I want to talk to you about how to build and rebuild trust, because it's my belief that trust is the foundation for everything we do, and that if we can learn to trust one another more, we can have unprecedented human progress.
Želim vam govoriti o tome kako izgraditi te ponovno izgraditi povjerenje, jer vjerujem da je povjerenje temelj svega što činimo i ako možemo naučiti više vjerovati jedni drugima, možemo postići nezamisliv napredak.
But what if trust is broken? What if your CEO is caught on video, disparaging an employee? What if your employees experience a culture of bias, exclusion and worse? What if there's a data breach, and it feels an awful lot like a cover-up than seriously addressing it? And most tragically, what if a technological fail leads to the loss of human life?
No, što ako se povjerenje naruši? Što ako se pojavi snimka gdje vaš šef ponižava nekog zaposlenika? Što ako vaši zaposlenici dožive kulturnu diskriminaciju, izolaciju ili nešto gore? Što ako dođe do povrede osobnih podataka i sve se zataška umjesto da se taj problem riješi? I ono najtragičnije, što ako tehnologija zakaže i prouzroči gubitak ljudskog života?
If I was giving this talk six months ago, I would have been wearing an Uber T-shirt. I'm a Harvard Business School professor, but I was super attracted to going to an organization that was metaphorically and perhaps quite literally on fire. I had read everything that was written in the newspaper, and that was precisely what drew me to the organization. This was an organization that had lost trust with every constituent that mattered.
Da sam ovaj govor držala prije 6 mjeseci, nosila bih Uber majicu. Predajem u Harvard poslovnoj školi, ali me jako privuklo to da se pridružim organizaciji koja je metaforički ili možda doslovno u plamenu. Pročitala sam sve što se pisalo u novinama i upravo me to privuklo toj organizaciji. Bila je to organizacija koja je izgubila povjerenje svakog svog važnog člana.
But there's a word about me that I should share. My favorite trait is redemption. I believe that there is a better version of us around every corner, and I have seen firsthand how organizations and communities and individuals change at breathtaking speed.
No, postoji nešto o meni što moram podijeliti. Moja omiljena osobina je iskupljenje. Smatram da se u svakom od nas krije bolja verzija nas samih i iz prve ruke sam vidjela kako se organizacije, zajednice i pojedinci nevjerojatno brzo mijenjaju.
I went to Uber with the hopes that a turnaround there could give license to the rest of us who might have narrower versions of their challenges. But when I got to Uber, I made a really big mistake. I publicly committed to wearing an Uber T-shirt every day until every other employee was wearing an Uber T-shirt. I had clearly not thought that through.
Otišla sam u Uber u nadi da će tamošnji preokret dozvoliti to i nama ostalima koji možda imamo neke manje slične izazove. No kad sam došla u Uber, napravila sam veliku grešku. Obvezala sam se javno nositi Uber majicu svaki dan, sve dok svaki zaposlenik nije nosio Uber majicu. Očito nisam dobro razmislila o tome.
(Laughter)
(Smijeh)
It was 250 days of wearing an Uber T-shirt. Now I am liberated from that commitment, as I am back at HBS, and what I'd like to do is share with you how far I have taken that liberty, which, it's baby steps,
Prošlo je 250 dana nošenja Uber majice. Sada sam bila oslobođena te obveze jer sam se vratila natrag u školu i htjela bih s vama podijeliti koliko daleko sam išla u toj slobodi, malim koracima,
(Laughter)
(Smijeh)
but I would just say I'm on my way.
ali rekla bih da sam na putu.
(Laughter)
(Smijeh)
Now, trust, if we're going to rebuild it, we have to understand its component parts. The component parts of trust are super well understood. There's three things about trust. If you sense that I am being authentic, you are much more likely to trust me. If you sense that I have real rigor in my logic, you are far more likely to trust me. And if you believe that my empathy is directed towards you, you are far more likely to trust me. When all three of these things are working, we have great trust. But if any one of these three gets shaky, if any one of these three wobbles, trust is threatened.
Ako želimo izgraditi povjerenje, moramo razumjeti njegove sastavne dijelove. Sastavni dijelovi povjerenja su savršeno jasni. Postoje tri stvari vezane uz povjerenje. Ako osjećate da sam autentična, lakše ćete mi povjerovati. Ako osjećate neumoljivost u mojoj logici, puno lakše ćete mi povjerovati. Ako vjerujete da je moja suosjećajnost usmjerena prema vama, puno lakše ćete mi vjerovati. Kada te tri stvari funkcioniraju, imamo veliko povjerenje. No, ako se ijedna od te tri stvari poljulja, ako se ijedna stvar zatrese, povjerenje je ugroženo.
