쉐도잉 연습: How to Create Change | Simon Sinek - 영상으로 영어 말하기 배우기
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People with new ideas, whether they have neurodiversity or not, are threatening to the status quo.
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And there's nothing wrong with the status quo per se.
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The reason the status quo exists is because things are kind of working.
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And the people who are the most defensive of the status quo are people who benefit from the status quo.
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So if you come in and say, I'm going to try something new with no guarantee of success, away, if we fail you're all going to lose your jobs.
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Not a lot of takers, which is why most people don't start businesses.
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Most people aren't entrepreneurs and nor should they be because the chances of failure are overwhelming.
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And even if you have the desire and you've got a family and kids, like it's just not worth the risk
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because the chances are in the high 90th percentiles that you're going to fail in the first three years.
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And so you You have to remember that.
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And so my rule has never been to try and convince people who don't want to be convinced.
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Because all you're going to do is fight.
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I'm right, you're wrong.
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And they're going to say, no, I'm right, you're wrong.
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And you're both right.
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Contextual.
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For me, my religion for new ideas has been something called the law of diffusion of innovations, bell curve.
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In every population, you're going to have a standard deviation.
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You're going to have high performers, you're going to have low performers, you're going to have an average.
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Always, right?
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What Emmett Rogers wrote about in the 1950s
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when he wrote about the low of diffusion is that the first 2.5% of any population, this one included, are going to be your big idea people, your innovators, Steve Jobs, Richard Branson, right?
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The next 12.5% of your population are your early adopters.
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These are the people who are very comfortable spending time, money, or energy to be a part of something that reflects their own beliefs.
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They have a pretty good risk tolerance.
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They stand in line for 48 hours to see a new
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Star Wars movie where you could just go two weeks later and buy a ticket and go in.
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For them, that's worth it, right?
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Then you have your majority, the 68%.
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More cynical, more practical.
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What's in it for me?
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Will I get my money back?
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Am I going to get in trouble if everything goes wrong, right?
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Then you have your laggards, the last 16%.
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The only reason they make any change is because you have no choice anymore.
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The law of diffusion says that if it's market success or mass market acceptance for any idea or product, you have to achieve between 15% and 18% market penetration.
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And there's a social phenomenon that happens called a tipping point.
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It just goes.
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And the reason is very simple.
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It's because the early majority will not try something until someone else has tried it first.
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The problem is, is that if you ignore this, you'll always get about 10% of people who believe what you believe, who see what you see.
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Right?
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Always.
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Oh, love her, she gets it.
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Oh my god, he's an idiot, he doesn't get it.
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Get what?
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But that's how we describe it.
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Right?
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And that 10% is not enough to make the system tip, and that's where you get frustration.
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And so what Jeffrey Moore wrote about called Crossing the Chasm is how do you get from 10% to 15 to 18%?
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And what I learned is that the way you talk to early adopters is by starting with why.
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Talk about what you believe, not what you do.
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Talk about why you're doing it, not what the plan is.
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Talk about the dream.
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And what I learned was the more I did that, the more I found the early adopters, and they were willing to take risks, and they were willing to experiment.
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I built my entire brand with zero marketing budget and no public relations.
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And at the time, no social media.
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It's because I made a decision that I was going to focus only on early adopters.
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And I was going to start with why.
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I got really good at learning how to talk to people at an emotional level, not a product or fact level.
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Eventually the facts and product had to bear out.
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But that's not where I started.
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Start with why. and the system tipped.
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And I've done it in companies.
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I've done it in companies.
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And so if you wanna affect change in your company, stop trying to convince people.
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So I'll give you a real real-life example.
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In the early days of me spreading this message of Start With Why, I was doing consulting because I still hadn't figured out how I wanted to spread it.
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And I needed every dollar I could get.
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I was living hand to fist.
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I mean, I had no money in the bank account, literally like pennies.
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And I remember a guy called me, and he'd heard about me.
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He said, you know, I got your number from whomever.
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I've heard you do great work.
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He literally said this to me, convince me why I should hire you.
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Now, as much as I needed his business, I got very good at hearing who's an early adopter and who's not.
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Convince me why I should hire you, not an early adopter.
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So literally I said to him, don't.
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Don't.
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He goes, what?
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I'm like, I am the wrong guy for you.
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Right?
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But the people who called me and said, you're on to something.
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It's not perfect, but you're on to something.
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I said yes to them.
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Every time.
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Even if they paid me zero.
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because what ended up happening is they let me experiment on their businesses.
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I would literally say, can I try something new on your company?
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They went, yeah, try it.
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Go ahead.
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That's an early adopter mentality.
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Going back to you, find the early adopters, the ones who want to try it, volunteer.
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I'll tell you a real-life example of how it worked inside a company.
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You'll like this too.
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A big company, they've got 100,000 employees.
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They wanted me to build a millennial training program for them, right?
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Because of the millennial leadership issues.
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So I said, okay, but we're going to do it my way.
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Because this is how big companies do things.
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They spend lots of money to hire all the best people to make the training program, and then they launch it.
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And they have PowerPoints galore saying, this is why you need to take part in this program.
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And people go, no. And they go, no, it's really good.
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And then it fails.
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Good stuff, just no adoption.
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And a lot of resistance.
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I know this because you can't take new things and give them to the majority.
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Duh.
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So I said, we're going to do it my way.
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And here's what we're going to do.
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Because early adopters, you want small barriers.
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You don't want to make everything too easy.
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You want small barriers, right?
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So I said, here's what we're going to do.
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I'm going to teach the first class.
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And I don't know what the program is going to look like.
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We have no program.
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We're going to teach one class.
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And I'm going to teach it.
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And they have to apply.
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We only have 100 spaces.
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And they have to apply to be a part of it.
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And I made them write essays. from across the company.
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We made the announcement it's going to happen.
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We did an application process.
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It wasn't easy.
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We read the actual essays and chose 100 people.
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We told them that you're going to have to come to New York for the training, wherever you are, across the country.
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You're going to get no extra money for it.
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We said that nobody born before the year 1984 was eligible to come into the room, which means all the senior leaders couldn't come spy on me.
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I was the only person born before 1984 who was in the room.
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And it was fantastic and we had tons of fun.
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And at the end I said, look, this program isn't built.
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I need volunteers to help build it.
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And here's the conditions.
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I'm going to, we can't, we don't have any more money to give you.
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You still have to do your regular job.
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It's not, it probably won't help you get promoted.
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It's just that you think this is important work.
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I had 50 volunteers from the room who wanted to help build the program.
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Great.
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I let them all go back to their job.
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They all fly home.
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About two weeks later, the sponsor, my sponsor at the company calls me up, furious at me.
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You screwed me.
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I'm like, what happened?
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He goes, I'm getting calls from across the country from all of these managers screaming and yelling at me, demanding, why aren't my people invited into this thing?
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And I leaned in and I said, that's called demand.
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We created demand because all the early adopters went back and said, this is amazing, we need it.
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No marketing, no PR, no PowerPoints.
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And best of all, they were going to build it for us.
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So that's how you leverage the law of diffusion
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when you have new ideas in a system that's largely resistant to new ideas.
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