篇一：青春正能量的演讲稿
青春正能量演讲稿
青春是什么？新华词典上解释说，青春是指我们的青春时期。如今的我们年轻气盛，风
华正茂，激情四射，用满腔的热血挥洒着青春正能量。 曾经我们我们不懂什么是青春，曾经在作文中也傻傻的歌颂青春，但是一回到生活，我
们保持着我们的三分钟热度，然后依旧三点一线，食堂.宿舍.教学楼，吃饭.睡觉.上课，甚
至有人调侃说我们就比猪强那么一点，如今，我们来到了大学，感受不一样的教育方式，有
了更多自己的时间.空间，可以在这段真正属于自己的时间里去学习那些我们曾经喜欢过的，
甚至于是热衷过的东西。年轻是我们的资本，更是我们的财富，我们该用它去创造更多的价
值。
我们在青春里谈理想，谈拼搏。如果我们将理想高高的挂在天上，那它就像一颗摘不到
的星星，可望而不可及。一个切合实际的理想是青春时期的一盏引路灯，朝着它我们在迷茫
时可以找到方向，可以和大家说一个大家可能都听过的故事，小时候，当项羽的叔父问起他
长大了之后要干什么?项羽的回答是统一天下，对很多人来说，这是一个想都不敢想的梦想，
就像并不是每一个人都敢定一个未来像刘洋.杨利伟一样遨游太空的梦想。但是对他来说这就
是一个目标，所以他从小苦苦习武，熟读兵法，一直在朝着这个目标而努力，虽然兵败垓下，
英雄末路，他想不开，选择了乌江自刎，但是他从小立志的精神却值得我们永远学习，现在
的我们青春年少，人生路漫漫，从此开始，带着我们的青春正能量出发还来得及。 在习主席的带领下，如今我们倡导“空谈误国，实干兴邦”，我们最需要的就是实干精神，
将理想付诸于行动，理想才能实现它真正的价值，我们知道万事开头难。所以，我们需要勇
气，扬帆起航。也许此刻你的心中已经有了一个目标，你热血沸腾，激情四起，但是也许很
有可能你会在一小时后.在你的激情消逝之后一直将实践理想步子一拖再拖，迟迟没有勇气去
追逐你的理想。而勇气帮我们将理想插上起飞的翅膀。有人说人生需要一场说走就走的旅行，
我们的过分犹豫只会原地踏步，朋友们，让我们鼓起勇气将理想进行到底。 著名的企业家马云曾接受记者采访时说过“今天很痛苦，明天很痛苦，后天很美好。很
多人就是在明天晚上放弃，看不到后天的太阳”，没有人能随随便便成功，挫折则更是人生路
上一道美妙的风景，“宝剑锋从磨砺出，梅花香自苦寒来”，正所谓“天将降大任于斯人也，
必先苦其心志，劳其筋骨，饿其体肤”。坚持是我们的正能量之一，美好的青春正在继续，何
不放飞我们的梦想，像我们所熟悉的爱迪生那样，在发明电灯时，做了一次又一次的试验。
在每一次试验失败后，他总结经验，又投入到下一次的试验中，反反复复，直到成功为止。
不只是爱迪生，很多的前人用他们的走出的人生道路告诉我们 ：青春年华可以说是在挫折和
失败中渡过的。但也正因为有了这些失败的教训，我们才能拥有无悔而精彩的人生。青春需要正能量，正能量将为我们插上翱翔的翅膀，飞向广阔蔚蓝的天空！最后我想用
梁启超的话来结束今天的演讲：“少年智则国智，少年富则国富，少年强则国强，少年进步则
国进步，少年雄于地球，则国雄于地球。”让我们洒一路汗水，饮一路风尘，嚼一跟艰辛，让
青春在红旗下继续燃烧；愿每一位青年都怀抱着自己的理想，在人生的航程上不断乘风破浪，
奋勇前进！篇二：青春正能量演讲稿青春激扬，传递正能量尊敬的各位老师：大家好今天我演讲的题目是《青春激扬，传递正能量》。奥斯特洛夫斯基曾说过：“生活赋予我
们一种巨大的和无限高贵的礼品，这就是青春。”古今中外的人们总是用最美好的语言来形容
和赞美青春，当我看到我的同学们，每天忙碌而充实地学习和生活，我明白了：青春不仅仅
是花一样的年纪，火一样的热情，它更是永不言败的责任，我们有责任有义务去传递正能量。
让正能量在我们每个人心中流淌。什么是正能量？在我看来，积极向上的能给人带来快乐,
能让人感受到关爱的行为就叫正能量。
一个阳光般温暖的的微笑，就能传递出彩虹一样的心情；一个善意的举手之劳，就能给
人带来春天般的温暖。一番真诚的问候，一句轻声的鼓励，甚至是一曲感人的歌曲都能给人
带来快乐，让人感受到爱。正能量其实很简单，正能量无处不在。现实生活中，一段时间冷
漠似乎已经成为我们的一种习惯，我们可以对一个被车碾过的小孩视若不见，也可以对因路
滑而摔倒在街上的老人熟视无睹，冷漠麻木一度侵蚀着国人的灵魂。负面的能量似乎在暗中
隐隐涌动，汇集。曾几何时，我们学会了抱怨，抱怨社会的不公，抱怨人世的冷漠，必须承
认，这个世界并不总是那么的美好，我们的人性也并不总是那么的高尚，很多事都曾经一度
让人们感到道德的迷茫，但当我们看到最美司机吴斌在生命的危急关头，用工作的坚守与责
任保卫了他所有乘客的生命安全、最美人民教师张丽莉为救学生而双腿截肢的感人事迹的时
候，我们看到了社会的正能量。是的！我们需要正能量，给自己充满正能量，给社会传递正
能量！
如何传递能量呢？我的答案是用青春点燃激情，让青春见证使命，用行动传递正能量！
也许你的同桌今天因为考试发挥不佳整天垂头丧气，那么请给他一个阳光般的笑脸，一句真
诚的安慰和鼓励；也许在我们的学校有一片纸屑和包装袋被随手扔在了地上，请走过去轻轻
