第一篇：偉大領(lǐng)袖如何激勵(lì)個(gè)體行為 TDD演講(中英文)

How do you explain when things don't go as we assume? Or better, how do you explainwhen others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition.And yet, they're just a computer company.They're just like everyone else.They have the same access to the same talent, the same agencies, the same consultants, the same media.Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn't the only man who suffered in a pre-civil rights America, and he certainly wasn't the only great orator of the day.Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded...and they didn't achieve powered man flight, and the Wright brothers beat them to it.There's something else at play here.當(dāng)事情的發(fā)展出乎意料之外的時(shí)候,你怎么解釋?換句話說,當(dāng)別人似乎出乎意料地取得成功的時(shí)候,你怎么解釋?比如說,為什么蘋果公司創(chuàng)新能力這么強(qiáng)?這么多年來,年復(fù)一年, 他們比所有競爭對手都更加具有創(chuàng)新性。而其實(shí)他們只是一家電腦公司。他們跟其他公司沒有任何分別,有同樣的途徑,接觸到同樣的人才,同樣的代理商,顧問,和媒體。那為什么他們就似乎有那么一點(diǎn)不同尋常呢?同樣的,為什么是由馬丁?路德?金來領(lǐng)導(dǎo)民權(quán)運(yùn)動(dòng)?那個(gè)時(shí)候在美國,民權(quán)運(yùn)動(dòng)之前,不僅僅只有他一個(gè)人飽受歧視。他也決不是那個(gè)時(shí)代唯一的偉大演說家。為什么會(huì)是他?又為什么懷特兄弟能夠造出動(dòng)力控制的載人飛機(jī),跟他們相比,當(dāng)時(shí)的其他團(tuán)隊(duì)似乎更有能力,更有資金,他們卻沒能制造出載人飛機(jī),懷特兄弟打敗了他們。一定還有一些什么別的因素在起作用。

About three and a half years ago I made a discovery.And this discovery profoundly changedmy view on how I thought the world worked, and it even profoundly changed the way in which I operate in it.As it turns out, there's a pattern.As it turns out, all the great and inspiring leaders and organizations in the world--whether it's Apple or Martin Luther King or the Wright brothers--they all think, act and communicate the exact same way.And it's the complete opposite to everyone else.All I did was codify it, and it's probably the world'ssimplest idea.I call it the golden circle.大概三年半之前,我有了個(gè)新發(fā)現(xiàn),這個(gè)發(fā)現(xiàn)完全改變了我對這個(gè)世界如何運(yùn)作的看法。甚至從根本上改變了我的工作生活方式。那就是我發(fā)現(xiàn)了一種模式,我發(fā)現(xiàn)世界上所有偉大的令人振奮的領(lǐng)袖和組織,無論是蘋果公司、馬丁?路德?金還是懷特兄弟,他們思考、行動(dòng)、交流溝通的方式都完全一樣,但是跟所有其他人的方式完全相反。我所做的僅僅是把它整理出來。這可能是世上最簡單的概念。我稱它為黃金圓環(huán)。

Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren't.Let me define the terms really quickly.Every single person, every single organization on the planet knows what they do, 100 percent.Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP.But very, very few people or organizations know why they do what they do.And by “why” I don't mean “to make a profit.” That's a result.It's always a result.By “why,” I mean: What's your purpose? What's your cause? What's your belief?Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in.It's obvious.We go from the clearest thing to the fuzziest thing.But the inspired leaders and the inspired organizations--regardless of their size, regardless of their industry--all think, act and communicate from the inside out.為什么?怎么做?是什么? 這小小的模型就解釋了為什么一些組織和領(lǐng)導(dǎo)者能夠在別人不能的地方激發(fā)出靈感和潛力。我來盡快地解釋一下這些術(shù)語。地球上的每個(gè)人,每個(gè)組織都明白自己做的是什么,百分之百。其中一些知道該怎么做,你可以稱之為是你的差異價(jià)值,或是你的獨(dú)特工藝,或是你的獨(dú)特賣點(diǎn)也好,怎么說都行。但是非常,非常少的人和組織明白為什么做。這里的“為什么”和“為利潤”沒有關(guān)系, 利潤只是一個(gè)結(jié)果,永遠(yuǎn)只能是一個(gè)結(jié)果。我說的“為什么” 指的是:你的目的是什么?你這樣做的原因是什么?你懷著什么樣的信念?你的機(jī)構(gòu)為什么而存在?你每天早上是為什么而起床?為什么別人要在乎你?結(jié)果是,我們思考的方式,行動(dòng)的方式,交流的方式都是由外向內(nèi)的。很顯然的,我們所采用的方式是從清晰開始,然后到模糊的東西。但是激勵(lì)型領(lǐng)袖以及組織機(jī)構(gòu),無論他們的規(guī)模大小,所在領(lǐng)域,他們思考, 行動(dòng)和交流的方式都是從里向外的。

Let me give you an example.I use Apple because they're easy to understand and everybody gets it.If Apple were like everyone else, a marketing message from them might sound like this: “We make great computers.They're beautifully designed, simple to use and user friendly.Want to buy one?” “Meh.” And that's how most of us communicate.That's how most marketing is done, that's how most sales is done and that's how most of us communicate interpersonally.We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that.Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us.Here's our new car: It gets great gas mileage, it has leather seats, buy our car.But it's uninspiring.舉個(gè)例子吧。我舉蘋果公司是因?yàn)檫@個(gè)例子簡單易懂,每個(gè)人都能理解。如果蘋果公司跟其他公司一樣,他們的市場營銷信息就會(huì)是這個(gè)樣子: “我們做最棒的電腦,設(shè)計(jì)精美,使用簡單,界面友好。你想買一臺(tái)嗎?”不怎么樣吧。這就是我們大多數(shù)人的交流方式,也是大多數(shù)市場推廣的方式,大部分銷售所采用的方式,也是我們大部分人互相交流的方式。我們說我們的職業(yè)是干什么的,我們說我們是如何的與眾不同,或者我們怎么比其他人更好,然后我們就期待著一些別人的反應(yīng),比如購買,比如投票,諸如此類。這是我們新開的的律師事務(wù)所, 我們擁有最棒的律師和最大的客戶,我們總是能滿足客戶的要求。這是我們的新車型,非常省油,真皮座椅。買一輛吧。但是這些推銷詞一點(diǎn)勁都沒有。

Here's how Apple actually communicates.“Everything we do, we believe in challenging the status quo.We believe in thinking differently.The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly.We just happen to make great computers.Want to buy one?” Totally different right? You're ready to buy a computer from me.All I did was reverse the order of the information.What it proves to us is that people don't buy what you do;people buy why you do it.People don't buy what you do;they buy why you do it.這是蘋果公司實(shí)際上的溝通方式: “我們做的每一件事情,都是為了突破和創(chuàng)新。我們堅(jiān)信應(yīng)該以不同的方式思考。我們挑戰(zhàn)現(xiàn)狀的方式是通過把我們的產(chǎn)品設(shè)計(jì)得十分精美,使用簡單,和界面友好。我們只是在這個(gè)過程中做出了最棒的電腦。想買一臺(tái)嗎?”感覺完全不一樣,對吧?你已經(jīng)準(zhǔn)備從我這里買一臺(tái)了。我所做的只是將傳遞信息的順序顛倒一下而已。事實(shí)已經(jīng)向我們證明,人們買的不是你做的產(chǎn)品,人們買的是你的信念和宗旨。人們買的不是你做的產(chǎn)品,人們買的是你的信念。

