How Leaders Inspires Us 3
Most people don't know about Samuel Pierpond Langley.(塞繆爾·皮爾龐特·蘭利,天文學(xué)家 物理學(xué)家撇吞，發(fā)明家余寥，美國第一艘航空母艦蘭利號(hào)。對飛機(jī)的試飛實(shí)驗(yàn)早于萊特兄弟)
And back in the early 20th century, the pursuit of powered manned flight was like the dot com of the day, every body was trying it. ? 回到20世紀(jì)初期诅迷，人們對造人飛機(jī)的追捧就如同今天對互聯(lián)網(wǎng)的追捧，每人各都想試著造飛機(jī)。
And Samuel Pierpond Langley had what we assume to be the recipe(食譜 秘訣 訣竅) for success.
然而蘭利擁有我們所追求的成功秘訣.
I mean even now you ask people why did your product, why did your company failed?
我的意思是呕缭，即便現(xiàn)在，你問人們?yōu)槭裁茨愕漠a(chǎn)品修己，你的公司失敗了恢总？
And people always give you the same permutation(排列 組合) of the same three things.
而人們總是給你三個(gè)相同的因素：
under- capitalized, ?the wrong people, bad market conditions.
資金不足，遇見錯(cuò)的人睬愤，市場大條件不好片仿。
so It's always the three things, so let's explore that.
所以， 總是這三個(gè)因素尤辱。 所以讓我們一起來發(fā)掘下砂豌，
Samuel Pierpond Langley was given 50 000 dollars by the War Department（美國陸軍總部）?to figure out this flying machine.
美國陸軍總部給了蘭利50 000美元去研制飛行器。
Money was no problem.
錢不是問題了光督。
He held a seat at Harvard and worked at Smithsonian(史密森學(xué)會(huì)), and it was well-connected(有好親戚的 出身名門的 血統(tǒng)關(guān)系好的).
他在哈弗有一席之地阳距，在史密森學(xué)會(huì)工作過，出身甚好结借，
He knew all the big minds?(大佬) of the day.
他認(rèn)識(shí)當(dāng)時(shí)所有的大佬筐摘，
He hired the best minds money could find, and market conditions were fantastic.
他雇傭了花錢能請到的最好的人才，市場大環(huán)境絕佳船老，
The New York Times followed him around everywhere, and everyone was rooting for (支持)?Langley.
紐約時(shí)報(bào)四處跟著他咖熟，每個(gè)人都支持蘭利，
And how can we've never heard of?Samuel Pierpond Langley?
然而如何我們竟從未聽說過蘭利柳畔？
After a few hundred miles away in Dayton, Ohio, Orville(奧維爾) and Wilber Wright,
在幾百英里以外的俄亥俄州代頓市馍管，奧維爾和韋伯.萊特，
They had none of what we consider to be the recipe of success.
他們沒有任何我們所認(rèn)為的成功要素荸镊，
They had no money, they paid for their dream with the proceeds from their bicycle shop.
他們沒有錢咽斧，他們用自己自行車店的利潤來支付他們的夢想堪置。
Not a single person on the Wright Brothers' team had a college education, not even Orville or Wilber.
懷特兄弟團(tuán)隊(duì)沒有任何一個(gè)人受過大學(xué)教育躬存，甚至是奧維爾和韋伯.萊特，
And the New York Times followed them around nowhere.
紐約時(shí)報(bào)從不跟四處隨他們舀锨。
The difference was Orville and Wilber were driven by a cause, by a purpose, ?by a belief.
不同的是岭洲，奧維爾和韋伯是被一個(gè)理想、一個(gè)目的坎匿、一個(gè)信念而驅(qū)動(dòng)盾剩，
They believe that they can figure out this flying machine, it'll change the course of the world.?
他們相信他們能制造出這飛行器雷激， 它將改變世界的進(jìn)程。
Samuel Pierpond Langley was different告私，
蘭利不同屎暇，
He wanted to be rich, and he wanted to be famous
他想要的是財(cái)富，他想要的是名譽(yù)驻粟，
He was in pursuit of the result, he was in pursuit of the riches.
他追求結(jié)果根悼，他追求財(cái)富，
band lo(看 瞧) and behold(看 看見), look what happened?