拾起放入垃圾箱里；也许只是周末回家随手带来的几朵漂亮的花，点缀了一方窗台，芳香了
整个教室；甚至也许只是清早起床对镜子里的自己默默说道，新的一天，你要自信、努力、
加油！??事实上正能量正是这样藏匿于我们的眼皮底下：也许就在和同桌的一句关心的话里，
也许就隐于一行优雅的诗中，也许就是在操场快乐的奔跑一阵。只要我们想就可以创造出无
止境的正能量，可以传递出无数的正能量。培根说：“如果你有一份快乐，你将它告诉别人，那么你将拥有双份的快乐。”所以，不
要吝啬你的正能量，将他释放出去，你将拥有更多的正能量，把能量继续传递下去，我相信
你一定会生活在一个积极快乐的环境里。 所以从今天起，给你的同学一个微笑，给你的老师一份感谢，赠你父母一个拥抱，慢慢
的，也许你就会发现，你和你的周围充满了正能量。如果每个人都如此的去做，正能量就将
会像雨露一般滋润着万物。也许下一次我们再看到路边摔倒的老人，再一次面对渴望帮助的
双眼，我们都会伸出一只手。这不就是我们一直追求的中国梦吗？好一个充满正能量的世界！阳光温暖，大爱无疆，激扬青春，传递正能量！篇三：唱响青春正能量 演讲稿 唱响青春正能量
正能量是什么呢？正能量是能让我们激励行动，振奋精神的活力源泉。正是因为正能量
的存在，我们才能更好的唱响青春之歌。 “正能量”本是物理学名词，之所以流行是因为英国心理学家理查德·怀斯曼的专著《正
能量》。期中将“正能量”注为一种精神，指的是一种健康乐观、积极向上的动力和情感，所
以所有积极的、健康的、催人奋进的、给人力量的、充满希望的任何事都被贴上“正能量”
的标签。它已经上升为一个充满象征意义的符号，与我们的情感深深相系，表达着我们的渴
望、我们的期待。
那我们又该如何获取正能量呢？其实它离我们真的很近，触手可及，只要我们在学习过
程中做到认真努力，每一个细节都做到真切求是，这样“正能量”便会在潜移默化中滋生。
“正能量”的获取也并非易如反掌，获取“正能量”的过程同时也是磨练意志的时刻。坚定
意志专注于学习之上，发扬不畏前路艰险的精神“路漫漫其修远兮，吾将上下而求索。”青春
的路是泥泞的、是艰辛的，种种的困难在我们面前立起高墙，但我们不惧怕，我们拥有克服
困难的勇气，那正是“正能量”，它像炽热的阳光般温暖我们的心房，带我们走向美好的明天。
插上“正能量”的羽翼，傲然凌空，朝心中的梦想腾飞而去。“正能量”需要创造，更需要发
扬，个人所获取的“正能量”不能就此弃之舍之，而是将其展现在生活中，传递与更多人的
心间。培根说：“如果你有一份快乐，你将它告诉别人，那么你将拥有双份的快乐。”因此，
发扬“正能量”，让正能量裨益更多陷入低谷中的人。只有坚持远大的人生理想，才不会在生
活的海洋中迷失方向，所以在生活中，我们同学之间应该相互帮助，相互挟持，将正能量得
以增值，用这一股日益积攒的正能量来推动至于梦想的船，脚踏实地的迈向未来。 “正能量”让万物得以复苏；让雏鸟得以高飞；让梦想得以永存。“少年强则国强。”让
我们洒一路汗水，饮一路风尘，嚼一跟艰辛，让青春在红旗下继续燃烧，让我们怀抱着自己
的理想，在人生的航程上不断乘风破浪，奋勇前进！篇四：青春正能量 演讲稿 青春正能量，诚信不可抛
尊敬的各位老师，亲爱的同学们： 大家好！今天，我演讲的题目是《青春正能量，诚信不可抛》 ！ 青春正能量就是友善、爱心、文明；就是正直、无私、坚定。诚信也是正能量的一种，
而且是不可抛却的一种。
诚信即待人处事真诚、老实、讲信誉，言必行、行必果，一言九鼎，一诺千金。在《说
文解字》中的解释是：“诚，信也”，“信，诚也”。可见，诚信的本义就是要诚实、诚恳、守
信、有信，反对隐瞒欺诈、反对伪劣假冒、反对弄虚作假。 如果说正能量是浩瀚的星空，驱散黑暗，带来光明，那么诚信则是星空中的一颗明星；
如果说正能量是茫茫大海，卷走烦恼，带来喜悦，那么诚信就是吹动海浪的风；如果说正能
量是茂密的森林，充满生机，造福人类，那么诚信则是其中最高大、最挺拔的一棵常青树。拥有诚信，一根小小的火柴可以点亮整个心空；拥有诚信，一片小小的绿叶可倾倒整个
季节；拥有诚信，一朵小小的浪花可以在海洋中飞溅。而我们作为祖国的花朵，未来的接班
人，更要弘扬和继承诚信这一优良传统。 在英国的一个航空公司，一架由东京飞往伦敦的波音747客机有353个座位，而在一次
航行中，却仅仅只载了一个人。为什么航空公司会如此不惜血本呢？为什么他们不取消这次
航班呢？两个字：诚信。20小时后，航空公司把仅剩的一名女乘客送往了目的地。公司付出
了巨额成本，却赢得了信誉，得到了不可持续的成功。 与之相反，也有一些公司因为贪图小利而不诚信最终失败倒闭。河北三鹿集团是一家有
着50多年历史的乳品企业，它所生产的婴儿奶粉一直很受欢迎，拥有稳定的消费市场。然而，
就是这么一家顶着无数光环的老牌企业，却因为贪图小利，因为诚信和正能量的缺失，造假
售假最终导致企业走向消亡。由此可见，诚信能让我们拥抱成功，反之走向失败。那么，我们为什么不从小培养这种
青春正能量呢？相信诚信的力量，释放青春正能量。它可以点石成金，触木为玉；可以止狂
