ABOUT THE SPEAKER
Simon Sinek - Leadership expert
Simon Sinek explores how leaders can inspire cooperation, trust and change. He's the author of the classic "Start With Why"; his latest book is "Leaders Eat Last."

Why you should listen

Fascinated by the leaders who make impact in the world, companies and politicians with the capacity to inspire, Simon Sinek has discovered some remarkable patterns in how they think, act and communicate. He wrote Start With Why: How Great Leaders Inspire Everyone to Take Action to explore his idea of the Golden Circle, what he calls "a naturally occurring pattern, grounded in the biology of human decision making, that explains why we are inspired by some people, leaders, messages and organizations over others." His newest work explores "circles of safety," exploring how to enhance feelings of trust and confidence in making bold decisions. It's the subject of his latest book, Leaders Eat Last.

An ethnographer by training, Sinek is an adjunct of the RAND Corporation. He writes and comments regularly for major publications and teaches graduate-level strategic communications at Columbia University.

More profile about the speaker
Simon Sinek | Speaker | TED.com
TED2014

Simon Sinek: Why good leaders make you feel safe

Simon Sinek: Zašto nam dobri vođe ulijevaju sigurnost

Filmed:
12,536,564 views

Što čini dobrog vođu? Teoretičar menadžmenta Simon Sinek kaže da je to onaj tko ulijeva sigurnost svojim zaposlenicima, tko ih uvlači u krug sigurnosti. No stvaranje povjerenja i sigurnosti - posebno u trusnoj ekonomiji - znači preuzimanje ogromne odgovornosti.
- Leadership expert
Simon Sinek explores how leaders can inspire cooperation, trust and change. He's the author of the classic "Start With Why"; his latest book is "Leaders Eat Last." Full bio

Double-click the English transcript below to play the video.

