I'm going to talk about the simple truth in leadership in the 21st century. In the 21st century, we need to actually look at -- and what I'm actually going to encourage you to consider today -- is to go back to our school days when we learned how to count. But I think it's time for us to think about what we count. Because what we actually count truly counts.
Govoriti ću o jednostavnoj istini u vođenju u 21. stoljeću. U 21. stoljeću, moramo pogledati -- i za što ću Vas ja danas u stvari ohrabriti da razmotrite -- jest da se vratite u školske dane kada smo učili kako brojati. Ali smatram kako je vrijeme da razmislimo o tome što ćemo brojati. Jer se ono što mi zapravo brojimo stvarno broji.
Let me start by telling you a little story. This is Van Quach. She came to this country in 1986 from Vietnam. She changed her name to Vivian because she wanted to fit in here in America. Her first job was at an inner-city motel in San Francisco as a maid. I happened to buy that motel about three months after Vivian started working there. So Vivian and I have been working together for 23 years.
Dozvolite da započnem sa jednom malom pričom. Ovo je Van Quach. Došla je u ovu zemlju 1986. iz Vijetnama. Promijenila je svoje ime u Vivian jer se htjela uklopiti ovdje u Americi. Njezin prvi posao bio je u gradskom motelu u San Franciscu, gdje je radila kao sobarica. Ja sam kupio taj motel tri mjeseca nakon što je Vivian počela tamo raditi. Vivian i ja radimo zajedno već 23 godine.
With the youthful idealism of a 26-year-old, in 1987, I started my company and I called it Joie de Vivre, a very impractical name, because I actually was looking to create joy of life. And this first hotel that I bought, motel, was a pay-by-the-hour, no-tell motel in the inner-city of San Francisco. As I spent time with Vivian, I saw that she had sort of a joie de vivre in how she did her work. It made me question and curious: How could someone actually find joy in cleaning toilets for a living? So I spent time with Vivian, and I saw that she didn't find joy in cleaning toilets. Her job, her goal and her calling was not to become the world's greatest toilet scrubber. What counts for Vivian was the emotional connection she created with her fellow employees and our guests. And what gave her inspiration and meaning was the fact that she was taking care of people who were far away from home. Because Vivian knew what it was like to be far away from home.
S mladenačkim idealizmom 26-godišnjaka 1987. godine pokrenuo sam svoju kompaniju i nazvao je Joie de Vivre, vrlo nepraktično ime, jer sam zapravo gledao kako da stvorim radost od života. Taj prvi hotel koji sam kupio, motel, bio je plati-po-satu, ne-reci-nikome motel u srcu San Francisca. Kako sam provodio vrijeme s Vivian primijetio sam da ima neku vrstu "joie de vivre" (radosti življenja) u tome kako je radila svoj posao. Zapitao sam se i zaintrigirao: Kako netko može pronaći radost u čišćenju toaleta? Proveo sam dosta vremena s Vivian, i vidio kako nije pronašla radost u čišćenju toaleta. Njezin posao, njen cilj, njen poziv nije bio da postane najboljom svjetskom čistačicom toaleta. Ono što je cijenila Vivian bila je emocionalna povezanost koju je stvorila sa svojom suradnicima i našim gostima. I ono što joj je davalo inspiraciju i smisao bila je činjenica da se ona, zapravo, brinula o ljudima koji su bili daleko od kuće. Jer Vivian je znala kako je to biti daleko od kuće.
That very human lesson, more than 20 years ago, served me well during the last economic downturn we had. In the wake of the dotcom crash and 9/11, San Francisco Bay Area hotels went through the largest percentage revenue drop in the history of American hotels. We were the largest operator of hotels in the Bay Area, so we were particularly vulnerable. But also back then, remember we stopped eating French fries in this country. Well, not exactly, of course not. We started eating "freedom fries," and we started boycotting anything that was French. Well, my name of my company, Joie de Vivre -- so I started getting these letters from places like Alabama and Orange County saying to me that they were going to boycott my company because they thought we were a French company. And I'd write them back, and I'd say, "What a minute. We're not French. We're an American company. We're based in San Francisco." And I'd get a terse response: "Oh, that's worse."