风，挡暴雨，它是通往成功和幸福的列车。也许有人会说诚信正能量在我们青少年的生活中并不多见，可是同学们，我们仔细想想，
认真对待作业，不弄虚作假是不是诚信正能量？端正考风，严守纪律，是不是诚信正能量？
坚守诚实的底线，不虚荣，不骄傲，是不是诚信正能量？真诚对待身边每一个人是不是诚信
正能量？
同学们，口号再嘹亮，不如躬身做一件小事；文章再激昂，不如以行动感染身边的每一
个人。让青春正能量不再是一句空话，让青春的色彩不再单调，让我们从诚信开始，让正能
量的种子在我们心田生根发芽，开花结果。拥有诚信，释放正能量，你就是最碧绿的小草；拥有诚信，释放正能量，你就是最明亮
的火花；拥有诚信，释放正能量，你就是最猛烈的浪花。释放青春正能量，需要你需要我，需要我们每个人从诚信做起。今天，我们拥抱诚信，以诚信的态度对待学习，对待生活，一本作业，一张试卷，一次劳动我们都踏踏实实地
做到最好；明天我们成长为一个充满青春正能量的有志青年，去绽放青春光彩，去点缀美好
生活，去放飞青春昂扬的翅膀，去成为这个时代最靓丽的风景！
释放正能量，诚信不可抛。让我们身披一袭灿烂，心系一份执着，迎着一片春色，带着
诚信上路，播撒青春正能量。必将踏出一路风光！我的演讲完毕，谢谢大家！篇五：青春正能量演讲稿青春正能量演讲稿青春是什么？新华词典上解释说，青春是指我们的青春时期。如今的我们年轻气盛，风华正茂，激情四射，用满腔的热血挥洒着青春正能量。 曾经我们我们不懂什么是青春，曾经在作文中也傻傻的歌颂青春，但是一回到生活，
我们保持着我们的三分钟热度，然后依旧三点一线，
食堂宿舍教学楼，吃饭睡觉上课，甚至有人调侃说我们就比猪强那么一点，如今，我们来到 了初中，感受不一样的教育方式，有了更多自己的时间 空间，可以在这段真正
属于自己的时间里去学习那些我们曾经喜欢过的， 甚至于是热衷过的东西。年轻
是我们的资本，更是我们的财富，我们该用它去创造更多的价值。我们在青春里谈理想，谈拼搏。如果我们将理想高高的挂在天上，那它就像一颗摘不到的星星，可望而不可及。一个切合实际的理想是青春时期的一盏引路灯，朝着它我们在迷茫时可以找到方向，可以和大家说一个大家可能都听过的故事小
时候，当项羽的叔父问起他长大了之后要干什么?项羽的回答是统一天下，对很多人来说，这
是一个想都不敢想的梦想，就像并不是每一个人都敢定一个未来像刘洋杨利伟一样遨游太空
的梦想。但是对他来说这就是一个目标，所以他从小苦苦习武，熟读兵法，一直在朝着这个
目标而努力，虽然兵败垓下，英雄末路，他想不开，选择了乌江自刎，但是他从小立志的精
神却值得我们永远学习，现在的我们青春年少，人生路漫漫，从此开始，带着我们的青春正
能量出发还来得及。在习主席的带领下，如今我们倡导“空谈误国，实干兴邦”，我们最需要
的就是实干精神，将理想付诸于行动，理想才能实现它真正的价值，我们知道万事 开头难。
所以，我们需要勇气，扬帆起航。也许此刻你的心中已经有了一个目标， 你热血沸腾，激情
四起，但是也许很有可能你会在一小时后在你的激情消逝之 后一直将实践理想步子一拖再拖，迟迟没有勇气去追逐你的理想。而勇气帮我们将理想
插上起飞的翅膀。有人说人生需要一场说走就走的旅行，我们的过分犹豫只会原地踏步，朋
友们，让我们鼓起勇气将理想进行到底。著名的企业家马云曾接受记者采访时说过“今天很
痛苦， 明天很痛苦，后天很美好。很多人就是在明天晚上放弃，看不到后天的太阳”，没有
人能随随便便成功，挫折则更是人生路上一道美妙的风景，“宝剑锋从磨砺出，梅花香自苦寒
来”，正所谓“天将降大任于斯人也，必先苦其心志，劳其筋骨，饿其体肤” 。坚持是我们的正能量之一，美好的青春正在继续，何不放飞我们的梦想，像我们所 熟悉的爱迪生那样，在发明电灯时，做了一次又一次的试验。在每一次试验失败后，他
总结经验，又投入到下一次的试验中，反反复复，直到成功为止。不只是爱迪生，很多的前
人用他们的走出的人生道路告诉我们：青春年华可以说是在挫折和失败中渡过的。但也正因
为有了这些失败的教训，我们才能拥有无悔而精彩的人生。青春需要正能量，正能量将为我
们插上翱翔的翅膀，飞向广阔蔚蓝的天空！最后我想用梁启超的话来结束今天的演讲： “少年智则国智，少年富则国富，少年强则国强，少年进步则国进步，少年雄于地球，
则国雄于地球。
篇二：TED Simon 演讲稿 英文+中文
