練筆第二篇，其實(shí)就是個(gè)雞湯文灵妨，不過是外國版的况脆，還是附上地址：John Doerr: Why the secret to success is setting the right goals | TED Talk Subtitles and Transcript | TED

We're at a critical moment. Our leaders, some of our great institutions are failing us. Why? In some cases, it's because they're bad or unethical, but often, they've taken us to the wrong objectives. And this is unacceptable. This has to stop. How are we going to correct these wrongs? How are we going to choose the right course? It's not going to be easy.

我們?nèi)缃裾陉P(guān)鍵時(shí)刻。我們的領(lǐng)導(dǎo)农猬，有些甚至來自大機(jī)構(gòu)却音，正在辜負(fù)我們改抡。為什么？有時(shí)系瓢，是因?yàn)樗麄兤返聰陌⑾耍Ｒ姷氖牵麄儼盐覀円蝈e(cuò)誤的目標(biāo)夷陋。不可接受阵赠。必須停止。但我們?cè)趺床拍苄拚@些錯(cuò)誤肌稻？如何選擇正確的方向呢？這并不是件容易事匕荸。

For years, I've worked with talented teams and they've chosen the right objectives and the wrong objectives. Many have succeeded, others of them have failed. And today I'm going to share with you what really makes a difference -- that's what's crucial, how and why they set meaningful and audacious goals, the right goals for the right reasons.

多年來爹谭，我和一些有才華的團(tuán)隊(duì)一起工作，他們選過正確的目標(biāo)榛搔，也選錯(cuò)過诺凡。很數(shù)人成功了东揣，也有人失敗了。今天腹泌，我想和你們分享一下嘶卧，到底是什么引起這種不同——這很重要，他們是如何設(shè)置有意義又大膽的目標(biāo)的凉袱，為什么他們能做到芥吟，正確的目標(biāo)背后是正確的原因。

Let's go back to 1975. Yep, this is me. I've got a lot to learn, I'm a computer engineer, I've got long hair, but I'm working under Andy Grove, who's been called the greatest manager of his or any other era. Andy was a superb leader and also a teacher, and he said to me, "John, it almost doesn't matter what you know. Execution is what matters the most." And so Andy invented a system called "Objectives and Key Results." It kind of rolls off the tongue, doesn't it? And it's all about excellent execution. So here's a classic video from the 1970s of professor Andy Grove.

讓我們回到1975专甩。不錯(cuò)钟鸵，這是我。我還有很多東西要學(xué)涤躲，我是個(gè)計(jì)算機(jī)工程師棺耍，我留了一頭長(zhǎng)發(fā)，但是我在安迪·葛洛夫（Andy Grove 英特爾公司前CEO）手下工作种樱，他被稱為他那個(gè)時(shí)代或其他任何時(shí)代最偉大的經(jīng)理人蒙袍。安迪是個(gè)非常棒的領(lǐng)導(dǎo)，也是個(gè)好老師嫩挤，他曾告訴我害幅，“約翰，你會(huì)什么不重要俐镐，執(zhí)行才是最重要的矫限。”所以安迪發(fā)明了一個(gè)系統(tǒng)佩抹，叫做“目標(biāo)和關(guān)鍵成果”叼风。有點(diǎn)兒繞口，對(duì)嗎棍苹？這個(gè)系統(tǒng)講的全都是優(yōu)秀的執(zhí)行力无宿。這是安迪·葛洛夫教授1970年上課時(shí)的錄像。

(Video) Andy Grove: The two key phrases of the management by objective systems are the objectives and the key results, and they match the two purposes. The objective is the direction. The key results have to be measured, but at the end you can look and without any argument say, "Did I do that, or did I not do that?" Yes. No. Simple.

（視頻）安迪·葛洛夫：在目標(biāo)系統(tǒng)中枢里，管理的兩個(gè)關(guān)鍵項(xiàng)是目標(biāo)和關(guān)鍵成果孽鸡，它們互為因果。目標(biāo)就是方向栏豺。要估量關(guān)鍵成果彬碱，但最后你可以回看，并不含爭(zhēng)議地說出“我做了嗎奥洼，或者我沒做嗎”是巷疼，或者，不是灵奖，很簡(jiǎn)單嚼沿。

John Doerr: That's Andy. Yes. No. Simple. Objectives and Key Results, or OKRs, are a simple goal-setting system and they work for organizations, they work for teams, they even work for individuals. The objectives are what you want to have accomplished. The key results are how I'm going to get that done. Objectives. Key results. What and how. But here's the truth: many of us are setting goals wrong, and most of us are not setting goals at all. A lot of organizations set objectives and meet them. They ship their sales, they introduce their new products, they make their numbers, but they lack a sense of purpose to inspire their teams.