瞧蜀撑，發(fā)生了什么挤巡？
The people who believed in the Wright Brothers' dream ，worked with them with blood and sweet and tears.
這些相信懷特兄弟夢想的人們酷麦，跟隨他們一起付出了熱血矿卑、汗水和眼淚而工作，
and others just worked for the pay check.
而其他人僅僅是為了工資而工作沃饶。
And they tell stories of how every time the Wright Brothers went out, they would have to take five sets of parts.
有個(gè)故事說母廷，懷特兄弟每次外出，他們都更會(huì)帶五套工具糊肤。
Because that's how many times they would crash before they came in for supper.
因?yàn)樵诿看瓮盹埱芭且猓麄兌家庥龊芏啻巫矚Вㄊ。?/p>
And eventually, on December 17th 1903, the Wright Brothers took flight.
最終轩褐，在1903年12月17日椎咧，懷特兄弟飛起來了。
And no one was there to even experience it.
然而現(xiàn)場沒有一個(gè)人目睹把介、經(jīng)歷
We found out about it a few days later.
我們是在幾天后才發(fā)現(xiàn)的勤讽。
And further proof that?Langley was motivated by the wrong thing.
而這兒進(jìn)一步證明了蘭利受到錯(cuò)誤的激勵(lì)，
The day Wright Brothers took flight, he quit.
懷特兄弟是試飛成功的那一天拗踢，他退出了脚牍。
He could've said, that's an amazing discovery, guys, and I will approve upon the technology. but he didn't.
他本可以說，這是發(fā)明太棒了巢墅，小伙子們诸狭，我將改進(jìn)你們的技術(shù)，但是他沒有君纫。
He wasn't first, he didn't get rich, he didn't get famous, so he quit.
他不是第一個(gè)驯遇，他沒有變的富有，他沒有功成名就蓄髓，所以他推出了叉庐。
People don't buy what you do, they buy why you do it.
人們買的不是你所做的，而是你為什么而做会喝。
And if you talk about what you believe, you will attract those who believe what you believe.
如果你談?wù)撃闼叛龅亩傅憔蜁?huì)吸引那些相信你所信仰的人玩郊。
1. What does the cynic suggest by Back in the early 20th century, the pursuit of human powered flight was like the dom com of the day?
....The pursuit of human powered flight was extremely popular.
2. How was the Wright brothers different from Langley?
.... They were motivated to change the world rather than becoming famous and rich.
3. If someone is well- connected, they...know many influential people.
完形填空
4. 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.
But why is important to attract those who believe what you believe?
但是為什么去吸引那些相信你所相信的人如此重要呢？
Something called the law diffusion (擴(kuò)散 傳播 慢射)of innovation枉阵，and if you don't know the law, you definitely know the terminology(某學(xué)科的術(shù)語 專門用語).
有人稱之為創(chuàng)新擴(kuò)散定律译红，如果你不知道這個(gè)定律，你必定知道這個(gè)術(shù)語兴溜。
The first two and a half percent of our population are our innovation.
人口中的前2.5%是我們的創(chuàng)新者临庇。
The next 13 and a half percent of our population are our earlier adopters.
接下來的13.5%人口是我們的早期接受者。
The next 34 percent are your early majority, your late majority, and your laggards(遲緩者).
接下里的34%是早期的大多數(shù)昵慌，晚期的大多數(shù)假夺，及遲緩者。
The only reason these people buy touch-tone phones is because you can't buy rotary phone（轉(zhuǎn)盤電話） any more.
這些人買touch-phone的唯一原因是你不用在去買轉(zhuǎn)盤電話了斋攀。
we all sit at various places at various times on the scale(規(guī)模上 刻度上).
在范圍你已卷，不同的時(shí)期，不同的位置淳蔼。
But what the law diffusion of innovation tells us, is that if you want mass success（大眾市場）, mass market acceptance of an idea,
但是創(chuàng)新擴(kuò)散定律告訴我們的是侧蘸，如果你想要的是大眾市場接受一個(gè)理念，
You can not have it until you achieve these tipping point(引爆點(diǎn) 爆發(fā)點(diǎn)), between 15 and 18 percent of market penetration, and then the system tips（傾斜 傾覆 倒出）.
