How do you explain when things don’t go as we assume or better, how do you explain when others are able to achieve things that seem to defy（違背，違反）all of the assumptions？
你如何解釋事與願違的現象？或者說，如何解釋他人因異於常人而達成的成就？
For example: why is Apple so innovative？Year after year, after year, after year, they’re more innovative than all their competition.
舉個栗子：爲啥蘋果公司非常有創新精神？年復一年，蘋果封神。
and yet, they’re just a computer company, they’re just like everyone else.
然而，他們只是個電腦公司，與常人一般。
they have the same access to the same talent, to the same agencies, to the same consultants, to the same media.
他們有同樣的人才，同樣的銷售代理商，同樣的諮詢顧問，同樣的媒體。
then why is it that they seem to have something different?
爲啥就是他們看上去不一樣呢？
why is it that Martin Luther King led the Civil Rights Movement?
爲啥偏偏是馬丁·路德·金領導了民權運動？
He wasn’t the only man who suffered in pre-civil rights America?
他不是唯一一個在美國民權法案出臺前遭受歧視的人。
and he certainly wasn’t the only great orator of the day, why him?
他也絕逼不是當時最好的演講者，爲啥偏偏歷史選中了他？
And why is it that the Wright brothers were able to figure out controlled, powered manned flight？
爲啥就是萊特兄弟能夠搞出可控制，動力載人飛行器？
when there were certainly other teams who were better qualified, better funded and they didn’t achieve powered manned flight, the Wright Brothers beat them to it （比某人搶先一步做了某事）.
當時也有其它團隊有資格，有資金。他們沒有搞出動力載人飛行器，萊特兄弟捷足先登了。
beat somebody to it 比某人搶先一步做了某事
There’s something else at play here.
有什麼東西在起作用。
About three and a half years ago, I made a discovery.
大約3.5年前，我有了個發現。
and this discovery profoundly changed my view on how I thought the world works.
這個發現深刻地改變了我對這個世界運行方式的看法。
and it even profoundly changed the way in which I operate in it.
它甚至深刻地改變了我的行爲。
as it turns out, there’s a pattern.
事實證明，此間有玄機。
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.
事實證明，世上所有偉大、具有號召力的領導和組織，不論是蘋果還是馬丁·路德·金還是萊特兄弟，他們都用同樣的方式思考、行動和溝通。這完全與所有人相反。
All I did was codify it, and it’s probably the world’s simplest idea.
我所做的就是整理它，這可能是世界上最簡單的概念。
I call it the Golden Circle. why, how, what.
我稱之爲黃金圈。爲什麼做，怎樣做，做什麼
this little idea explains why some organizations and some leaders are able to inspire where others aren’t.
這小小的概念就解釋了爲什麼一些組織和領導者能夠在別人不能的地方激發出靈感和潛力。
let me define the terms really quickly.
讓我來快速定義一下這個術語。
every single person, every single organization on the planet knows what they do, one hundred percent.
地球上的每一個人，每一個組織都直到他們在做什麼，百分百地知道。
some know how they do it, whether you call it your differentiated value proposition（提議，主張） or your proprietary （專有的，所有的） process or your USP.
一些人知道他們是怎麼做的，無論你稱之爲差異化價值主張或是專用流程或是專利。
but very very few people or organizations know why they do what they do.
但是很少人和組織知道爲什麼他們這麼做。
and by “why”, I don’t mean “to make a profit”.that’s a result, it’s always a result.
說到“爲什麼”，我並不是說要“實現盈利”。這只是個結果，也總是個結果。
by why, I mean what’s your purpose, what’s your cause, what’s your belief.
說到爲什麼，我的意思是說你的目的，理由，信念是什麼。
why does your organization exist? why do you get out of bed in the morning, and why should anyone care?
爲什麼你的組織存在？爲什麼你在早晨起牀以及爲什麼別人在意你？
as a result, the way we think, the way we act, the way we communicate is from the outside in, it’s obvious.so we go from the clearest thing to the fuzziest thing.
因此，很明顯，我們思考、行動、溝通的方式是由外到內的。我們從清晰走向模糊。
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。
但是卓越的領導和組織，不管他們的規模和產業，他們的思考、行動、溝通都是由內向外的。