There are so many TED talks that introduce these ideas worth spreading. These TED talk videos give easy access to valuable information from some of the world’s most brilliant minds. Accessibility to helpful ideas is something I believe in, and any organization who promotes this same cause is something I can get behind. Ideas are what helps push boundaries, broadens our perspective, and moves us forward with innovation.
It was tough narrowing it down to only five TED videos, but here are my favorite TED talks of all time:
From this video: “About three and a half years ago, I made a discovery. And this discovery profoundly changed my view on how I thought the world worked, and it even profoundly changed the way in which I operate in it. As it turns out, there’s a pattern. As it turns out, all the great inspiring leaders and organizations in the world, whether it’s Apple or Martin Luther King or the Wright brothers, they all think, act and communicate the exact same way. And it’s the complete opposite to everyone else. All I did was codify it, and it’s probably the world’s simplest idea. I call it the golden circle.
Why? How? What? This little idea explains why some organizations and some leaders are able to inspire where others aren’t. Let me define the terms really quickly. Every single person, every single organization on the planet knows what they do, 100 percent. Some know how they do it, whether you call it your differentiated value proposition or your proprietary process or your USP. But very, very few people or organizations know why they do what they do. And by “why” I don’t mean “to make a profit.” That’s a result. It’s always a result. By “why,” I mean: What’s your purpose? What’s your cause? What’s your belief? Why does your organization exist? Why do you get out of bed in the morning? And why should anyone care? As a result, the way we think, we act, the way we communicate is from the outside in, it’s obvious. We go from the clearest thing to the fuzziest thing. But the inspired leaders and the inspired organizations — regardless of their size, regardless of their industry — all think, act and communicate from the inside out.” – Simon Sinek
From this video: “My one year turned into six years: Thousands of stories, hundreds of long interviews, focus groups. At one point, people were sending me journal pages and sending me their stories — thousands of pieces of data in six years. And I kind of got a handle on it. I kind of understood, this is what shame is, this is how it works. I wrote a book, I published a theory, but something was not okay — and what it was is that, if I roughly took the people I interviewed and divided them into people who really have a sense of worthiness — that’s what this comes down to, a sense of worthiness — they have a strong sense of love and belonging — and folks who struggle for it, and folks who are always wondering if they’re good enough.
There was only one variable that separated the people who have a strong sense of love and belonging and the people who really struggle for it. And that was, the people who have a strong sense of love and belonging believe they’re worthy of love and belonging. That’s it. They believe they’re worthy. And to me, the hard part of the one thing that keeps us out of connection is our fear that we’re not worthy of connection, was something that, personally and professionally, I felt like I needed to understand better.So what I did is I took all of the interviews where I saw worthiness, where I saw people living that way, and just looked at those.
What do these people have in common? I have a slight office supply addiction, but that’s another talk. So I had a manila folder, and I had a Sharpie, and I was like, what am I going to call this research? And the first words that came to my mind were “whole-hearted.” These are whole-hearted people, living from this deep sense of worthiness. So I wrote at the top of the manila folder, and I started looking at the data. In fact, I did it first in a four-day, very intensive data analysis, where I went back, pulled the interviews, the stories, pulled the incidents. What’s the theme? What’s the pattern? My husband left town with the kids because I always go into this Jackson Pollock crazy thing, where I’m just writing and in my researcher mode.
And so here’s what I found. What they had in common was a sense of courage. And I want to separate courage and bravery for you for a minute. Courage, the original definition of courage, when it first came into the English language — it’s from the Latin word “cor,” meaning “heart” — and the original definition was to tell the story of who you are with your whole heart. And so these folks had, very simply, the courage to be imperfect. They had the compassion to be kind to themselves first and then to others, because as it turns out, we can’t practice compassion with other people if we can’t treat ourselves kindly. And the last was they had connection, and — this was the hard part — as a result of authenticity, they were willing to let go of who they thought they should be in order to be who they were, which you have to absolutely do that for connection.
The other thing that they had in common was this: They fully embraced vulnerability. They believed that what made them vulnerable made them beautiful. They didn’t talk about vulnerability being comfortable, nor did they really talk about it being excruciating — as I had heard it earlier in the shame interviewing. They just talked about it being necessary. They talked about the willingness to say, “I love you” first … the willingness to do something where there are no guarantees … the willingness to breathe through waiting for the doctor to call after your mammogram. They’re willing to invest in a relationship that may or may not work out. They thought this was fundamental.” – Brené Brown
From this video: “I spent the last couple of years looking at the science of human motivation, particularly the dynamics of extrinsic motivators and intrinsic motivators. And I’m telling you, it’s not even close. If you look at the science, there is a mismatch between what science knows and what business does.
