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INSPIRING & MOTIVATING, 1.08 (V) 01.05 - Why Do We Do What We Do?

1.08 (V) 01.05 - Why Do We Do What We Do?

To be clear, before we move forward, what I need to explain is, what are we not talking about when I use the word vision. Oftentimes when I talk about creating and communicating a vision, people think about the words that are written up on the walls in the foyer of organizations, that this is our mission statement, this is our vision. And those are needed. They're necessary. But that's not exactly what I'm talking about today. When I talk about a vision, what I'm talking about is what you actually say to your employees. When you're with them every day, what are you communicating about the current reality that we're in and ultimately where we're going? So, remember, what we're not talking about here is the fancy words, the marketing speak that shows up on the walls in your organization. You need that. That's important. It reinforces the vision that you're communicating on a daily basis. But what we're really talking about here is what are you communicating every day through your words and your actions. So just keep that in mind as we go forward, about what we're not talking about and what we are throughout. The model that I'm going to share with you for creating and communicating your vision articulates not only what you say but how you say it. Some people like to talk about it as substance verses style. There's an old adage that says it's not important or it's not about what you say, it's all about the style. It's all about how you say it. And to be very truthful and honest, that's nonsense. Both are critically important. What you say is important as well as how you say it. I can be fancy. I can be able to stand up and give a very compelling talk in the short term. But if the substance of what I'm saying is not there, ultimately, long term, people stop believing in that vision that you're trying to communicate or articulate. So, remember, it's what you say and how you say it. As part of our discussion here, we're going to break down both of these components. I'm going to start with what you say, and then we'll transition to how you say it, both verbal and non-verbal body language, as you think about communicating your vision to your team. In terms of what you say, I've been studying now for the last several years CEOs, entrepreneurs, small business owners, educators, in terms of what are they saying to capture people's attention to motivate and engage them in a compelling vision. And what I've learned is, in all of these visions that work, that really motivate and engage employees, each of these visions answers three fundamental questions. And so I'm going to walk you through each of these questions and give you an opportunity to think about the impact of that question on the team that you're either part of or possibly managing. The first question is really getting at the core purpose of why your team exists. The question is why do we do what we do. Why do we exist? Again, really that core purpose question. Let me share with you a few examples. The first one that I'm going to share with you, I want you to think about what company is this. If you just read the words without knowing anything else, can you guess the company? So here's the first one. To be the Earth's most customer-centric company for four primary customer sets: consumers, sellers, enterprises, and content creators. Now, I took these words directly from the CEO of this company. So let me pause. Can you guess what company this is? You have it? Maybe even write it down. Here's the company, Amazon.com. Now, interestingly, if you go back prior to Amazon getting into the digital media business, movies, streaming content, etc., interestingly, the core purpose, the statement around why do we do what we do, and who are we at the core was we want to be the place online where people from around the world can come to buy anything they want. The question I ask you is, which of those is clearer and which of those is most compelling to you as a statement of why do we do what we do and who are we at the core. Let me share with you another example. To refresh the world, to inspire moments of optimism and happiness, to create value and make a difference. Three statements, all part of a vision, all