Postoji čovjek imena satnik
00:13
There's a man by the nameime of CaptainKapetan
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William Swenson
00:15
WilliamWilliam SwensonSwenson
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00:17
who recentlynedavno was awardednagrađen the
congressionalkongresa MedalMedalja of HonorČast
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koji je nedavno nagrađen
Kongresnom medaljom časti
00:20
for his actionsakcije on SeptemberRujna 8, 2009.
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za svoja djela 8. rujna 2009.
00:25
On that day, a columnkolona of AmericanAmerički
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Toga dana, kolona američkih
00:28
and AfghanAfganistanski troopstrupe
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i afganistanskih vojnika
00:29
were makingizrađivanje theirnjihov way
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išla je
00:30
throughkroz a partdio of AfghanistanAfganistan
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kroz dio Afganistana
00:33
to help protectzaštititi
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kako bi štitila
00:37
a groupskupina of governmentvlada officialsDužnosnici,
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skupinu vladinih dužnosnika,
00:38
a groupskupina of AfghanAfganistanski governmentvlada officialsDužnosnici,
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skupinu afganistanskih vladinih dužnosnika
00:40
who would be meetingsastanak with some locallokalne
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koji su se trebali sastati s lokalnim
00:42
villageselo eldersstarješine.
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seoskim starješinama.
00:43
The columnkolona camedošao underpod ambushzasjeda,
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Kolona je upala u zasjedu
00:46
and was surroundedokružen on threetri sidesstrane,
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i bila okružena s tri strane,
00:48
and amongstmeđu manymnogi other things,
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a među mnogim drugim stvarima,
00:51
CaptainKapetan SwensonSwenson was recognizedpriznat
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satnik Swenson je uočen
00:53
for runningtrčanje into liveživjeti firevatra
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kako utrčava u vatru
00:55
to rescuespasiti the woundedranjen
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kako bi spasio ranjene
00:56
and pullVuci out the deadmrtav.
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i izvukao mrtve.
01:00
One of the people he rescuedspašeni was a sergeantNarednik,
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Jedan od ljudi koje je spasio bio je narednik
01:03
and he and a comradedruže were makingizrađivanje theirnjihov way
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kojeg su satnik i njegov kolega ponijeli
01:05
to a medevacJeste li dobili helicopterhelikopter.
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prema medicinskom helikopteru.
01:08
And what was remarkableizvanredan about this day
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Ono što je značajno za taj dan je
01:10
is, by sheerfin coincidenceslučajnost,
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da je, pukom slučajnošću,
01:12
one of the medevacJeste li dobili medicsmedicinari
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jedan od medicinara
01:14
happeneddogodilo to have a GoProGoPro camerafotoaparat on his helmetkaciga
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na kacigi imao GoPro kameru
01:16
and captureduhvaćen the wholečitav scenescena on camerafotoaparat.
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i da je snimio cijelu stvar.
01:21
It showspokazuje CaptainKapetan SwensonSwenson and his comradedruže
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Snimka pokazuje satnika Swensona i
njegovog kolegu
01:24
bringingdonošenje this woundedranjen soldiervojnik
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kako nose tog ranjenog vojnika
01:25
who had receivedprimljen a gunshotpucanj to the neckvrat.
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koji je dobio pogodak u vrat.
01:30
They put him in the helicopterhelikopter,
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Stavili su ga u helikopter,
01:33
and then you see CaptainKapetan SwensonSwenson bendzavoj over
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a onda se satnik Swenson sagnuo
01:38
and give him a kisspoljubac
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i poljubio ga
01:40
before he turnsokreti around to rescuespasiti more.
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prije nego je otišao i nastavio spašavati.
01:45
I saw this, and I thought to myselfsebe,
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Pogledao sam tu snimku i pomislio,
01:48
where do people like that come from?
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odakle dolaze takvi ljudi?
01:51
What is that? That is some deepduboko, deepduboko emotionemocija,
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Što je to? Sigurno su u pitanju
duboki, duboki osjećaji
01:54
when you would want to do that.
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kad ste tako nešto u stanju.
01:55
There's a love there,
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Tu ima ljubavi,
01:57
and I wanted to know why is it that
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i zanimalo me zašto
01:59
I don't have people that I work with like that?
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ja ne radim s takvim ljudima?
02:02
You know, in the militaryvojni, they give medalsmedalje
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Vidite, u vojsci daju odlikovanja
02:04
to people who are willingspreman to sacrificežrtva themselvesse
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ljudima koji su se spremni žrtvovati
02:06
so that othersdrugi maysvibanj gaindobit.
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u korist drugih.
02:08
In businessPoslovni, we give bonusesbonusi to people
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U poslu bonuse dajemo ljudima
02:10
who are willingspreman to sacrificežrtva othersdrugi