How do you explain when things don't go as we assume? Or better, how do you explain when others are able to achieve things that seem to defy all of the assumptions? For example: Why is Apple so innovative? Year after year, after year, after year, they're more innovative than all their competition. And yet, they're just a computer company. They're just like everyone else. They have the same access to the same talent, the same agencies, the same consultants, the same media. Then why is it that they seem to have something different? Why is it that Martin Luther King led the Civil Rights Movement? He wasn't the only man who suffered in a pre-civil rights America, and he certainly wasn't the only great orator of the day. Why him? And why is it that the Wright brothers were able to figure out controlled, powered man flight when there were certainly other teams who were better qualified, better funded ... and they didn't achieve powered man flight, and the Wright brothers beat them to it. There's something else at play here.
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 and 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? Well, as a result, the way we think, the way 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.
Let me give you an example. I use Apple because they're easy to understand and everybody gets it. If Apple were like everyone else, a marketing message from them might sound like this: "We make great computers. They're beautifully designed, simple to use and user friendly. Want to buy one?" "Meh." And that's how most of us communicate. That's how most marketing is done, that's how most sales is done and that's how most of us communicate interpersonally. We say what we do, we say how we're different or how we're better and we expect some sort of a behavior, a purchase, a vote, something like that. Here's our new law firm: We have the best lawyers with the biggest clients, we always perform for our clients who do business with us.
Here's our new car: It gets great gas mileage, it has leather seats, buy our car. But it's uninspiring.
Here's how Apple actually communicates. "Everything we do, we believe in challenging the
status quo. We believe in thinking differently. The way we challenge the status quo is by making our products beautifully designed, simple to use and user friendly. We just happen to make great computers. Want to buy one?" Totally different right? You're ready to buy a computer from me. All I did was reverse the order of the information. What it proves to us is that people don't buy what you do; people buy why you do it. People don't buy what you do; they buy why you do it.
