这个TED演讲值得每个人看：成功的秘诀在于设定正确的目标
生活中我们经常会看到，有些人成功了，有些人失败了。
很少会有人思考，成功和失败的背后仅仅只是努力不够或者机遇没抓住这么简单吗？
今天的TED演讲为你深度剖析，成功的人都是怎么做的。
我们不必羡慕成功，因为我们每个人都可以成功。
-点击收看-
We’re at a critical moment.
我们正处于一个关键时刻。
Our leaders,
我们的领导者、
some of our great institutions
一些优秀的机构，
are failing us.
让我们失望。
Why?
为什么？
In some cases, it’s because they’re bad
有些情况，是因为他们很恶劣
or unethical,
或是不道德，
but often, they’ve taken us to the wrong objectives.
但通常是他们带着我们 走向错误的目标。
And this is unacceptable.
这是不能接受的。
This has to stop.
这必须停止。
How are we going to correct these wrongs?
我们要如何修正这些错误？
How are we going to choose the right course?
我们要如何选择正确的道路？
It’s not going to be easy.
这绝非易事。
For years, I’ve worked with talented teams
多年来，我和有才华的团队合作过，
and they’ve chosen the right objectives and the wrong objectives.
他们选过对的目标， 也选过错的目标。
Many have succeeded, others of them have failed.
许多团队成功了，其他的则失败了。
And today I’m going to share with you
今天我要和各位分享
what really makes a difference --
到底是什么造成不同的结果，
that’s what’s crucial,
什么至关重要，
how and why
这些团队如何以及为什么
they set meaningful and audacious goals,
设下有意义且大胆的目标，
the right goals for the right reasons.
基于正确的理由设下正确的目标。
Let’s go back to 1975.
让我们回到 1975 年。
Yep, this is me.
是的，这是我。
I’ve got a lot to learn, I’m a computer engineer,
我有很多要学习的，
I’ve got long hair,
我是个留长发的电脑工程师，
but I’m working under Andy Grove,
但我在安迪葛洛夫旗下工作，
who’s been called the greatest manager of his or any other era.
他被誉为是他的时代或任何 其他时代中最伟大的经理。
Andy was a superb leader and also a teacher,
安迪是位卓越的领导人， 也是一位老师，
and he said to me, "John, it almost doesn’t matter what you know.
他对我说：「约翰， 你知道什么几乎没差。
Execution is what matters the most."
最重要的是执行。」
And so Andy invented a system called "Objectives and Key Results."
所以安迪发明了一个系统， 叫做「目标与关键结果」。
It kind of rolls off the tongue, doesn’t it?
很简单的名字对吧？
And it’s all about excellent execution.
重点就在于出色的执行。
So here’s a classic video from the 1970s
以下是一段安迪葛洛夫教授
of professor Andy Grove.
七十年代的经典影片。
(Video) Andy Grove: The two key phrases of the management by objective systems
（影片）安迪葛洛夫：两个 目标系统管理的关键词
are the objectives and the key results, and they match the two purposes.
是「目标」与「关键结果」， 它们符合两个目的。
The objective is the direction.
目标就是方向。
The key results have to be measured,
必须量测关键结果，
but at the end you can look and without any argument say,
最终，你可以回头看， 并毫无疑义地说：
Did I do that, or did I not do that? Yes. No. Simple.
「我做了还是没做？」 是。否。很简单。
John Doerr: That’s Andy.
讲者：那就是安迪。
Yes. No. Simple.
是。否。很简单。
Objectives and Key Results,
目标与关键结果，
or OKRs,
缩写为 OKR，
are a simple goal-setting system
是简易的目标设立系统，
and they work for organizations, they work for teams,
组织可以用它，团队可以用它，
they even work for individuals.
甚至个人也可以用它。
The objectives are what you want to have accomplished.
目标就是你想要达成什么。
The key results are how I’m going to get that done.
关键结果则是我要如何做到目标。
Objectives. Key results.
目标。关键结果。
What and how.
「什么」与「怎样做」。
But here’s the truth:
但，事实是：
many of us are setting goals wrong,
许多人都设错了目标，
and most of us are not setting goals at all.
大部分人完全没有设立目标。
A lot of organizations set objectives and meet them.
许多组织会设立目标并实现它们。
They ship their sales, they introduce their new products,
他们把卖出的产品出货，
they make their numbers,
介绍新产品，做到目标数字，
but they lack a sense of purpose to inspire their teams.