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koji su spremni žrtvovati druge
02:12
so that we maysvibanj gaindobit.
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u našu korist.
02:13
We have it backwardsunazad. Right?
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To je naopako, je li?
02:17
So I askedpitao myselfsebe, where do
people like this come from?
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Onda sam se upitao, pa odakle
dolaze takvi ljudi?
02:19
And my initialpočetni conclusionzaključak was
that they're just better people.
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Moj prvi zaključak bio je
da su oni jednostavno bolji ljudi.
02:22
That's why they're attractedprivukla je to the militaryvojni.
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I zato ih privlači vojska.
02:23
These better people are attractedprivukla je
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Te bolje ljudi privlači
02:25
to this conceptkoncept of serviceservis.
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koncept služenja drugima.
02:28
But that's completelypotpuno wrongpogrešno.
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Međutim, to nije točno.
02:29
What I learnednaučeno was that it's the environmentokolina,
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Ono što sam saznao je da
je u pitanju okolina
02:32
and if you get the environmentokolina right,
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i ako je okolina odgovarajuća,
02:34
everysvaki singlesingl one of us has the capacitykapacitet
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svatko od nas može
02:35
to do these remarkableizvanredan things,
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činiti izvanredne stvari
02:37
and more importantlyvažnije, othersdrugi have that capacitykapacitet too.
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i, još bitnije, drugi to isto mogu.
02:40
I've had the great honorčast of gettinguzimajući to meetsastati
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Imao sam veliku čast upoznavši
02:42
some of these, who we would call heroesheroji,
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neke od tih, kako bismo ih nazvali, heroja
02:45
who have put themselvesse and put theirnjihov livesživot
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koji su sebe i svoje živote
02:47
at riskrizik to saveuštedjeti othersdrugi,
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izložili riziku kako bi spasili druge
02:49
and I askedpitao them, "Why would you do it?
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pa sam ih upitao: "Zašto bi to netko učinio?
02:51
Why did you do it?"
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Zašto ste to napravili?"
02:53
And they all say the sameisti thing:
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I svi su rekli istu stvar:
02:56
"Because they would have doneučinio it for me."
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"Zato jer bi oni to učinili za mene."
02:58
It's this deepduboko senseosjećaj of trustpovjerenje and cooperationsuradnja.
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Radi se o dubokom osjećaju za
povjerenje i suradnju.
03:01
So trustpovjerenje and cooperationsuradnja are really importantvažno here.
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Prema tome, u ovom su slučaju povjerenje
i suradnja iznimno važni.
03:04
The problemproblem with conceptspojmovi of trustpovjerenje and cooperationsuradnja
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Problem s konceptom povjerenja i suradnje
03:07
is that they are feelingsosjećaji, they are not instructionsinstrukcije.
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je da su to osjećaji, a ne naredbe.
03:09
I can't simplyjednostavno say to you, "TrustPovjerenje me," and you will.
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Ne mogu vam samo reći: "Vjerujte mi",
pa da mi i povjerujete.
03:12
I can't simplyjednostavno instructuputiti two people
to cooperatesurađivati, and they will.
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Ne mogu samo narediti dvoma ljudima
da surađuju, pa će i surađivati.
03:16
It's not how it worksdjela. It's a feelingosjećaj.
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To ne funkcionira tako. To je osjećaj.
03:18
So where does that feelingosjećaj come from?
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Pa odakle taj osjećaj dolazi?
03:21
If you go back 50,000 yearsgodina
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Ako se vratimo 50.000 godina
03:23
to the PaleolithicPaleolitik eradoba,
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u paleolitik,
03:24
to the earlyrano daysdana of HomoHomo sapienssapiensa,
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u rane dane homo sapiensa,
03:26
what we find is that the worldsvijet
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vidjet ćemo svijet
03:28
was filledispunjen with dangeropasnost,
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ispunjen opasnostima
03:30
all of these forcessnaga workingrad very, very hardteško to killubiti us.
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i sve te sile koje se uporno trude da nas ubiju.
03:34
Nothing personalosobni.
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Ništa osobno.
03:36
WhetherDa li it was the weathervrijeme,
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Bilo da se radi o vremenskim prilikama,
03:38
lacknedostatak of resourcesresursi,
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manjku resursa za život,
03:40
maybe a saber-toothedsablja ozubljenje tigerTigar,
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možda o sabljastom tigru,
03:41
all of these things workingrad
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sve te sile rade na tome
03:43
to reducesmanjiti our lifespanživotni vijek.
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da nam skrate životni vijek.
03:45
And so we evolvedrazvio into socialsocijalni animalsživotinje,
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I tako smo evoluirali u društvena bića
03:47
where we livedživjeli togetherzajedno and workedradio togetherzajedno
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koja rade i žive zajedno
03:49
in what I call a circlekrug of safetysigurnosni, insideiznutra the tribepleme,