Ta lekcija iz ljudskosti prije 20 godina, poslužila mi je dobro za vrijeme posljednjeg ekonomskog pada kojega smo imali. U zoru dotcom kraha i 9/11, San Francisco Bay Area hoteli doživjeli su najveći postotak pada prihoda u povijesti američkih hotela. Mi smo bili najveći upravitelji hotela na području San Francisca, tako smo bili posebno ranjivi. Također smo tada, sjećate se, prestali jesti pržene krumpiriće u ovoj zemlji. Pa, ne baš. Naravno da ne. Zapravo smo počeli jesti "krumpiriće slobode". I počeli smo bojkotirati sve što je bilo francusko. Dakle, ime moje kompanije -- Joie de Vivre. Počeo sam primati razna pisma iz Alabame i okružnice Orange u Kaliforniji u kojima je pisalo kako će bojkotirati moju kompaniju jer su mislili kako smo mi francuska kompanija. Pisao sam im natrag, rekavši, "Čekajte malo. Mi nismo Francuzi. Mi smo američka kompanija. Sjedište nam je u San Franciscu." I dobio bi kratak odgovor, "To je još gore."
(Laughter)
(Smijeh)
So one particular day when I was feeling a little depressed and not a lot of joie de vivre, I ended up in the local bookstore around the corner from our offices. And I initially ended up in the business section of the bookstore looking for a business solution. But given my befuddled state of mind, I ended up in the self-help section very quickly. That's where I got reacquainted with Abraham Maslow's "hierarchy of needs." I took one psychology class in college, and I learned about this guy, Abraham Maslow, as many of us are familiar with his hierarchy of needs. But as I sat there for four hours, the full afternoon, reading Maslow, I recognized something that is true of most leaders. One of the simplest facts in business is something that we often neglect, and that is that we're all human. Each of us, no matter what our role is in business, has some hierarchy of needs in the workplace.
Jednog posebnog dana kada sam se osjećao malo deprimirano i bez puno "joie de vivre", završio sam u lokalnoj knjižari na uglu. Isprva sam se našao u poslovnom odjeljku knjižare tragajući za poslovnim rješenjem. U zbunjenosti svoga uma, završio sam u odjeljku za samo-pomoć. I tamo sam se ponovno susreo sa Maslowljevom hijararhijom potreba. Na koledžu sam odslušao psihologiju i naučio o tom liku, Abrahamu Maslowu, onako kako je većina nas upoznata s "hijerarhijom potreba". Ali kako sam tamo sjedio četiri sata, cijelo poslijepodne, čitajući Maslowa, prepoznao sam nešto što je istina za većinu vođa. I jedna od jednostavnijih činjenica u poslovanju jest nešto što obično zanemarimo. A to je da smo svi mi ljudi. I svatko od nas, neovisno o našoj ulozi u poslovanju, ima zapravo neku hijerarhiju potreba na radnom mjestu.
So as I started reading more Maslow, what I started to realize is that Maslow, later in his life, wanted to take this hierarchy for the individual and apply it to the collective, to organizations and specifically to business. But unfortunately, he died prematurely in 1970, and so he wasn't really able to live that dream completely. So I realized in that dotcom crash that my role in life was to channel Abe Maslow. And that's what I did a few years ago when I took that five-level hierarchy of needs pyramid and turned it into what I call the transformation pyramid, which is survival, success and transformation. It's not just fundamental in business, it's fundamental in life. And we started asking ourselves the questions about how we were actually addressing the higher needs, these transformational needs for our key employees in the company. These three levels of the hierarchy needs relate to the five levels of Maslow's hierarchy of needs.