This explains why every single person in this room is perfectly comfortable buying a computer from Apple. But we're also perfectly comfortable buying an MP3 player from Apple, or a phone from Apple, or a DVR from Apple. But, as I said before, Apple's just a computer company. There's nothing that distinguishes them structurally from any of their competitors. Their competitors are all equally qualified to make all of these products. In fact, they tried. A few years ago, Gateway came out with flat screen TVs. They're eminently qualified to make flat screen TVs. They've been making flat screen monitors for years. Nobody bought one. Dell came out with MP3 players and PDAs, and they make great quality products, and they can make perfectly well-designed products -- and nobody bought one. In fact, talking about it now, we can't even imagine buying an MP3 player from Dell. Why would you buy an MP3 player from a computer company? But we do it every day. People don't buy what you do; they buy why you do it. The goal is not to do business with everybody who needs what you have. The goal is to do business with people who believe what you believe. Here's the best part:
None of what I'm telling you is my opinion. It's all grounded in the tenets of biology. Not psychology, biology. If you look at a cross-section of the human brain, looking from the top down, what you see is the human brain is actually broken into three major components that correlate perfectly with the golden circle. Our newest brain, our Homo sapien brain, our
neocortex, corresponds with the "what" level. The neocortex is responsible for all of our rational and analytical thought and language. The middle two sections make up our limbic brains, and our limbic brains are responsible for all of our feelings, like trust and loyalty. It's also responsible for all human behavior, all decision-making, and it has no capacity for language.
