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.
Govoriću o jednostavnoj istini u liderstvu u 21. veku. U 21. veku treba zapravo da pogledamo -- i što vas danas podstičem da učinite -- je da se vratimo u naše školske dane kada smo učili da brojimo. Ovim mislim da je došlo vreme da razmislimo o tome ŠTA zapravo brojimo. Jer ono što računamo (brojimo) se zaista računa (ima vrednost - igra reči, prim.prev.)
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 mi da započnem jednom pričicom. Ovo je Van Kuaš Došla je u ovu zemlju iz Vijetnama, 1986. Promenila je svoje ime u Vivijan jer je želela da se uklopi u američko društvo. Prvi posao je dobila u motelu, u siromašnom delu San Franciska, kao spremačica. Dogodilo se da sam baš ja kupio taj motel tri meseca nakon što je Vivijan počela tamo da radi. Tako da Vivijan 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 mladalačkim idealizmom 26-ogodišnjaka, 1987. godine osnovao sam svoju kompaniju i nazvao je "Radost življenja", vrlo nepraktično ime, ali odgovarajuće, jer sam upravo želeo da stvorim radost življenja. U tom prvom hotelu, tj. motelu koji sam kupio, sobe su se iznajmljivale na sat, anonimnim gostima u siromašnom delu San Franciska. Što sam više upoznavao Vivijan, primetio sam da ona ima neku vrstu životne radosti koja se pokazivala u načinu na koji je obavljala svoj posao. To me je zaintrigiralo i pitao sam se: Kako neko uopšte može da nađe radost ako za život zarađuje čisteći WC šolje? Tako, provodeći vreme sa Vivijan, video sam da ona nije nalazila radost u samom čišćenju WC-a. Njen posao, njen cilj i njen poziv nije bio da postane najbolji čistač WC šolja na svetu. Ono što je njoj značilo u tom poslu, bio je topao, ljudski odnos koji je gradila sa svojim kolegama i našim gostima. Inspiraciju i smisao u tom poslu je dobijala iz činjenice da je brinula o ljudima koji su bili daleko od svojih domova. Jer Vivijan je znala kako je to kad si daleko od svoje 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 vrlo ljudska lekcija, od pre više od 20 godina, bila mi je od velike pomoći tokom ove poslednje ekonomske krize u kojoj smo se našli. Nakon kraha Internet industrije i 11. septembra, hoteli u San Francisku i zalivskoj oblasti su prošli kroz najveći pad prihoda u istoriji američkog hotelijerstva. Bili smo najveći lanac hotela u zalivskoj oblasti, tako da smo bili posebno ranjivi. Takođe u to vreme, sećate se, prestali smo da jedemo pomfrit (French fries) u ovoj zemlji. Pa, dobro, ne baš. Naravno da smo ih i dalje jeli. Ali sad se to jelo zvalo "pomfrit slobode" (Freedom fries) Počeli smo da bojkotujemo sve francusko (stranog porekla) Lako možete zaključiti... ime moje firme je bilo Joie de Vivre. Počela su da mi pristižu pisma iz mesta kao što su Alabama i iz Orandž okruga (konzervativna mesta - prim. prev.) u kojima me obaveštavaju da će nas bojkotovati jer su mislili da smo francuska kompanija. Ja im odgovorim i kažem: "Čekajte. Mi nismo Francuzi. Mi smo američka firma. Sedište nam je u San Francisku." I dobio bih sažet odgovor: "O, to je još gore."
(Laughter)
(Smeh)
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.