John Doerr（演講者）：這就是安迪估盘。是，或者骡尽，不是遣妥，很簡(jiǎn)單。目標(biāo)和關(guān)鍵成果攀细，或者簡(jiǎn)略為OKR箫踩，是一種簡(jiǎn)單的目標(biāo)設(shè)定系統(tǒng)，其對(duì)組織辨图，團(tuán)隊(duì)甚至個(gè)人都行之有效班套。目標(biāo)就是你想要完成的東西。關(guān)鍵成果就是我將怎么達(dá)成目標(biāo)故河。目標(biāo)吱韭。關(guān)鍵成果。什么和怎么鱼的。但事實(shí)是理盆，我們很多人設(shè)置了錯(cuò)誤的目標(biāo)。他們營(yíng)銷產(chǎn)品凑阶，介紹新產(chǎn)品猿规，增大銷售量，但缺乏激勵(lì)團(tuán)隊(duì)的目的感宙橱。

So how do you set these goals the right way? First, you must answer the question, "Why?" Why? Because truly transformational teams combine their ambitions to their passion and to their purpose, and they develop a clear and compelling sense of why.

那么要怎樣正確設(shè)定目標(biāo)呢姨俩？首先，你必須問一個(gè)問題“為什么师郑？”為什么环葵？因?yàn)檎嬲D(zhuǎn)換的團(tuán)隊(duì)把他們的野心結(jié)合了激情和目的，然后對(duì)為什么生出清晰和強(qiáng)烈的感覺宝冕。

I want to tell you a story. I work with a remarkable entrepreneur. Her name is Jini Kim. She runs a company called Nuna. Nuna is a health care data company. And when Nuna was founded, they used data to serve the health needs of lots of workers at large companies. And then two years into the company's life, the federal government issued a proposal to build the first ever cloud database for Medicaid. Now, you'll remember that Medicaid is that program that serves 70 million Americans, our poor, our children and people with disabilities. Nuna at the time was just 15 people and this database had to be built in one year, and they had a whole set of commitments that they had to honor, and frankly, they weren't going to make very much money on the project. This was a bet-your-company moment, and Jini seized it. She jumped at the opportunity. She did not flinch. Why? Well, it's a personal why. Jini's younger brother Kimong has autism. And when he was seven, he had his first grand mal seizure at Disneyland. He fell to the ground. He stopped breathing. Jini's parents are Korean immigrants. They came to the country with limited resources speaking little English, so it was up to Jini to enroll her family in Medicaid. She was nine years old. That moment defined her mission, and that mission became her company, and that company bid on, won and delivered on that contract. Here's Jini to tell you why.

我想和你們講個(gè)故事张遭。我和一個(gè)卓越的企業(yè)家一起工作，她的名字叫Jini Kim地梨。她經(jīng)營(yíng)的公司叫Nuna（醫(yī)療保健類）菊卷。Nuna是一家醫(yī)療數(shù)據(jù)公司。成立的時(shí)候宝剖，他們使用數(shù)據(jù)為大型公司的大批有健康方面需求的員工提供服務(wù)洁闰。兩年后，聯(lián)邦政府發(fā)布了一份提案万细，要建立首個(gè)用于醫(yī)療補(bǔ)助計(jì)劃的云數(shù)據(jù)庫∑嗣迹現(xiàn)在，你想一下，醫(yī)療補(bǔ)助計(jì)劃是為包括窮人襟雷，兒童和殘疾人在內(nèi)的7000萬美國人服務(wù)的。那個(gè)時(shí)候仁烹，Nuna只有15個(gè)人耸弄，而這個(gè)數(shù)據(jù)庫必須在一年內(nèi)建好，他們有一系列的承諾卓缰，必須有榮耀感计呈，坦率地說，這個(gè)項(xiàng)目賺不到什么錢征唬。這就是拿公司做賭的時(shí)刻捌显，Jini抓住了它。她抓住了這個(gè)機(jī)會(huì)总寒。她沒有退縮扶歪。為什么？好吧摄闸，這個(gè)原因很私人善镰。Jini的弟弟Kimong患有自閉癥。他當(dāng)時(shí)只有七歲年枕，在迪士尼第一次癲癇大發(fā)作炫欺。他們移民到這個(gè)國家時(shí)，資產(chǎn)有限熏兄，會(huì)的英語也不多品洛，所以Jini要負(fù)責(zé)讓她的家庭進(jìn)入醫(yī)療補(bǔ)助計(jì)劃。她當(dāng)時(shí)只有九歲摩桶。那一刻定義了她的使命桥状，這個(gè)使命變成了她的公司，然后這個(gè)公司中標(biāo)典格，贏得并交付了合約岛宦。這就是Jini的為什么。

