Sve jeftinije radne snage i sve bržih mašina. ( smeh )
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)
Stoga menjamo brzinu na minut i kažemo, " Znam. Televizija. Reklamiranje. Guraj guraj. Uzmi dobru ideju i proguraj je u svet. Ja imam bolju mišolovku. I samo kad bih imao dovoljno novca da kažem dovoljnom broju ljudi, dovoljno ću prodati." I možete da izgradite čitavu industriju na tome. Ako je potrebno možete da stavite bebe u svoje reklame. Ako je potrebno možete da iskoristite bebe da prodate nešto drugo. A ako bebe ne vrede, možete da koristite lekare. Ali budite pažljivi. Jer ne želite nesređenu jukstapoziciju gde govorite o jednoj stvari umesto o drugoj. ( smeh ) Ovaj model zahteva da se ponašate kao kralj. Poput osobe u prednjem delu sobe koja baca stvari na pijune u zadnjem delu sobe. Da ste Vi glavni. I reći ćete ljudima šta da urade sledeće. Kratko, mali dijagram toga je ovde gore. I Vi gurate to u svet. Ovaj metod, masovni marketing, zahteva prosečne ideje, jer idete na mase i brojne reklame. Kao spameri pokušali smo da hipnotišemo sve da kupe našu ideju. Hipnotisati sve da doniraju našem radu. Hipnotisati sve da glasaju za naše kandidate. I nažalost to ne radi više tako dobro. ( smeh )
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 ima dobrih vesti, zaista dobrih vesti. Ja to zovem ideja plemena. To šta su plemena je vrlo jednostavan koncept, koji ide 50 hiljada godina unazad. Radi se o vođstvu i povezivanju ljudi i ideja. I to je nešto što su ljudi oduvek želeli. Mnogi ljudi su navikli da imaju duhovno pleme, ili pleme crkve, radno pleme, da imaju zajednicu. Ali sada zahvaljujući internetu, zahvaljujući eksploziji masovnih medija, zahvaljujući mnogim drugim stvarima koje ključaju kroz naše društvo širom sveta, plemena su svuda.
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 je trebao da homogenizuje sve povezujući nas. Umesto toga, dozvoljen je silos interesovanja. Tako da imate ove žene sa crvenim šeširima ovde. Imate triatlonce sa crvenim kapicama ovde. Imate organizovane vojske ovde. Imate neorganizovane pobunjenike ovde. Imate ljude sa belim šeširima koji prave hranu. I ljude sa belim šeširima koji plove. Suština je da možete da nađete ukrajinske folkloraše. I da se povežete sa njima. Zato što želite da budete povezani. Da ljudi na periferiji mogu da nađu jedni druge, da se povežu i odu negde. Svaki grad koji ima vatrogasce kao volontere razume ovaj način razmišljanja. ( smeh )
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)
Sada ispada da je ovo legitimna nefotošopovana fotografija. Ljude koje znam koji su vatrogasci rekli su mi da ovo nije neuobičajeno. I da ponekad u svrhu obuke zapale kuću koja je predviđena za rušenje i vežbaju spašavanje. Ali uvek stanu da naprave fotografiju. ( smeh )
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 pirata je fascinantno. Imaju svoju sopstvenu zastavu. Imaju zakrpe za oko. Možete da kažete kada naletite na nekoga ko je u plemenu. I ispada da plemena, ne novac, ne fabrike, mogu da promene svet, politiku, mogu da okupe veliki broj ljudi. Ne zato što ste ih prislili da rade nešto protiv svoje volje. Već zato što žele da budu povezani.
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.
Ono čime mi trenutno zarađujemo za život, svi prisutni, čini mi se, je pronalaženje nečega što je bitno menjati, a zatim okupljanje plemena koja će okupiti plemena koja će širiti ideju i širiti ideju. I to postaje nešto mnogo veće od nas samih. Postaje pokret. Tako da kada je Al Gor krenuo da menja svet ponovo, nije to učinio sam. I nije to učinio postavljanjem brda oglasa. Učinio je to tako što je stvorio pokret. Hiljade ljudi širom zemlje koji su držali njegovu prezentaciju. Zato što on ne može da bude u svih 100 ili 200 ili 500 gradova za noć.