I kako sam počeo čitati još Maslowa, zapravo sam počeo shvaćati kako, je Maslow, kasnije u svom životu, htjeo uzeti ovu hijerarhiju potreba za pojedinca i primijeniti je na kolektiv, na organizacije i posebno poslove. Nažalost, umro je prerano 1970. I nije mogao proživjeti svoj san u potpunosti. Shvatio sam kako je u dotcom krahu moja uloga bila da usmjerim Abe Maslowa. To sam i učinio prije nekoliko godina kada sam uzeo tu petrazinsku piramidu hijerarhije potreba i pretvorio je u kako je ja nazivam transformacijsku piramidu, koja je preživljavanje, uspjeh i transformacija. Nije samo fundamentalna u poslovanju, već i u životu općenito. Počeli smo sebe propitivati o tome kako se nosimo s višim potrebama, tim transformacijskim potrebama naših ključnih zaposlenika u kompaniji. Ove tri razine hijerarhije potreba vezuju se na pet razina Maslowljeve hijerarhije potreba.
But as we started asking ourselves about how we were addressing the higher needs of our employees and our customers, I realized we had no metrics. We had nothing that actually could tell us whether we were actually getting it right. So we started asking ourselves: What kind of less obvious metrics could we use to actually evaluate our employees' sense of meaning, or our customers' sense of emotional connection with us? For example, we actually started asking our employees, do they understand the mission of our company, and do they feel like they believe in it, can they actually influence it, and do they feel that their work actually has an impact on it? We started asking our customers, did they feel an emotional connection with us, in one of seven different kinds of ways. Miraculously, as we asked these questions and started giving attention higher up the pyramid, what we found is we created more loyalty. Our customer loyalty skyrocketed. Our employee turnover dropped to one-third of the industry average, and during that five year dotcom bust, we tripled in size.
Ali kako smo počeli propitivati vlasititi odnos prema višim potrebama naših zaposlenika i kupaca, shvatio sam kako za to uopće nemamo pokazatelja. Nismo imali ništa što bi nam moglo reći jesmo li na pravom putu. Stoga smo se zapitali: koju bismo vrstu ne tako očitih pokazatelja mogli upotrijebiti za procijenu osjećaja smisla naših zaposlenika, ili emocionalnu povezanost naših kupaca sa našom kompanijom? Na primjer, počeli smo pitati naše zaposlenike, shvaćaju li misiju naše kompanije, osjećaju li da vjeruju u nju, mogu li stvarno na nju utjecati, osjećaju li kako njihov posao ima utjecaja na našu misiju? Počeli smo pitati naše kupce, osjećaju li emocionalnu povezanost s nama, u jednom od sedam načina. Čudom, kako smo postavljali ova pitanja i počeli pridavati više pažnje vrhu piramide, primijetili smo kako smo stvorili više lojalnosti. Vjernost naših kupaca popela se u nebo. Fluktuacija radnika se smanjila na trećinu industrijskog prosjeka. I tijekom petogodišnjeg dotcom kraha, utrostručili smo se.
As I went out and started spending time with other leaders out there and asking them how they were getting through that time, what they told me over and over again was that they just manage what they can measure. What we can measure is that tangible stuff at the bottom of the pyramid. They didn't even see the intangible stuff higher up the pyramid. So I started asking myself the question: How can we get leaders to start valuing the intangible? If we're taught as leaders to just manage what we can measure, and all we can measure is the tangible in life, we're missing a whole lot of things at the top of the pyramid.
Kako sam izašao i započeo provoditi vrijeme s drugim vođama te ih pitao kako su se oni nosili u tim vremenima, ono što su mi stalno ponavljali jest kako oni upravljaju samo onime što mogu mjeriti. Ono što mi možemo mjeriti jest ono opipljivo na dnu piramide. Oni nisu ni vidjeli ono neopipljivo pri vrhu piramide. Počeo sam se pitati slijedeće pitanje: Kako možemo natjerati vođe da počnu cijeniti neopipljivo? Ako smo kao vođe naučeni da upravljamo samo mjerljivim, a sve što možemo mjeriti jest opipljivo u životu, propuštamo mnogo toga na vrhu piramide.