直到你成功達(dá)到 15%--18%的市場滲率臨界點(diǎn)鹉梨，你才能成功讳癌，市場才能引爆。
And I love asking business, what your conversion on new business?
我喜歡問企業(yè)存皂，你在新行業(yè)的轉(zhuǎn)換如何晌坤？
They love to tell you, oh, it's about 10 percent, proudly.
他們喜歡自豪的告訴你，哦旦袋，差不多10%骤菠。
Well, you can trip over(拌在障礙物上而跌跤)?10 percent of the customers,
好吧，你能得到10%的客戶
We all have about10 percent who just get it.
我們都有10%的市場占有率疤孕，就是這么得來的商乎，
That's about how we describe them, right?
那就是我們?nèi)绾蚊枋龅模瑢幔?/p>
That's like that gut feeling(直覺), oh they just get it.
那就像直覺祭阀，哦鹉戚，他們就是這么理解的。
The problem is how do you find the ones that " just get it" before you doing business with them versus the ones who don't get it.
問題是专控，在你做生以前抹凳，相對于那些不理解的人，你是如何找到那些“就這么干吧”的人一起合作呢踩官？
So it's this here, this little gap that you have to close, as Jeffrey Moore calls it crossing the chasm(跨越鴻溝).
所以却桶，就是這里，你需要去填補(bǔ)的小鴻溝蔗牡，就像Jeffrey Moore說的“跨越鴻溝”颖系。
Because you see the early majority will not try something until someone else has tried it first.
因?yàn)椋钡接行┤讼葒L試過了辩越，你所看到的早期大多數(shù)才會(huì)去嘗試嘁扼。
And these guys, the innovators in the early adopters, they are comfortable making those gut decisions.
然而這些家伙兒，早期接收者中的創(chuàng)新者黔攒，他們很舒服很享受做那些直覺決策趁啸。
They are more comfortable making those intuitive(直覺的) decisions that drive by what they believe about the world.
他們很享受做那些，受他們世界觀驅(qū)動(dòng)的督惰，直覺決策不傅。
And not just what products is available.
然而并不僅僅是什么產(chǎn)品是可以用的。
These are the people who stood in line for six hours to buy a iPhone when they first came out.
當(dāng)新機(jī)首發(fā)上市時(shí)赏胚，這些人會(huì)排隊(duì)6 個(gè)小時(shí)買iphone
When you could've just walked into the store in the next week and bought one off the shelf.
而你本可以在下周走進(jìn)商店貨架上買一個(gè)的访娶。
These are the people who spent 40 000 ?dollars on the flat screen TVs when they first came out, even though the technology was substandard(不達(dá)標(biāo)的).
這些是在平板電視首發(fā)時(shí)愿意花費(fèi)40 000購買的人，即便技術(shù)還不達(dá)標(biāo)觉阅。
And by the way, they don't do it because the technology was so great, they did it for themselves.
順便說一下崖疤，他們不是因?yàn)榧夹g(shù)如此拽才買，而是因?yàn)樗麄冏约海?/p>
it's because they wanted to be first.
因?yàn)樗麄兿胍蔀榈谝粋€(gè)典勇。
People don't buy what you do, they buy why you do it. And what you do simply proves what you believe.
人們不會(huì)買你所做的劫哼，他們會(huì)買你為什做？ 你所做的直接證明你所信仰的割笙。
In fact, people will do the things that prove what they believe.
事實(shí)上权烧，人們將會(huì)做那些可以證明他們所信仰的事情。
The reason a person bought the iPhone in the first six hours, stood in line for six hours,?
一個(gè)人排隊(duì)留個(gè)小時(shí)購買IPhone的原因伤溉，
was because of what they believed about he world, and how they wanted every body to see them, was they were the first.
就是因?yàn)樗麄兊氖澜缬^豪嚎，以及他們希望每個(gè)人看到他們的，他們都是第一個(gè)谈火。
People don't buy what you do, they buy why you do it.
人們不會(huì)買你所做的侈询，而是買你為什么而做。
1. In a law of diffusion of innovation, what characterize the laggards?
....They are the last group to buy a new products.
2. An intuitive decision is based on...feelings rather than facts.
完形填空
3. They're more comfortable making those intuitive decision that are driven by what they believe about the world and not just what product is available.
聽 & ?復(fù)述
4.People will do the things that prove what they believe.