This explains why every single person in this room is perfectly comfortable buying a computer from Apple.But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple.But, as I said before, Apple's just a computer company.There's nothing that distinguishes them structurally from any of their competitors.Their competitors are all equally qualified to make all of these products.In fact, they tried.A few years ago, Gateway came out with flat screen TVs.They're eminently qualified to make flat screen TVs.They've been making flat screen monitors for years.Nobody bought one.Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products--and nobody bought one.In fact, talking about it now, we can't even imagine buying an MP3 player from Dell.Why would you buy an MP3 player from a computer company? But we do it every day.People don't buy what you do;they buy why you do it.The goal is not to do business with everybody who needs what you have.The goal is to do business with people who believe what you believe.Here's the best part: 這就解釋了為什么這里的每個(gè)人從蘋果公司買電腦時(shí)都覺得理所當(dāng)然。但是我們從蘋果公司買 MP3 播放器,手機(jī),或者數(shù)碼攝像機(jī)時(shí),也感覺很舒服。而其實(shí),我剛才已經(jīng)說過,蘋果公司只是個(gè)電腦公司。沒有什么能從結(jié)構(gòu)上將蘋果公司同競爭對手區(qū)分開來。競爭對手和蘋果公司有同樣的能力制造所有這些產(chǎn)品。實(shí)際上,他們也嘗試過。幾年前,捷威(Gateway)公司推出了平板電視。他們制造平板電視的能力很強(qiáng), 因?yàn)樗麄冏銎桨屣@示器已經(jīng)很多年了。但是沒有人買他們的平板電視。戴爾公司推出了MP3播放器和掌上電腦,他們產(chǎn)品的質(zhì)量非常好,產(chǎn)品的設(shè)計(jì)也非常不錯(cuò)。但是也沒有人買他們的這些產(chǎn)品。其實(shí),說到這里,我們無法想象會(huì)從戴爾公司買MP3播放器。你為什么會(huì)從一家電腦公司買MP3播放器呢?但是每天我們都這么做。人們買的不是你做的產(chǎn)品,人們買的是你的信念。做公司的目標(biāo)不是要跟所有需要你的產(chǎn)品的人做生意,而是跟與你有著相同理念的人做生意。這是最精彩的部分。

None of what I'm telling you is my opinion.It's all grounded in the tenets of biology.Not psychology, biology.If you look at a cross-section of the human brain, looking from the top down, what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle.Our newest brain, our Homo sapien brain, our neocortex, corresponds with the “what” level.The neocortex is responsible for all of ourrational and analytical thought and language.The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty.It's also responsible for all human behavior, all decision-making, and it has no capacity for language.我說的這些沒有一個(gè)是我自己的觀點(diǎn)。這些觀點(diǎn)都能從生物學(xué)里面找到根源。不是心理學(xué),是生物學(xué)。當(dāng)你俯視看大腦的橫截面, 你會(huì)發(fā)現(xiàn)人類大腦實(shí)際上分成三個(gè)主要部分,而這三個(gè)主要部分和黃金圓環(huán)匹配得非常好。我們最新的腦部,管轄智力的腦部,或者說我們的大腦皮層,對應(yīng)著“是什么” 這個(gè)圓環(huán)。大腦皮層負(fù)責(zé)我們所有的理性和邏輯的思考和語言功能。中間的兩個(gè)部分是我們的兩個(gè)邊腦。邊腦負(fù)責(zé)我們所有的情感,比如信任和忠誠,也負(fù)責(zé)所有的行為和決策, 但這部分沒有語言功能。

In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures.It just doesn't drive behavior.When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do.This is where gut decisions come from.You know, sometimes you can give somebody all the facts and figures, and they say, “I know what all the facts and details say, but it just doesn't feel right.” Why would we use that verb, it doesn't “feel” right? Because the part of the brain that controls decision-making doesn't control language.And the best we can muster up is, “I don't know.It just doesn't feel right.”O(jiān)r sometimes you say you're leading with your heart, or you're leading with your soul.Well, I hate to break it to you, those aren't other body parts controlling your behavior.It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.換句話說,當(dāng)我們由外向內(nèi)交流時(shí),沒錯(cuò),人們可以理解大量的復(fù)雜信息, 比如特征,優(yōu)點(diǎn),事實(shí)和圖表。但不足以激發(fā)行動(dòng)。當(dāng)我們由內(nèi)向外交流時(shí),我們是在直接同控制行為的那一部分大腦對話,然后我們由人們理性地思考我們所說和做的事情。這就是那些發(fā)自內(nèi)心的決定的來源。你知道,有時(shí)候你展示給一些人所有的數(shù)據(jù)圖表,他們會(huì)說“我知道這些數(shù)據(jù)和圖表是什么意思,但就是感覺不對。”為什么我們會(huì)用這個(gè)動(dòng)詞,“感覺”不對?因?yàn)榭刂茮Q策的那一部分大腦并不支配語言, 我們只好說 “我不知道為什么,就是感覺不對。” 或者有些時(shí)候,你說聽從心的召喚,或者說聽從靈魂。我不想把這些觀念分解得太徹底,但心和靈魂都不是控制行為的部分。所有這一切都發(fā)生在你的邊腦,控制決策行為而非語言的邊腦。

But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do.Again, the goal is not just to sell to people who need what you have;the goal is to sell to people who believe what you believe.The goal is not just to hire people who need a job;it's to hire people who believe what you believe.I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if you hire people who believe what you believe, they'll work for you with blood and sweat and tears.And nowhere else is there a better example of this than with the Wright brothers.如果你自己都不知道你為什么干你所做的事情,而別人要對你的動(dòng)機(jī)作出反應(yīng),那么你怎么可能贏得大家對你的支持,從你這里購買東西,或者更重要的,對你忠誠并且想成為你正在做的事情的一分子呢?再說一次,目標(biāo)不僅僅是將你有的東西賣給需要它們的人;而是將東西賣給跟你有共同信念的人。目標(biāo)不僅僅是雇傭那些需要一份工作的人;目標(biāo)是雇傭那些同你有共同信念的人。你知道嗎,我總是說,如果你雇傭某人只是因?yàn)樗茏鲞@份工作,他們就只是為你開的工資而工作, 但是如果你雇傭跟你有共同信念的人, 他們會(huì)為你付出熱血,汗水和淚水。這一點(diǎn),沒有比懷特兄弟的故事更恰當(dāng)?shù)睦恿恕?/p>

Most people don't know about Samuel Pierpont Langley.And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day.Everybody was trying it.And Samuel Pierpont Langley had, what we assume, to be the recipe for success.I mean, even now, you ask people, “Why did your product or why did your company fail?”and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions.It's always the same three things, so let's explore that.Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine.Money was no problem.He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected;he knew all the big minds of the day.He hired the best minds money could find and the market conditions were fantastic.The New York Times followed him around everywhere, and everyone was rooting for Langley.Then how come we've never heard of Samuel Pierpont Langley? 大多數(shù)人都沒聽說過塞繆爾?蘭利這個(gè)人。20世紀(jì)初期,投入機(jī)動(dòng)飛行器的熱情就像當(dāng)今的網(wǎng)站熱,每個(gè)人都在做嘗試。塞繆爾?蘭利擁有所有大家認(rèn)為是成功的要素。我的意思是,即便是現(xiàn)在,你問別人“為什么你的產(chǎn)品或者公司失敗了呢?” 人們總是用同樣的三個(gè)東西以同樣的排列順序來回答你,缺乏資金,用人不善,形勢不好。總是那三種理由,所以讓我們來逐個(gè)分析一下。國防部給了塞繆爾?蘭利5萬美金作為研制飛行器的資金。所以說,資金不是問題。他在哈佛大學(xué)工作過,也在史密森尼學(xué)會(huì)工作過, 人脈極其廣泛。他認(rèn)識(shí)當(dāng)時(shí)最優(yōu)秀的人才。因此,他雇傭了用資金能吸引到的最優(yōu)秀的人才。當(dāng)時(shí)的市場形勢相當(dāng)有利。紐約時(shí)報(bào)對他做跟蹤報(bào)道,每個(gè)人都支持他。但是為什么你們連聽都沒聽說過他呢?

