TED Talk has been around for a while – since 1984 to be exact.
This is an extract from TED.com:
“TED is a nonprofit devoted to spreading ideas, usually in the form of short, powerful talks (18 minutes or less). TED began in 1984 as a conference where Technology, Entertainment and Design converged, and today covers almost all topics — from science to business to global issues — in more than 100 languages.”
I have gleaned much inspirations and insights from there. I appreciate the brevity of talks. Small easy to chewable chunks, that I can easily remember. Additionally I appreciate the practical suggestions and ideas as well.
I have probably have watched far too many times on one particular TED Talk: Simon Sinek – “How Great Leaders Inspire Action” – I would highly recommend you to watch the presentation (18 mins).
Below is a rough summary of the presentation:
What gives the great leaders their edge? Why were Martin Luther King, Wright Brothers, & Steve Jobs successful when others have access to similar resources and conditions? The thing these leaders have in common is summarised in the ‘Golden Circle’.
- What – every organisation should know this
- How – some know this – their differentiating values, or intellectual property
- Why – only the best know this – why their organisation exists beyond a profit
The best organisations can explain and sell the ‘why’ first, and use this to inspire others. People don’t buy what you do, but why you do it. Using Apple as an example, their sales statements starts with their “why” – they design differently to push the boundary. Once you accept their why, you trust them to build anything for you – a computer, an MP3 player, phone. Other quality electronics companies known for 1 product (eg Dell computers) struggle to sell anything else, because they are only known for what they make not why.
The most central parts of the brain control behaviour – this is what people speak to when they answer ‘why’. Answering ‘what’ deals with fact, figures, but still might not feel right on gut feeling.
Simon gives the example of the Wright brothers against Samuel Pierpont Langley. Samuel had all the usually be the recipes to success on his side – money, market conditions, and a well educated and connected team. But while Samuel was driven by wealth and power, the Wright brother’s team were motivated by the idea of changing the course of history with powered flight. The Wright brothers achieved flight first, and Samuel immediately quit once the goal of being first was out of reach.
Different people are comfortable to adopt new technology at different times. The early adopters take up the first 15-18%, with the mainstream being the next 68%. The mainstream need the early adopters to try it first, on gut instinct. This makes hitting 20% market share vital – hitting the tipping point where the mainstream will start to take up quickly. Early adopters are sold everything on the ‘why’ – they will adopt a poor quality product if they like the idea behind it.
People don’t buy what you do, they buy why you do it.