Tako, jednog dana, kada sam se osećao pomalo depresivno i nimalo radostan, našao sam se u lokalnoj knjižari, nedaleko od naše kancelarije. Prvo sam otišao u odeljak sa knjigama o biznisu ne bih li našao rešenje za moju firmu. Međutim, s obzirom da sam bio zbunjen, vrlo brzo sam završio u odeljku za samo-pomoć. I tu sam se ponovo susreo sa Maslovljevom hijerarhijom potreba. Izabrao sam nastavu iz psihologije tokom jednog semestra na koledžu, gde sam učio o Abrahamu Maslovu, i njegovu teoriju o "hijerarhiji potreba" sa kojom su mnogi od nas ovde upoznati. Ali dok sam tamo sedeo četiri sata, celo popodne, čitajući Maslova, shvatio sam nešto što se odnosi na većinu menadžera. A to je, da je jedna od najprostijih istina u poslovanju, koju često previđamo, činjenica da smo svi - ljudi. I svako od nas, bez obzira na našu ulogu u poslovanju, u stvari ima određenu hijerarhiju potreba na radnom mestu.
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.
Kako sam nastavio da čitam Maslova, počeo sam da shvatam, da je Maslov zapravo, kasnije u svom životu, želeo da ovu hijerarhiju potreba individue primeni na grupe, na organizacije, a posebno na preduzeća. Ali na nesreću, umro je prerano, 1970. godine Tako da nije mogao da dosanja taj svoj san do kraja. Zaključio sam tako, da je u tom krahu Internet industrije moja životna uloga bila da postanem "medijum" za Maslova. I to sam i učinio pre nekoliko godina kada sam uzeo tu petostepenu piramidu potreba i pretvorio je u ono što sad nazivam piramidom preobražaja, koja se sastoji iz tri nivoa: opstanka, uspeha i preobražaja. Ona je od ključnog značaja ne samo u poslovanju, već i u životu. Tada sam počeo da se pitam kako sam se zapravo odnosio prema višim potrebama, tim transformativnim potrebama najvažnijih zaposlenih u mojoj kompaniji. Ova tri nivoa hijerarhije potreba se zapravo odnose na pet nivoa Maslovljeve 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 kad smo počeli da se pitamo o tome na koji način se bavimo višim potrebama naših radnika i gostiju, zaključio sam da za to nismo imali merni sistem. Nismo imali ništa što bi moglo da nam kaže da li smo zaista bili uspešni. Tako smo počeli da se pitamo: Koji bismo manje očigledan merni instrument mogli da upotrebimo da uistinu izmerimo osećaj smisla naših zaposlenih, ili emocionalnu vezu naših gostiju sa nama kao firmom? Na primer, prvo smo pitali naše radnike, da li razumeju misiju naše kompanije, da li veruju u nju, imaju li uticaja na nju, i osećaju li da njihov posao može zapravo doprineti misiji kompanije. Zatim smo pitali naše mušterije, osećaju li emotivnu vezu s nama, na jedan od sedam različitih načina. Čudesan rezultat ovih naših pitanja i poklanjanja pažnje višim aspektima piramide potreba, stvorilo je više lojalnosti među zaposlenima i gostima. Odanost naših mušterija se višestruko uvećala. Obrt radnika je pao na jednu trećinu od proseka za hotelijerstvo. I tokom tih pet godina propadanja Internet industrije, mi smo se trostruko uvećali.
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.
U to vreme sam počeo da se sastajem i sa drugim menadžerima, interesovalo me je kako su oni prolazili kroz ova teška vremena, i odgovor koji bih uvek dobio glasio je da oni upravljaju samo onim što mogu da izmere. A ono što možemo da izmerimo su samo one opipljive stvari na dnu piramide potreba. Nisu čak ni videli one neopipljive stvari na višim delovima piramide. Tad sam se zapitao: Kako navesti rukovodioce da počnu da vrednuju nematerijalne stvari? Ako smo kao menadžeri obučeni da upravljamo samo onim što možemo da izmerimo a jedino što možemo izmeriti je materijalne prirode, propuštamo puno stvari koje se nalaze u gornjem delu 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?