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u onome što ja nazivam krugom sigurnosti,
u plemenu
03:53
where we feltosjećala like we belongedpripada.
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u kojemu smo osjećali pripadnost.
03:55
And when we feltosjećala safesef amongstmeđu our ownvlastiti,
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I kada smo se počeli osjećati sigurno među svojima,
03:57
the naturalprirodni reactionreakcija was trustpovjerenje and cooperationsuradnja.
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prirodna je reakcija bila povjerenje i suradnja.
04:01
There are inherentinherentan benefitsprednosti to this.
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To sugerira logične benefite.
04:02
It meanssredstva I can fallpad asleepzaspao at night
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To znači da noću mogu zaspati
04:03
and trustpovjerenje that someonenetko from withinunutar
my tribepleme will watch for dangeropasnost.
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i vjerovati da će netko iz mog plemena
paziti na opasnost.
04:07
If we don't trustpovjerenje eachsvaki other, if I don't trustpovjerenje you,
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Ako si ne vjerujemo, ako vam ne vjerujem,
04:10
that meanssredstva you won'tnavika watch for dangeropasnost.
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to znači da vi nećete paziti na opasnost.
04:11
BadLoše systemsistem of survivalopstanak.
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A to je loš koncept preživljavanja.
04:13
The modernmoderan day is exactlytočno the sameisti thing.
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Danas je potpuno isto.
04:15
The worldsvijet is filledispunjen with dangeropasnost,
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Svijet je prepun opasnosti,
04:17
things that are tryingtežak to frustratefrustrirati our livesživot
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stvari koje pokušavaju osujetiti naše živote,
04:19
or reducesmanjiti our successuspjeh,
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smanjiti nam uspjeh,
04:20
reducesmanjiti our opportunityprilika for successuspjeh.
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smanjiti nam prilike za uspjehom.
04:22
It could be the upsUps and downsPadovi in the economyEkonomija,
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To mogu biti gospodarski usponi i padovi,
04:24
the uncertaintynesigurnost of the stockzaliha markettržište.
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nesigurnost na burzi.
04:26
It could be a newnovi technologytehnologija that rendersžbuke
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Može biti nova tehnologija koja vam
04:28
your businessPoslovni modelmodel obsoletezastario overnightpreko noći.
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poslovni model učini zastarjelim preko noći.
04:30
Or it could be your competitionkonkurencija
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Može to biti i konkurencija
04:32
that is sometimesponekad tryingtežak to killubiti you.
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koja vas ponekad pokušava ubiti.
04:34
It's sometimesponekad tryingtežak to put you out of businessPoslovni,
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Ponekad vas pokušava izbaciti iz posla,
04:36
but at the very minimumminimum
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ali, ako ništa,
04:37
is workingrad hardteško to frustratefrustrirati your growthrast
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naporno radi da vam osujeti rast
04:40
and stealukrasti your businessPoslovni from you.
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i ukrade vam posao.
04:42
We have no controlkontrolirati over these forcessnaga.
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Te sile ne možemo kontrolirati.
04:44
These are a constantkonstantno,
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One su konstanta
04:45
and they're not going away.
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i neće nestati.
04:47
The only variableVarijabla are the conditionsUvjeti
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Jedina varijabla su uvjeti
04:49
insideiznutra the organizationorganizacija,
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unutar organizacije,
04:52
and that's where leadershiprukovodstvo matterspitanja,
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a liderstvo je tu zbilja značajno
04:54
because it's the leadervođa that setssetovi the toneton.
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zato jer je vođa taj koji određuje prizvuk.
04:57
When a leadervođa makesmarke the choiceizbor
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Kad vođa odluči
04:59
to put the safetysigurnosni and livesživot
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na prvo mjesto staviti
05:01
of the people insideiznutra the organizationorganizacija first,
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sigurnost i živote ljudi unutar organizacije,
05:03
to sacrificežrtva theirnjihov comfortsudobnost and sacrificežrtva
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dok žrtvuje komfor i
05:06
the tangibleopipljiv resultsrezultati, so that the people remainostati
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očekivane rezultate ne bi li ljudi ostali
05:09
and feel safesef and feel like they belongpripadati,
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i osjećali se sigurnima, osjećali se da nekamo pripadaju,
05:11
remarkableizvanredan things happendogoditi se.
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događaju se izvrsne stvari.
05:14
I was flyingleteći on a tripputovanje,
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Putovao sam avionom
05:17
and I was witnesssvjedok to an incidentincident
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i bio svjedokom događaja
05:19
where a passengerputnika attemptedpokušaj to boardodbor
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kad se putnik pokušao ukrcati
05:21
before theirnjihov numberbroj was calledzvao,
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prije nego je prozvan njegov broj
05:24
and I watchedgledao the gatevrata agentAgente
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pa sam vidio agenticu na ukrcaju putnika