A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success.They had no money;they paid for their dream with the proceeds from their bicycle shop;not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur;and The New York Times followed them around nowhere.The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief.They believed that if they could figure out this flying machine, it'll change the course of the world.Samuel Pierpont Langley was different.He wanted to be rich, and he wanted to be famous.He was in pursuit of the result.He was in pursuit of the riches.And lo and behold, look what happened.The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears.The others just worked for the paycheck.And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that's how many times they would crashbefore they came in for supper.與此同時(shí),幾百公里之外的俄亥俄州代頓市有一對兄弟,奧維爾?萊特和維爾伯?萊特, 他們倆沒有任何我們認(rèn)為的成功的要素。他們沒有錢。他們用自行車店的收入來追求他們的夢想。萊特兄弟的團(tuán)隊(duì)中沒有一個(gè)人上過大學(xué),就連奧維爾和維爾伯也沒有。紐約時(shí)報(bào)更是不沾邊的。不同的是,奧維爾和維爾伯追求的是一個(gè)事業(yè),一個(gè)目標(biāo),一種信念。他們相信如果他們能研制出飛行器,將會(huì)改變?nèi)澜绲陌l(fā)展進(jìn)程。塞繆爾?蘭利就不同了,他想要發(fā)財(cái),他想要成名。他追求的是最終結(jié)果,是變得富有。看吧,看接下來怎么樣了。那些懷有和懷特兄弟一樣夢想的人跟他們一起熱血朝天地奮斗著。另一邊的人則是為了工資而工作。后來流傳的故事說, 每次懷特兄弟出去實(shí)驗(yàn)時(shí), 都必須帶著五組零件,因?yàn)槟鞘窃谒麄兓貋沓酝盹堉皩⒁獕嫐У拇螖?shù)。

And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it.We found out about it a few days later.And further proof that Langley was motivated by the wrong thing: The day the Wright brothers took flight, he quit.He could have said, “That's an amazing discovery, guys, and I will improve upon your technology,” but he didn't.He wasn't first, he didn't get rich, he didn't get famous so he quit.最后,在 1903年12月17日,懷特兄弟成功起飛, 但是當(dāng)時(shí)沒有任何其他人在場目睹。我們是在幾天后才知道的。后來的事情進(jìn)一步證實(shí)了蘭利動(dòng)機(jī)不純,他在懷特兄弟成功的當(dāng)天就辭職了。他本來應(yīng)該可以說: “伙計(jì)們,這真是一項(xiàng)偉大的發(fā)明, 我可以改進(jìn)你們的技術(shù)。”但是他沒有,因?yàn)樗皇堑谝粋€(gè)制造出飛機(jī)的人,他就不會(huì)變得富有,他也不會(huì)變得有名,所以他辭職了。

People don't buy what you do;they buy why you do it.And if you talk about what you believe, you will attract those who believe what you believe.But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation, and if you don't know the law, you definitely know the terminology.The first two and a half percent of our population are our innovators.The next 13 and a half percent of our populationare our early adopters.The next 34 percent are your early majority, your late majority and your laggards.The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.人們買的不是你的產(chǎn)品;而是你的信念。如果你講述你的信念,你將吸引那些跟你擁有同樣信念的人。但是為什么吸引那些跟你擁有同樣信念的人非常重要呢?創(chuàng)新的傳播有一個(gè)規(guī)律,如果你不知道這個(gè)規(guī)律,你一定了解這個(gè)概念。我們的社會(huì)中,有2.5%的人是革新者。13.5%的人是早期的少部分采納者。接下來的34%是早期接受的大多數(shù),然后是比較晚接受的大多數(shù)和最后行動(dòng)的。這部分最后行動(dòng)的人買按鍵電話的唯一原因是因?yàn)樗麄冊僖操I不到轉(zhuǎn)盤電話了。

(Laughter)We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips.And I love asking businesses, “What's your conversion on new business?” And they love to tell you, “Oh, it's about 10 percent,” proudly.Well, you can trip over 10 percent of the customers.We all have about 10 percent who just “get it.” That's how we describe them, right? That's like that gut feeling, “Oh, they just get it.” The problem is: How do you find the ones that get it before you're doing business with them versus the ones who don't get it? So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, “Crossing the Chasm”--because, you see, the early majority will not try something until someone else has tried it first.And these guys, the innovators and the early adopters, they're comfortable making those gut decisions.They're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.雖然我們在不同的時(shí)候會(huì)處在這個(gè)曲線上不同的位置, 但是創(chuàng)新的傳播規(guī)律告訴我們?nèi)绻阆朐诖蟊娛袌錾汐@得成功,或者要大眾接納一個(gè)點(diǎn)子, 你得等到獲得15%-18%的市場接受度這個(gè)轉(zhuǎn)折點(diǎn)之后才行。那時(shí)之后市場才真正打開。我喜歡問公司:“你的新生意怎么樣呀?” 他們會(huì)很自豪地告訴你 “哦,大概有10%吧。”是呀,你有可能就在10%的顧客群這里過不去了。我們都能讓10%的人“意會(huì)”, 對,我們一般這樣形容他們。就好比描述那種感覺: “哦,他們有點(diǎn)心領(lǐng)神會(huì)了”。問題是:你怎么在他們還沒有成為你的顧客之前就發(fā)現(xiàn)那些能意會(huì)的人,和那些不能意會(huì)的人?這就是問題的所在,就是這點(diǎn)間隙,你得把這個(gè)間隙給填上,正如杰弗里穆爾所說的,“跨越鴻溝”。因?yàn)樵缙诘拇蠖鄶?shù)不會(huì)嘗試新事物, 除非有些人已經(jīng)先嘗試過了。而這些人,創(chuàng)新者和早期的少數(shù)人, 他們喜歡大膽的嘗試。他們更自然地憑直覺做事情, 發(fā)自于他們的世界觀的直覺,而不僅僅是因?yàn)槭袌錾嫌惺裁礃拥漠a(chǎn)品。

These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf.These are the people who spent 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard.And, by the way, they didn't do itbecause the technology was so great;they did it for themselves.It's because they wanted to be first.People don't buy what you do;they buy why you do it and what you do simplyproves what you believe.In fact, people will do the things that prove what they believe.The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them: They were first.People don't buy what you do;they buy why you do it.這是一批在iPhone上市的頭幾天去排隊(duì)等六個(gè)小時(shí)來購買的人, 而其實(shí)只要等一個(gè)星期你就可以隨便走進(jìn)店里從貨架上買到。這是一批在平板電視剛推出時(shí)會(huì)花4萬美金買一臺(tái)的人,盡管當(dāng)時(shí)的技術(shù)還不成熟。補(bǔ)充說一下,他們并不是因?yàn)榧夹g(shù)的先進(jìn)而買那些產(chǎn)品,而是為了他們自己。因?yàn)樗麄兿氤蔀榈谝粋€(gè)體驗(yàn)新產(chǎn)品的人。

