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INSPIRING & MOTIVATING, 1.09 (V) 01.06 - How Starting with WHY is Essential

1.09 (V) 01.06 - How Starting with WHY is Essential

I was really drawn to the message of Simon Sinek in his book Start With Why. And the message that resonated with me from that book is that people don't buy what you do, they buy why you do it. And I had to stop, and think about why is it that we do things the way we do them? What do we believe? What is our fundamental belief? And quite frankly, the deeper I got into that, for me, what I realized was, we can sum up Menlo in a single word, and that word is joy. The business value of joy. And what we want to do more than anything else is delight the people we serve. We're a software design and development firm, we do contract work for others. What we want to do is create software that goes out into the world and people love that software when they touch it. Now having that fundamental purpose behind what we do to create joy in the world with the work of our hearts, our hands, and our minds. Now we can begin articulating that purpose first to our team. As a visionary leader of the company I need to communicate what is our purpose, our mission is to end human suffering in the world as it relates to technology. We take that mission very seriously. We can say that kind of thing tongue and cheek and people will chuckle about it but everybody knows they've been tortured by technology at some point in their life, and we didn't want to create that kind of pain in the world. What we wanted to do was create just the opposite. And so by communicating that first and foremost to the team, my heart and vision to this team is to what our purpose is, why are we here, and the fact that the goal, the purpose of is externally focused. They were talking about who are we serving in the world and what do we want to do for them, can really energize a team. I fundamentally believe people are wired to work on something that's bigger than themselves, and we get a chance to do that. The work we do is hard. We can't possibly be happy every minute of everyday with what we're doing. But with that long arch of joy as our goal, we can keep a team energized around a fundamental purpose of what we're trying to do as a company.

1.09 (V) 01.06 - How Starting with WHY is Essential 1.09 (V) 01.06 - Jak ważne jest zaczynanie od DLACZEGO?

I was really drawn to the message of Simon Sinek in his book Start With Why. |||przyciągnięty|||||||||||| 私はSimon Sinekのメッセージに、彼の著書「なぜ始まったのか」で実際に描かれました。 And the message that resonated with me from that book is that people don't buy what you do, they buy why you do it. ||||rezonował|||||||||||||do|||||| そしてその本から私と共鳴したメッセージは、人々があなたがしているものを買わず、なぜあなたがそれをするのか買うということです。 A przesłanie, które do mnie dotarło z tej książki, to to, że ludzie nie kupują tego, co robisz, ale dlaczego to robisz. And I had to stop, and think about why is it that we do things the way we do them? ||||zatrzymać się||||||||||||||| そして、私はやめなければなりませんでした。なぜ、私たちがやっていることをやっているのですか？ Musiałem się zatrzymać i pomyśleć, dlaczego robimy rzeczy w ten sposób? What do we believe? |||wierzymy W co wierzymy? What is our fundamental belief? |||fundamentalne przekonanie| 私たちの根本的な信念は何ですか？ And quite frankly, the deeper I got into that, for me, what I realized was, we can sum up Menlo in a single word, and that word is joy. |dość|szczerze mówiąc||głębiej|||||||||||||podsumować|||||||||||radość そして、率直に言って、私が深く感じたのは、私にとっては、Menloを一言で総計することができたということでした。その言葉は喜びです。 I szczerze mówiąc, im głębiej w to wchodziłem, tym bardziej uświadamiałem sobie, że możemy podsumować Menlo w jednym słowie, a tym słowem jest radość. The business value of joy. 喜びのビジネス価値。 Wartość biznesowa radości. And what we want to do more than anything else is delight the people we serve. |||||||||||zachwycać|||| そして何よりも何かしたいことは、私たちが奉仕する人々を喜ばせることです。 A to, co chcemy zrobić bardziej niż cokolwiek innego, to zachwycić ludzi, którym służymy. We're a software design and development firm, we do contract work for others. |||projektowanie|||||||||innych 私たちはソフトウェア設計・開発会社であり、他の人たちとの契約業務を行っています。 What we want to do is create software that goes out into the world and people love that software when they touch it. ||||||||||||||||||||||to co chcemy zrobić 私たちがしたいことは、世界に出て行くソフトウェアを作り、人々が触れるとそのソフトウェアが好きなのです。 Now having that fundamental purpose behind what we do to create joy in the world with the work of our hearts, our hands, and our minds. ||||||||||tworzyć|||||||||||||||umysłów 今、私たちの心と私たちの手と心の働きによって、世界に喜びを創り出すために私たちがすることの基本的な目的を持っています。 Now we can begin articulating that purpose first to our team. |||zacząć||||||| 今私たちはその目的を最初にチームに伝え始めることができます。 Teraz możemy zacząć artykułować ten cel najpierw naszemu zespołowi. As a visionary leader of the company I need to communicate what is our purpose, our mission is to end human suffering in the world as it relates to technology. ||||||||||||||cel misja zamiar|||||||||||||||technologia 私の目的は何かを伝える必要がある会社の先見的なリーダーとして、私たちの使命は技術に関連する世界の人間の苦しみを終わらせることです。 Jako wizjonerski lider firmy muszę komunikować, jaki jest nasz cel; naszą misją jest zakończenie cierpienia ludzkiego na świecie w kontekście technologii. We take that mission very seriously. |||||poważnie Podchodzimy do tej misji bardzo poważnie. We can say that kind of thing tongue and cheek and people will chuckle about it but everybody knows they've been tortured by technology at some point in their life, and we didn't want to create that kind of pain in the world. |||||||||||||chichotać||||||||torturowani||||||||||||||||||||| 私たちは舌と頬と人がそれについて笑いを浮かべていると言うことができますが、誰もが彼らの人生のある時点で技術によって拷問されていることを知っており、私たちは世界でそのような痛みを作りたくありませんでした。 What we wanted to do was create just the opposite. And so by communicating that first and foremost to the team, my heart and vision to this team is to what our purpose is, why are we here, and the fact that the goal, the purpose of is externally focused. そして、最初に一番重要なことをチームに伝えることによって、このチームの私の心とビジョンは、私たちの目的が何であるか、なぜここにいるのか、そして目的、目的が外部に焦点を当てているという事実です。 They were talking about who are we serving in the world and what do we want to do for them, can really energize a team. I fundamentally believe people are wired to work on something that's bigger than themselves, and we get a chance to do that. The work we do is hard. We can't possibly be happy every minute of everyday with what we're doing. But with that long arch of joy as our goal, we can keep a team energized around a fundamental purpose of what we're trying to do as a company.