part of the question, why do we do what we do. Going back, to refresh the world, to inspire moments of optimism and happiness, to create value and make a difference. Three statements, all part of this company's communication of why do we do what we do, part of their vision, again, to refresh the world to inspire moments of optimism and happiness, to create value and make a difference. Again, let me pause. Can you guess, maybe write down, who you think this company is? Do you have it? Okay. Here we go. This is Coca-Cola. To refresh the world, to inspire moments of optimism and happiness, to create value and make a difference. I wonder if from this statement if you were able to identify that this is Coca-Cola or could that be any beverage company, for example. So you can see in both of these statements of why do we do what we do, there's some ambiguity here. And the question that I want you to think very carefully about, is are they specific enough to guide employees, around our core purpose, why do we do ultimately what we do. Let me give you a couple of other examples from history. This is a statement that I took from historical documents of the company back in around 1950. The statement was to change the worldwide poor quality image of Japanese products. Now, the irony is today we think of Japanese products as being of the utmost, the highest quality, but in 1950 that was not the case. Any guesses on who this company is? Now, remember, this is a for-profit company. A for-profit company with, as part of its mission, as part of its purpose ultimately to change the image of Japanese products, not just their products, but the entire country's set of products, to change the worldwide poor quality image of Japanese products. I'll pause. Take a minute. Take a guess. Any ideas on who this company is? That company is Sony. If we think about where Japan is in the global landscape of business today, I would say Sony was pretty successful in changing the worldwide poor quality image of Japanese products, certainly not alone, but certainly a key player in that purpose. Let me share with you one more. To democratize the automobile. Now, we have to go really far back here. This is 1900, at a time when the automobile was only for the elite, it was a luxury good. Clearly today that is not the case for most people around the world. Which company is this? But, again, remember, this is a for-profit company who has part of its purposes, part of its mission, articulated its answer to the question why do we do what we do, and part of that answer was to democratize the automobile. That company was ultimately Ford. And so what I'd like you to do now is take a few minutes on your own, stop the lesson, maybe take five or ten minutes and reflect on your team, on the people that you manage. Maybe it's a team at work. Maybe it's a team in your community, in your social life, a sport team, or in your social life even, but a team that you're part of. And I want you to spend five or ten minutes and see if, in a paragraph, you can clearly articulate the answer to the question, why do we exist, why do we do what we do as a team. Take a few minutes and do that exercise.

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1.08 (V) 01.05 - Why Do We Do What We Do? 1.08 (V) 01.05 - Dlaczego robimy to, co robimy?

To be clear, before we move forward, what I need to explain is, what are we not talking about when I use the word vision. 明確にするために、私が前進する前に、私が説明する必要があるのは、私がビジョンという言葉を使用するとき、私たちが話していないものです。 Oftentimes when I talk about creating and communicating a vision, people think about the words that are written up on the walls in the foyer of organizations, that this is our mission statement, this is our vision. 多くの場合、私がビジョンの作成と伝えについて話すとき、人々は組織の玄関の壁に書かれた言葉を考えます。これが私たちの使命であるという声明です。これが私たちのビジョンです。 And those are needed. そしてそれらは必要です。 They're necessary. 彼らは必要です。 But that's not exactly what I'm talking about today. しかし、それは私が今日話していることではありません。 When I talk about a vision, what I'm talking about is what you actually say to your employees. 私がビジョンについて話すとき、あなたが実際にあなたの従業員に言うことが私の話です。 When you're with them every day, what are you communicating about the current reality that we're in and ultimately where we're going? あなたが毎日一緒にいるとき、私たちがいる現実、そして最終的にはどこに行くのか、あなたは何を伝えていますか? So, remember, what we're not talking about here is the fancy words, the marketing speak that shows up on the walls in your organization. だから、私たちがここで話していないのは、あなたの組織の壁に現れるマーケティング・スピーチです。 