人們買的不是你的產(chǎn)品;人們買的是你的信念。你的行動(dòng)只是證明了你的信念。實(shí)際上,人們會(huì)去做能夠體現(xiàn)他們的信念的事情。那些為了搶先在頭六個(gè)小時(shí)內(nèi)買到iPhone而排六個(gè)小時(shí)的隊(duì)的人, 是出于他們的世界觀, 出于他們想別人怎么看自己。他們是第一批體驗(yàn)者。人們買的不是你的產(chǎn)品;他們買的是你的信念。

So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation.First, the famous failure.It's a commercial example.As we said before, a second ago, the recipe for success is money and the right people and the right market conditions, right? You should have success then.Look at TiVo.From the time TiVo came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, hands down, there is no dispute.They were extremely well-funded.Market conditions were fantastic.I mean, we use TiVo as verb.I TiVo stuff on my piece of junk Time Warner DVR all the time.我再舉些著名的例子吧,證實(shí)創(chuàng)新傳播規(guī)律的一個(gè)失敗的例子和一個(gè)成功的例子。首先我們講這個(gè)失敗的例子。還是商業(yè)上的。就如我們一秒鐘前剛剛說過的,成功的要素是充足的資金,優(yōu)秀的人才和良好的市場形勢。那么,是不是如果有這些你就應(yīng)該獲得成功。看看蒂沃(TiVo)數(shù)字視頻公司吧。自從推出蒂沃機(jī)頂盒以來,大概是八、九年前,直到今天,它們一直是市場上唯一的最高品質(zhì)的產(chǎn)品,這沒有任何異議。它們絕對是資金充足, 市場形勢也大好。其實(shí),“蒂沃” 都變成了一個(gè)日常用的動(dòng)詞。比如:我經(jīng)常把東西蒂沃到我那臺(tái)華納數(shù)碼視頻錄像機(jī)里面。

But TiVo's a commercial failure.They've never made money.And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10.In fact, I don't think it's even traded above six, except for a couple of little spikes.Because you see, when TiVo launched their product they told us all what they had.They said, “We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking.” And the cynical majority said, “We don't believe you.We don't need it.We don't like it.You're scaring us.” What if they had said, “If you're the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you.It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc.” People don't buy what you do;they buy why you do it, and what you do simply serves as the proof of what you believe.但是蒂沃是個(gè)商業(yè)上的失敗案例,他們沒有賺到一分錢。他們上市時(shí), 股票價(jià)格大約在30到40美元，然后就直線下跌,而成交價(jià)格從沒超過10美元。實(shí)際上, 我印象中它的交易價(jià)格從來沒有超過6美元, 除了幾次小的震蕩之外。因?yàn)槟銜?huì)發(fā)現(xiàn),蒂沃公司新推出他們的產(chǎn)品時(shí), 他們只是告訴我們他們產(chǎn)品是什么, 他們說 “我們的產(chǎn)品可以把電視節(jié)目暫停, 跳過廣告,回放電視節(jié)目, 還能記住你的觀看習(xí)慣,你甚至都不用刻意設(shè)置它。” 挑剔的人們說: “我們不相信你, 我們不需要這樣的東西,我們也不喜歡這樣的東西。你在唬人。” 假如他們這么說: “如果你想掌控生活的方方面面, 朋友,那么就試試我們的產(chǎn)品吧。它可以暫停直播節(jié)目,跳過廣告, 回放直播節(jié)目,還能記下你的觀看習(xí)慣,等等。人們買的不是你的產(chǎn)品;人們買的是你的信念。你所做的僅僅只是你的信念的證明而已。

Now let me give you a successful example of the law of diffusion of innovation.In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr.King speak.They sent out no invitations, and there was no website to check the date.How do you do that? Well, Dr.King wasn't the only man in America who was a great orator.He wasn't the only man in America who suffered in a pre-civil rights America.In fact, some of his ideas were bad.But he had a gift.He didn't go around telling people what needed to change in America.He went around and told people what he believed.“I believe, I believe, I believe,” he told people.And people who believed what he believed took his cause, and they made it their own, and they told people.And some of those people created structures to get the word out to even more people.And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.下面我給大家介紹一個(gè)成功的例子。1963年的夏天, 25萬人聚集在華盛頓特區(qū)聆聽馬丁?路德?金博士的演講。那時(shí),既沒有發(fā)請?zhí)?也沒有可能在網(wǎng)上查看日期。怎么會(huì)有25萬人參加呢? 而且,金博士不是美國唯一的偉大演說家, 也不是美國唯一一位在民權(quán)法案實(shí)施前遭受歧視的人。實(shí)際上,他的一些想法甚至不正確。但是他有個(gè)天賦。他沒有到處宣揚(yáng)美國需要改變什么方面, 他只是到處告訴別人他所相信的。“我相信。我相信。我相信。” 他總是這么跟別人說。而那些和他懷有同樣信念的人受了他的啟發(fā),他們也開始將自己的信念告訴別人。有些人建立起一些組織機(jī)構(gòu)將這些話傳給更多的人。你看,就這樣, 25 萬人在那天,那個(gè)時(shí)候,聚集在一起聽他演講。How many of them showed up for him? Zero.They showed up for themselves.It's what they believed about America that got them to travel in a bus for eight hours to stand in the sun in Washington in the middle of August.It's what they believed, and it wasn't about black versus white: 25 percent of the audience was white.Dr.King believed that there are two types of laws in this world: those that are made by a higher authority and those that are made by man.And not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world.It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life.We followed, not for him, but for ourselves.And, by the way, he gave the “I have a dream” speech, not the “I have a plan” speech.有多少人是為了聽 “他” 演說而去的呢? 沒有人。他們是為了他們自己而去的。那是他們對于美國的信念支持著他們坐 8 個(gè)小時(shí)的公車, 站在華盛頓八月中旬的烈日下。是他們所相信的信念, 而不是黑人跟白人之間的斗爭。25%的聽眾是白人。金博士相信世界上有兩種律法, 一種是上天制定的, 一種是世人制定的。直到世人制定的法律和上天制定的律法相符合,我們才真正生活在公正的世界里。民權(quán)運(yùn)動(dòng)只是碰巧幫他將信念付諸于現(xiàn)實(shí)的一件事情。我們跟隨他,不是為了他,而是為了我們自己。順便說一下,他的演講是 “我有一個(gè)夢想”, 而不是 “我有一個(gè)方案”。

(Laughter)Listen to politicians now, with their comprehensive 12-point plans.They're not inspiring anybody.Because there are leaders and there are those who lead.Leaders hold a position of power or authority, but those who lead inspire us.Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to.We follow those who lead, not for them, but for ourselves.And it's those who start with “why” that have the ability to inspire those around them or find others who inspire them.聽聽現(xiàn)在的政治家們提出的 12點(diǎn)的大雜燴計(jì)劃,沒一點(diǎn)勁。一些人是當(dāng)官的,而另一些人是領(lǐng)袖。當(dāng)官的只是占據(jù)在有權(quán)力和威嚴(yán)的位置上, 但是只有具有領(lǐng)袖素質(zhì)的人才能激勵(lì)我們。無論他們是個(gè)人還是組織, 我們都追隨領(lǐng)袖, 不是因?yàn)槲覀儽仨氝@樣做, 而是因?yàn)槲覀冊敢狻Ｎ覀兏S具有領(lǐng)袖能力的人,不是為他們, 而是為我們自己。也只有那些從 “為什么”這個(gè)圓圈出發(fā)的人才有能力激勵(lì)周圍的人,或者找到能夠激勵(lì)他們的人。