但他们没有目的感 来鼓舞他们的团队。
So how do you set these goals the right way?
所以要如何用正确的方式 来设立目标？
First, you must answer the question, "Why?"
首先你得回答「为什么？」这个问题。
Why?
为什么？
Because truly transformational teams
因为真正转型的团队
combine their ambitions to their passion and to their purpose,
将他们的野心与热情 和目标结合在一起，
and they develop a clear and compelling sense of why.
他们为什么要去做的理由 很清楚也很有说服力。
I want to tell you a story.
我想告诉各位一个故事。
I work with a remarkable entrepreneur.
我和一位优秀的企业家合作。
Her name is Jini Kim.
她叫吉妮金姆。
She runs a company called Nuna.
她经营的公司叫 Nuna。
Nuna is a health care data company.
Nuna 是一间健康照护资料公司。
And when Nuna was founded,
Nuna 成立时，
they used data to serve the health needs of lots of workers at large companies.
他们用资料来满足许多 大公司员工的健康需求。
And then two years into the company’s life,
公司成立两年后，
the federal government issued a proposal
联邦政府提出一项提案，
to build the first ever cloud database for Medicaid.
要为低收入户医疗补助计画 建立第一个云端资料库。
Now, you’ll remember that Medicaid is that program
低收入户医疗补助计画
that serves 70 million Americans,
是个服务七千万美国人的计画，
our poor, our children
包括穷人、儿童，
and people with disabilities.
以及残疾人士。
Nuna at the time was just 15 people
当时 Nuna 只有十五位员工，
and this database had to be built in one year,
这个资料库得要在一年内建好，
and they had a whole set of commitments that they had to honor,
而且他们还有一大堆承诺需要完成，
and frankly, they weren’t going to make very much money on the project.
坦白说，这个案子可能赚不了多少钱。
This was a bet-your-company moment,
这是个「赌上你的公司」的时刻，
and Jini seized it.
而吉妮把握住了它。
She jumped at the opportunity. She did not flinch.
她完全不畏缩地扑向这个机会。
Why?
为什么？
Well, it’s a personal why.
她的理由很私人。
Jini’s younger brother Kimong has autism.
吉妮的弟弟奇蒙有自闭症。
And when he was seven,
当他七岁时，
he had his first grand mal seizure
他第一次碰到癫痫大发作，
at Disneyland.
他倒在迪士尼乐园地上，
He fell to the ground. He stopped breathing.
呼吸也停止了。
Jini’s parents are Korean immigrants.
吉妮的父母是韩国移民。
They came to the country with limited resources
他们刚到美国时，资源很有限，
speaking little English,
不太会说英文，
so it was up to Jini to enroll her family in Medicaid.
因此，吉妮得要帮家人加入 低收入户医疗补助计画医疗。
She was nine years old.
当时她才九岁。
That moment defined her mission,
那个时刻，决定了她的使命，
and that mission became her company,
那使命变成了她的公司，
and that company bid on, won and delivered on that contract.
那间公司投标、得标， 并实现了那份合约。
Here’s Jini to tell you why.
以下是吉妮说明为什么。
(Video) Jini Kim: Medicaid saved my family from bankruptcy,
（影片）低收入户医疗补助计画 让我的家庭免于破产，
and today it provides for Kimong’s health and for millions of others.
如今奇蒙及其他数百万人的 健康依旧仰赖它。
Nuna is my love letter to Medicaid.
Nuna 是我写给低收入户 医疗补助计画的情书。
Every row of data is a life
每一笔资料都是一条生命，
whose story deserves to be told with dignity.
他们的故事应该 要以带着尊严的方式说出来。
JD: And Jini’s story tells us
约：吉妮的故事告诉我们，
that a compelling sense of why can be the launchpad for our objectives.
对「为什么」有强烈的感受， 能协助我们达到目标。
Remember, that’s what we want to have accomplished.
别忘了，那就是我们想要完成的。
And objectives are significant,
目标是重要的，
they’re action-oriented,
目标是行动导向的，
they are inspiring,
目标能鼓舞人心，
and they’re a kind of vaccine against fuzzy thinking.
