演講MP3+雙語文稿:協(xié)作領(lǐng)導(dǎo)指南

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[演講者及介紹]Lorna Davis

商業(yè)領(lǐng)袖洛娜?戴維斯(Lorna Davis)激勵(lì)、指導(dǎo)和激勵(lì)領(lǐng)導(dǎo)者們將企業(yè)作為一種力量，使其向好的方向發(fā)展。

[演講主題]協(xié)作領(lǐng)導(dǎo)的指南

[中英文字幕]

翻譯者 Ivana Korom 校對(duì)者 Krystian Aparta

00:13

It was a fantastic new pink suit with bigbuttons and shoulder pads. It was 1997, and I was the new boss of Griffin'sFoods, an iconic cookie and snacks company in New Zealand. It was my first timeas the leader of a company, and I was on the stage to give a big speech aboutour ambitious new goals.

我穿著嶄新靚麗的粉紅套裝，上面有大大的紐扣和墊肩。那是 1997 年，我剛成為 Griffin’s Foods 的新領(lǐng)導(dǎo)，這是新西蘭的一家餅干零食龍頭企業(yè)。那是我第一次擔(dān)任一家公司的領(lǐng)導(dǎo)，記得當(dāng)時(shí)我站在臺(tái)上發(fā)言，介紹著我們野心勃勃的新目標(biāo)。

00:38

I knew exactly what my call to action was,which was "One in every four times a Kiwi eats a snack, it will be one ofours." I emphasized that we knew how to measure our results and that ourfuture was in our control. Embarrassingly enough, I finished up with "Ifnot this, what? If not us, who? And if not now, when?"

我非常清楚我的行動(dòng)綱領(lǐng)是什么，那就是“新西蘭人所吃的餅干中，每四塊就有一塊將會(huì)是我們家的?！蔽覐?qiáng)調(diào)說我們知道如何衡量我們的結(jié)果，未來就在我們手中。最尷尬的還在后頭，我是這樣結(jié)尾的“不然呢？ 舍我其誰？ 更待何時(shí)？”

01:03

I got this huge round of applause and I wasreally, really pleased with myself. I wanted so much to be a good leader. Iwanted to be followed by a devoted team, I wanted to be right. In short, Iwanted to be a hero. A hero selling chips and biscuits in a pink suit.

隨之我收獲了陣陣掌聲，我對(duì)自己感到特別特別滿意。我太想成為一個(gè)好領(lǐng)導(dǎo)了。我太想擁有一支忠誠(chéng)的團(tuán)隊(duì)了。我希望自己所做的一切都是正確的?？偠灾蚁氤蔀橐粋€(gè)英雄。穿著粉紅套裝賣薯片和餅干的英雄。

01:25

(Laughter)

（笑聲）

01:28

What happened after that speech? Nothing.

演講之后發(fā)生什么了呢？什么都沒發(fā)生。

01:33

All of that applause did not lead to action.Nothing changed. Not because they didn't like me or the message. The problemwas that no one knew what they were expected to do. And most importantly, theydidn't know that I needed them.

那些掌聲都沒有轉(zhuǎn)化成行動(dòng)。沒有任何改變。并不是因?yàn)樗麄儾幌矚g我或者我所傳遞的信息。問題在于沒有人知道他們應(yīng)該做什么。最重要的是，他們并不知道我需要他們。

01:49

Now, you may think that this is a classichero speech, where I'm going to tell you that I overcame that obstacle andtriumphed. Actually, I'm going to tell you that in a world as complex andinterconnected as the one we live in, the idea that one person has the answeris ludicrous. It's not only ineffective, it's dangerous, because it leads us tobelieve that it's been solved by that hero, and we have no role.

聽完你可能覺得這可真是個(gè)典型的英雄故事，我馬上就要告訴你們，我克服了重重困難并取得了成功。實(shí)話說，接下來我要說的是，在我們所生活的這樣一個(gè)復(fù)雜又相互關(guān)聯(lián)的世界里，“會(huì)有一個(gè)無所不能的人”這樣的想法很不靠譜。沒用且不說，而且很危險(xiǎn)。因?yàn)樗屛覀兿嘈艈栴}都被英雄解決了，沒有我們什么事了。

02:17

We don't need heroes. We need radicalinterdependence, which is just another way of saying we need each other. Eventhough other people can be really difficult, sometimes.

