We e at a critical moment. Our leaders, some of our great institutions are failing us. Why? In some cases, its because they e bad or unethical, but often, theyve 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? Its not going to be easy.
unethical[neθkl]：adj. 不道德的；缺乏职业道德的
我们正处在一个关键时刻。我们的领导者，一些重要的机构正在辜负我们的期待。为什么？ 在某些案例中，因为他们心怀不轨或违背了职业道德，但通常是因为他们把我们带向了错误的目标。而这是让人无法接受的。这样的情况应当到此为止。我们该如何纠正这些错误？我们该如何选择正确的道路？这并非易事。
For years, Ive worked with talented teams and theyve chosen the right objectives and the wrong objectives. Many have succeeded, others of them have failed. And today Im going to share with you what really makes a difference--thats whats crucial, how and why they set meaningful and audaciousgoals, the right goals for the right reasons.
crucial[krul]：adj. 决定性的；关键的
audacious[des]：adj. 无畏的；放肆的；大胆创新的
多年来我一直在与杰出的团队共事，他们或在正确的道路上前进，或选错了目标而事与愿违。 许多目标成功达成了，有些则遭遇了失败。今天我要和你分享的是真正能够带来改变的事情——即问题的关键所在，他们为何以及如何制定出有意义的、大胆的目标，即有正当理由的，正确的目标。
Lets go back to 1975. Yep, this is me. Ive got a lot to learn, Im a computer engineer, Ive got long hair, but Im working under Andy Grove, whos 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 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 it? And its all about excellent execution. So heres a classic video from the 1970s of professor Andy Grove.
superb[suprb]：adj. 极好的
让我们回到1975年。没错，这就是我。当时我是个计算机工程师，还有很多东西要学。我留着长发，在安迪 · 葛洛夫手下工作，在任何时代，他都称得上是最伟大的管理者。安迪不仅是一流的领导者，也是一名导师。他曾对我说：“约翰，你所知道的东西并不重要，执行才是最重要的。”安迪发明了一个系统，称为“目标和关键成果法”。听起来是不是有点绕口？其核心全在于出色的执行。以下是一段1970年代的经典录像，录像里出现的就是安迪·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.
（录像）安迪·葛洛夫：这种目标管理的两个关键词是“目标”和“关键成果”，它们分别对应着两个目的： 目标是方向，关键成果需要得到评估，但是最终结果显而易见，根本不需要出现“我做了这个吗，或者根本没做？”那样的争论，是或否，就是这么简单。
Thats 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 Im going to get that done. Objectives. Key results. What and how. But heres 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；实现
inspire[nspar]：vt. 鼓舞；激发；产生；赋予...灵感；vi. 吸入
这就是安迪。是或否，就是这么简单。目标和关键成果法也称为OKRs，是一个简单的目标制定方法。它适用于组织还有团队，甚至也适用于个人。目标就是你想实现的事情，关键成果是你要如何达成目标。目标，以及关键成果，就是要做什么和如何实现。但真实的情况是：我们中有许多人都制定了错误的目标，大多数人甚至完全不设定目标。许多组织机构设定目标并努力实现它们。这些组织发货，研发新产品，他们不断获得收益，但缺少激励团队的使命感。
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[trnsfmenl]：adj. 改变的；转化的
compelling[kmpel]：adj. 引人注目的；紧迫的；令人信服的
那么该如何正确地设定目标呢？首先你必须回答一个问题：“为什么？”为什么这么问？因为真正变革型的团队都会将自己的雄心、热情和目标结合到一起。他们很清楚为何要做，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 companys life, the federal government issued a proposal to build the first ever cloud database for Medicaid. Now, youll 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 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, its a personal why. Jinis 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. Jinis 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. Heres Jini to tell you why.