05:27
treatliječiti this man like he had brokenslomljen the lawzakon,
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kako se prema tom čovjeku ponaša kao
da je prekršio zakon,
05:29
like a criminalkriminalac.
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kao prema kriminalcu.
05:31
He was yelledviknuo at for attemptingpokušaja to boardodbor
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Vikala je na njega jer se pokušao ukrcati
05:33
one groupskupina too soonuskoro.
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u prethodnoj grupi.
05:35
So I said something.
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Pa sam joj nešto rekao.
05:36
I said, "Why do you have treatliječiti us like cattlestoka?
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Rekao sam: "Morate li se prema nama
ponašati kao prema stoci?
05:39
Why can't you treatliječiti us like humanljudski beingsbića?"
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Zašto se prema nama ne ponašate kao prema
ljudskim bićima?"
05:42
And this is exactlytočno what she said to me.
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A ona mi je rekla baš ovako:
05:44
She said, "SirGospodine, if I don't followslijediti the rulespravila,
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"Gospodine, kad se ne bih pridržavala pravila,
05:47
I could get in troublenevolja or loseizgubiti my jobposao."
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imala bih problema ili bih izgubila posao."
05:50
All she was tellingreći me
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Sve što mi je rekla
05:52
is that she doesn't feel safesef.
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bilo je da se ne osjeća sigurnom.
05:53
All she was tellingreći me is that
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Sve što mi je rekla bilo je
05:56
she doesn't trustpovjerenje her leadersčelnici.
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da ne vjeruje svojim vođama.
05:59
The reasonrazlog we like flyingleteći SouthwestJugozapad AirlinesZrakoplovne kompanije
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Razlog zbog kojeg volimo putovati
Southwest Airlinesom
06:02
is not because they necessarilyobavezno hirenajam better people.
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nije u tome što oni nužno upošljavaju bolje ljude,
06:04
It's because they don't fearstrah theirnjihov leadersčelnici.
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već stoga što se ti ljudi ne boje vlastitih vođa.
06:07
You see, if the conditionsUvjeti are wrongpogrešno,
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Vidite, ako su uvjeti krivi,
06:09
we are forcedprisiljeni to expendpotrošiti our ownvlastiti time and energyenergija
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primorani smo trošiti svoje vrijeme i energiju
06:11
to protectzaštititi ourselvessebe from eachsvaki other,
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kako bismo se zaštitili jedni od drugih
06:14
and that inherentlyinherentno weakensslabi the organizationorganizacija.
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i to samo po sebi slabi organizaciju.
06:17
When we feel safesef insideiznutra the organizationorganizacija,
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Kad se unutar organizacije osjećamo sigurnima
06:19
we will naturallyprirodno combinekombinirati our talentstalenti
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automatski ćemo udružiti svoje talente
06:21
and our strengthsprednosti and work tirelesslyneumorno
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i snage i neumorno raditi
06:23
to facelice the dangersopasnosti outsideizvan
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kako bismo se suočili s opasnostima izvan nje
06:25
and seizeIskoristite the opportunitiesprilike.
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i iskoristili prilike.
06:28
The closestnajbliže analogyanalogija I can give
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Najbolja usporedba dobrog vođe
06:30
to what a great leadervođa is, is like beingbiće a parentroditelj.
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jest ona s roditeljem.
06:33
If you think about what beingbiće a great parentroditelj is,
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Ako razmislite o tome što to čini dobrog roditelja,
06:34
what do you want? What makesmarke a great parentroditelj?
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što biste željeli vidjeti? Što čini dobrog roditelja?
06:36
We want to give our childdijete opportunitiesprilike,
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Svojem djetetu želimo dati prilike,
06:38
educationobrazovanje, disciplinedisciplina them when necessarypotreban,
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obrazovanje, želimo ih disciplinirati
onda kad je to potrebno,
06:40
all so that they can growrasti up and achievepostići more
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i sve to kako bi mogli odrasti i postići više
06:42
than we could for ourselvessebe.
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nego što smo mogli mi.
06:45
Great leadersčelnici want exactlytočno the sameisti thing.
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Dobri vođe žele tu istu stvar.
06:47
They want to providepružiti theirnjihov people opportunityprilika,
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Žele pružiti ljudima priliku,
06:48
educationobrazovanje, disciplinedisciplina when necessarypotreban,
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obrazovanje, disciplinu kad je to potrebno,
06:50
buildizgraditi theirnjihov self-confidencesamopouzdanje, give
them the opportunityprilika to try and failiznevjeriti,
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žele im izgraditi vjeru u sebe, dati im
priliku da pokušavaju i griješe,
06:53
all so that they could achievepostići more
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i sve to kako bi mogli postići više
06:55
than we could ever imaginezamisliti for ourselvessebe.
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nego bismo sami mogli zamisliti.
06:59
CharlieCharlie KimKim, who'stko je the CEOIZVRŠNI DIREKTOR of
a companydruštvo calledzvao NextSljedeći JumpSkok
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Charlie Kim, direktor tvrtke