So I went out and studied a bunch of things, and I found a survey that showed that 94 percent of business leaders worldwide believe that the intangibles are important in their business, things like intellectual property, their corporate culture, their brand loyalty, and yet, only five percent of those same leaders actually had a means of measuring the intangibles in their business. So as leaders, we understand that intangibles are important, but we don't have a clue how to measure them. So here's another Einstein quote: "Not everything that can be counted counts, and not everything that counts can be counted." I hate to argue with Einstein, but if that which is most valuable in our life and our business actually can't be counted or valued, aren't we going to spend our lives just mired in measuring the mundane?
Proučio sam mnogo toga. I pronašao anketu koja je pokazala kako 94% poslovnih vođa u svijetu vjeruju kako su neopipljive stvari važne u njihovom poslovanju, stvari poput intelektualnog vlasništva, organizacijske kulture, vjernosti marci. Pa ipak, samo je 5% tih vođa raspolagalo sredstvima za mjerenje neopipljivog u njihovom poslovanju. Kao vođe, mi razumijemo da je i neopipljivo bitno, ali nemamo pojma kako to zapravo mjeriti. Evo ješ jednnog Ensteinovog citata: "Nije sve što se može izbrojati vrijedno brojanja, niti se sve što je vrijedno može izbrojati." Mrzim se prepirati sa Einsteinom, ali ako se ono što je najvrijednije u našem životu i poslovanju zapravo ne može brojati ili vrednovati, hoćemo li provesti naš život zamršeni u mjerenju općepoznatog?
It was that sort of heady question about what counts that led me to take my CEO hat off for a week and fly off to the Himalayan peaks. I flew off to a place that's been shrouded in mystery for centuries, a place some folks call Shangri-La. It's actually moved from the survival base of the pyramid to becoming a transformational role model for the world. I went to Bhutan. The teenage king of Bhutan was also a curious man, but this was back in 1972, when he ascended to the throne two days after his father passed away. At age 17, he started asking the kinds of questions that you'd expect of someone with a beginner's mind.
Takvo intrigantno pitanje o tome što je vrijedno odvelo me da skinem svoj direktorski šešir na tjedan dana i odletim na vrhove Himalaje. Odletio sam u mjesto obavijeno misterijem već stoljećima, mjesto koje ljudi zovu Shangri la. Ono se u stvari pomaknulo sa preživljavajućeg dna piramide kako bi postalo transformacijski ogledni model za cijeli svijet. Otišao sam u Bhutan. Maloljetni kralj Bhutana bio je također znatiželjni mladić, ali to je bilo 1972. kada je preuzeo tron dva dana nakon što mu je otac preminuo. Sa 17 godina, počeo je postavljati pitanja koja biste očekivali od nekoga s početničkim umom.
On a trip through India, early in his reign as king, he was asked by an Indian journalist about the Bhutanese GDP, the size of the Bhutanese GDP. The king responded in a fashion that actually has transformed us four decades later. He said the following, he said: "Why are we so obsessed and focused with gross domestic product? Why don't we care more about gross national happiness?" Now, in essence, the king was asking us to consider an alternative definition of success, what has come to be known as GNH, or gross national happiness. Most world leaders didn't take notice, and those that did thought this was just "Buddhist economics." But the king was serious. This was a notable moment, because this was the first time a world leader in almost 200 years had suggested that intangible of happiness -- that leader 200 years ago, Thomas Jefferson with the Declaration of Independence -- 200 years later, this king was suggesting that intangible of happiness is something that we should measure, and it's something we should actually value as government officials.