Now here's what I'd like to do. I want each of us to be able to engender more trust tomorrow, literally tomorrow, than we do today. And the way to do that is to understand where trust wobbles for ourselves and have a ready-made prescription to overcome it. So that's what I would like to do together.
Evo što bih htjela učiniti. Htjela bih da svatko od nas može sutra produbiti svoje povjerenje, doslovno sutra, nego što to danas činimo. Kako bismo to učinili, moramo razumjeti kada dolazi do nestabilnosti u povjerenju i imati spreman lijek kako to riješiti. Želim da to učinimo zajedno.
Would you give me some sense of whether or not you're here voluntarily?
Možete li mi reći jeste li ovdje dobrovoljno ili ne?
(Laughter)
(Smijeh)
Yeah. OK. Alright. Awesome. OK. So --
Da. U redu. Super. Dobro. Dakle...
(Laughter)
(Smijeh)
it's just super helpful feedback.
Stvarno korisna povratna informacija.
(Laughter)
(Smijeh)
So the most common wobble is empathy. The most common wobble is that people just don't believe that we're mostly in it for them, and they believe that we're too self-distracted. And it's no wonder. We are all so busy with so many demands on our time, it's easy to crowd out the time and space that empathy requires. For Dylan to be Dylan, that takes real time. And for us, if we have too much to do, we may not have that time. But that puts us into a vicious cycle, because without revealing empathy, it makes everything harder. Without the benefit of the doubt of trust, it makes everything harder, and then we have less and less time for empathy, and so it goes.
Najčešći uzrok nestabilnosti je empatija. Najčešći problem je što ljudi ne vjeruju da smo stvarno ovdje zbog njih i smatraju da smo previše koncentrirani na sebe. Nije ni čudo. Toliko smo okupiranim raznim obvezama ovog vremena, da je lako zanemariti vrijeme i prostor potreban za empatiju. Potrebno je vrijeme da bi Dylan bio Dylan. A ako imamo previše posla, možda nemamo vremena za to. No, to nas smješta u okrutan krug jer bez otkrivanja empatije sve je teže. Sve je teže bez povjerenja i onda imamo sve manje vremena za empatiju i tako se to nastavlja.
So here's the prescription: identify where, when and to whom you are likely to offer your distraction. That should trace pretty perfectly to when, where and to whom you are likely to withhold your empathy. And if in those instances, we can come up with a trigger that gets us to look up, look at the people right in front of us, listen to them, deeply immerse ourselves in their perspectives, then we have a chance of having a sturdy leg of empathy. And if you do nothing else, please put away your cell phone. It is the largest distraction magnet yet to be made, and it is super difficult to create empathy and trust in its presence. That takes care of the empathy wobblers.
Evo recepta: odredite gdje, kada i kome ćete ponuditi svoje odvlačenje pažnje. To će savršeno pokazati i kada, gdje i kome ćete uskratiti svoju empatiju. I ako u tim slučajevima pronađemo nešto što nas tjera da dignemo pogled, pogledamo ljude ispred sebe, saslušamo ih, stvarno se udubimo u njihovu točku gledišta, onda postoji šansa da stvorimo jaku empatiju. A ako ništa drugo, molim vas, maknite mobitel iz ruku. To je najveća smetnja koja postoji i jako je teško stvoriti empatiju i povjerenje uz mobitel. Tako riješimo problem empatije.
Logic wobbles can come in two forms. It's either the quality of your logic or it's your ability to communicate the logic. Now if the quality of your logic is at risk, I can't really help you with that.
Problem logike može doći u dva oblika. U pitanju je ili kvaliteta vaše logike ili vaša sposobnost da to prenesete. Ako vam je loša kvaliteta logike, ne mogu vam pomoći oko toga.
(Laughter)
(Smijeh)
It's like, not in this much time.
Bar ne u ovako malo vremena.
(Laughter)
(Smijeh)
But fortunately, it's often the case that our logic is sound, but it's our ability to communicate the logic that is in jeopardy. Super fortunately, there's a very easy fix to this. If we consider that there are two ways to communicate in the world, and Harvard Business School professors are known for two-by-twos -- nonsense, it's the triangle that rocks.
No, često se događa da je naša logika čvrsta, ali naša sposobnost da je prenesemo je ugrožena. Srećom, ovo je jako lako riješiti. Ako znamo da postoje dva načina komunikacije, a profesori Harvard poslovne škole su poznati po uparivanju - glupost, trokut je zakon.