Nastavio sam da studiram i tako došao do jedne anketu koja je pokazala da 94 procenta poslovnih lidera širom sveta veruju da su nematerijalne stvari važne u njihovom poslu, stvari kao što su intelektualna svojina, njihova korporativna kultura, lojalnost brendu, etc. Pa ipak, svega pet procentata od tih istih lidera je zapravo imalo način kako da izmeri neopipljivo u njihovom biznisu. Dakle, kao menadžeri, mi shvatamo da su nematerijalne stvari važne, ali nemamo pojma o tome kako da ih izmerimo. Ovde ću citirati Ajnštajna: "Ne računa se sve što možemo da izračunamo, niti sve što se računa, može biti izračunato." Ne volim da se raspravljam sa Ajnštajnom, ali ukoliko ono što je zaista najvrednije u našem životu i biznisu ne može biti izbrojano ili vrednovano, zar nismo onda osuđeni da provedemo živote mereći samo zemaljsko?
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.
Upravo ta vrsta nametljivog pitanja o vrednosti neopipljivog navela me je da skinem moju menadžersku kapu na nedelju dana i odletim do vrhova Himalaja. Otišao sam u zemlju koja je vekovima bila zaogrnuta velom tajne, zemlju koju neki nazivaju Šangri La. A koja se upravo odvojila od osnovice piramide vezane za opstanak i postala model preobražaja za ceo svet. Otišao sam, dakle, u Butan. Kralj Butana bio je tinejdžer ali i radoznao čovek, međutim, to je bilo još 1972. godine kada je on došao na presto dva dana nakon smrti njegovog oca. U 17-oj godini, počeo je da postavlja vrstu pitanja koja ne biste očekivali od jednog početnika.
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 proputovanju ovog mladog kralja kroz Indiju, na samom početku njegove vladavine, indijski novinar mu je postavio pitanje o butanskom BDP-u (Bruto domaćem proizvodu), o veličini butanskog BDP-a. I mladi kralj je odgovorio u stilu koji će nas sve promeniti četiri decenije kasnije. Odgovoro je sledećim rečima: "Zašto smo toliko opsednuti i usmereni na bruto domaći proizvod? Zašto ne bismo više brinuli o bruto nacionalnoj sreći? Dakle, u suštini, kralj je od nas tražio da razmotrimo alternativnu definiciju uspeha, što je kasnije postalo poznato pod imenom BNS, ili Bruto nacionalne sreće. Većina svetskih lidera nije obratila pažnju, a i oni koji jesu, mislili su da je to samo "budistička ekonomija". Ali kralj je to ozbiljno mislio. I to je bio značajan momenat, jer je jedan svetski lider, prvi put u poslednjih 200 godina, predložio da je neopipljivost sreće -- a taj lider od pre 200 godina bio je Tomas Džeferson sa Deklaracijom o nezavisnosti -- dakle, 200 godina kasnije, ovaj kralj je predložio da je neopipljivost sreće nešto što bi trebalo da merimo, i nešto što zapravo treba da vrednujemo kao vladini zvaničnici.
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.
Tokom sledećih četrdesetak godina svoje vladavine, ovaj kralj je počeo da meri sreću u Butanu i upravlja zemljom u skladu s tim. Uključujući i to, što je nedavno, ovu zemlju promenio iz apsolutne u ustavnu monarhiju bez prolivanja krvi, bez puča. A danas je Butan, za one koji to ne znaju, najmlađa demokratija na svetu, od pre dve 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.
Provodeći tako vreme sa liderima u pokretu za BNS, konačno sam shvatio šta to oni rade. Imao sam mogućnost da provedem neko vreme u razgovoru sa premijerom. U toku večere, postavio sam mu jedno neugodno pitanje. Rekao sam, "Kako možete da stvorite i izmerite nešto što je nepostojano, drugim rečima, sreću?" Kao mudar čovek, on mi je odgovorio, "Čujte, cilj Butana nije da stvori sreću. Mi stvaramo uslove za pojavu sreće. Drugim rečima, mi kreiramo prostor za sreću." Vau! To je zanimljivo. Još je dodao da oni imaju naučnu podlogu za tu umetnost. Stvorili su četiri osnovna stuba, devet ključnih pokazatelja i 72 različita merna instrumenta koji pomažu da se izmeri stvarni nivo BNS. Na primer, jedan od tih ključnih pokazatelja je: Kako stanovnici Butana ocenjuju način na koji provode svoje vreme svakog dana? To je dobro pitanje - kako ocenjujete kvalitet vašeg svakodnevno utrošenog vremena? Vreme je jedan od najređih resursa u današnjem svetu. Ali još uvek, naravno, taj mali neopipljiv podatak ne ulazi u proračun našeg BND.