我們需要的不是英雄。我們需要的是完全的共同依存，換言之，也就是我們需要彼此。哪怕有時(shí)候有些人非常難相處。

02:30

I spent decades trying to work out how tobe a good leader. I've lived in seven countries and five continents. And inrecent years, I've spent a lot of time with the B Corp community, originally asa corporate participant and more recently as an ambassador.

我花了數(shù)十年嘗試著找到成為一個(gè)好領(lǐng)導(dǎo)的方法。我曾經(jīng)在五大洲、七個(gè)國(guó)家生活過。最近幾年，我在 B Corp（共益企業(yè)）社群上傾注了很多精力，一開始只是作為企業(yè)參與者，而最近已經(jīng)成為了大使。

02:47

Now, B Corps are a group of companies whobelieve in business as a force for good. There's a tough certification withabout 250 questions about your social and environmental performance. You mustlegally declare your intention to serve the community as well as yourshareholders and you must sign the declaration of interdependence.

現(xiàn)在很多公司成為了 B Corp 的一員，他們相信商業(yè)是一種向善的力量。B Corp 有一個(gè)嚴(yán)格的認(rèn)證程序，一共 250 道問題，關(guān)于你的社會(huì)及環(huán)境表現(xiàn)。你必須合法地表明你愿意服務(wù)社群及利益相關(guān)者。你還得簽訂共同依存聲明。

03:10

Now one of the things that inspires me themost about the companies in this movement is that they see themselves as partof a whole system. It's sort of as if they imagine themselves on a big, flowingriver of activity, where, if they are, for example, soft drinks manufacturers,they understand that upstream from them, there's water and sugar, and farmersthat grow that sugar, and plastic and metal and glass, all of which flows intothis thing that we call a company which has financial results. And the flowingcontinues with consequences. Some of them intended, like refreshment andhydration, and some unintended, like garbage and obesity.

參與這個(gè)運(yùn)動(dòng)的企業(yè)最讓我茅塞頓開的是，他們把自己看作整個(gè)系統(tǒng)的一部分。就像是他們想象自己漂浮在一條名為商業(yè)活動(dòng)的寬廣的河流上，在這條河流上，假設(shè)他們是飲料制造商，他們知道他們的上游有水和糖的制造商，種植糖的農(nóng)民，塑料，金屬和玻璃制造商，這一切都匯聚到一個(gè)我們稱之為“企業(yè)”的追求業(yè)績(jī)的地方。這一流程包含著各種各樣后果。有意為之的有提神和補(bǔ)水產(chǎn)品，無意為之的有垃圾和肥胖。

04:01

Spending time with leaders in this spacehas led me to see that true collaboration is possible, but it's subtle and it'scomplex. And the leaders in this space are doing a few things very differentlyfrom traditional heroic leaders. They set goals differently, they announcethose goals differently and they have a very different relationship with otherpeople.

在這個(gè)空間與不同的領(lǐng)導(dǎo)者在一起讓我看到了真正協(xié)作的可能性。但是這很微妙，很復(fù)雜。這里的領(lǐng)導(dǎo)者們對(duì)于某些事情的做法與傳統(tǒng)的英雄型領(lǐng)導(dǎo)者截然不同。他們制定目標(biāo)的方式不同，宣告目標(biāo)的方式不同，與他人的關(guān)系也很不一樣。

04:25

Let's begin with the first difference. Ahero sets a goal that can be individually delivered and neatly measured. Youcan recognize a heroic goal -- they use terms like "revenue" and"market share" and are often competitive. I mean, remember pink-suitday? Interdependent leaders, on the other hand, start with a goal that's reallyimportant, but is actually impossible to achieve by one company or one personalone.