第二篇：激勵(lì)自我,中英文

The knowledge that you have emerged wiser and stronger from mistakes means that you are, ever after, secure in your ability to survive.You will never truly know yourself or the strength of your relationships until both have been tested by adversity.Such knowledge is a true gift, for all that it is painfully won, and it has been worth more than any success you have achieved.你們在挫折中重新站起來，更有智慧，更加強(qiáng)大——當(dāng)你們明白到這一點(diǎn)，就意味著你們今后更有生存能力。在面臨逆境的考驗(yàn)之前，你們不會(huì)真正了解自己，也沒法確定一段感情有多堅(jiān)定。這樣的認(rèn)識(shí)是一份真正的禮物，比我任何一份證書都要珍貴，因?yàn)槠浍@取的過程非常痛苦。

第三篇：ted被觀看最多的演講之一：偉大領(lǐng)袖如何激勵(lì)行動(dòng)(附演講稿)

TED被觀看最多的演講之一：偉大領(lǐng)袖如何激勵(lì)行動(dòng)

（附演講稿）

__________________________________________本期推薦

TED演講人：Simon Sinek 導(dǎo)讀

這是非常經(jīng)典的一場演講，盡管場地很普通，Simon也沒有使用PPT，而是從一張紙上開始他的18分鐘演講。但觀點(diǎn)振奮人心，成為TED史上點(diǎn)擊率最高的幾個(gè)視頻之一。視頻播放

片長：18分35秒 大小：未知How do you explain when things don't go as we assume? Or better, how do you explainwhen others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition.And yet, they're just a computer company.They're just like everyone else.They have the same access to the same talent, the same agencies, the same consultants, the same media.Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn't the only man who suffered in a pre-civil rights America, and he certainly wasn't the only great orator of the day.Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded...and they didn't achieve powered man flight, and the Wright brothers beat them to it.There's something else at play here.About three and a half years ago I made a discovery.And this discovery profoundly changedmy view on how I thought the world worked, and it even profoundly changed the way in which I operate in it.As it turns out, there's a pattern.As it turns out, all the great and inspiring leaders and organizations in the world--whether it's Apple or Martin Luther King or the Wright brothers--they all think, act and communicate the exact same way.And it's the complete opposite to everyone else.All I did was codify it, and it's probably the world'ssimplest idea.I call it the golden circle.Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren't.Let me define the terms really quickly.Every single person, every single organization on the planet knows what they do, 100 percent.Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP.But very, very few people or organizations know why they do what they do.And by 'why' I don't mean 'to make a profit.' That's a result.It's always a result.By 'why,' I mean: What's your purpose? What's your cause? What's your belief?Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? Well, as a result, the way we think, the way we act, the way we communicate is from the outside in.It's obvious.We go from the clearest thing to the fuzziest thing.But the inspired leaders and the inspired organizations--regardless of their size, regardless of their industry--all think, act and communicate from the inside out.Let me give you an example.I use Apple because they're easy to understand and everybody gets it.If Apple were like everyone else, a marketing message from them might sound like this: 'We make great computers.They're beautifully designed, simple to use and user friendly.Want to buy one?' 'Meh.' And that's how most of us communicate.That's how most marketing is done, that's how most sales is done and that's how most of us communicate interpersonally.We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that.Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us.Here's our new car: It gets great gas mileage, it has leather seats, buy our car.But it's uninspiring.Here's how Apple actually communicates.'Everything we do, we believe in challenging the status quo.We believe in thinking differently.The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly.We just happen to make great computers.Want to buy one?' Totally different right? You're ready to buy a computer from me.All I did was reverse the order of the information.What it proves to us is that people don't buy what you do;people buy why you do it.People don't buy what you do;they buy why you do it.This explains why every single person in this room is perfectly comfortable buying a computer from Apple.But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple.But, as I said before, Apple's just a computer company.There's nothing that distinguishes them structurally from any of their competitors.Their competitors are all equally qualified to make all of these products.In fact, they tried.A few years ago, Gateway came out with flat screen TVs.They're eminently qualified to make flat screen TVs.They've been making flat screen monitors for years.Nobody bought one.Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products--and nobody bought one.In fact, talking about it now, we can't even imagine buying an MP3 player from Dell.Why would you buy an MP3 player from a computer company? But we do it every day.People don't buy what you do;they buy why you do it.The goal is not to do business with everybody who needs what you have.The goal is to do business with people who believe what you believe.Here's the best part:None of what I'm telling you is my opinion.It's all grounded in the tenets of biology.Not psychology, biology.If you look at a cross-section of the human brain, looking from the top down, what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle.Our newest brain, our Homo sapien brain, our neocortex, corresponds with the 'what' level.The neocortex is responsible for all of ourrational and analytical thought and language.The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty.It's also responsible for all human behavior, all decision-making, and it has no capacity for language.In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures.It just doesn't drive behavior.When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do.This is where gut decisions come from.You know, sometimes you can give somebody all the facts and figures, and they say, 'I know what all the facts and details say, but it just doesn't feel right.' Why would we use that verb, it doesn't 'feel' right? Because the part of the brain that controls decision-making doesn't control language.And the best we can muster up is, 'I don't know.It just doesn't feel right.'Or sometimes you say you're leading with your heart, or you're leading with your soul.Well, I hate to break it to you, those aren't other body parts controlling your behavior.It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more importantly, be loyal and want to be a part of what it is that you do.Again, the goal is not just to sell to people who need what you have;the goal is to sell to people who believe what you believe.The goal is not just to hire people who need a job;it's to hire people who believe what you believe.I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if you hire people who believe what you believe, they'll work for you with blood and sweat and tears.And nowhere else is there a better example of this than with the Wright brothers.Most people don't know about Samuel Pierpont Langley.And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day.Everybody was trying it.And Samuel Pierpont Langley had, what we assume, to be the recipe for success.I mean, even now, you ask people, 'Why did your product or why did your company fail?'and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions.It's always the same three things, so let's explore that.Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine.Money was no problem.He held a seat at Harvard and worked at the Smithsonian and was extremely well-connected;he knew all the big minds of the day.He hired the best minds money could find and the market conditions were fantastic.The New York Times followed him around everywhere, and everyone was rooting for Langley.Then how come we've never heard of Samuel Pierpont Langley?A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success.They had no money;they paid for their dream with the proceeds from their bicycle shop;not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur;and The New York Times followed them around nowhere.The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief.They believed that if they could figure out this flying machine, it'll change the course of the world.Samuel Pierpont Langley was different.He wanted to be rich, and he wanted to be famous.He was in pursuit of the result.He was in pursuit of the riches.And lo and behold, look what happened.The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears.The others just worked for the paycheck.And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that's how many times they would crashbefore they came in for supper.And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it.We found out about it a few days later.And further proof that Langley was motivated by the wrong thing: The day the Wright brothers took flight, he quit.He could have said, 'That's an amazing discovery, guys, and I will improve upon your technology,' but he didn't.He wasn't first, he didn't get rich, he didn't get famous so he quit.People don't buy what you do;they buy why you do it.And if you talk about what you believe, you will attract those who believe what you believe.But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation, and if you don't know the law, you definitely know the terminology.The first two and a half percent of our population are our innovators.The next 13 and a half percent of our populationare our early adopters.The next 34 percent are your early majority, your late majority and your laggards.The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.(Laughter)We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips.And I love asking businesses, 'What's your conversion on new business?' And they love to tell you, 'Oh, it's about 10 percent,' proudly.Well, you can trip over 10 percent of the customers.We all have about 10 percent who just 'get it.' That's how we describe them, right? That's like that gut feeling, 'Oh, they just get it.' The problem is: How do you find the ones that get it before you're doing business with them versus the ones who don't get it? So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, 'Crossing the Chasm'--because, you see, the early majority will not try something until someone else has tried it first.And these guys, the innovators and the early adopters, they're comfortable making those gut decisions.They're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf.These are the people who spent 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard.And, by the way, they didn't do itbecause the technology was so great;they did it for themselves.It's because they wanted to be first.People don't buy what you do;they buy why you do it and what you do simplyproves what you believe.In fact, people will do the things that prove what they believe.The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them: They were first.People don't buy what you do;they buy why you do it.So let me give you a famous example, a famous failure and a famous success of the law of diffusion of innovation.First, the famous failure.It's a commercial example.As we said before, a second ago, the recipe for success is money and the right people and the right market conditions, right? You should have success then.Look at TiVo.From the time TiVo came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, hands down, there is no dispute.They were extremely well-funded.Market conditions were fantastic.I mean, we use TiVo as verb.I TiVo stuff on my piece of junk Time Warner DVR all the time.But TiVo's a commercial failure.They've never made money.And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10.In fact, I don't think it's even traded above six, except for a couple of little spikes.Because you see, when TiVo launched their product they told us all what they had.They said, 'We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits without you even asking.' And the cynical majority said, 'We don't believe you.We don't need it.We don't like it.You're scaring us.' What if they had said, 'If you're the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you.It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc.' People don't buy what you do;they buy why you do it, and what you do simply serves as the proof of what you believe.Now let me give you a successful example of the law of diffusion of innovation.In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr.King speak.They sent out no invitations, and there was no website to check the date.How do you do that? Well, Dr.King wasn't the only man in America who was a great orator.He wasn't the only man in America who suffered in a pre-civil rights America.In fact, some of his ideas were bad.But he had a gift.He didn't go around telling people what needed to change in America.He went around and told people what he believed.'I believe, I believe, I believe,' he told people.And people who believed what he believed took his cause, and they made it their own, and they told people.And some of those people created structures to get the word out to even more people.And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak.How many of them showed up for him? Zero.They showed up for themselves.It's what they believed about America that got them to travel in a bus for eight hours to stand in the sun in Washington in the middle of August.It's what they believed, and it wasn't about black versus white: 25 percent of the audience was white.Dr.King believed that there are two types of laws in this world: those that are made by a higher authority and those that are made by man.And not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world.It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life.We followed, not for him, but for ourselves.And, by the way, he gave the 'I have a dream' speech, not the 'I have a plan' speech.(Laughter)Listen to politicians now, with their comprehensive 12-point plans.They're not inspiring anybody.Because there are leaders and there are those who lead.Leaders hold a position of power or authority, but those who lead inspire us.Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to.We follow those who lead, not for them, but for ourselves.And it's those who start with 'why' that have the ability to inspire those around them or find others who inspire them.Thank you very much.再不關(guān)注，我們就老了 請別忘記分享到朋友圈?