Next Jump
07:02
in NewNovi YorkYork CityGrad, a techtech companydruštvo,
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2750
iz New Yorka, tehnološke kompanije,
07:05
he makesmarke the pointtočka that
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kaže da
07:07
if you had hardteško timesputa in your familyobitelj,
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kada biste imali problema u svojoj obitelji,
07:09
would you ever considerrazmotriti layingpolaganje
off one of your childrendjeca?
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biste li ikad razmišljali o tome da se
odreknete koga od svoje djece?
07:12
We would never do it.
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Ne bismo to učinili.
07:13
Then why do we considerrazmotriti layingpolaganje off people
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A zašto onda razmišljamo o odricanju od ljudi
07:15
insideiznutra our organizationorganizacija?
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iz svoje organizacije?
07:17
CharlieCharlie implementedprovoditi a policypolitika
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Charlie je uveo politiku
07:20
of lifetimedoživotno employmentzapošljavanje.
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1936
doživotnog upošljavanja.
07:22
If you get a jobposao at NextSljedeći JumpSkok,
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Ako se zaposlite u Next Jumpu,
07:23
you cannotNe možete get firedotkaz for performanceizvođenje issuespitanja.
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ne može vas se otpustiti zbog problema s učinkom.
07:27
In factčinjenica, if you have issuespitanja,
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1983
Zapravo, ako imate problema,
07:29
they will coachtrener you and they will give you supportpodrška,
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oni će vas poučavati i dati vam podršku,
07:32
just like we would with one of our childrendjeca
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baš kao što bismo i mi učinili sa svojim djetetom
07:33
who happensdogađa se to come home with a C from schoolškola.
189
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2839
koje se iz škole vrati s trojkom.
07:36
It's the completepotpun oppositesuprotan.
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To je sušta suprotnost.
07:37
This is the reasonrazlog so manymnogi people
191
445363
1617
To je razlog zbog kojeg toliko ljudi
07:39
have suchtakav a visceralvisceralni hatredmržnja, angerbijes,
192
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4264
gaji takvu organsku mržnju i bijes
07:43
at some of these bankingbankarstvo CEOsIzvršni direktori
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prema nekim od tih direktora banaka
07:45
with theirnjihov disproportionatenesrazmjeran
salariesplaće and bonusbonus structuresstrukture.
194
452912
2828
s njihovim nesrazmjernim plaćama
i bonusnim režimima.
07:47
It's not the numbersbrojevi.
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1970
Ne radi se o brojevima.
07:49
It's that they have violatedpovrijeđeno the
very definitiondefinicija of leadershiprukovodstvo.
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Radi se o tome da su oni narušili
samu definiciju liderstva.
07:52
They have violatedpovrijeđeno this deep-seatedduboko ukorijenjen socialsocijalni contractugovor.
197
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Narušili su taj duboko ukorijenjeni društveni ugovor.
07:55
We know that they alloweddopušteno theirnjihov people
198
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Znamo da su dopustili žrtvovanje
07:57
to be sacrificedžrtvovani so they could
protectzaštititi theirnjihov ownvlastiti interestsinteresi,
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svojih ljudi kako bi mogli
zaštititi vlastite interese,
07:59
or worsegore, they sacrificedžrtvovani theirnjihov people
200
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3192
ili još gore, sami su žrtvovali svoje ljude
08:02
to protectzaštititi theirnjihov ownvlastiti interestsinteresi.
201
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kako bi se zaštitili njihovi vlastiti interesi.
08:04
This is what so offendsvrijeđa us, not the numbersbrojevi.
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472212
2811
To je ono što nas toliko vrijeđa, a ne brojevi.
08:07
Would anybodyiko be offendeduvrijedio if we gavedali
203
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Bi li se itko uvrijedio ako bih dao
08:08
a $150 millionmilijuna bonusbonus to GandhiGandhi?
204
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2573
150 milijuna dolara bonusa Gandhiju?
08:11
How about a $250 millionmilijuna bonusbonus to MotherMajka TeresaTeresa?
205
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3039
A 250 milijuna dolara Majci Terezi?
08:14
Do we have an issueizdanje with that? NoneNiti jedan at all.
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Bi li nam to smetalo? Ni najmanje.
08:17
NoneNiti jedan at all.
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Ni najmanje.
08:18
Great leadersčelnici would never sacrificežrtva
208
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Dobri vođe nikada ne bi žrtvovali
08:20
the people to saveuštedjeti the numbersbrojevi.
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ljude kako bi spasili brojeve.
08:22
They would soonerprije sacrificežrtva the numbersbrojevi
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Prije bi žrtvovali brojeve
08:23
to saveuštedjeti the people.
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2979
kako bi spasili ljude.
08:26
BobBob ChapmanChapman, who runsradi
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Bob Chapman koji vodi
08:28
a largeveliki manufacturingproizvodnja companydruštvo in the MidwestMidwest
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veliku proizvodnu tvrtku na Srednjem Zapadu
08:31
calledzvao Barry-WehmillerBarry Wehmiller,
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2076
imena Barry-Wehmiller,
08:33
in 2008 was hithit very hardteško by the recessionrecesija,
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2008. bio je veoma pogođen recesijom.
08:38
and they lostizgubljen 30 percentposto of theirnjihov ordersnarudžbe overnightpreko noći.
216