我們先來談?wù)劦谝粋€(gè)不同點(diǎn)。英雄設(shè)定一個(gè)大家能獨(dú)自完成的目標(biāo)，且能被很好地測(cè)量。一個(gè)英雄型目標(biāo)很好辨認(rèn)——他們用諸如“收益”和“市場(chǎng)份額”這樣的術(shù)語，而且往往有競(jìng)爭(zhēng)含義。還記得剛提到的粉紅套裝那天吧？共同依存型領(lǐng)導(dǎo)者則不然，他們?cè)O(shè)定一個(gè)很重要的目標(biāo)，但是那確實(shí)不是一個(gè)公司或一個(gè)人就能完成的。

04:57

I want to give you an example from theclothing industry, which produces 92 million tons of waste a year. Patagoniaand Eileen Fisher are clothing manufacturers, both of them B Corps, both ofthem deeply committed to reducing waste. They don't see that theirresponsibility ends when a customer buys their clothes. Patagonia encouragesyou not to buy new clothes from them, and will repair your old clothes forfree. Eileen Fisher will pay you when you bring back your clothes, and eithersell them on or turn them into other clothes. While these two companies arecompetitive in some ways, they work together and with others in the industry tosolve shared problems. They take responsibility for things that happen upstreamas well.

接下來我舉一個(gè)服裝行業(yè)的例子。這個(gè)行業(yè)每年產(chǎn)生 9200 萬噸廢料。Patagonia 和 Eileen Fisher 是服裝制造商，都是 B Corp 的成員，也都致力于減少?gòu)U料。他們覺得自己的責(zé)任并不止于消費(fèi)者購(gòu)買他們的衣服，Patagonia 鼓勵(lì)人們不要從他們那里購(gòu)買新衣服，而是采用他們提供的修補(bǔ)衣服的免費(fèi)服務(wù)。Eileen Fisher 會(huì)出錢回購(gòu)你的舊衣服，然后把你的舊衣服賣出去或者改造成其他衣服。盡管這兩家公司在某些方面存在著競(jìng)爭(zhēng)關(guān)系，他們卻能聯(lián)手，跟業(yè)內(nèi)的企業(yè)合作來解決一個(gè)共同面臨的問題。同時(shí)他們也對(duì)發(fā)生在上游的事情負(fù)責(zé)。

05:49

Around the world, there are around 300million people who work from home in this industry, most of them women, many ofthem in very difficult circumstances with poor lighting, sewing on buttons anddoing detailed stitching. Until 2014, there was no protection for theseworkers. A group of companies got together with a not-for-profit called Nest tocreate a set of standards that's now been adopted by the whole industry.

在全世界范圍內(nèi)，大概 3 億人在家從事這個(gè)行業(yè)，絕大部分是女性，很多人的生存條件堪憂，只能在采光很差的條件下進(jìn)行縫紐扣等細(xì)致的縫補(bǔ)操作。直到 2014 年之前，這些工人都得不到保障。一幫企業(yè)和一個(gè)叫 Nest 的非盈利機(jī)構(gòu)聯(lián)手設(shè)立了一系列標(biāo)準(zhǔn)，現(xiàn)在已經(jīng)被整個(gè)行業(yè)采用了。

06:19

Once you've seen problems like this, youcan't unsee them, so you have to ask others to help you to solve them. Thesefolks take interdependence as a given, and said to me, "We don't competeon human rights."

一旦你看見了這樣的問題，你就無法視若罔聞，你得邀請(qǐng)其他人協(xié)助你解決。這些人把共同依存看作一種理所當(dāng)然，他們跟我說：“我們不會(huì)在人權(quán)問題上競(jìng)爭(zhēng)。”

06:34

The second big difference for collaboratorsis their willingness to declare their goals before they have a plan. Now thehero only reveals their carefully crafted goal when the path to achieve it isclear. In fact, the role of the hero announcement is to set the stage for thebig win. Hero announcements are full of triumph. Interdependent leaders, on theother hand, want other people to help them, so their announcements are often aninvitation for co-creation, and sometimes, they're a call for help.