In other words, when we communicate from the outside in, yes, people can understand vast amounts of complicated information like features and benefits and facts and figures. It just
doesn't drive behavior. When we can communicate from the inside out, we're talking directly to the part of the brain that controls behavior, and then we allow people to rationalize it with the tangible things we say and do. This is where gut decisions come from. You know, sometimes you can give somebody all the facts and figures, and they say, "I know what all the facts and details say, but it just doesn't feel right." Why would we use that verb, it doesn't "feel" right? Because the part of the brain that controls decision-making doesn't control language. And the best we can muster up is, "I don't know. It just doesn't feel right." Or sometimes you say you're leading with your heart, or you're leading with your soul. Well, I hate to break it to you, those aren't other body parts controlling your behavior. It's all happening here in your limbic brain, the part of the brain that controls decision-making and not language.
But if you don't know why you do what you do, and people respond to why you do what you do, then how will you ever get people to vote for you, or buy something from you, or, more
importantly, be loyal and want to be a part of what it is that you do. Again, the goal is not just to sell to people who need what you have; the goal is to sell to people who believe what you believe. The goal is not just to hire people who need a job; it's to hire people who believe what you believe. I always say that, you know, if you hire people just because they can do a job, they'll work for your money, but if you hire people who believe what you believe, they'll work for you with blood and sweat and tears. And nowhere else is there a better example of this than with the Wright brothers.
Most people don't know about Samuel Pierpont Langley. And back in the early 20th century, the pursuit of powered man flight was like the dot com of the day. Everybody was trying it. And Samuel Pierpont Langley had, what we assume, to be the recipe for success. I mean, even now, you ask people, "Why did your product or why did your company fail?" and people always give you the same permutation of the same three things: under-capitalized, the wrong people, bad market conditions. It's always the same three things, so let's explore that. Samuel Pierpont Langley was given 50,000 dollars by the War Department to figure out this flying machine. Money was no problem. He held a seat at Harvard and worked at the Smithsonian and was
extremely well-connected; he knew all the big minds of the day. He hired the best minds money could find and the market conditions were fantastic. The New York Times followed him around everywhere, and everyone was rooting for Langley. Then how come we've never heard of Samuel Pierpont Langley?
A few hundred miles away in Dayton Ohio, Orville and Wilbur Wright, they had none of what we consider to be the recipe for success. They had no money; they paid for their dream with the proceeds from their bicycle shop; not a single person on the Wright brothers' team had a college education, not even Orville or Wilbur; and The New York Times followed them around nowhere. The difference was, Orville and Wilbur were driven by a cause, by a purpose, by a belief. They believed that if they could figure out this flying machine, it'll change the course of the world. Samuel Pierpont Langley was different. He wanted to be rich, and he wanted to be famous. He was in pursuit of the result. He was in pursuit of the riches. And lo and behold, look what happened. The people who believed in the Wright brothers' dream worked with them with blood and sweat and tears. The others just worked for the paycheck. And they tell stories of how every time the Wright brothers went out, they would have to take five sets of parts, because that's how many times they would crash before they came in for supper.
And, eventually, on December 17th, 1903, the Wright brothers took flight, and no one was there to even experience it. We found out about it a few days later. And further proof that Langley was motivated by the wrong thing: The day the Wright brothers took flight, he quit. He could have said, "That's an amazing discovery, guys, and I will improve upon your technology," but he didn't. He wasn't first, he didn't get rich, he didn't get famous so he quit.