(Video) Jini Kim: Medicaid saved my family from banzhekruptcy, and today it provides for Kimong's health and for millions of others. Nuna is my love letter to Medicaid. Every row of data is a life whose story deserves to be told with dignity.

（視頻）Jini Kim：醫(yī)療補(bǔ)助計(jì)劃把我的家庭從破產(chǎn)中解救了出來耍缴，今天它為Kimong還有數(shù)百萬其他人都提供了幫助砾肺。Nuna就是我給這個(gè)計(jì)劃的情書。每一行數(shù)據(jù)就是值得帶著敬意講述的生命防嗡。

JD: And Jini's story tells us that a compelling sense of why can be the launchpad for our objectives. Remember, that's what we want to have accomplished. And objectives are significant, they're action-oriented, they are inspiring, and they're a kind of vaccine against fuzzy thinking. You think a rockstar would be an unlikely user of Objectives and Key Results, but for years, Bono has used OKRs to wage a global war against poverty and disease, and his ONE organization has focused on two really gorgeous, audacious objectives. The first is debt relief for the poorest countries in the world. The next is universal access to anti-HIV drugs. Now, why are these good objectives? Let's go back to our checklist. Significant? Check. Concrete? Yes. Action-oriented? Yes. Inspirational? Well, let's just listen to Bono.

JD：Jini的故事告訴我們变汪，對(duì)“為什么”的強(qiáng)烈情感可以是目標(biāo)發(fā)射臺(tái)。記住蚁趁，這是我們想要達(dá)成的東西裙盾。而目標(biāo)是顯著的，行動(dòng)導(dǎo)向的，鼓舞人心的番官，是模糊思維的疫苗庐完。你以為搖滾明星不可能用到“目標(biāo)和關(guān)鍵成果”，但是多年來徘熔，Bono（波諾门躯，著名搖滾樂隊(duì)U2的主創(chuàng)和主唱）一直用OKR法來對(duì)抗全球貧窮和疾病，他的慈善組織“one”專注于兩個(gè)華麗無畏的目標(biāo)酷师。一個(gè)是減輕世界最窮國家的債務(wù)讶凉，另一個(gè)是普及抗艾滋藥物。為什么是這兩個(gè)目標(biāo)山孔？回到我們的清單懂讯，顯著的，打勾台颠，具體的褐望，打勾，行動(dòng)導(dǎo)向的蓉媳，打勾譬挚，鼓舞人心的？讓我們聽聽Bono是怎么說的酪呻。

(Video) Bono: So you're passionate? How passionate? What actions does your passion lead you to do? If the heart doesn't find a perfect rhyme with the head, then your passion means nothing. The OKR framework cultivates the madness, the chemistry contained inside it. It gives us an environment for risk, for trust, where failing is not a fireable offense. And when you have that sort of structure and environment and the right people, magic is around the corner.

（視頻）Bono：你有熱情减宣？有多少？你的熱情能讓你采取什么行動(dòng)玩荠？如果心靈和大腦不合拍漆腌，你的熱情什么都不是。OKR架構(gòu)讓人瘋狂阶冈，它會(huì)產(chǎn)生化學(xué)反應(yīng)闷尿，為冒險(xiǎn)提供環(huán)境，讓我們相信失敗了也沒事女坑。當(dāng)你有了組織填具，環(huán)境，對(duì)的人匆骗，奇跡就在拐角處劳景。

JD: I love that. OKRs cultivate the madness, and magic is right around the corner. This is perfect.