Na putu kroz Indiju, rano u svojoj vladavini, Indijski novinar upitao ga je o Bhutanskom BDP-u, o veličini Bhutanskog BDP-a. A kralj je odgovorio u stilu koji nas je transformirao četiri desetljeća kasnije. Rekao je slijedeće: Rekao je, "Zašto smo opsjednuti i fokusirani s bruto domaćim proizvodom? Zašto ne brinemo više o bruto nacionalnoj sreći?" Sada, u biti, kralj nas je pitao da razmotrimo alternativnu definiciju uspjeha, koja je kasnije postala poznatom kao BNS, ili bruto nacionalna sreća. Većina vođa nije to ni primijetila, a oni koji jesu pomislili su kako je to samo "Budistička ekonomija." Ali kralj je bio ozbiljan. I to je bio znakoviti trenutak, jer to je bio prvi puta da je svjetski vođa u gotovo 200 godina predložio da neopipljiva sreća -- ponovno, taj vođa prije 200 godina, je bio Thomas Jefferson s Deklaracijom nezavisnosti -- 200 godina kasnije, kralj je predlagao kako je neopiljiva sreća nešto što bismo trebali mjeriti, i kako je to nešto što bismo trebali vrednovati kao vladini dužnosnici.
For the next three dozen years as king, this king actually started measuring and managing around happiness in Bhutan -- including, just recently, taking his country from being an absolute monarchy to a constitutional monarchy with no bloodshed, no coup. Bhutan, for those of you who don't know it, is the newest democracy in the world, just two years ago.
Slijedećih 30-ak godina kao kralj, ovaj je kralj počeo mjeriti i upravljati srećom u Bhutanu. I uključujući, od nedavno, vođenje ove zemlje od apsolutne monarhije ka ustavnoj monarhiji bez kvoprolića, bez udaraca. Bhutan, za one koji ne znaju, je nova demokracija u svijetu, stara samo 2 godine.
So as I spent time with leaders in the GNH movement, I got to really understand what they're doing. And I got to spend some time with the prime minister. Over dinner, I asked him an impertinent question. I asked him, "How can you create and measure something which evaporates -- in other words, happiness?" And he's a very wise man, and he said, "Listen, Bhutan's goal is not to create happiness. We create the conditions for happiness to occur. In other words, we create a habitat of happiness." Wow, that's interesting. He said that they have a science behind that art, and they've actually created four essential pillars, nine key indicators and 72 different metrics that help them to measure their GNH. One of those key indicators is: How do the Bhutanese feel about how they spend their time each day? It's a good question. How do you feel about how you spend your time each day? Time is one of the scarcest resources in the modern world. And yet, of course, that little intangible piece of data doesn't factor into our GDP calculations.
Kako sam provodio vrijeme s vođama u BDS pokretu, shvatio sam što zapravo čine. Proveo sam malo vremena s premijerom. Na večeri, postavio sam mu drsko pitanje. Pitao sam ga, "Kako možete stvoriti mjeru nečega što isparava, drugim riječima, sreće?" On je vrlo mudar čovjek, rekao je, "Slušaj, cilj Bhutana nije stvoriti sreću. Mi stvaramo preduvjete za bi se sreća mogla pojaviti. Drugim riječima, mi stvaramo stanište za sreću." Wow. To je zanimljivo. I rekao je kako imaju znanost iza te umjetnosti. Stvorili su četiri esencijalna stupa, devet ključnih pokazatelja i 72 različita mjerila koja omogućavaju mjerenje BDS-a. U stvari, jedan od ključnih indikatora jest: Kako Bhutanci osjećaju da troše svoje vrijeme tijekom dana? To je dobro pitanje. Kako se osjećate o tome kako trošite vlastito vrijeme svakoga dana? To je oskudan resurs u modernom svijetu. Pa ipak, naravno, to malo podataka o neopipljivom ne ulazi u našu računicu BDP-a.
As I spent my week up in the Himalayas, I started to imagine what I call an emotional equation. And it focuses on something I read long ago from a guy named Rabbi Hyman Schachtel. How many know him? Anybody? 1954, he wrote a book called "The Real Enjoyment of Living," and he suggested that happiness is not about having what you want; instead, it's about wanting what you have. Or in other words, I think the Bhutanese believe happiness equals wanting what you have -- imagine gratitude -- divided by having what you want -- gratification. The Bhutanese aren't on some aspirational treadmill, constantly focused on what they don't have. Their religion, their isolation, their deep respect for their culture and now the principles of their GNH movement all have fostered a sense of gratitude about what they do have. How many of us here, as TEDsters in the audience, spend more of our time in the bottom half of this equation, in the denominator? We are a bottom-heavy culture in more ways than one.