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4001
Preko noći izgubili su 30% narudžbi.
08:42
Now in a largeveliki manufacturingproizvodnja companydruštvo,
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1386
E sad, u velikoj proizvodnoj tvrtki
08:43
this is a bigvelika dealdogovor,
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1541
to nije mala stvar,
08:45
and they could no longerviše affordpriuštiti theirnjihov laborrad poolbazen.
219
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2847
tako da si nisu više mogli priuštiti sve radnike.
08:48
They neededpotreban to saveuštedjeti 10 millionmilijuna dollarsdolara,
220
516172
1703
Trebali su uštedjeti 10 milijuna dolara,
08:50
so, like so manymnogi companiestvrtke todaydanas,
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2023
pa su se, kao i tolike kompanije danas,
08:52
the boardodbor got togetherzajedno and discussedraspravljati layoffsotpuštanja.
222
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3394
sastali u upravi i razgovarali o otpuštanjima.
08:55
And BobBob refusedodbio.
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A Bob je to odbio.
08:57
You see, BobBob doesn't believe in headglava countsbroji.
224
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Vidite, Bob ne vjeruje u brojanje glava.
09:01
BobBob believesvjeruje in heartsrce countsbroji,
225
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3441
Bob vjeruje u brojanje srdaca,
09:04
and it's much more difficulttežak to simplyjednostavno reducesmanjiti
226
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2508
a puno je teže jednostavno
09:07
the heartsrce countračunati.
227
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srezati njihov broj.
09:09
And so they camedošao up with a furloughodsustvo programprogram.
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I tako su smislili program odsustva.
09:12
EverySvaki employeezaposlenik, from secretarytajnica to CEOIZVRŠNI DIREKTOR,
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2091
Svaki zaposlenik, od tajnice do direktora,
09:14
was requiredpotreban to take fourčetiri weeksTjedni of unpaidneplaćeni vacationodmor.
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morao je uzeti četiri tjedna neplaćenog dopusta.
09:17
They could take it any time they wanted,
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1911
Mogli su ga uzeti u bilo koji vrijeme,
09:19
and they did not have to take it consecutivelyuzastopno.
232
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i nisu ga morali iskoristiti u komadu.
09:22
But it was how BobBob announcednajavio the programprogram
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Ali ono što je toliko značilo u svemu
09:23
that matteredNije važno so much.
234
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bilo je to kako je Bob predstavio program.
09:25
He said, it's better that we should all sufferpatiti a little
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Rekao je da je bolje da svi malo ispaštamo,
09:28
than any of us should have to sufferpatiti a lot,
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2785
nego da bilo tko od nas puno ispašta.
09:31
and moralemoral wentotišao up.
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I moral je narastao.
09:34
They savedspremaju 20 millionmilijuna dollarsdolara,
238
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Uštedjeli su 20 milijuna dolara,
09:37
and mostnajviše importantlyvažnije, as would be expectedočekuje se,
239
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2437
i što je najvažnije, kako je i očekivano,
09:39
when the people feel safesef and protectedzaštićeni
by the leadershiprukovodstvo in the organizationorganizacija,
240
567447
3229
kad se ljudi osjećaju sigurnima i zaštićenima
od strane vodstva organizacije,
09:42
the naturalprirodni reactionreakcija is to trustpovjerenje and cooperatesurađivati.
241
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prirodna reakcija je povjerenje i suradnja.
09:45
And quitedosta spontaneouslyspontano, nobodynitko expectedočekuje se,
242
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2757
I potpuno spontano, nitko to nije očekivao,
09:48
people startedpočeo tradingtrgovački with eachsvaki other.
243
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1916
ljudi su počeli trgovati.
09:50
Those who could affordpriuštiti it more
244
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Oni koji su si mogli priuštiti više
09:51
would tradetrgovina with those who could affordpriuštiti it lessmanje.
245
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2077
trgovali su s onima koji su si to mogli priuštiti manje.
09:53
People would take fivepet weeksTjedni
246
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1489
Ljudi bi uzimali pet tjedana dopusta
09:55
so that somebodyneko elsedrugo only had to take threetri.
247
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4162
tako da netko drugi može uzeti samo tri.
09:59
LeadershipVodstvo is a choiceizbor. It is not a rankčin.
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2934
Liderstvo je izbor, a ne status.
10:02
I know manymnogi people at the seniormostseniormost
249
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1708
Znam mnoge ljude na najodgovornijim
10:03
levelsrazina of organizationsorganizacija
250
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mjestima u organizacijama
10:05
who are absolutelyapsolutno not leadersčelnici.
251
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1604
koji apsolutno nisu vođe.
10:06
They are authoritiesvlasti, and we do what they say
252
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2553
Oni jesu autoriteti i mi radimo ono što nam kažu
10:09
because they have authorityvlast over us,
253
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3043
zato jer imaju vlast nad nama,
10:12
but we would not followslijediti them.
254
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1860
ali mi ih ne bismo slijedili.
10:14
And I know manymnogi people
255
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2034
Također znam mnoge ljude
10:16
who are at the bottomsDNA of organizationsorganizacija
256
603974
1362
koji su na samom dnu organizacija
10:17
who have no authorityvlast
257
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1263
koji nemaju nikakve ovlasti,