JD：我喜歡這個(gè)。OKRs讓人瘋狂碉就，奇跡就在拐角處盟广。完美。

So with Jini we've covered the whys, with Bono the whats of goal-setting. Let's turn our attention to the hows. Remember, the hows are the key results. That's how we meet our objectives. And good results are specific and time-bound. They're aggressive but realistic. They're measurable, and they're verifiable. Those are good key results.

那么Jini的故事中瓮钥，我們講了為什么筋量，Bono的講了設(shè)置目標(biāo)∨氤常現(xiàn)在說說怎么做。記的嗎桨武，怎么做就是關(guān)鍵成果肋拔。我們?nèi)绾芜_(dá)成目標(biāo)。好的成果是具體的呀酸，有時(shí)限的只损，是帶風(fēng)險(xiǎn)的又是現(xiàn)實(shí)的，是可衡量七咧，可驗(yàn)證的。這些才是好的關(guān)鍵成果叮叹。

In 1999, I introduced OKRs to Google's cofounders, Larry and Sergey. Here they are, 24 years old in their garage. And Sergey enthusiastically said he'd adopt them. Well, not quite. What he really said was, "We don't have any other way to manage this company, so we'll give it a go."

1999年艾栋，我將OKRs法介紹給谷歌的共同創(chuàng)始人Larry（拉里·佩奇）和Sergey（謝爾蓋·布林）。這就是他們蛉顽，24歲蝗砾，在車庫里。Sergey熱情地說想收養(yǎng)他們携冤。當(dāng)然悼粮，不完全是這樣。他的原話是曾棕，“我們沒有別的方法管理公司扣猫，所以只能放手一搏∏痰兀”

(Laughter) （笑聲）

And I took that as a kind of endorsement. But every quarter since then, every Googler has written down her objectives and her key results. They've graded them, and they've published them for everyone to see. And these are not used for bonuses or for promotions. They're set aside. They're used for a higher purpose, and that's to get collective commitment to truly stretch goals.

我把這當(dāng)作一種認(rèn)可申尤。自此后每個(gè)季度，每個(gè)谷歌人都寫下了自己的目標(biāo)和關(guān)鍵成果衙耕。評(píng)分后昧穿，發(fā)表出來給所有人看。這對(duì)獎(jiǎng)金或升職沒用橙喘，留出來时鸵，是為了更高層次的目的，獲得對(duì)真正挑戰(zhàn)性目標(biāo)的集體承諾厅瞎。

In 2008, a Googler, Sundar Pichai, took on an objective which was to build the next generation client platform for the future of web applications -- in other words, build the best browser. He was very thoughtful about how he chose his key results. How do you measure the best browser? It could be ad clicks or engagement. No. He said: numbers of users, because users are going to decide if Chrome is a great browser or not. So he had this one three-year-long objective: build the best browser. And then every year he stuck to the same key results, numbers of users, but he upped the ante. In the first year, his goal was 20 million users and he missed it. He got less than 10. Second year, he raised the bar to 50 million. He got to 37 million users. Somewhat better. In the third year, he upped the ante once more to a hundred million. He launched an aggressive marketing campaign, broader distribution, improved the technology, and kaboom! He got 111 million users.

2008年饰潜，一個(gè)谷歌人，Sundar Pichai（桑達(dá)爾·皮查伊）定下了為網(wǎng)站應(yīng)用的未來構(gòu)建新一代客戶平臺(tái)磁奖，換句話說囊拜，就是建個(gè)最好的瀏覽器。對(duì)于如何選擇關(guān)鍵成果比搭，他有很多想法冠跷。用什么衡量最好的瀏覽器呢南誊？可能是廣告點(diǎn)擊次數(shù)或者互動(dòng)。不蜜托。他說：是用戶的數(shù)量抄囚，因?yàn)橹挥杏脩舨拍軟Q定Chrome是不是一個(gè)好瀏覽器。因此他設(shè)了個(gè)三年期目標(biāo)：建個(gè)最好的瀏覽器橄务。然后每年幔托，他都堅(jiān)持這個(gè)關(guān)鍵成果，用戶數(shù) 量蜂挪，只是不斷提高要求重挑。第一年，他的目標(biāo)是2000萬用戶棠涮，沒達(dá)成谬哀。還不到10萬。第二年严肪，他提高到5000萬史煎，結(jié)果是3700萬。好了點(diǎn)驳糯。第三年篇梭，他再次把要求提高到了一億。通過發(fā)起雄心勃勃的營(yíng)銷活動(dòng)酝枢，廣闊分配恬偷，改進(jìn)技術(shù)，砰帘睦！他有了1.11億用戶喉磁。