You need that. あなたはそれが必要です。 That's important. It reinforces the vision that you're communicating on a daily basis. But what we're really talking about here is what are you communicating every day through your words and your actions. しかし、ここで実際に話していることは、あなたの言葉や行動を通して、毎日何を話しているのかです。 So just keep that in mind as we go forward, about what we're not talking about and what we are throughout. それで、私たちが話していないこと、そして私たちが何をしているのかについて、私たちが進むにつれてそれを念頭に置いておきます。 The model that I'm going to share with you for creating and communicating your vision articulates not only what you say but how you say it. 私があなたのビジョンを作成して伝えるためにあなたと共有しようとしているモデルは、あなたが言っていることだけでなく、それをどのように表現しているかを明確に示しています。 Some people like to talk about it as substance verses style. 一部の人々は物質的な詩のスタイルとしてそれについて話したい。 There's an old adage that says it's not important or it's not about what you say, it's all about the style. それは重要ではない、またはあなたが言うことではないことを伝える古い格言があります。スタイルに関するものです。 It's all about how you say it. それがあなたの言い方です。 And to be very truthful and honest, that's nonsense. そして、非常に正直で正直なことは、ナンセンスです。 Both are critically important. どちらも非常に重要です。 What you say is important as well as how you say it. あなたが言うことは、あなたがそれを言う方法と同様に重要です。 I can be fancy. 私は空想的なことができます。 I can be able to stand up and give a very compelling talk in the short term. 私は立ち上がり、短期間で非常に説得力のある話をすることができます。 But if the substance of what I'm saying is not there, ultimately, long term, people stop believing in that vision that you're trying to communicate or articulate. しかし、私が言っていることの本質がそこにないならば、最終的に、長期的に、人々は、あなたがコミュニケーションや表現をしようとしているそのビジョンを信じるのをやめます。 So, remember, it's what you say and how you say it. As part of our discussion here, we're going to break down both of these components. ここでは、これらのコンポーネントの両方を解説します。 I'm going to start with what you say, and then we'll transition to how you say it, both verbal and non-verbal body language, as you think about communicating your vision to your team. 私はあなたが言うことから始めるつもりです。そして、あなたのビジョンをあなたのチームに伝えることを考えるとき、言葉と言葉の両方の言葉の言葉にあなたがどのように言い換えるかに移ります。 In terms of what you say, I've been studying now for the last several years CEOs, entrepreneurs, small business owners, educators, in terms of what are they saying to capture people's attention to motivate and engage them in a compelling vision. あなたが言うことに関して、私は過去数年間、CEO、起業家、中小企業経営者、教育者を魅力的なビジョンで動機付けし、関与させるために人々の注目を集めるために何を語っているのかについて勉強してきました。 And what I've learned is, in all of these visions that work, that really motivate and engage employees, each of these visions answers three fundamental questions. 私が学んだことは、これらのビジョンがすべて働いていること、従業員に本当に動機づけて従事することです。これらのビジョンのそれぞれは、3つの基本的な質問に答えます。 And so I'm going to walk you through each of these questions and give you an opportunity to think about the impact of that question on the team that you're either part of or possibly managing. そして、私はこれらの質問のそれぞれを歩み、あなたがその質問の影響をあなたがチームの一部であるか、あるいはおそらく管理しているかを考える機会を与えます。 The first question is really getting at the core purpose of why your team exists. 最初の質問は、あなたのチームがなぜ存在するのかの中心的な目的に実際に迫っています。 The question is why do we do what we do. 問題は、私たちが何をするのかということです。 Why do we exist? Again, really that core purpose question. Let me share with you a few examples. The first one that I'm going to share with you, I want you to think about what company is this. If you just read the words without knowing anything else, can you guess the company? あなたが何かを知らずに言葉を読むだけなら、あなたは会社を推測できますか? So here's the first one. ここに最初のものがあります。 To be the Earth's most customer-centric company for four primary customer sets: consumers, sellers, enterprises, and content creators. 消費者、売り手、企業、およびコンテンツクリエーターの4つの主要な顧客セットのための、地球で最も顧客中心の会社です。 Now, I took these words directly from the CEO of this company. さて、私はこの会社のCEOからこれらの言葉を直接取った。 So let me pause. だから私は一時停止させてください。 Can you guess what company this is? You have it? あなたはそれを持っています? Maybe even write it down. たぶんそれを書き留めてください。 Here's the company, Amazon.com. Now, interestingly, if you go back prior to Amazon getting into the digital media business, movies, streaming content, etc., interestingly, the core purpose, the statement around why do we do what we do, and who are we at the core was we want to be the place online where people from around the world can come to buy anything they want. 