10:18
and they are absolutelyapsolutno leadersčelnici,
258
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2063
ali su pravi vođe,
10:20
and this is because they have chosenodabran to look after
259
608662
1785
a to je stoga što su odabrali čuvati
10:22
the personosoba to the left of them,
260
610447
1518
osobu sebi slijeva
10:24
and they have chosenodabran to look after
261
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1278
i što su odabrali čuvati
10:25
the personosoba to the right of them.
262
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1794
osobu sebi zdesna.
10:27
This is what a leadervođa is.
263
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4733
To je ono što čini vođu.
10:31
I heardčuo a storypriča
264
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3030
Čuo sam priču
10:35
of some MarinesMarinci
265
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1590
o nekim marincima
10:36
who were out in theaterkazalište,
266
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3321
koji su izašli u kinu
10:39
and as is the MarineMarinac customprilagođene,
267
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2046
i, kako običaji marinaca nalažu,
10:41
the officerčasnik atejeli last,
268
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2325
zapovjednik je jeo posljednji
10:44
and he let his menmuškarci eatjesti first,
269
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3176
pustivši svoje ljude da jedu prvi.
10:47
and when they were doneučinio,
270
635258
1852
Kad su završili
10:49
there was no foodhrana left for him.
271
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4090
njemu nije ostalo ništa.
10:53
And when they wentotišao back out in the fieldpolje,
272
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2733
A kad su se vratili na teren,
10:56
his menmuškarci broughtdonio him some of theirnjihov foodhrana
273
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2944
njegovi ljudi donijeli su mu nešto od svoje hrane
10:59
so that he maysvibanj eatjesti,
274
646877
1857
kako bi mogao jesti,
11:00
because that's what happensdogađa se.
275
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2139
jer, eto, to se događa.
11:03
We call them leadersčelnici because they go first.
276
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2689
Vođama ih zovemo zato jer idu prvi.
11:05
We call them leadersčelnici because they take the riskrizik
277
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1743
Vođama ih zovemo jer preuzimaju rizik
11:07
before anybodyiko elsedrugo does.
278
655305
1655
prije svih ostalih.
11:09
We call them leadersčelnici because they will chooseizabrati
279
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2030
Vođama ih zovemo zato što će se odlučiti
11:11
to sacrificežrtva so that theirnjihov people
280
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2009
žrtvovati kako bi njihovi ljudi
11:13
maysvibanj be safesef and protectedzaštićeni
281
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1119
bili sigurni i zaštićeni
11:14
and so theirnjihov people maysvibanj gaindobit,
282
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2136
i kako bi njihovi ljudi imali koristi,
11:16
and when we do, the naturalprirodni responseodgovor
283
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3054
i kad to činimo, prirodna reakcija
11:19
is that our people will sacrificežrtva for us.
284
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3847
je da će se naši ljudi žrtvovati za nas.
11:23
They will give us theirnjihov bloodkrv and sweatznoj and tearssuze
285
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2498
Dat će nam krv, znoj i suze
11:25
to see that theirnjihov leader'svođa je visionvizija comesdolazi to life,
286
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3439
kako bi vidjeli rađanje vizije njihovog vođe
11:29
and when we askpitati them, "Why would you do that?
287
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2772
i kad ih upitamo zašto bi to učinili,
11:32
Why would you give your bloodkrv and sweatznoj and tearssuze
288
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2387
zašto bi svoju krv, znoj i suze
11:34
for that personosoba?" they all say the sameisti thing:
289
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4484
dali za tu osobu, svi bi rekli istu stvar:
11:38
"Because they would have doneučinio it for me."
290
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2498
"Zato jer bi i ona to isto učinila za mene."
11:41
And isn't that the organizationorganizacija
291
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E pa, nije li to organizacija
11:43
we would all like to work in?
292
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u kakvoj bismo svi željeli raditi?
11:45
Thank you very much.
293
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2557
Hvala vam lijepa.
11:48
Thank you. (ApplausePljesak)
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Hvala. (Pljesak)
11:52
Thank you. (ApplausePljesak)
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Hvala. (Pljesak)
Reviewed by Ivan Stamenkovic

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ABOUT THE SPEAKER
Simon Sinek - Leadership expert
Simon Sinek explores how leaders can inspire cooperation, trust and change. He's the author of the classic "Start With Why"; his latest book is "Leaders Eat Last."

Why you should listen

Fascinated by the leaders who make impact in the world, companies and politicians with the capacity to inspire, Simon Sinek has discovered some remarkable patterns in how they think, act and communicate. He wrote Start With Why: How Great Leaders Inspire Everyone to Take Action to explore his idea of the Golden Circle, what he calls "a naturally occurring pattern, grounded in the biology of human decision making, that explains why we are inspired by some people, leaders, messages and organizations over others." His newest work explores "circles of safety," exploring how to enhance feelings of trust and confidence in making bold decisions. It's the subject of his latest book, Leaders Eat Last.

An ethnographer by training, Sinek is an adjunct of the RAND Corporation. He writes and comments regularly for major publications and teaches graduate-level strategic communications at Columbia University.

More profile about the speaker
Simon Sinek | Speaker | TED.com