目标也是对抗模糊思想的疫苗。
You think a rockstar
你可能认为摇滚明星
would be an unlikely user of Objectives and Key Results,
不太可能会是 「目标和关键结果」的使用者，
but for years, Bono has used OKRs
但 U2 主唱波诺使用 OKR 多年
to wage a global war against poverty and disease,
来奋战全球的贫穷与疾病，
and his ONE organization has focused on two really gorgeous,
他的组织「ONE」
audacious objectives.
着重两个很棒且很大胆的目标。
The first is debt relief
第一个目标，是替世界上
for the poorest countries in the world.
最贫穷的国家解除债务。
The next is universal access to anti-HIV drugs.
第二个目标，让全球 都能取得抗爱滋病药物。
Now, why are these good objectives?
为什么这两个目标很好？
Let’s go back to our checklist.
咱们先回到我们的核对清单。
Significant? Check. Concrete? Yes.
重要？打勾。具体？打勾。
Action-oriented? Yes.
行动导向？打勾。
Inspirational?
鼓舞人心？
Well, let’s just listen to Bono.
咱们听听波诺怎么说。
(Video) Bono: So you’re passionate?
（影片）波诺： 你很有热情？
How passionate?
有多热情？
What actions does your passion lead you to do?
你的热情引导你做了哪些事？
If the heart doesn’t find a perfect rhyme with the head,
若心无法跟大脑完美地押韵，
then your passion means nothing.
那么你的热情就毫无意义。
The OKR framework cultivates the madness,
OKR 的架构会栽培狂热，
the chemistry contained inside it.
它所内含的化学效应。
It gives us an environment for risk,
它给予我们一个环境去冒险，
for trust,
去信任。
where failing is not a fireable offense.
在这里，失败不是会招致开除的罪过。
And when you have that sort of structure and environment
当你有那种结构及环境，
and the right people,
再遇到对的人，
magic is around the corner.
魔法很快就会出现。
JD: I love that.
讲者：我爱他说的。
OKRs cultivate the madness,
OKR 栽培狂热，
and magic is right around the corner.
魔法很快就会出现。
This is perfect.
太完美了。
So with Jini we’ve covered the whys,
吉妮的例子谈到的是「为什么」，
with Bono the whats of goal-setting.
波诺的例子则是设立目标的「什么」。
Let’s turn our attention to the hows.
咱们再来谈谈「如何做」。
Remember, the hows are the key results.
别忘了，「如何」就是关键结果。
That’s how we meet our objectives.
也就是我们要怎么达成目标。
And good results are specific and time-bound.
好的结果明确、有时限，
They’re aggressive but realistic.
有企图心却务实，
They’re measurable, and they’re verifiable.
可被量测，可被验证。
Those are good key results.
那些就是好的关键结果。
In 1999, I introduced OKRs to Google’s cofounders,
1999 年，我把 OKR 介绍给 Google 的共同创办人，
Larry and Sergey.
赖利及谢尔盖。
Here they are, 24 years old in their garage.
这就是他们，二十四岁，在他们的车库中。
And Sergey enthusiastically said he’d adopt them.
谢尔盖很热忱地说他会采纳 OKR。
Well, not quite.
嗯，其实不全是这样。
What he really said was,
他真正说的是
We don’t have any other way to manage this company,
「我们没有其它方式来管理公司，
so we’ll give it a go."
就试试吧。」
(Laughter)
（笑声）
And I took that as a kind of endorsement.
我把它这视为一种背书。
But every quarter since then,
但，从那时起的每一季，
every Googler has written down her objectives and her key results.
每一位 Google 员工都会 写下自己的目标及关键结果。
They’ve graded them,
他们会做评分，
and they’ve published them for everyone to see.
并发布给大家看。
And these are not used for bonuses or for promotions.
做这些不是为了奖金或升迁，
They’re set aside.
那些被放到一边。
They’re used for a higher purpose,
做这些是为了更崇高的目的，
and that’s to get collective commitment
是要取得集体的承诺，
to truly stretch goals.
来真正伸展目标。
In 2008, a Googler, Sundar Pichai, took on an objective
2008 年，Google 的桑德皮蔡
which was to build the next generation client platform
承接的目标是要建造 下一代的客户平台，
for the future of web applications --
供未来的网路应用使用。
in other words, build the best browser.
换言之，就是建造出最好的浏览器。
He was very thoughtful about how he chose his key results.
他对如何选择关键结果深思熟虑。
How do you measure the best browser?