Kako sam privodio kraju svoj tjedan na Himalaji počeo sam zamišljati ono što zovem emocionalnom jednadžbom. Radi se o nečemu što sam pročitao jako davno od autora Rabbi Hyman Schachtela. Tko je za njega čuo? Itko? 1954.g. napisao je knjigu "Stvarno uživanje u životu." Sugerirao je kako sreća nije imati što god poželimo. Umjesto toga, radi se o želji za onime što već imamo. Drugim riječima, mislim kako Bhutanci vjeruju da sreća odgovara želji za onime što imamo -- zamislite zadovoljstvo -- podijeljeno onime što želite -- zadovoljenje. Bhutanci nisu na aspiracijskom ergometru, konstantno fokusirani na ono što nemaju. Njihova religija, izolacija, duboko poštovanje prema kulturi i principi BNS pokreta kultivirali su osjećaj zahvalnosti za ono što imaju. Koliko nas TEDstera u publici troši većinu vremena na donjoj polovici ove jednadžbe, u nazivniku? Jesmo li mi donje-teška kultura na više od jednog načina.
(Laughter)
(Smijeh)
The reality is, in Western countries, quite often we do focus on the pursuit of happiness as if happiness is something that we have to go out -- an object that we're supposed to get, or maybe many objects. Actually, in fact, if you look in the dictionary, many dictionaries define pursuit as to "chase with hostility." Do we pursue happiness with hostility? Good question. But back to Bhutan.
Stvarnost je kako smo, u zapadnim zemljama, često fokusirani na potjeru za srećom kao da je ona nešto što je vani -- stvar koju bismo morali imati, ili možda više stvari. Zapravo, ako zavirite u riječnik, mnogi definiraju potjeru kao "lov na neprijatelja". Jesmo li u neprijateljskoj potjeri za srećom? Dobro pitanje. Ali vratimo se natrag u Bhutan.
Bhutan's bordered on its north and south by 38 percent of the world's population. Could this little country, like a startup in a mature industry, be the spark plug that influences a 21st century of middle-class in China and India? Bhutan's created the ultimate export, a new global currency of well-being, and there are 40 countries around the world today that are studying their own GNH. You may have heard, this last fall Nicolas Sarkozy in France announcing the results of an 18-month study by two Nobel economists, focusing on happiness and wellness in France. Sarkozy suggested that world leaders should stop myopically focusing on GDP and consider a new index, what some French are calling a "joie de vivre index." I like it. Co-branding opportunities.
Bhutan graniči sjeverno i južno s 38% svjetske populacije. Može li ta mala zemlja, poput početnika u zreloj industriji, biti iskra koja će pokrenuti 21. stoljeće srednje klase u Kini i Indiji? Bhutan je stvorio krajnji izvozni proizvod novu globalnu valutu blagostanja. Ukupno 40 zemalja svijeta istražuju vlastiti BNS. Moguće da ste čuli, ovo jeseni, Nicholas Sarkozy u Francuskoj, najavio je rezultate 18-mjesečnog istraživanja dvaju ekonomista nobelavaca, koja su se fokusirala na sreću i zdravlje u Francuskoj. Sarkozy je predložio da svjetske vođe prestanu slijepo pratiti samo BDP i da razmotre novi indeks, kojega neki Francuzi zovu indeks radosti življenja. Sviđa mi se to. Prilika za zajedničko upravljanje markom.
Just three days ago, three days ago here at TED, we had a simulcast of David Cameron, potentially the next prime minister of the UK, quoting one of my favorite speeches of all-time, Robert Kennedy's poetic speech from 1968 when he suggested that we're myopically focused on the wrong thing and that GDP is a misplaced metric. So it suggests that the momentum is shifting.