第四篇：2014中英文演講主持稿

洛川：尊敬的各位領(lǐng)導(dǎo)老師，嚴(yán)樂：親愛的同學(xué)們，大家（合）晚上好！

洛川：懷揣著夢想的我們走進(jìn)了大學(xué)校園，為了同一個(gè)夢想我們聚在了一起，嚴(yán)樂：為了展示新時(shí)代大學(xué)生的風(fēng)采，增強(qiáng)同學(xué)們的自信心和自豪感，增進(jìn)思想交流，繁榮校園文化

洛川：我院特此舉辦教育學(xué)院第六屆普通話大賽暨中英文演講比賽暨學(xué)生專業(yè)月陳志厚老師

教育學(xué)院輔導(dǎo)員 鄭再生老師 嚴(yán)樂：歡迎您以及教育學(xué)院學(xué)生會(huì)主席團(tuán)成員和各兄弟院系學(xué)習(xí)部長的到來。嚴(yán)樂;擔(dān)任本次比賽評委的分別是，外語學(xué)院院長 車貴成老師 文學(xué)院老師 董炳榮老師

教育學(xué)院第五屆中文演講比賽中文組比賽冠軍 范禹

英語辯論賽專業(yè)組第二名獲得者 伍結(jié)玲

校級(jí)演講比賽第三名，辯論比賽專業(yè)組第二名 劉煥彬（洛川歡迎）洛川：下面我宣布韶關(guān)學(xué)院教育學(xué)院第六屆普通話大賽暨中英文演講比賽暨專業(yè)技能開幕式 合：正式開始，嚴(yán)樂：下面有請譚建生書記為開幕式致辭，大家掌聲歡迎。

技能開幕式活動(dòng)：洛川：大家好，我是主持人洛川。

嚴(yán)樂：大家好，我是嚴(yán)樂。那么在這么盛大的日子里，我們也邀請到了許多重量級(jí)的嘉賓，洛川來給大家介紹一下。洛川：好的，下面請?jiān)试S我為大家介紹蒞臨本次比賽的嘉賓，他們分別是，教育學(xué)院書記 譚建生

教育學(xué)院輔導(dǎo)員 陳志厚 鄭再生

洛川：好的，謝謝譚書記的精彩講話，下面請?jiān)试S我為大家介紹教院學(xué)生專業(yè)技能月的項(xiàng)目。

嚴(yán)樂：我們將采用PPT的形式，對于教育學(xué)院的專業(yè)你了解嗎？這都沒關(guān)系，下面就有請我們教育學(xué)院的四個(gè)不同專業(yè)的學(xué)生代表以講解LOGO的形式為大家來介紹我們學(xué)院的四個(gè)專業(yè)。介紹4個(gè)

洛川;好的，預(yù)祝我們學(xué)院學(xué)生專業(yè)技能月活動(dòng)圓滿成功。

嚴(yán)樂：相信大家都期待很久了吧，接下

來就該進(jìn)入我們今晚的比賽了！

洛川;暢意的青春，飛揚(yáng)的季節(jié)，用朗朗書聲贊頌美好時(shí)光，嚴(yán)樂：今天我們意氣風(fēng)發(fā)，站上決勝舞臺(tái)，一起見證中英文演講比賽的決賽時(shí)刻。

洛川：下面我宣布第六屆教育學(xué)院中英文演講比賽決賽 合：正式開始

洛川：下面是選手介紹時(shí)間。中文組： A1號(hào)選手陳夢蕾來自13心理學(xué)班 她的格言是：如果要飛的高就該把地平線忘掉

嚴(yán)樂： A2號(hào)選手段涵嘉來自13心理學(xué)班 他的格言是：天行健，君子以自強(qiáng)不息；地勢坤，君子以厚德載物。洛川：B1號(hào)選手張麗萍來自13小學(xué)教育班 她的座右銘是：浪費(fèi)食物，天打雷劈。

嚴(yán)樂：B2號(hào)選手張綺靜來自13小學(xué)教育班 她的座右銘是 ：當(dāng)激情褪去，讓責(zé)任支撐自己走下去。笑到最后，笑得最好。

洛川：英文組：C1號(hào)選手歐陽碧琦來自12心理學(xué)1班 她的格言是：live your life to the fullest.嚴(yán)樂： C2號(hào)選手朱如倩來自12心理學(xué)1班 她的格言是：just do it.洛川：D1號(hào)選手陳靜茵來自13小學(xué)教育班 她的人生至理名言是：活在當(dāng)下。