如何量测最好的浏览器？
It could be ad clicks or engagement.
可能是点击率或使用者参与度？
No. He said: numbers of users,
不是。他说：使用者人数。
because users are going to decide
因为使用者会自己判断
if Chrome is a great browser or not.
Chrome 是不是一个很棒的浏览器。
So he had this one three-year-long objective:
因此，他只有这一个三年期的目标：
build the best browser.
建造最好的浏览器。
And then every year he stuck to the same key results,
接着，每一年， 他都坚持同样的关键结果。
numbers of users, but he upped the ante.
使用者数目，但他提高赌注。
In the first year, his goal was 20 million users
第一年，他的目标是两千万使用者，
and he missed it.
但他没达成。
He got less than 10.
只有不到一千万。
Second year, he raised the bar to 50 million.
第二年，他把目标提高到五千万。
He got to 37 million users.
结果是三千七百万使用者。
Somewhat better.
有比较好了。
In the third year,
到了第三年，
he upped the ante once more to a hundred million.
他再次提高赌注到一亿。
He launched an aggressive marketing campaign,
他推出一个很有企图心的行销活动，
broader distribution, improved the technology, and kaboom!
散布得更广，改善技术，接着，砰！
He got 111 million users.
他达成了一亿一千一百万名使用者。
Here’s why I like this story,
我之所以很喜欢这个故事，
not so much for the happy ending,
主要不是因为结局美好，
but it shows someone carefully choosing the right objective
而是因为这个故事让我们看到，一个人慎重地选择正确的目标，
and then sticking to it year after year after year.
且坚持着它，年复一年，没有妥协。
It’s a perfect story for a nerd like me.
对我这样的阿宅来说， 这是个完美的故事。
Now, I think of OKRs as transparent vessels
我把 OKR 视为是透明容器，
that are made from the whats and hows of our ambitions.
用我们的野心的 「什么」和「如何」所打造。
What really matters is the why that we pour into those vessels.
真正重要的是我们 注入容器中的「为什么」，
That’s why we do our work.
为什么我们要做我们的工作。
OKRs are not a silver bullet.
OKR 不是银子弹 （神奇的解决方案）。
They’re not going to be a substitute for a strong culture
它无法取代强而有力的企业文化
or for stronger leadership,
或是强力的领导，
but when those fundamentals are in place, they can take you to the mountaintop.
但当基础都确立了之后， 就能带你上山顶。
I want you to think about your life for a moment.
我想请各位想一下自己的人生。
Do you have the right metrics?
你有对的度量标准吗？
Take time to write down your values,
花些时间，写下你的价值观、
your objectives and your key results.
你的目标，及你的关键结果。
Do it today.
今天就去做。
If you’d like some feedback on them, you can send them to me.
写完之后若需要些回馈意见， 可以把你所写下的
I’m john@whatmatters.com.
寄到我的信箱 john@whatmatters.com。
If we think of the world-changing goals
想想那些改变世界的目标，
of an Intel, of a Nuna, of Bono,
如英特尔、Nuna、波诺，
of Google,
及 Google 的目标，
they’re remarkable:
它们都很了不起：
ubiquitous computing,
无所不在的计算、
affordable health care, high-quality for everyone,
人人可负担的高品质健康照护、
ending global poverty,
终结全球贫穷问题、
access to all the world’s information.
取得全世界的资讯。
Here’s the deal:
这样说吧：
every one of those goals is powered today by OKRs.
现今，上述的所有目标都靠 OKR 在背后做技术支持。
Now, I’ve been called the Johnny Appleseed of OKRs
我被称为是 OKR 的苹果佬强尼，
for spreading the good gospel according to Andy Grove,
因我散播安迪葛洛夫的美好信条，
but I want you to join me in this movement.
但我希望你们加入我，参与这运动。
Let’s fight for what it is that really matters,
让我们为真正重要的事物而战，
because we can take OKRs beyond our businesses.
因为我们能把 OKR 带到事业外。
We can take them to our families,
能带到家里，
to our schools,
带入学校，甚至带进政府。
even to our governments.
我们能要求政府负责，
We can hold those governments accountable.
我们能转变那些资讯，
We can transform those informations.
我们能够回到正轨上。
We can get back on the right track
只要我们能够
if we can and do measure what really matters.
并真正去衡量那些重要的事物。
Thank you.
谢谢。
(Applause)
（掌声）
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