entrepreneur[ɑntrpr r]：n. 企业家；承包商；主办者
commitment[kmtmnt]：n. 承诺；保证；信奉；献身；委任；交押
flinch[flnt]：v. 畏缩；退缩；畏首畏尾；n. 退缩；逃避
autism[ zm]：n. 自闭症；孤独症
grand[ɡrnd]：adj. 重大的；豪华的；宏伟的；壮丽的；n. 大钢琴；一千美元
mal[mɑl]：pref. 坏的；不正常的
seizure[sir]：n. 夺取；捕获；没收；发作
enroll[n ol]：v. 登记；招收；入伍
bid[bd]：v. （买方）出价；投标；吩咐；叫牌；n. 出价；努力；叫牌
我想要告诉大家一个故事，有一位与我共事的出色的企业家，她的名词是金基妮(Jini Kim)。 她运营着一家公司，叫做Nuna。这是一家健康护理数据公司。公司初创时，他们使用数据为大企业的很多员工提供健康服务。公司成立两年后，联邦政府发布了一项提案，要成立首个用于医疗救助制度的云数据库。你们知道医疗救助制度为7千万美国人服务，包括贫困人群，儿童，以及残障人士。Nuna公司在当时只有15个人，这个数据库要在一年内建成，他们有一系列承诺需要履行。坦白讲，这个项目并不能让他们大赚一笔。这是赌上公司的时刻，而基妮把握住了它。她扑向了这个机会，她没有退缩。为什么？这事关个人原因。基妮的弟弟津孟(Kimong)患有自闭症，在七岁时，他第一次发病是在迪士尼乐园。他倒在地上，停止了呼吸。基妮的父母都是韩裔移民， 他们身无长物来到这个国家，也不太会讲英语，所以只能靠基妮帮家人加入医疗救助系统。她当时只有九岁。这个重大时刻决定了她的使命，而这项使命成就了她公司，这家公司竞标，赢得并实现了这个合同。让基妮来告诉你她这样做的原因。
(Video) Jini Kim: Medicaid saved my family from bankruptcy, and today it provides for Kimongs 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. 尊严；高贵；端庄
（视频）金基妮：医疗救助使我的家庭免于破产，如今它为津孟和其他数百万患者提供健康服务。Nuna是我给医疗救助的一封情书。每一条数据都是一个生命，它的故事需要有尊严地被讲述。
And Jinis story tells us that a compelling sense of why can be the launch pad for our objectives. Remember, thats what we want to have accomplished. And objectives are significant, they e action-oriented, they are inspiring, and they e 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? Lets go back to our checklist. Significant? Check. Concrete? Yes. Action-oriented? Yes. Inspirational? Well, lets just listen to Bono.
inspiring[nspar]：adj. 令人振奋的；激励人的；鼓舞人心的
vaccine[vksin]：n. 疫苗
fuzzy[fzi]：adj. 毛茸茸的；模糊的；含糊不清的（感情）
gorgeous[ɡrds]：adj. 华丽的；灿烂的；极好的
audacious[des]：adj. 无畏的；放肆的；大胆创新的
concrete[kɑkrit]：adj. 具体的；实质性的；混凝土的；n. 水泥；混凝土；具体物；v. 凝结；结合
基妮的故事告诉我们，一种极具说服力的原因能够成为目标的发射平台。要记得，这是我们想要达成的事情。目标是重要的，它们以行动为指向，它们激励人心，是对抗纷乱思绪的一针疫苗。你以为一个摇滚明星，不太可能使用目标成果法，但是数年以来，博诺（Bono）通过使用OKRs 掀起了一场对抗贫穷和疾病的全球战争。他的One组织专注在两个目标上，它们非常棒，也非常大胆。第一个目标是为世界上最贫穷的国家减轻债务；第二个则是普及抗艾滋病药物。如今，这些目标完成的怎么样了？让我们回到我们的检查清单。这些目标重要么？是的。 这些目标具体么？是的。它们以行动为导向么？是的。是否激励人心？还是让我们听听博诺怎么说。
--未完
注：本文来源于TED，Why the secret to success is setting the right goals，作者：John Doerr。