嚴(yán)樂：D2號(hào)選手徐潔瑜來自13小學(xué)教育班 她的格言是：要么旅行，要么讀書，身體和心靈總有一個(gè)在路上。

嚴(yán)樂：下面請?jiān)试S我為大家介紹本次比賽的流程，本次比賽共分為三個(gè)板塊，第一板塊是小組情景劇

（1）選手按選手說明會(huì)抽到的小組序號(hào)上場（中英文選手各2組），按中英文順序進(jìn)行表演，每個(gè)組限時(shí)3~5min。中文組選手A1號(hào)陳夢蕾A2號(hào)段函嘉將為大家?guī)怼睹嬖嚳裣肭罚珺1號(hào)張麗萍B2張琦靜將帶來《普通話》

洛川：英文組選手C1歐陽碧琪C2朱如倩將帶來《friends》，D1陳靜因D2徐潔瑜將帶來《2 broke girls》

嚴(yán)樂：

接下來第二個(gè)板塊是主題演講 選手根據(jù)選手說明會(huì)的演講主題進(jìn)行演講（先中文組，再英文組，時(shí)間為（3~5min）

一位選手上臺(tái)后，請下位選手做好準(zhǔn)備。

洛川：那么在經(jīng)過了主題演講環(huán)節(jié)后，我們將稍事休息，一起來輕松一下，進(jìn)入中場休息的觀眾互動(dòng)環(huán)節(jié)：請一位觀眾上臺(tái)，隨機(jī)抽選一件物品并推銷這件物品，時(shí)間在

2min內(nèi)（要求幽默創(chuàng)新，觀眾會(huì)有神秘小禮品）（20:50~21:00）

嚴(yán)樂;緊接著，觀眾將參與并進(jìn)入第三個(gè)環(huán)節(jié).非常現(xiàn)場（21:00~21:30）按照選手說明會(huì)抽取的A1跟A2 PK，放映 PPT的同時(shí)，會(huì)出現(xiàn)一個(gè)場景要求選手輪流講述看法，每個(gè)選手限時(shí)2分鐘，三輪比賽結(jié)束后，請一位評委點(diǎn)評。今晚的比賽將會(huì)激烈開展，那么也請選手們使出渾身解數(shù)，努力爭取最后的桂冠吧！

洛川;好的 話不多說，趕快進(jìn)入今天的比賽吧。

嚴(yán)樂:下面進(jìn)入第一板塊, 小組情景劇.有請中文組選手A1號(hào)陳夢蕾A2號(hào)段函嘉為大家?guī)怼睹嬖嚳裣肭罚宕?接下來有請B1號(hào)張麗萍B2號(hào)張琦靜帶來《普通話》

嚴(yán)樂: 英文組選手C1號(hào)歐陽碧琪C2號(hào)朱如倩為大家?guī)怼秄riends》，洛川:D1陳靜因D2徐潔瑜帶來的《2 broke girls》

嚴(yán)樂;熱鬧的情景劇剛剛走過，下面我們即將迎來精彩的第二部分—主題演講。請選手根據(jù)選手說明會(huì)的演講主題進(jìn)行演講，先中文組后英文組，按照抽到的順序出場。

洛川;準(zhǔn)備永遠(yuǎn)沒有最早，開始永遠(yuǎn)不會(huì)太遲，下面即將開始的是中文組的精彩演講，他們演講的主題是 永遠(yuǎn)沒有最早，永遠(yuǎn)不會(huì)太遲。現(xiàn)在大家掌聲有請A1號(hào)選手陳夢蕾為大家?guī)砭恃葜v。

嚴(yán)樂;感謝A1號(hào)選手的精彩演講，下面有請A2號(hào)選手段涵嘉。

洛川：感謝A2號(hào)選手的精彩演講，下面有請B1號(hào)選手張麗萍。

嚴(yán)樂：感謝B1號(hào)選手的精彩演講，接

下來，有請中文組的最后一名選手B2號(hào)張琦靜。

洛川：感謝C1號(hào)選手歐陽碧琦的精彩演講，下面有請下一位選手C2號(hào)朱如

倩帶來精彩表現(xiàn)。

嚴(yán)樂：謝謝C2號(hào)選手朱如倩的精彩表

現(xiàn)，那么接下來大家掌聲歡迎D1號(hào)選手陳靜茵為大家?guī)砭恃葜v。

洛川：謝謝D1號(hào)選手陳靜茵的精彩表現(xiàn)，那么接下來就請大家掌聲有請中文組的最后一名選手徐潔瑜為大家?guī)砭恃葜v。

嚴(yán)樂： 從在一起到說分開，從窮學(xué)生到土豪金，從一竅不通到深諳世事，鏡子里看到自己，從失敗到再一次站起來，永遠(yuǎn)深刻的一句話：yesterday ,you said tomorrow.。感謝中文組的所有參賽手的精彩演講，下面將要出場的是英文組的選手，今晚他們將要圍繞yesterday ,you said tomorrow.。各抒己見，率先出場的是C1號(hào)選手歐陽碧琦，大家掌聲有請。

洛川：感謝C1號(hào)選手歐陽碧琦的精彩演講，下面掌聲有請下一位選手C2號(hào)朱如倩帶來精彩表現(xiàn)。

嚴(yán)樂：謝謝C2號(hào)選手朱如倩的精彩表現(xiàn)，那么接下來大家掌聲有請D1號(hào)選手陳靜茵為大家?guī)砭恃葜v。

洛川：謝謝D1號(hào)選手陳靜茵的精彩表現(xiàn)，不知道英文組的最后一名選手徐潔瑜將會(huì)有怎樣的表現(xiàn)呢？大家掌聲有請！

嚴(yán)樂：感謝今晚8位選手，請選手們在臺(tái)下稍事休息，那么我們今晚的演講部分到此也已步入尾聲。不知現(xiàn)在場內(nèi)有多少觀眾呢，本次比賽為觀眾設(shè)計(jì)了一個(gè)活潑可愛的互動(dòng)環(huán)節(jié)。

洛川：是的，我們的比賽已進(jìn)入了《非常現(xiàn)場》階段，選手口若懸河，相信觀眾們也一定不賴吧，我們會(huì)隨機(jī)抽選幾位觀眾，被選中的觀眾隨機(jī)抽選一件物品并推銷這件物品，要求時(shí)間在2分鐘內(nèi)且幽默創(chuàng)新，最優(yōu)者將會(huì)獲得小禮品一份哦，大家踴躍參加吧！

洛川：在欣賞完8位選手各具特色的演講之后，接下來有請?jiān)u委們對選手們的表現(xiàn)進(jìn)行點(diǎn)評。首先是中文組的董炳榮老師

大家掌聲歡迎。

嚴(yán)樂：掌聲送給董炳榮老師，感謝老師的點(diǎn)評。相信大家在聽完點(diǎn)評之后對選手們的表現(xiàn)也有了更進(jìn)一步的認(rèn)識(shí)。獲益良多。那么緊接著有請英文組的評委車貴成老師為大家作出點(diǎn)評。掌聲有請。

洛川：掌聲送給車貴成老師，感謝老師精彩而深刻的點(diǎn)評，同時(shí)也為我們的比賽結(jié)果增加了一些懸念。那么現(xiàn)在終于到了最后關(guān)頭，今晚的獲獎(jiǎng)?wù)呒磳⒏〕鏊妗＞o接著就是頒獎(jiǎng)儀式。首先有請中文組選手。