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.
Tokom te nedelje na Himalajima, počeo sam da smišljam nešto što sam nazvao emocionalnom jednačinom. Ona se oslanja na nešto što je pre više godina rekao rabin Hajman Šaktel. Koliko vas je čulo za njega? Iko? 1954, napisao je knjigu pod naslovom "Stvarno uživanje u životu". Tu je ukazao da sreća nije u tome da imamo sve ono što želimo, već u tome da želimo ono što imamo. Ili drugim rečima, mislim da Butanci veruju da smo srećni onda kada želimo ono što imamo -- zamislite zahvalnost -- podeljenu posedovanjem onoga što želite -- zadovoljenjem. Butanci kao narod nisu na aspiracionom trenažeru stalno usmereni na ono što nemaju. Njihova religija, geografska izolovanost, njihovo duboko poštovanje sopstvene kulture i sada, principi njihovog pokreta za BNS, sve je doprinelo osećanju zahvalnosti za ono što ipak imaju. Koliko nas ovde, kao TEDsteri u publici, provodi više svog vremena u donjoj polovini ove jednačine, u imeniocu? Pripadamo kulturi teškog dna (pozadine) i to na više načina od jednog.
(Laughter)
(Smeh)
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.
Činjenica je da se u zapadnim zemljama mi često fokusiramo na stremljenje (poteru) za srećom kao da je sreća nešto za čim treba tragati spolja -- neki predmet koji treba da pribavimo ili čak veći broj njih. Zapravo, ukoliko pogledate u rečnik, mnogi rečnici definišu "stremljenje" kao "neprijateljsku poteru". Da li stremimo ka sreći na neprijateljski način? Dobro pitanje. Ali da se vratimo na Butan.
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.
Butan se preko svoje severne i južne granice graniči sa 38 procenata svetske populacije. Može li ova mala zemlja, kao početnik u zreloj industriji, da bude svećica koja zapravo utiče na 21. vek srednje klase Kine i Indije? Butan je upravo stvorio najmoderniji izvozni artikal, novu svetsku valutu blagostanja. I danas je već 40 zemalja širom sveta posvećeno proučavanju sopstvene BNS. Možda ste čuli, prošle jeseni, Nikolas Sarkozi u Francuskoj, objavio je rezultate 18-omesečnog istraživanja dvojice ekonomista Nobelovaca, koji su uzeli u obzir sreću i blagostanje u Francuskoj. Sarkozi je predložio da svetski lideri treba da prestanu sa kratkovidim fokusom na BND i da u obzir uzmu novi indeks koji neki Francuzi nazivaju indeksom "radosti življenja". Sviđa mi se. Eto prilike za ko-brendiranje.
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.
I samo pre tri dana ovde na TED-u, imali smo prenos govora Dejvida Kamerona, potencijalno, sledećeg premijera Velike Britanije, koji je citirao jedan od mojih najomiljenijih govora svih vremena, poetski govor Roberta Kenedija iz 1968. godine kada je ukazao da se mi kratkovido usmeravamo na pogrešnu stvar i da je BNP zastareo merni sistem. To nam ukazuje da dolazi do promene impulsa.
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?
Pozajmio sam taj citat Bobija Kenedija i ovde ga za trenutak pretvorio u novi bilans. To je zapravo zbirka podataka koje je Robert Kenedi izneo u tom citatu. BND meri sve od zagađenja vazduha do razaranja naših stoletnih šuma. Ali on ne meri zdravlje naše dece niti integritet naših javnih zvaničnika. Ukoliko pogledate u ove dve kolone ovde, ne čini li vam se da je krajnje vreme da počnemo s pronalaženjem novog načina merenja, novog načina da zamislimo šta je nam je zapravo važno u životu?
(Applause)
(Aplauz)
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.