對(duì)于協(xié)作者來說，第二大不同點(diǎn)是他們?cè)敢庠谟杏?jì)劃之前談目標(biāo)。而英雄只會(huì)在當(dāng)前道路已經(jīng)清晰的情況下披露謹(jǐn)慎設(shè)立的目標(biāo)。事實(shí)上，英雄型公告的作用就是為了給凱旋設(shè)立一個(gè)舞臺(tái)。英雄型公告洋溢著勝利。相反，共同依存的領(lǐng)導(dǎo)者希望其他人去幫助他們，所以他們的公告往往是對(duì)共創(chuàng)的邀請(qǐng)，有時(shí)候，還是對(duì)支援的請(qǐng)求。

07:11

At the North American division of theFrench food company Danone, I announced that we wanted to become a B Corp. Andunlike pink-suit day, I had no plan to get there. I remember the day reallyclearly. Everybody in the room gasped, because they knew we didn't have a plan.But they also knew that we had seen our role in the river that is the foodsystem, and we wanted to make a change.

在法國(guó)食品公司達(dá)能的北美分部，我宣布說我們希望成為一個(gè)共益企業(yè)。和粉紅套裝之日不同的是，我心里并沒有任何實(shí)施計(jì)劃。我還很清晰地記得那天的情形。會(huì)議室里所有人都忐忑不安，因?yàn)樗麄冎牢覀兏緵]有任何計(jì)劃。但是同時(shí)他們也知道，我們已經(jīng)看見在食品制造這條河流上我們所扮演的角色。我們想要做出改變。

07:42

Making that declaration without a planmeant that so many young people in our company stepped up to help us, and B Corpsaround us all rallied around. And the day we became a B Corp wasn't just aself-congratulatory moment of a hero company -- it was more like a communitycelebration.

在毫無計(jì)劃的情況下做出此番宣言，意味著我們公司中很多的年輕人 將會(huì)站出來幫助我們，身邊的共益公司也將會(huì) 站在我們身邊。我們成為共益公司的那一天 并不只是一個(gè)英雄型企業(yè)的 自我慶祝時(shí)刻 —— 而更像是一種社群慶祝。

08:05

Now when you gave goals that you can'tachieve alone, and you've told everyone about them, inevitably, you'll end upat the third big difference, which is how you see other people, inside yourcompany and outside.

當(dāng)你設(shè)定一個(gè)自己無法獨(dú)自完成的目標(biāo)，而你又已經(jīng)公告天下的時(shí)候，無可避免的，將會(huì)出現(xiàn)第三大不同，也就是你如何看待他人，無論是在公司內(nèi)部還是外部。

08:23

Heroes see everyone as a competitor or afollower. Heroes don't want input, because they want to control everythingbecause they want the credit. And you can see this in a typical hero meeting.Heroes like making speeches. People lean back in their chairs, maybe impressedbut not engaged. Interdependent leaders, on the other hand, understand thatthey need other people. They know that meetings are not just mindless calendarfillers. These are the most precious things you have. It's where peoplecollaborate and communicate and share ideas. People lean forward in meetingslike this, wondering where they might fit in.

英雄把其他人看作對(duì)手或者追隨者。英雄不需要其他人的意見，因?yàn)樗麄兿胍刂埔磺?，想要包攬功勞。在一個(gè)典型的英雄會(huì)議中你就能發(fā)現(xiàn)這一點(diǎn)。英雄喜歡發(fā)表演講。人們靠在自己的座位上，也許挺佩服，但是心不在焉。共同依存的領(lǐng)導(dǎo)者明白自己需要其他人。他們明白這些會(huì)議并非只是用來漫無目的地填滿日程。這些是最為寶貴的東西。在這里人們協(xié)作，溝通，分享主意。他們積極參與這樣的會(huì)議，想知道自己能否融入其中。

09:12

When I was in Shanghai in China, where Ilived for six years, running the Kraft Foods business, selling, amongst otherthings, Oreo cookies, we had a problem with hero culture. We kept on launchingnew products that failed. And we would find out afterwards that everyone in thecompany knew they were going to fail, they just didn't feel free to tell us. Sowe changed the way we ran our innovation and planning meetings in two importantways. First of all, language went back to Chinese. Because even though everyonespoke great English, when I was in the room and the meeting was in English,they focused on me. And I was the foreigner, and I was the boss and Iapparently had that intimidating hero look. The second thing is we asked everysingle person in the meeting their opinion. And our understanding of thesubtleties of the differences between American taste and Chinese taste, in thiscase, really improved, and our new product success rate radically turned aroundand we launched a lot of winners, including the now famous green-tea-flavoredOreos.