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."
Ne trebaju Vam svi. Ono što nas je Kevin Keli naučio je da Vam je potrebno, ne znam, hiljadu pravih fanova. Hiljadu ljudi kojima je zaista stalo da dobijete sledeću rundu i onu posle i onu posle. A to znači da ideja koju stvorite, proizvod koji napravite, pokret koji stvorite nisu za svakoga. To nije masovna stvar. Nije u tome poenta. Radi se o nalaženju onih koji zaista veruju. Lako je reći, na osnovu ovoga što sam do sada rekao, " Čekaj malo, ja nemam ono što je potrebno da budem takav lider."
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 lidera. Nemaju mnogo toga zajedničkog. Otprilike su istih godina. Ali to je to. Ono što su oni učinili, svaki na svoj način, stvorili su drugačiji način Vašeg usmeravanja kroz tehnologiju. Tako će neki ljudi izaći napolje i okupiti ljude da budu deo jednog tima. A neki ljudi će okupiti ljude da budu deo drugog tima.
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 takođe čini da odluke koje donosite prilikom pravljenja proizvoda ili usluga budu informisane. Znate, ovo je jedna od mojih omiljenih sprava. Ali kakva šteta što nije organizovan da pomogne autorima da stvore pokret. Šta bi se dogodilo kad biste mogli dok koristite svoj Kindl da vidite komentare i citate i beleške svih drugih ljudi koji čitaju istu knjigu kao i Vi u tom momentu. Ili iz Vaše grupe. Ili od Vaših prijatelja, ili iz kruga iz kojeg želite. Šta bi se desilo kada bi autori, ili ljudi sa idejama, mogli da koriste verziju dva, koja izlazi u ponedeljak. I da je koriste da organizuju ljude koji žele da razgovaraju o nečemu. Postoji milion stvari o mehanici koje bih mogao da ovde podelim sa vama. Ali hajde da probam samo 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.
Bitlsi nisu izumeli tinejdžere. Oni su samo odlučili da ih vode. Tako je većina pokreta, većina vođstva koje imamo u vezi sa nalaženjem grupe koja je nepovezana. ali već ima čežnju. Ne ubeđivanje ljudi da žele nešto što još uvek 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 Dajen Hac radila Mitriks, njen video o tome kako su životinje na farmi tretirane se proširio internetom, ali ona nije izumela ideju da se bude vegan. Nije izmislila ideju brige o ovom pitanju. Ali je pomogla da se ljudi organizuju i da se pretvore u pokret.
Hugo Chavez did not invent the disaffected middle and lower class of Venezuela. He merely led them.
Hugo Čavez nije izmislio nezadovoljstvo srednje i niže klase Venecuele. On ih je samo vodio.
Bob Marley did not invent Rastafarians. He just stepped up and said, "Follow me."
Bob Marli nije izumeo Rastafarijance, On je samo izašao i rekao, " Pratite 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 izumeo CD Baby. Koji je dozvolio nezavisnim muzičarima da imaju mesto za prodaju svoje muzike bez da se „prodaju“ velikim izdavačkim kućama. Da imaju mesto da krenu u misiju na koju su već hteli sa krenu i da se povežu sa ostalima.
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 je zajedničko za ove ljude je da su oni heretici. Heretici gledaju u status kvo i kažu, Ovo nećemo tolerisati. Ne mogu da se pridržavam statusa kvo. Spreman sam da ustanem i da se obračunam i da pomerim stvari unapred. Ja vidim šta je status kvo. I ne sviđa mi se. Umesto da poštuju sva mala pravila i da prate svako od njih, umesto da budu ono što ja zovem ovcama u stadu. neko ko je napola u snu, prati instrukcije, drži glavu dole, uklapa se, svako malo neko ustane i kaže, " Ne ja." Neko ustane i kaže, " Ovo je važno. Moramo da se organizujemo oko ovoga." Ali neće svi. Ali ni ne trebaju Vam svi, Potrebno Vam je samo par ljudi ( smeh ) koji će pogledati pravila, shvatiti da nemaju smisla i shvatiti koliko žele da budu 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.