興味深いことに、興味深いことに、Amazonがデジタルメディアビジネス、映画、ストリーミングコンテンツなどに参入する前に、興味深いことに、コア目的、私たちが何をやるのか、そして誰がコアであるのかについての声明私たちは世界中の人々が自分が望むものを買うことができるオンラインの場所になりたいと思っていました。 The question I ask you is, which of those is clearer and which of those is most compelling to you as a statement of why do we do what we do and who are we at the core. 私があなたに尋ねる質問は、それらのうちのどれがより明確であり、そのうちのどれが、私たちが何をやっているのか、私たちが誰であるのかについての声明として、あなたに最も魅力的です。 Let me share with you another example. To refresh the world, to inspire moments of optimism and happiness, to create value and make a difference. 世界をリフレッシュし、楽観主義と幸福の瞬間を刺激し、価値を創造し、差をつける。 Three statements, all part of a vision, all part of the question, why do we do what we do. 3つの声明、すべてのビジョンの一部、すべての質問の一部、なぜ私たちは何をしますか? Going back, to refresh the world, to inspire moments of optimism and happiness, to create value and make a difference. Three statements, all part of this company's communication of why do we do what we do, part of their vision, again, to refresh the world to inspire moments of optimism and happiness, to create value and make a difference. 3つの声明、この会社のコミュニケーションのすべての部分は、私たちが何をするのか、なぜ彼らのビジョンの一部であっても、楽観と幸福の瞬間を刺激し、価値を創造し、差異を生み出すために世界をリフレッシュすることです。 Again, let me pause. Can you guess, maybe write down, who you think this company is? Do you have it? Okay. Here we go. This is Coca-Cola. To refresh the world, to inspire moments of optimism and happiness, to create value and make a difference. I wonder if from this statement if you were able to identify that this is Coca-Cola or could that be any beverage company, for example. So you can see in both of these statements of why do we do what we do, there's some ambiguity here. ですから、私たちが何をしているのか、なぜここにあいまいさがあるのか​​、これらの両方のステートメントで見ることができます。 And the question that I want you to think very carefully about, is are they specific enough to guide employees, around our core purpose, why do we do ultimately what we do. そして、私があなたが非常に注意深く考えて欲しいのは、従業員を私たちの中核的な目的のまわりで案内するのに十分に具体的なものなのです。なぜ私たちは最終的にそれをするのですか? Let me give you a couple of other examples from history. 私はあなたに歴史からのいくつかの他の例を挙げましょう。 This is a statement that I took from historical documents of the company back in around 1950. The statement was to change the worldwide poor quality image of Japanese products. 声明は、日本の製品の世界的で貧弱なイメージを変えることでした。 Now, the irony is today we think of Japanese products as being of the utmost, the highest quality, but in 1950 that was not the case. Any guesses on who this company is? Now, remember, this is a for-profit company. A for-profit company with, as part of its mission, as part of its purpose ultimately to change the image of Japanese products, not just their products, but the entire country's set of products, to change the worldwide poor quality image of Japanese products. I'll pause. Take a minute. Take a guess. Any ideas on who this company is? That company is Sony. If we think about where Japan is in the global landscape of business today, I would say Sony was pretty successful in changing the worldwide poor quality image of Japanese products, certainly not alone, but certainly a key player in that purpose. Let me share with you one more. To democratize the automobile. Now, we have to go really far back here. さて、私たちは本当にここまで戻らなければなりません。 This is 1900, at a time when the automobile was only for the elite, it was a luxury good. Clearly today that is not the case for most people around the world. 明らかに今日は、世界中のほとんどの人にとってそうではありません。 Which company is this? But, again, remember, this is a for-profit company who has part of its purposes, part of its mission, articulated its answer to the question why do we do what we do, and part of that answer was to democratize the automobile. That company was ultimately Ford. And so what I'd like you to do now is take a few minutes on your own, stop the lesson, maybe take five or ten minutes and reflect on your team, on the people that you manage. そして、今私がしたいことは、自分で数分かかり、レッスンをやめ、5分から10分をとり、あなたのチーム、あなたが管理している人たちに反映させることです。 Maybe it's a team at work. たぶんそれは働いているチームかもしれません。 Maybe it's a team in your community, in your social life, a sport team, or in your social life even, but a team that you're part of. And I want you to spend five or ten minutes and see if, in a paragraph, you can clearly articulate the answer to the question, why do we exist, why do we do what we do as a team. 私は、あなたが5分か10分を費やして、パラグラフで質問に対する答えを明確に明記できるかどうか、なぜ私たちが存在するのか、私たちがチームとして何をするのかを確認してください。 Take a few minutes and do that exercise. 数分をとり、その運動をしてください。