當(dāng)我在中國(guó)上海的時(shí)候——我在那住了六年，運(yùn)營(yíng)著卡夫食品公司，主要銷售奧利奧餅干。我們有個(gè)英雄文化問題。我們總是發(fā)布一些失敗的新產(chǎn)品。隨后我們才發(fā)現(xiàn)其實(shí)公司每個(gè)人都知道會(huì)失敗，但是他們就是不跟我們說。所以我們改變了舉行創(chuàng)新和規(guī)劃會(huì)議的形式，主要從以下兩方面。首先，把會(huì)議語言轉(zhuǎn)換成中文。因?yàn)楸M管所有人的英文都很流利，只要我出現(xiàn)在會(huì)議室的時(shí)候，會(huì)議便會(huì)用英文進(jìn)行，大家會(huì)把關(guān)注點(diǎn)放在我的身上。我是外國(guó)人，我是老板，很明顯我就是一副令人肅然起敬的英雄的樣子。其次，我們?cè)儐柫嗽谧恳粋€(gè)人的想法。我們對(duì)細(xì)微差異的理解，比如說美國(guó)人口味和中國(guó)人口味的細(xì)微不同，得到了相當(dāng)大的改善，我們的新產(chǎn)品成功率也隨之得到極大的扭轉(zhuǎn)，我們發(fā)布了很多成功的產(chǎn)品，包括目前大受歡迎的綠茶口味奧利奧。

10:22

Hero culture sneaks in everywhere. AtDanone, we had a lot of great stuff happening in one part of the world, and wewanted it to spread to another part of the world. But when you put a person inbusiness gear up in front of a group of people with PowerPoint, they have theurge to become sort of heroic. And they make everything look super shiny and theydon't tell the truth. And it's not compelling and it's not even interesting.

英雄文化無孔不入。在達(dá)能，我們?cè)谑澜缫恍┑胤接羞^很多很棒的嘗試，我們想把這些嘗試擴(kuò)散到世界的其他地方。但是當(dāng)你把一個(gè)人放到商業(yè)引擎里，放到一群人面前，操控著 PPT，他們會(huì)產(chǎn)生一種成為英雄的沖動(dòng)。他們會(huì)把一切包裝得很華麗，而且不會(huì)說實(shí)話。這并不能打動(dòng)人，甚至并不吸引人。

10:50

So, we changed it and we created thesefull-day marketplaces, kind of like a big bazaar. And everybody was dressed upin costume, some people a little, some people a lot. And sellers had to mantheir stalls and sell their ideas as persuasively as possible, and people whowere convinced bought them with fake check books. Creating just a bit ofsilliness with the environment and a hat or a scarf drops people's guard andcauses ideas to spread like wildfire.

于是乎我們改變了這種狀況。我們創(chuàng)建了叫全日制市場(chǎng)的活動(dòng)，有點(diǎn)像一個(gè)大集市。所有人都穿著特別的裝束，有些人比較低調(diào)，有些人比較隆重。賣方需要管好自己的攤位，以盡可能吸引人的方式拋售自己的想法，被說服的人得用假的貨幣購(gòu)買這些想法。人們營(yíng)造著一種帶點(diǎn)傻氣的氛圍，用一頂帽子或者一條圍巾讓人們放下戒備，讓想法像野火般蔓延。

11:20

There's no recipe here, but time togetherhas to be carefully curated and created so that people know that their time isvaluable and important, and they can bring their best selves to the table.

這里沒有所謂的秘訣，有的只是精心組織，用心搭建的讓大家相處的時(shí)間，那樣人們就會(huì)體會(huì)到他們的時(shí)間是有價(jià)值且重要的，他們可以把最好的自己展現(xiàn)出來。

11:37

Hero culture is present right here in TED.This whole process makes it look like I think I'm a hero. So just in case there'sany doubt about the point that I'm trying to make, I want to apply these ideasin an area in which I have zero credibility and zero experience.