People don't buy what you do; they buy why you do it. And if you talk about what you believe, you will attract those who believe what you believe. But why is it important to attract those who believe what you believe? Something called the law of diffusion of innovation, and if you don't know the law, you definitely know the terminology. The first two and a half percent of our population are our innovators. The next 13 and a half percent of our population are our early adopters. The next 34 percent are your early majority, your late majority and your laggards. The only reason these people buy touch tone phones is because you can't buy rotary phones anymore.
(Laughter)
We all sit at various places at various times on this scale, but what the law of diffusion of innovation tells us is that if you want mass-market success or mass-market acceptance of an idea, you cannot have it until you achieve this tipping point between 15 and 18 percent market penetration, and then the system tips. And I love asking businesses, "What's your conversion on new business?" And they love to tell you, "Oh, it's about 10 percent," proudly. Well, you can trip over 10 percent of the customers. We all have about 10 percent who just "get it." That's how we describe them, right? That's like that gut feeling, "Oh, they just get it." The problem is: How do you find the ones that get it before you're doing business with them versus the ones who don't get it? So it's this here, this little gap that you have to close, as Jeffrey Moore calls it, "Crossing the Chasm" -- because, you see, the early majority will not try something until someone else has tried it first. And these guys, the innovators and the early adopters, they're comfortable making those gut decisions. They're more comfortable making those intuitive decisions that are driven by what they believe about the world and not just what product is available.
These are the people who stood in line for six hours to buy an iPhone when they first came out, when you could have just walked into the store the next week and bought one off the shelf. These are the people who spent 40,000 dollars on flat screen TVs when they first came out, even though the technology was substandard. And, by the way, they didn't do it because the technology was so great; they did it for themselves. It's because they wanted to be first. People don't buy what you do; they buy why you do it and what you do simply proves what you believe. In fact, people will do the things that prove what they believe. The reason that person bought the iPhone in the first six hours, stood in line for six hours, was because of what they believed about the world, and how they wanted everybody to see them: They were first. People don't buy what you do; they buy why you do it.
So let me give you a famous example, a famous failure and a famous success of the law of
diffusion of innovation. First, the famous failure. It's a commercial example. As we said before, a second ago, the recipe for success is money and the right people and the right market
conditions, right? You should have success then. Look at TiVo. From the time TiVo came out about eight or nine years ago to this current day, they are the single highest-quality product on the market, hands down, there is no dispute. They were extremely well-funded. Market
conditions were fantastic. I mean, we use TiVo as verb. I TiVo stuff on my piece of junk Time Warner DVR all the time.
But TiVo's a commercial failure. They've never made money. And when they went IPO, their stock was at about 30 or 40 dollars and then plummeted, and it's never traded above 10. In fact, I don't think it's even traded above six, except for a couple of little spikes. Because you see,
when TiVo launched their product they told us all what they had. They said, "We have a product that pauses live TV, skips commercials, rewinds live TV and memorizes your viewing habits
without you even asking." And the cynical majority said, "We don't believe you. We don't need it. We don't like it. You're scaring us." What if they had said, "If you're the kind of person who likes to have total control over every aspect of your life, boy, do we have a product for you. It pauses live TV, skips commercials, memorizes your viewing habits, etc., etc." People don't buy what you do; they buy why you do it, and what you do simply serves as the proof of what you believe. Now let me give you a successful example of the law of diffusion of innovation. In the summer of 1963, 250,000 people showed up on the mall in Washington to hear Dr. King speak. They sent out no invitations, and there was no website to check the date. How do you do that? Well, Dr. King wasn't the only man in America who was a great orator. He wasn't the only man in America who suffered in a pre-civil rights America. In fact, some of his ideas were bad. But he had a gift. He didn't go around telling people what needed to change in America. He went around and told people what he believed. "I believe, I believe, I believe," he told people. And people who
believed what he believed took his cause, and they made it their own, and they told people. And some of those people created structures to get the word out to even more people. And lo and behold, 250,000 people showed up on the right day at the right time to hear him speak. How many of them showed up for him? Zero. They showed up for themselves. It's what they believed about America that got them to travel in a bus for eight hours to stand in the sun in Washington in the middle of August. It's what they believed, and it wasn't about black versus white: 25 percent of the audience was white. Dr. King believed that there are two types of laws in this world: those that are made by a higher authority and those that are made by man. And not until all the laws that are made by man are consistent with the laws that are made by the higher authority will we live in a just world. It just so happened that the Civil Rights Movement was the perfect thing to help him bring his cause to life. We followed, not for him, but for
ourselves. And, by the way, he gave the "I have a dream" speech, not the "I have a plan" speech. (Laughter)
Listen to politicians now, with their comprehensive 12-point plans. They're not inspiring
anybody. Because there are leaders and there are those who lead. Leaders hold a position of power or authority, but those who lead inspire us. Whether they're individuals or organizations, we follow those who lead, not because we have to, but because we want to. We follow those who lead, not for them, but for ourselves. And it's those who start with "why" that have the ability to inspire those around them or find others who inspire them.