Prije samo tri dana, prije tri dana ovdje na TED-u, imali smo prijenos s Davidom Cameronom, potencijalnim budućim premijerom Ujedinjenog Kraljevstva koji je citirao jedan meni od najdražih govora svih vremena, Kennedyjev poetski govor iz 1968. kada je predložio da smo slijepo fokusirani na krivu stvar i da je BDP neprikladna mjera. Izgleda kako se momentum mijenja.
I've taken that Robert Kennedy quote, and I've turned it into a new balance sheet for just a moment here. This is a collection of things that Robert Kennedy said in that quote. GDP counts everything from air pollution to the destruction of our redwoods. But it doesn't count the health of our children or the integrity of our public officials. As you look at these two columns here, doesn't it make you feel like it's time for us to start figuring out a new way to count, a new way to imagine what's important to us in life?
Uzeo sam taj Kennedyjev citat, i pretvorio ga u novu bilancu u nekoliko trenutaka. Ovo je zbirka onoga što je Robert Kennedy rekao u tom citatu. BDP ubraja sve od zagađenja zraka do uništenja naših šuma. Ali ne ubraja zdravlje naše djece ili integritet naših javnih službenika. Kada pogledate ova dva stupca ovdje, ne osjećate li kako je vrijeme da počnemo tražiti novi način računanja, novi način zamišljanja onoga što nam je u životu važno?
(Applause)
(Pljesak)
Certainly Robert Kennedy suggested at the end of the speech exactly that. He said GDP "measures everything in short, except that which makes life worthwhile." Wow. So how do we do that? Let me say one thing we can just start doing ten years from now, at least in this country. Why in the heck in America are we doing a census in 2010? We're spending 10 billion dollars on the census. We're asking 10 simple questions -- it is simplicity. But all of those questions are tangible. They're about demographics. They're about where you live, how many people you live with, and whether you own your home or not. That's about it. We're not asking meaningful metrics. We're not asking important questions. We're not asking anything that's intangible.
Robert Kennedy predložio je upravo to na kraju govora. Rekao je BDP "mjeri sve nakratko, osim onoga za što vrijedi živjeti." Vau. I kako da to napravimo? Dozvolite da kažem jednu stvar koju možemo odmah učiniti za deset godina, barem u ovoj zemlji. Zašto baš u Americi radimo popis stanovništva u 2010? Potrošiti ćemo 10 milijardu dolara na to. A ispitujemo jednostavnih 10 pitanja -- to je jednostavnost. Ali sva su ta pitanja opipljiva. Radi se o demografiji. O tome gdje živite, s koliko ljudi živite, i jeste li vlasnik kuće ili ne. To je uglavnom to. Ne ispituju se smisleni pokazatelji. Ne ispitujemo važna pitanja. Ne ispitujemo ništa što je neopipljivo.
Abe Maslow said long ago something you've heard before, but you didn't realize it was him. He said, "If the only tool you have is a hammer, everything starts to look like a nail." We've been fooled by our tool. Excuse that expression. (Laughter) We've been fooled by our tool. GDP has been our hammer. And our nail has been a 19th- and 20th-century industrial-era model of success. And yet, 64 percent of the world's GDP today is in that intangible industry we call service, the service industry, the industry I'm in. And only 36 percent is in the tangible industries of manufacturing and agriculture. So maybe it's time that we get a bigger toolbox, right? Maybe it's time we get a toolbox that doesn't just count what's easily counted, the tangible in life, but actually counts what we most value, the things that are intangible.