TED 也存在英雄文化。整個(gè)流程讓我覺得 自己像是一個(gè)英雄。為了支持我想要表達(dá)的觀點(diǎn)，我想在一個(gè)我并無任何公信力，并無任何經(jīng)驗(yàn)的地方，把這些想法用起來。

11:58

I'm originally South African, and I'mdeeply passionate about wildlife conservation, most particularly rhinos. Thosemajestic creatures with big horns. Every day, three rhinos are killed, becausethere are people who think that those horns are valuable, even though they're justmade of the same stuff as hair and fingernails. It breaks my heart. Like allgood recovering heroes, I did everything I could to reduce this goal tosomething that I could do by myself. But clearly, stopping rhino poaching is agoal way too big for me. So I'm immediately in interdependence land. I'mdeclaring my goal on this stage. I found other people as passionate as I am andI've asked if I could join them. And after today, there may be more. And we'renow in the complex but inspiring process of learning how to work together. Mydream is that one day, someone will stand on this stage and tell you howradical interdependence saved my beloved rhinos.

我是南非裔，我對(duì)野生動(dòng)物保護(hù)滿懷熱情，特別是犀牛，那些長(zhǎng)著大大的角的神奇動(dòng)物。每天都有三頭犀牛被捕殺，因?yàn)橛行┤苏J(rèn)為這些犀牛角是有價(jià)值的，哪怕這些角的成分跟頭發(fā)和指甲別無二致。這讓我傷透了心。就像所有好心的英雄，我想盡辦法要將這個(gè)宏大的目標(biāo)降低為憑一己之力就能解決的事情。但是很顯然，防止捕殺犀牛對(duì)于我來說是個(gè)過大的目標(biāo)。于是我馬上發(fā)現(xiàn)，自己正處在共同依存的空間中。在這個(gè)舞臺(tái)上，我宣布了自己的目標(biāo)。我找到了跟我一樣充滿熱情的人，我問過我能否加入他們。今天之后這個(gè)隊(duì)伍也許會(huì)壯大起來。我們正處于一個(gè)復(fù)雜但是振奮人心的過程當(dāng)中，學(xué)習(xí)如何共事。我夢(mèng)想著有一天，有人能站在這個(gè)舞臺(tái)上，告訴你們完全的共同依存拯救了我心愛的犀牛。

13:10

Why does hero culture persist, and whydon't we work together more? Well, I don't know why everyone else does it, butI can tell you why I did it. Interdependence is a lot harder than being a hero.It requires us to be open and transparent and vulnerable, and that's not whattraditional leaders have been trained to do. I thought being a hero would keepme safe. I thought that in the elevation and separation that comes from heroicleadership, that I would be untouchable. This is an illusion.

為什么英雄文化堅(jiān)挺，為什么我們不進(jìn)一步攜手合作？我不知道 其他人攜手合作的原因，但是我可以告訴你 我這么做的原因。共同依存比當(dāng)孤膽英雄困難多了。前者需要我們心胸開放，透明，暴露自己軟弱的一面，這些都不是傳統(tǒng)領(lǐng)導(dǎo)者所接受的教導(dǎo)。我曾想過，當(dāng)一個(gè)英雄能讓我得到保護(hù)。我曾想過英雄型領(lǐng)導(dǎo)風(fēng)格所帶來的上升與隔離，能讓我變得不被撼動(dòng)。但是這是一種幻想。

13:48

The joy and success that comes frominterdependence and vulnerability is worth the effort and the risk. And ifwe're going to solve the challenges that the world is facing today, we have noalternative, so we had better start getting good at it.

來自于共同依存和暴露軟弱的愉悅與成功 值得我們?yōu)橹冻?，為之冒險(xiǎn)。如果我們想解決 現(xiàn)在世界面臨的問題，我們別無他選，所以我們現(xiàn)在最好 變得更加擅長(zhǎng)此道。

14:05

Thank you.

謝謝大家。

14:06

(Applause)

（掌聲）