(Laughter)
(Smijeh)
If we consider that there are two ways to communicate in the world, and the first one is when you take us on a journey, a magnificent journey that has twists and turns and mystery and drama, until you ultimately get to the point, and some of the best communicators in the world communicate just like this. But if you have a logic wobble, this can be super dangerous. So instead, I implore you, start with your point in a crisp half-sentence, and then give your supporting evidence. This means that people will be able to get access to our awesome ideas, and just as importantly, if you get cut off before you're done ... ladies --
Ako znamo da postoje dva načina komunikacije, a prvi je kada nas povedete na putovanje, prekrasno putovanje puno zavoja i preokreta, tajnovitosti i drame, sve dok ne prijeđete na ono bitno, a neki od najboljih govornika na svijetu baš tako komuniciraju. No, ako vam je logika problem, to može biti jako opasno. Stoga vas preklinjem da u pola rečenice kažete ono bitno i zatim to objasnite dokazima. Tako će ljudi dobiti pristup našim genijalnim idejama i ono što je jednako važno, ako vas prekinu prije nego završite... dame -
(Laughter)
(Smijeh)
(Applause)
(Pljesak)
If you get cut off before you're done, you still get credit for the idea, as opposed to someone else coming in and snatching it from you.
Ako vas prekinu prije nego završite, svejedno dobivate zasluge za ideju, za razliku od nekoga tko je tu ideju ukrao od vas.
(Applause)
(Pljesak)
You just gave me goosebumps.
Sva sam se naježila.
(Laughter)
(Smijeh)
The third wobble is authenticity, and I find it to be the most vexing. We as a human species can sniff out in a moment, literally in a moment, whether or not someone is being their authentic true self. So in many ways, the prescription is clear. You don't want to have an authenticity wobble? Be you. Great. And that is super easy to do when you're around people who are like you. But if you represent any sort of difference, the prescription to "be you" can be super challenging.
Treći problem je autentičnost i mislim da je to najgori problem. Mi kao ljudska bića možemo u trenutku nanjušiti, doslovno u trenutku, je li netko svoj ili se pretvara. Dakle, lijek je zapravo jasan. Ne želite imati problem autentičnosti? Budite svoji. Super. I to je jako lako učiniti kada ste pored ljudi koji su poput vas. No, ako predstavljate neku različitost, savjet da "budete svoji" teže je izvesti.
I have been tempted at every step of my career, tempted personally and tempted by coaching of others, to mute who I am in the world. I'm a woman of super strong opinions, with really deep convictions, direct speech. I have a magnificent wife, and together, we have such crazy ambition. I prefer men's clothes and comfortable shoes. Thank you, Allbirds.
U svakom trenutku svoje karijere bila sam u iskušenju, osobnom i od strane drugih, da prigušim ono što jesam. Ja sam žena jakih stavova, s dubokim uvjerenjima i direktnim izražavanjem. Imam prekrasnu ženu i zajedno smo jako ambiciozne. Više volim mušku odjeću i udobne cipele. Hvala, Allbirds.
(Laughter)
(Smijeh)
In some contexts, this makes me different. I hope that each person here has the beautiful luxury of representing difference in some context in your life. But with that privilege comes a very sincere temptation to hold back who we are, and if we hold back who we are, we're less likely to be trusted. And if we're less likely to be trusted, we're less likely to be given stretch assignments. And without those stretch assignments, we're less likely to get promoted, and so on and so on until we are super depressed by the demographic tendencies of our senior leadership.
Ponekad me ovo čini drugačijom. Nadam se da svaka osoba ovdje ima luksuz da predstavlja neku različitost u nekom aspektu svog života. No, s tom privilegijom dolazi i veliko iskušenje da obuzdamo ono što jesmo i ako obuzdamo ono što jesmo, manja je vjerojatnost da će nam vjerovati. A ako nam manje vjeruju, manja je vjerojatnost da će nam dati složene zadatke. A bez tih složenih zadataka, manja je vjerojatnost za promaknućem i tako dalje sve dok ne postanemo depresivni zbog demografskih sklonosti našeg starijeg vodstva.
(Laughter)
(Smijeh)
And it all comes back to our being our authentic selves.
A sve se svodi na to da budemo ono što jesmo.
So here's my advice. Wear whatever makes you feel fabulous. Pay less attention to what you think people want to hear from you and far more attention to what your authentic, awesome self needs to say. And to the leaders in the room, it is your obligation to set the conditions that not only make it safe for us to be authentic but make it welcome, make it celebrated, cherish it for exactly what it is, which is the key for us achieving greater excellence than we have ever known is possible.