嚴(yán)樂：首先宣讀的是中文組獎(jiǎng)項(xiàng)。活得教育學(xué)院第6屆中英文演講比賽中文組三等獎(jiǎng)的是。。號(hào)選手。。掌聲鼓勵(lì)，并有請。。。為選手頒獎(jiǎng)。

洛川：感謝頒獎(jiǎng)嘉賓，請頒獎(jiǎng)嘉賓到臺(tái)下稍作休息。接下來頒發(fā)二等獎(jiǎng)，獲得教育學(xué)院第6屆中英文演講比賽中文組二等獎(jiǎng)的是**號(hào)選手***，掌聲鼓勵(lì)。并有請。為選手頒獎(jiǎng)。

嚴(yán)樂：感謝頒獎(jiǎng)嘉賓，比賽已進(jìn)行

到此，請嘉賓與選手們一起在臺(tái)下，稍作休息。

洛川：現(xiàn)在，我們將頒發(fā)今晚中文

組的一等獎(jiǎng)。獲得教育學(xué)院第6

屆中英文演講比賽中文組一等獎(jiǎng)的是**號(hào)選手***，掌聲鼓勵(lì)。并有請。老師為選手頒獎(jiǎng)。洛川：感謝頒獎(jiǎng)嘉賓，并有請獲獎(jiǎng)

選手與頒獎(jiǎng)嘉賓一起合影留念之后到臺(tái)下稍作休息。在中文組頒獎(jiǎng)結(jié)束后，下面來揭曉英文組的各獎(jiǎng)項(xiàng)。有請英文組的各位選手。獲得教育學(xué)院第6屆中英文演講比賽英文組三等獎(jiǎng)的是**號(hào)選手***，掌聲鼓勵(lì)。并有請。為選手頒獎(jiǎng)。感謝頒獎(jiǎng)嘉賓，有請頒獎(jiǎng)嘉賓到臺(tái)下稍作休息。

洛川：現(xiàn)在，就到了今晚的最后一個(gè)獎(jiǎng)項(xiàng)了。獲得教育學(xué)院第6屆中英文演講比賽英文組一等獎(jiǎng)的是**號(hào)選手***，掌聲鼓勵(lì)。并有請。為選手頒獎(jiǎng)。感謝頒獎(jiǎng)嘉賓以及獲獎(jiǎng)選手。嚴(yán)樂：請所有選手留步，請?jiān)u委嘉

賓上臺(tái)合影留念。

嚴(yán)樂：經(jīng)過激烈的角逐，本次演講比賽的各獎(jiǎng)項(xiàng)已塵埃落定，讓我友，讓我們相約下一次的再相會(huì)。

合：祝大家晚安。

們對所有選手表示熱烈祝賀。

洛川：：伴隨著鏗鏘有力、激情澎湃的演講聲。我宣布，教育學(xué)院第6屆中英文演講比賽決賽至此圓滿結(jié)束。也請同學(xué)們在接下的日子里，期待學(xué)生專業(yè)技能月的各項(xiàng)精彩活動(dòng)。

嚴(yán)樂：再次誠摯感謝各位參賽選手、評委嘉賓以及熱情的觀眾朋

第五篇：中英文演講策劃書

<<青春激昂,xx起航>>中英文演講策劃書

活動(dòng)名稱

xxxx學(xué)院演講比賽

活動(dòng)背景

剛剛?cè)谌氲酱髮W(xué)生活中，我們要在大學(xué)起點(diǎn)策劃出自己的路線和目標(biāo)，充分展現(xiàn)我們的青春年華，大膽的參與人生挑戰(zhàn)中。為此，xxxx學(xué)院團(tuán)委會(huì)決定開展一期“青春激昂，xx起航”的演講比賽。希望大家踴躍參加，激情表現(xiàn)！

活動(dòng)宗旨

作為一名新時(shí)代的大學(xué)生，在面對嶄新的世界時(shí)，一定有許多屬于自己的感想。此次演講比賽，正是給廣大同學(xué)一個(gè)展示自己才華的舞臺(tái)。無論參賽的選手是否具有較高的演講才能，只要敢于表達(dá)自己的愿望，向大家道出自己心中的真實(shí)想法，展現(xiàn)自己的個(gè)性，就是成功的表現(xiàn)。

活動(dòng)時(shí)間

2011年10月14日

活動(dòng)主題

風(fēng)采無限，個(gè)性非凡

活動(dòng)對象

xx學(xué)院xxxx系2011級(jí)全體同學(xué)

活動(dòng)目的精心準(zhǔn)備，努力將此次演講打造成土木學(xué)院史上最成功的演講，鼓勵(lì)創(chuàng)新精神，增進(jìn)思想交流，豐富校園文化，讓我們土木巨人展現(xiàn)文化風(fēng)采。

為在演講方面有特長的同學(xué)提出一個(gè)更為廣闊的展示平臺(tái)，同時(shí)為有意向參加演講的同學(xué)提供一個(gè)鍛煉自己的機(jī)會(huì)。發(fā)掘一批有演講才能的同學(xué)，可以在今后有機(jī)會(huì)代表我院參與更高層的演講比賽。

為我校文化建設(shè)營造良好的氛圍，讓更多的同學(xué)在活動(dòng)中感受到濃厚的文化氣息，增強(qiáng)同學(xué)們的人文素質(zhì)。

活動(dòng)內(nèi)容

此次演講比賽是一次以展現(xiàn)個(gè)性為主題的活動(dòng)，每一位參賽選手都能以自己獨(dú)特的語言和方式來表現(xiàn)自己的個(gè)性。

我們以短信報(bào)名，現(xiàn)場報(bào)名和自主提交報(bào)名表的方式來征集參與此次活動(dòng)的同學(xué)。初賽我們將選出xx名同學(xué)進(jìn)入決賽，決賽包括了演講和最后頒獎(jiǎng)兩個(gè)環(huán)節(jié)，我們將邀請嘉賓來參與，嘉賓主要有院系領(lǐng)導(dǎo)和學(xué)校相關(guān)領(lǐng)導(dǎo)。

演講評委由xxxxx等人組成，嘉賓將為獲獎(jiǎng)選手頒獎(jiǎng)。

名次及獎(jiǎng)品設(shè)置：一等獎(jiǎng)x名，證書及獎(jiǎng)品。二等獎(jiǎng)x名，證書及獎(jiǎng)品。三等獎(jiǎng)x名，證書及獎(jiǎng)品。

日程安排

各項(xiàng)工作負(fù)責(zé)人

活動(dòng)主要負(fù)責(zé)人：xxx

海報(bào)展板制作和宣傳：xxx

宣傳單制作和發(fā)放：xxx

短信報(bào)名負(fù)責(zé)人：xxx

現(xiàn)場報(bào)名負(fù)責(zé)人：xxx

報(bào)名表報(bào)名負(fù)責(zé)人：xxx

聯(lián)系老師/評委和嘉賓：xxx

初賽和決賽場景安排：xxx

購置獎(jiǎng)品：xxx

主持人：xxx

比賽流程

1.主持人發(fā)言,介紹評委和嘉賓

2.領(lǐng)導(dǎo)講話致詞.3.演講開始，參賽者依次演講

4.專家點(diǎn)評

5.主持人公布比賽結(jié)果，頒獎(jiǎng)

6.合影

7.主持人對此次演講會(huì)的總體情況作簡單的講評。

8.最后由工作人員對會(huì)場衛(wèi)生進(jìn)行打掃年.策劃人:xxx 2011年9月26日