Naravno, Robert Kenedi je upravo na to ukazao, na kraju svog govora. Rekao je BND "meri sve osim onog što život čini vrednim." Vau! Pa onda, kako da to učinimo? Dozvolite mi da predložim jednu stvar koju možemo početi za deset godina, bar u ovoj zemlji. Zašto zaboga u Americi 2010. sprovodimo popis stanovništva? Trošimo 10 milijardi dolara na to i pitamo 10 jednostavnih pitanja -- to je jednostavnost. Ali sva ta pitanja su opipljiva. Odnose se na demografiju. Ona su o tome gde živite, koliko ljudi živi s vama u kući, i da li ste vlasnik svog doma ili ne. I to je to. Mi ne tražimo smisaone pokazatelje. Ne postavljamo važna pitanja. Ne pitamo ništa o nematerijalnim vrednostima.
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.
Maslov je davno rekao, što ste sigurno već čuli, ali niste znali da su to njegove reči. Rekao je: "Ukoliko je čekić jedini alat koji imate, sve na svetu počinje da liči na ekser." Bili smo zavedeni našim alatom. Izvinite na tom izrazu. (u drugom smislu, vulg. sleng) (Smeh) Zavedeni smo našim alatom. BND je bio naš čekić. A naš ekser je bio model uspeha industrijske ere 19. i 20. veka. Pa ipak, 64 procenta današnjeg svetskog BND se nalazi u toj neopipljivoj industriji koju nazivamo uslužnom, industustrija uslužnih delatnosti u kojoj i ja radim. Dakle, svega 36 procenata se odnosi na materijalnu industriju, proizvodnju i poljoprivredu. Znači, vreme je da nabavimo veću kutiju sa alatima, zar ne? Možda je vreme da nabavimo kutiju s alatom koji meri ne samo ono što je lako merljivo, materijalno u životu, već pre svega ono što najviše vrednujemo, 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.
Pretpostavljam da pripadam tipu radoznalog CEO-a. Bio sam radoznao i kao student ekonomije i naučio, da ekonomisti mere sve u opipljivim jedinicama proizvodnje i potrošnje, kao da su sve te merljive jedinice potpuno jednake. Ali one to nisu. Zapravo, ono što treba da naučimo kao rukovodioci jeste da zaista možemo da utičemo na kvalitet te jedinice proizvodnje, tako što ćemo stvoriti uslove u kojima naši zaposleni mogu da žive svoj poziv. Kao u slučaju sa Vivijan, jedinica njene produktivnosti nisu bili merljivi sati njenog rada. Bio je to nemerljiv značaj koji je ona donosila tokom tog 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 Dejv Aringdejl koji je naš dugogodišnji gost u motelu gde Vivijan radi. Odseo je kod nas sto puta u poslednjih 20 godina. I on je privržen našem motelu zbog ljudskog odnosa koji su Vivijan i njene kolege stvorile sa njim. Oni su za Dejva stvorili prostor za sreću. Rekao mi je da tu uvek može da računa na Vivijan i ostalo osoblje koji čine da se oseća kao kod svoje kuće. Kako to da biznis menadžeri i investitori često ne vide vezu između stvaranja nemerljivog -- zadovoljstva zaposlenih, i stvaranja merljivog -- finansijskog profita svojih kompanija. Dakle, ne moramo da se odlučimo između motivisanih radnika i velikog profita. Možemo imati oba. I zapravo, motivisani radnici vrlo često pomažu pri stvaranju velikog profita, 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 je sada potrebno svetu, po mom mišljenju, su biznis menadžeri i politički lideri koji znaju šta da broje. Računamo brojevima, ali se oslanjamo na ljude. Ono što se stvarno računa je kada naše brojke koristimo da bismo uzeli u obzir naše ljude. To sam naučio od spremačice u jednom motelu i kralja jedne zemlje. Šta je to što možete danas početi da brojite? Šta je to što možete početi danas da brojite što će zaista biti smisaono u vašem životu, bilo da je reč o vašem poslu ili preduzetništvu?
Thank you very much.
Veliko hvala na pažnji.
(Applause)
(Aplauz)