Evo mog savjeta. Nosite ono u čemu se osjećate divno. Obraćajte manje pozornosti na ono što mislite da ljudi žele čuti od vas i puno više pozornosti na ono što vaše genijalno ja treba reći. A vođama u ovoj prostoriji, vaša je obveza da postavite uvjete koji ne samo da omogućuju da budemo svoji, već to pozdravljaju, slave, njeguju zbog toga što jest, a to je važno kako bismo postigli bolje rezultate nego što smo ikada zamišljali da je moguće.
So let's go back to Uber. What happened at Uber? When I got there, Uber was wobbling all over the place. Empathy, logic, authenticity were all wobbling like crazy. But we were able to find super effective, super quick fixes for two of the wobbles.
Vratimo se Uberu. Što se dogodilo u Uberu? Kada sam došla tamo, Uber se jako ljuljao. Empatija, logika i autentičnost bili su jako poljuljani. No, uspjeli smo pronaći veoma učinkovito i brzo rješenje za dva problema.
I'll give you an illustration of empathy. In the meetings at Uber, it was not uncommon for people to be texting one another ... about the meeting.
Dat ću vam primjer empatije. Na sastancima u Uberu nije bilo neobično da si ljudi šalju poruke... o sastanku.
(Laughter)
(Smijeh)
I had never seen anything like it.
Nikad nisam tako nešto vidjela.
(Laughter)
(Smijeh)
It may have done many things, but it did not create a safe, empathetic environment. The solution though, super clear: technology, off and away. And that forced people to look up, to look at the people in front of them, to listen to them, to immerse themselves in their perspectives and to collaborate in unprecedented ways.
Možda je bilo korisno, ali nije stvorilo sigurno, empatično okruženje. Rješenje je veoma jasno: tehnologija se gasi i uklanja. I to je prisililo ljude da dignu pogled, da pogledaju ljude ispred sebe, da ih saslušaju, da se udube u njihova gledišta i surađuju na dotad neviđene načine.
Logic was equally wobbly, and this was because the hypergrowth of the organization meant that people, managers were getting promoted again and again and again. Soon, they were put in positions that they had no business being in. Their positions outstripped their capability, and it was not their fault. The solution: a massive influx of executive education that focused specifically on logic, on strategy and leadership. It gave people the rigor of the quality of their logic, and it turned a whole lot of triangles, right-side up, so people were able to communicate effectively with one another.
Logika je isto bila problem jer je brzi rast organizacije značio da ljudi, menadžeri, dobivaju promaknuća stalno iznova. Uskoro su bili na položajima na kojima nisu trebali biti. Položaj je nadmašio njihove sposobnosti i oni nisu bili krivi za to. Rješenje: opsežno obrazovanje rukovoditelja koje se usredotočilo na logiku, na strategiju i vodstvo. Pružilo je ljudima neumoljivu kvalitetu logike i preokrenulo je mnoge trokute te su ljudi mogli učinkovitije komunicirati jedni s drugima.
The last one, authenticity, I'll say it's still mighty wobbly, but honestly, that doesn't make Uber very different from all of the other companies I've seen in Silicon Valley and beyond. It is still much easier to coach people to fit in. It is still much easier to reward people when they say something that you were going to say, as opposed to rewarding people when they say something entirely different than what you were going to say. But when we figure out this, when we figure out how to celebrate difference and how to let people bring the best version of themselves forward, well holy cow, is that the world I want my sons to grow up in. And with the collection of people here, it would be a privilege to lock arms with you and go ahead and rebuild trust in every corner of the globe.
Posljednje, autentičnost, reći ću da je još uvijek problem, ali iskreno, to Uber ne čini ništa drugačijim od ostalih kompanija koje sam vidjela u i izvan Silicijske doline. Još uvijek je lakše istrenirati ljude da se uklope. Još uvijek je puno lakše nagraditi ljude kada kažu nešto što ste vi htjeli reći, nego ih nagraditi kada kažu nešto potpuno drugačije od onoga što ste vi htjeli reći. No, kada to shvatimo, kada shvatimo kako slaviti različitost i kako dopustiti ljudima da pokažu najbolju verziju sebe, pa, zaboga, to je svijet u kakvom želim da moji sinovi odrastaju. A s obzirom na skupinu ljudi ovdje, bila bi čast primiti se ruku pod ruku i s vama ponovno izgraditi povjerenje u svakom kutku svijeta.
Thank you very much.
Puno Vam hvala.
(Applause)
(Pljesak)