What’s alarming here is that our business operating system — think of the set of assumptions and protocols beneath our businesses, how we motivate people, how we apply our human resources– it’s built entirely around these extrinsic motivators, around carrots and sticks. That’s actually fine for many kinds of 20th century tasks. But for 21st century tasks, that mechanistic, reward-and-punishment approach doesn’t work, often doesn’t work, and often does harm.” – Dan Pink
From this video: “So I want to talk about education and I want to talk about creativity. My contention is that creativity now is as important in education as literacy, and we should treat it with the same status.
I heard a great story recently — I love telling it — of a little girl who was in a drawing lesson. She was six, and she was at the back, drawing, and the teacher said this girl hardly ever paid attention, and in this drawing lesson, she did. The teacher was fascinated. She went over to her, and she said, “What are you drawing?” And the girl said, “I’m drawing a picture of God.” And the teacher said, “But nobody knows what God looks like.” And the girl said, “They will, in a minute.”
When my son was four in England — Actually, he was four everywhere, to be honest. If we’re being strict about it, wherever he went, he was four that year. He was in the Nativity play. Do you remember the story? No, it was big, it was a big story. Mel Gibson did the sequel, you may have seen it.
“Nativity II.” But James got the part of Joseph, which we were thrilled about. We considered this to be one of the lead parts. We had the place crammed full of agents in T-shirts: “James Robinson IS Joseph!” (Laughter) He didn’t have to speak, but you know the bit where the three kings come in? They come in bearing gifts, gold, frankincense and myrrh. This really happened. We were sitting there and I think they just went out of sequence, because we talked to the little boy afterward and we said, “You OK with that?” And he said, “Yeah, why? Was that wrong?” They just switched. The three boys came in, four-year-olds with tea towels on their heads, and they put these boxes down, and the first boy said, “I bring you gold.”And the second boy said, “I bring you myrrh.” And the third boy said, “Frank sent this.”
What these things have in common is that kids will take a chance. If they don’t know, they’ll have a go. Am I right? They’re not frightened of being wrong. I don’t mean to say that being wrong is the same thing as being creative. What we do know is, if you’re not prepared to be wrong, you’ll never come up with anything original — if you’re not prepared to be wrong. And by the time they get to be adults, most kids have lost that capacity. They have become frightened of being wrong. And we run our companies like this. We stigmatize mistakes. And we’re now running national education systems where mistakes are the worst thing you can make. And the result is that we are educating people out of their creative capacities.
Picasso once said this, he said that all children are born artists. The problem is to remain an artist as we grow up. I believe this passionately, that we don’t grow into creativity, we grow out of it. Or rather, we get educated out if it. So why is this?
I lived in Stratford-on-Avon until about five years ago. In fact, we moved from Stratford to Los Angeles. So you can imagine what a seamless transition that was. Actually, we lived in a place called Snitterfield, just outside Stratford, which is where Shakespeare’s father was born. Are you struck by a new thought? I was. You don’t think of Shakespeare having a father, do you? Do you? Because you don’t think of Shakespeare being a child, do you? Shakespeare being seven? I never thought of it. I mean, he was seven at some point. He was in somebody’s English class, wasn’t he? How annoying would that be?” – Sir Ken Robinson
From this video: “I started studying kids and adults in all kinds of super challenging settings, and in every study my question was, who is successful here and why? My research team and I went to West Point Military Academy. We tried to predict which cadets would stay in military training and which would drop out. We went to the National Spelling Bee and tried to predict which children would advance farthest in competition. We studied rookie teachers working in really tough neighborhoods, asking which teachers are still going to be here in teaching by the end of the school year, and of those, who will be the most effective at improving learning outcomes for their students? We partnered with private companies, asking, which of these salespeople is going to keep their jobs? And who’s going to earn the most money? In all those very different contexts, one characteristic emerged as a significant predictor of success. And it wasn’t social intelligence. It wasn’t good looks, physical health, and it wasn’t IQ. It was grit.
Grit is passion and perseverance for very long-term goals. Grit is having stamina. Grit is sticking with your future, day in, day out, not just for the week, not just for the month, but for years, and working really hard to make that future a reality. Grit is living life like it’s a marathon, not a sprint.” – Angela Lee Duckworth