Here's why I like this story, not so much for the happy ending, but it shows someone carefully choosing the right objective and then sticking to it year after year after year. It's a perfect story for a nerd like me.

這就是我為什么喜歡這個(gè)故事，不算是大團(tuán)圓結(jié)局官脓，但它展示了一個(gè)人是怎么謹(jǐn)慎選定正確的目標(biāo)又年復(fù)一年的堅(jiān)持下去协怒。對(duì)我這樣的怪胎，它是完美的卑笨。

Now, I think of OKRs as transparent vessels that are made from the whats and hows of our ambitions. What really matters is the why that we pour into those vessels. That's why we do our work. OKRs are not a silver bullet. They're not going to be a substitute for a strong culture or for stronger leadership, but when those fundamentals are in place, they can take you to the mountaintop.

如今孕暇，我認(rèn)為OKR是由我們野心的目標(biāo)和手段構(gòu)成的透明容器。重要的是我們?yōu)槭裁匆獫补噙@些容器赤兴。這也是為什么我們要工作妖滔。OKR不是銀子彈，不能作為強(qiáng)力文化或強(qiáng)力領(lǐng)導(dǎo)的替代品桶良，但如果這些基本要素都在合適位置座舍，它們能帶你登頂。

I want you to think about your life for a moment. Do you have the right metrics? Take time to write down your values, your objectives and your key results. Do it today. If you'd like some feedback on them, you can send them to me. I'm john@whatmatters.com.

我想讓你們思考一下自己的人生陨帆。你有正確的衡量標(biāo)準(zhǔn)嗎曲秉？花些時(shí)間采蚀，寫下你的價(jià)值，你的目標(biāo)承二，你的關(guān)鍵成果榆鼠。今天就寫。如果你想得到反饋亥鸠，可以發(fā)給我妆够。我的郵箱是john@whatmatters.com。

If we think of the world-changing goals of an Intel, of a Nuna, of Bono, of Google, they're remarkable: ubiquitous computing, affordable health care, high-quality for everyone, ending global poverty, access to all the world's information. Here's the deal: every one of those goals is powered today by OKRs.

想想Intel负蚊，Nuna神妹，Bono，Google這些改變世界的目標(biāo)家妆，他們是非凡的：無處不在的計(jì)算灾螃，負(fù)擔(dān)得起的醫(yī)療，為所有人提供高品質(zhì)生活揩徊，結(jié)束世界貧困，可以接觸到世界上所有信息嵌赠。事情就是這樣：今天塑荒，這些目標(biāo)的每個(gè)人都用OKR獲取力量。

Now, I've been called the Johnny Appleseed of OKRs for spreading the good gospel according to Andy Grove, but I want you to join me in this movement. Let's fight for what it is that really matters, because we can take OKRs beyond our businesses. We can take them to our families, to our schools, even to our governments. We can hold those governments accountable. We can transform those informations. We can get back on the right track if we can and do measure what really matters.

現(xiàn)在姜挺，人們都叫我Johnny Appleseed齿税，因?yàn)槲乙恢眰鞑ndy Grove的福音，希望你們也能加入這項(xiàng)活動(dòng)炊豪。為真正重要的奮斗凌箕，因?yàn)镺KR不僅應(yīng)用于商業(yè)，在家庭中词渤，學(xué)校里牵舱，甚至是政府里，都可以用缺虐。我們可以讓政府負(fù)其責(zé)來芜壁。我們可以傳遞這些信息。我們可以回到正確的軌道高氮，如果我們能衡量出什么才是真正重要的慧妄。

Thank you.?

謝謝

(Applause) （掌聲）