We're at a critical moment. Our leaders, some of our great institutions are failing us. Why? In some cases, it's because they're bad or unethical, but often, they've taken us to the wrong objectives. And this is unacceptable. This has to stop. How are we going to correct these wrongs? How are we going to choose the right course? It's not going to be easy.
unethical[n'eθkl]：adj. 不道德的；缺乏職業道德的
我們正處在一個關鍵時刻。我們的領導者，一些重要的機構正在辜負我們的期待。為什麼？ 在某些案例中，因為他們心懷不軌或違背了職業道德，但通常是因為他們把我們帶向了錯誤的目標。而這是讓人無法接受的。這樣的情況應當到此為止。我們該如何糾正這些錯誤？我們該如何選擇正確的道路？這並非易事。
For years, I've worked with talented teams and they've chosen the right objectives and the wrong objectives. Many have succeeded, others of them have failed. And today I'm going to share with you what really makes a difference--that's what's crucial, how and why they set meaningful and audaciousgoals, the right goals for the right reasons.
crucial['krul]：adj. 決定性的；關鍵的
audacious['des]：adj. 無畏的；放肆的；大膽創新的
多年來我一直在與傑出的團隊共事，他們或在正確的道路上前進，或選錯了目標而事與願違。 許多目標成功達成了，有些則遭遇了失敗。今天我要和你分享的是真正能夠帶來改變的事情——即問題的關鍵所在，他們為何以及如何制定出有意義的、大膽的目標，即有正當理由的，正確的目標。
Let's go back to 1975. Yep, this is me. I've got a lot to learn, I'm a computer engineer, I've got long hair, but I'm working under Andy Grove, who's been called the greatest manager of his or any other ear. Andy was a superbleader and also a teacher, and he said to me,"John, it almost doesn't matter what you know. Execution is what matters the most." And so Andy invented a system called"Objectives and Key Results." It kind of rolls off the tongue, doesn't it? And it's all about excellent execution. So here's a classic video from the 1970s of professor Andy Grove.
superb[su'prb]：adj. 極好的
讓我們回到1975年。沒錯，這就是我。當時我是個計算機工程師，還有很多東西要學。我留著長發，在安迪 · 葛洛夫手下工作，在任何時代，他都稱得上是最偉大的管理者。安迪不僅是一流的領導者，也是一名導師。他曾對我說：「約翰，你所知道的東西並不重要，執行才是最重要的。」安迪發明了一個系統，稱為「目標和關鍵成果法」。聽起來是不是有點繞口？其核心全在於出色的執行。以下是一段1970年代的經典錄像，錄像裡出現的就是安迪·葛洛夫教授。
(Video) Andy Grove: The two key phrases of the management by objective systems are the objectives and the key results, and they match the two purposes. The objective is the direction. The key results have to be measured, but at the end you can look and without any argument say,"Did I do that, or did I not do that?" Yes. No. Simple.
（錄像）安迪·葛洛夫：這種目標管理的兩個關鍵詞是「目標」和「關鍵成果」，它們分別對應著兩個目的： 目標是方向，關鍵成果需要得到評估，但是最終結果顯而易見，根本不需要出現「我做了這個嗎，或者根本沒做？」那樣的爭論，是或否，就是這麼簡單。
That's Andy. Yes. No. Simple. Objectives and Key Results, or OKRs, are a simple goal-setting system and they work for organizations, they work for teams, they even work for individuals. The objectives are what you want to have accomplished. The key results are how I'm going to get that done. Objectives. Key results. What and how. But here's the truth: many of us are setting goals wrong, and most of us are not setting goals at all. A lot of organizations set objectives and meet them. They ship their sales, they introduce their new products, they make their numbers, but they lack a sense of purpose to inspiretheir teams.
accomplish['kɑmpl]：vt. 完成；實現
inspire[n'spar]：vt. 鼓舞；激發；產生；賦予...靈感；vi. 吸入
這就是安迪。是或否，就是這麼簡單。目標和關鍵成果法也稱為OKRs，是一個簡單的目標制定方法。它適用於組織還有團隊，甚至也適用於個人。目標就是你想實現的事情，關鍵成果是你要如何達成目標。目標，以及關鍵成果，就是要做什麼和如何實現。但真實的情況是：我們中有許多人都制定了錯誤的目標，大多數人甚至完全不設定目標。許多組織機構設定目標並努力實現它們。這些組織發貨，研發新產品，他們不斷獲得收益，但缺少激勵團隊的使命感。
So how do you set these goals the right way? First, you must answer the question,"Why?" Why? Because truly transformationalteams combine their ambitions to their passion and to their purpose, and they develop a clear and compelling sense of why.
transformational[trnsf'menl]：adj. 改變的；轉化的
compelling[km'pel]：adj. 引人注目的；緊迫的；令人信服的
那麼該如何正確地設定目標呢？首先你必須回答一個問題：「為什麼？」為什麼這麼問？因為真正變革型的團隊都會將自己的雄心、熱情和目標結合到一起。他們很清楚為何要做，且理由令人信服。
I want to tell you a story. I work with a remarkable entrepreneur. Her name is Jini Kim. She runs a company called Nuna. Nuna is a health care data company. And when Nuna was founded, they used data to serve the health needs of lots of workers at large companies. And then two years into the company's life, the federal government issued a proposal to build the first ever cloud database for Medicaid. Now, you'll remember that Medicaid is that program that serves 70 million Americans, our poor, our children and people with disabilities. Nuna at the time was just 15 people and this database had to be built in one year, and they had a whole set of commitmentsthat they had to honor, and frankly, they weren't going to make very much money on the project. This was a bet-your-company moment, and Jini seized it. She jumped at the opportunity. She did not flinch. Why? Well, it's a personal why. Jini's younger brother Kimong has autism. And when he was seven, he had his first grandmalseizure at Disneyland. He fell to the ground. He stopped breathing. Jini's parents are Korean immigrants. They came to the country with limited resources speaking little English, so it was up to Jini to enroll her family in Medicaid. She was nine years old. That moment defined her mission, and that mission became her company, and that company bid on, won and delivered on that contract. Here's Jini to tell you why.