篇三：青春正能量演讲稿
恰同学少年
尊敬的评委、亲爱的同学们：
大家晚上好
我是来自于管理工程学院市场营销11级的学生：王琦，今晚我演讲的题目是《恰同学少年》。
1900年为探索救亡图存的新道路，梁启超在《少年中国说》中呐喊道：故今日之责任,不在他人，而全在我少年；少年智则国智，少年富则国富，少年强则国强；在这19年后的春天正是一群学生拉开了中国革命的新序幕，“外争主权，内除国贼；誓死力争，还我青岛！”青春年少的他们不顾生命危险，高喊着这些口号。在这70多年后，也正是一群群学子们的勤学好问、刻苦钻研，才有了恢复高考后的“老三届”,多少年来，正是经过一批批有志青年的努力,才造就祖国现在的发展。
如今，时光荏苒，90后的我们也到了这风华正茂的年龄；12年寒窗苦读，我们走过花季雨季；12年沐风沐雨，我们褪去了些许青涩。如今，我们以矫健的身姿站在青春的十字路口。可是，踏进象牙塔的我们，正值青春年少的我们，此时，更多的却是迷茫与困惑。恰同学少年，又有几人在意气风发？
不知何时，逃课成为一门必修课；不知何时，挂科成为一门选修课；整天无休止的上网玩游戏，整天浑浑噩噩的睡觉；我们时而疯狂的玩耍，我们时而无聊的不知所措。打酱油成为我们做事的方法，无所谓成为我们生活的态度；我们拿着再不疯狂就老了的理由去安慰自己，
拿着一点点微不足道的成就去欺骗自己。我们过着单调枯燥甚至有些堕落的生活，
是啊，谁的青春不迷茫？可是，我们就应该这样继续下去吗？就这样去度过我们终将逝去的青春吗？不！君不见一教考研学子，不畏严寒酷暑不惧孤独寂寞，坚守着心中的梦；君不见奋发有为者在学生组织中磨砺锻炼，从委员到部长再到主席，一步一步的努力着；君不见亦有志存高远者为自己的未来规划着，参加一次次的活动，积累一次次的经验；君不见亦有自强不息者从事着自己的小事业，从发传单到代理再到自己做项目，一步步的成长着。是的，青春年少，我每个人都有自己的生活方式；但是，既然可以选择，我们为什么不去选择一种更有意义更充实的生活？
大学，是我们青春的开端，亦是我们青春的末班车；然而时间不再回头，这如花般的青春年华转瞬即逝。恰同学少年，风华正茂，书生意气；我们却还有很多事是没有做，还有很多梦没有实现。
同学们，醒醒吧！找回自己，确定方向，我们的青春不应虚度。同学们，努力吧！改变自己，奋发向上，我们的人生不应虚度。同学们，呐喊吧！时代在召唤，中国梦的实现，中华民族的伟大复兴需要一代代有志青年的努力。我们恰同学少年，理应肩负起这种时代责任感。 感谢各位的认真倾听，我的演讲到此结束。
《青春正能量演讲稿英文》出自：百味书屋
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