Dakle Toni Šej ne vodi prodavnicu cipela, Zapos nije prodavnica cipela. Zapos je jedno jedino, najbolje koje je ikada postojalo, mesto za ljude koje cipele zanimaju za nalaženje jedni drugih, da razgovaraju o svojoj strasti, da se povežu sa ljudima kojima je više stalo do korisnika, nego da zarade dinar sutra. To može da bude nešto jednostavno poput cipela. I nešto komplikovano poput zbacivanja vlade. Ponašanje je doduše poptuno isto.
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 Džeraldin Karter otkrila, jeste biti sposoban reći, " Ne mogu da uradim ovo sam. Ali ako mogu da pridobijem druge ljude da se pridruže mom Climb and Ride, onda zajedno možemo da dobijemo nešto 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.
Mišel Kaufman je bila pionir u novim načinima razmišljanja o arhitekturi životne sredine. Ona to ne čini tiho gradeći jednu po jednu kuću. Ona to čini pričajući priče ljudima koji žele da ih čuju. Povezujući pleme ljudi koji su očajni da budu povezani jedni sa drugima. Vodeći pokret. Tako što menja. I okolo i okolo i okolo ide.
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.
Nudim vam tri pitanja. Prvo je, koga tačno uznemiravate? Jer ako nikoga ne uznemiravate, ne menjate status kvo. Drugo pitanje je, koga povezujete? Jer za mnogo ljudi, to je razlog zbog kojeg su tu. Veze koje se stvaraju, jedni sa drugima. I treće, koga vodite? Budući da se fokusirate na taj deo, ne na mehaniku onoga što gradite, već ko, a vodeći deo je gde promena nastupa.
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.
Dakle Blejk, iz Tom obuće, imao je veoma jednostavnu ideju, " Šta bi se desilo kada bih svaki put kad neko kupi par ovih cipela poklonio isti taj par nekome ko čak ni nema svoj par obuće?" Ovo nije priča o tome kako da dobijete svoju policu u Neiman Markusu. To je priča o proizvodu koji priča priče. I dok šetate u ovoj sjajnoj obući i neko kaže, " Šta je to?" Imate priliku da ispričate priču u Blejkovu korist, u korist ljudi koji dobijaju te cipele. I odjednom nije jedan par obuće ili 100 pari. Već je desetine hiljada pari obuće.
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 Maksvel je proveo poslednjih 10 godina boreći se protiv mladalačkog dijabetesa. Ne boreći se sa organizacijom koja se bori protiv toga, boreći se sa njima, vodeći ih, povezujući ih, izazivajući status kvo, jer mu je to važno. I ljudima kojima se okružuje je potrebno da se povežu. Potrebno im je vođstvo. To čini razliku.
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 treba Vam dozvola od ljudi da ih vodite. Ali za slučaj da Vam treba, evo je. Oni čekaju, mi čekamo da nam pokažete kuda da idemo sledeće. Evo šta lideri imaju zajedničko. Prva stvar, oni izazivaju status kvo. Izazivaju ono što je trenutno tamo. Druga stvar je, oni grade kulturu. Tajni jezik, tajno rukovanje. Način da znaju da li ste unutra ili ne. Radoznali su. Radoznali po pitanju ljudi u plemenu. Radoznalost za ljude spolja. Oni postavljaju pitanja. Oni povezuju ljude međusobno. Da li znate šta ljudi žele više od svega? Oni žele da nedostaju nekome. Žele da nedostaju dana kada se ne pojave. Žele da nedostaju kada umru. A vođe plemena mogu to da učine. Fascinanto je jer sve vođe plemena imaju harizmu. Ne treba Vam harizma da postanete lider. Biti lider Vam daje harizmu. Ako pogledate i proučite lidere koji su uspeli, odatle dolazi harizma, iz vođstva. Konačno, oni su posvećeni. Oni su posvećeni problemu. Posvećeni su plemenu. Posvećeni su 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)
Želim da uradite nešto za mene. I nadam se da ćete razmisliti o tome pre nego što ga odmah odbacite. Za ono što želim da učinite biće Vam potrebna samo 24 sata, a to je da stvorite pokret. Nešto što je važno. Započnite. Uradite to. Potrebno nam je. Mnogo vam hvala, cenim to. ( aplauz )