Abe Maslow rekao je davno nešto što ste već čuli, ali niste znali kako je to on. Rekao je, "Ako je jedini alat koji imate čekić, sve počinje nalikovati čavlu." Prevareni smo od vlastitog alata. Oprostite na ovom izrazu. (Smijeh) Prevareni smo od vlastitog alata. BDP je naš čekić. A naš čavao je bio model uspjeha industrijske ere 19-og i 20-og stoljeća. Pa ipak, 64 posto svjetskog BDP-a danas jest ona neopipljiva industrija koju zovemo uslugom, uslužna indutrsija, industrija u kojoj sam ja. Samo 36% je opipljiva industrija proizvodnje i poljoprivrede. Možda je vrijeme da nabavimo veću kutiju za alat. Možda je vrijeme da nabavimo kutiju koja, ne mjeri samo ono što se lako broji, opipljivo u životu, već koja mjeri ono što najviše cijenimo, stvari koje su neopipljive.
I guess I'm sort of a curious CEO. I was also a curious economics major as an undergrad. I learned that economists measure everything in tangible units of production and consumption as if each of those tangible units is exactly the same. They aren't the same. In fact, as leaders, what we need to learn is that we can influence the quality of that unit of production by creating the conditions for our employees to live their calling. In Vivian's case, her unit of production isn't the tangible hours she works, it's the intangible difference she makes during that one hour of work.
Ja sam znatiželjni izvršni menadžer. Bio sam i znatiželjni postdiplomant iz ekonomije. Naučio sam kako ekonomisti mjere sve u opipljivim jedinicama proizvodnje i potrošnje kao da je svaka od tih jedinica jednaka. Nisu jednake. Zapravo, kao vođe, ono što moramo naučiti jest da možemo utjecati na kavalitetu jedinice proizvodnje stvarajući uvjete za naše zaposlenike da žive vlastiti poziv. I zapravo, u Vivianinom slučaju, njezina jedinica proizvodnje nije opipljivi sat koji ona odradi. To je neopopljiva razlika koju ona napravi za vrijeme jednog sata rada.
This is Dave Arringdale who's actually been a longtime guest at Vivian's motel. He stayed there a hundred times in the last 20 years, and he's loyal to the property because of the relationship that Vivian and her fellow employees have created with him. They've created a habitat of happiness for Dave. He tells me that he can always count on Vivian and the staff there to make him feel at home. Why is it that business leaders and investors quite often don't see the connection between creating the intangible of employee happiness with creating the tangible of financial profits in their business? We don't have to choose between inspired employees and sizable profits, we can have both. In fact, inspired employees quite often help make sizable profits, right?
Ovo je Dave Arringdale koji je dugo vremena gost u Vivianinom motelu. Odsjeo je tamo stotinu puta u posljednjih 20 godina. Odan je mjestu zbog odnosa kojega su Vivian i ostali zaposlenici stvorili s njime. Stvorili su stanište sreće za Davea. I rekao nam je kako možemo računati na Vivian i njezino osoblje kako će činiti sve da se osjeća kao kod kuće. Zašto poslovne vođe i investitori često, ne vide vezu između stvaranja neopipljive sreće zaposlenika stvarajući opipljive financijske profite u svom poslovanju. Ne moramo birati između inspiriranih zaposlnika i pristojnog profita. Možemo imati oboje. Zapravo, inspirirani zaposlenici, često, pomažu namaknuti pristojan profit, zar ne?
So what the world needs now, in my opinion, is business leaders and political leaders who know what to count. We count numbers. We count on people. What really counts is when we actually use our numbers to truly take into account our people. I learned that from a maid in a motel and a king of a country. What can you start counting today? What one thing can you start counting today that actually would be meaningful in your life, whether it's your work life or your business life?
Ono što svijetu treba, po mojem mišljenju, su poslovne i političke vođe koji znaju što mjeriti. Mi mjerimo brojke. Računamo na ljude. Ono što zapravo vrijedi jest kada koristimo brojke da uzmemo u obzir naše ljude. Ja sam to naučio od sobarice u motelu i jednog kralja. Što vi možete početi mjeriti danas? Koju stvar možete početi mjeriti danas a koja je smislena u životu, radilo se o radnom ili poslovnom životu?
Thank you very much.
Hvala najljepša.
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