entrepreneur[ɑntrpr'nr]：n. 企業家；承包商；主辦者
commitment[k'mtmnt]：n. 承諾；保證；信奉；獻身；委任；交押
flinch[flnt]：v. 畏縮；退縮；畏首畏尾；n. 退縮；逃避
autism['tzm]：n. 自閉症；孤獨症
grand[ɡrnd]：adj. 重大的；豪華的；宏偉的；壯麗的；n. 大鋼琴；一千美元
mal[mɑl]：pref. 壞的；不正常的
seizure['sir]：n. 奪取；捕獲；沒收；發作
enroll[n'rol]：v. 登記；招收；入伍
bid[bd]：v. （買方）出價；投標；吩咐；叫牌；n. 出價；努力；叫牌
我想要告訴大家一個故事，有一位與我共事的出色的企業家，她的名詞是金基妮(Jini Kim)。 她運營著一家公司，叫做Nuna。這是一家健康護理數據公司。公司初創時，他們使用數據為大企業的很多員工提供健康服務。公司成立兩年後，聯邦政府發布了一項提案，要成立首個用於醫療救助制度的雲資料庫。你們知道醫療救助制度為7千萬美國人服務，包括貧困人群，兒童，以及殘障人士。Nuna公司在當時只有15個人，這個資料庫要在一年內建成，他們有一系列承諾需要履行。坦白講，這個項目並不能讓他們大賺一筆。這是賭上公司的時刻，而基妮把握住了它。她撲向了這個機會，她沒有退縮。為什麼？這事關個人原因。基妮的弟弟津孟(Kimong)患有自閉症，在七歲時，他第一次發病是在迪士尼樂園。他倒在地上，停止了呼吸。基妮的父母都是韓裔移民， 他們身無長物來到這個國家，也不太會講英語，所以只能靠基妮幫家人加入醫療救助系統。她當時只有九歲。這個重大時刻決定了她的使命，而這項使命成就了她公司，這家公司競標，贏得並實現了這個合同。讓基妮來告訴你她這樣做的原因。
(Video) Jini Kim: Medicaid saved my family from bankruptcy, and today it provides for Kimong's health and for millions of others. Nuna is my love letter to Medicaid. Every row of data is a life whose story deserves to be told with dignity.
dignity['dɡnti]：n. 尊嚴；高貴；端莊
（視頻）金基妮：醫療救助使我的家庭免於破產，如今它為津孟和其他數百萬患者提供健康服務。Nuna是我給醫療救助的一封情書。每一條數據都是一個生命，它的故事需要有尊嚴地被講述。
And Jini's story tells us that a compelling sense of why can be the launch pad for our objectives. Remember, that's what we want to have accomplished. And objectives are significant, they're action-oriented, they are inspiring, and they're a kind of vaccineagainst fuzzy thinking. You think a rock star would be an unlikely user of Objectives and Key Results, but for years, Bono has used OKRs to wage a global war against poverty and disease, and his ONE organization has focused on two really gorgeous, audacious objectives. The first is debt relief for the poorest countries in the world. The next is universal access to anti-HIV drugs. Now, why are these good objectives? Let's go back to our checklist. Significant? Check. Concrete? Yes. Action-oriented? Yes. Inspirational? Well, let's just listen to Bono.
inspiring[n'spar]：adj. 令人振奮的；激勵人的；鼓舞人心的
vaccine[vk'sin]：n. 疫苗
fuzzy['fzi]：adj. 毛茸茸的；模糊的；含糊不清的（感情）
gorgeous['ɡrds]：adj. 華麗的；燦爛的；極好的
audacious['des]：adj. 無畏的；放肆的；大膽創新的
concrete['kɑkrit]：adj. 具體的；實質性的；混凝土的；n. 水泥；混凝土；具體物；v. 凝結；結合
基妮的故事告訴我們，一種極具說服力的原因能夠成為目標的發射平臺。要記得，這是我們想要達成的事情。目標是重要的，它們以行動為指向，它們激勵人心，是對抗紛亂思緒的一針疫苗。你以為一個搖滾明星，不太可能使用目標成果法，但是數年以來，博諾（Bono）通過使用OKRs 掀起了一場對抗貧窮和疾病的全球戰爭。他的One組織專注在兩個目標上，它們非常棒，也非常大膽。第一個目標是為世界上最貧窮的國家減輕債務；第二個則是普及抗愛滋病藥物。如今，這些目標完成的怎麼樣了？讓我們回到我們的檢查清單。這些目標重要麼？是的。 這些目標具體麼？是的。它們以行動為導向麼？是的。是否激勵人心？還是讓我們聽聽博諾怎麼說。
--未完
註：本文來源於TED，Why the secret to success is setting the right goals，作者：John Doerr。