Bryn Freedman: So you keep talking about leadership as a real crisis of conformity. Can you explain to us what you mean by that? What do you see as a crisis of conformity? Halla Tómasdóttir: I think it's a crisis of conformity when we continue to do business and lead in the way we always have, yet the evidence is overwhelming that the world needs us to change our ways. So let's look a little bit at that evidence. Science has told us that we're facing a climate crisis, yet 40 percent of board directors don't think climate belongs in the boardroom. And we have kids marching in the streets now, asking us to be accountable for their future. We have a crisis of inequality. We have Yellow Jackets not just in the streets of France, but all over the world, and yet we continue to see examples of businesses and other leaders fueling that anger.
Brin Fridman: Stalno govorite o vođstvu kao o pravoj krizi konformizma. Možete li nam objasniti šta time podrazumevate? Šta vidite kao krizu konformizma? Hala Tomasdotir: Mislim da je to kriza konformizma kada nastavljamo da se bavimo poslom i vodimo ljude na isti način kao i uvek, iako su ogromni dokazi da je svetu potrebno da promenimo pristup. Hajde da malo pogledamo te dokaze. Nauka nam govori da se suočavamo sa klimatskom krizom, a ipak, 40 posto direktora smatra da klima ne pripada u sali za sastanke. I sada imamo decu koja marširaju po ulicama, pozivajući nas na odgovornost za njihovu budućnost. Imamo krizu nejednakosti. Imamo Žute prsluke ne samo na ulicama Francuske, već i širom sveta, a ipak i dalje vidimo primere firmi i drugih vođa koji podstiču taj bes.
BF: Do you think the pitchforks are coming?
BF: Mislite da dolazi vreme kuke i motike?
HT: I definitely think this is not sustainable. And the reason why it's so difficult for us to deal with these complicated crises that are interrelated is that we are at the lowest levels of trust we've ever been at. In the UK, three percent of people trust their government to solve the Brexit crisis, and that was in December. I think it's probably gone down since then.
HT: Definitivno mislim da ovo nije održivo. Razlog zbog kojeg je tako teško da se izborimo sa ovim složenim i međusobno povezanim krizama jeste taj što među nama postoji najniži nivo poverenja ikada. U Ujedinjenom Kraljevstvu, tri odsto ljudi veruje da će vlast rešiti krizu Bregzita, a to je bilo u decembru. Mislim da je taj broj verovatno opao od tada.
BF: What do you think new leadership actually looks like?
BF: Kako zapravo mislite da izgleda novo vođstvo?
HT: We need courageous leaders, yet they have to be humble. And they have to be guided by a moral compass, and the moral compass is the combination of having a social purpose -- you can't have your license to operate anymore without a purpose that contributes to society, but what, to me, has been missing from that dialogue is a set of principles. We cannot just define why we exist, we have to define how we're going to do business and how we're going to lead. And to us, that has to be to solve these imminent crises: the climate crisis, the crisis of inequality and the crisis of trust. So at The B Team, we embrace sustainability, equality and accountability as our principles.
HT: Potrebne su nam hrabre vođe, a opet, moraju biti skromne. I moraju biti vođeni moralnim kompasom, a moralni kompas je kombinacija posedovanja društvene svrhe - ne možete više imati dozvolu da radite bez svrhe koja doprinosi društvu, ali ono što, po meni, nedostaje u tom dijalogu je skup principa. Ne možemo samo da definišemo zašto postojimo, moramo da definišemo kako ćemo poslovati i kako ćemo voditi ljude. I mi smatramo da to treba da reši sledeće neminovne krize: klimatsku krizu, krizu nejednakosti i krizu poverenja. U Timu B, mi prihvatamo održivost, jednakost i odgovornost kao svoje principe.
BF: Do you think this whole question of purpose is really window dressing -- they're saying what they think people want to hear, but they're actually not making the fundamental changes that are necessary?
BF: Mislite li da čitavo ovo pitanje svrhe zapravo služi da se zamažu oči - oni govore ono što misle da ljudi žele da čuju, ali zapravo ne stvaraju suštinske promene koje su nužne?
HT: A lot of people feel that way, and I think there's a growing momentum behind that. So I think the world is calling for responsible leadership now, and any leader who wants to be around for the 21st century really needs to start thinking courageously and holistically how they're going to be part of the solution and not window-dress anymore. You have to do it for real now.
HT: Mnogi tako misle, i mislim da to sve više uzima maha. Zato mislim da svet sada traži odgovorno vođstvo, i bilo koji vođa koji želi da ostane prisutan u 21. veku zaista treba da počne da razmišlja hrabro i holistički o tome kako će postati deo rešenja, a ne samo prodavati maglu. Sada morate to stvarno da radite.
BF: Do you see anybody out there who's doing it in a way that you think is actually effective and has a real, long-term impact?
BF: Vidite li da postoji neko ko to radi na način koji smatrate zaista delotvornim i koji ima stvarni dugoročni uticaj?
HT: Fortunately, we have some great leaders out there. And just to give one example, Emmanuel Faber, who's one of the newest members of The B Team, he's the CEO of Danone, the world's largest yogurt-maker and major food company -- a real global company. He's so committed to sustainability that he's not only changing the ways of his own business, but his entire supply chain. He's so committed to equality that when he took on as CEO and he said gender balance matters, he created a gender-balanced executive team and gave men and women equal maternity and paternity leave. He's so committed to accountability that he turned his US operations into a B Corporation. Now many of you may not know what that is, but that's a company that holds itself responsible for not just profit but its impact on people and the planet, and transparently reports on their performance on all of that. It's the largest B Corp in the world. So to me, that's holistic, courageous leadership, and it's really the vision we all need to hold.
HT: Srećom, postoje neke sjajne vođe. Samo da dam jedan primer, Emanuel Faber, jedan od najnovijih članova Tima B, direktor Danona, najvećeg proizvođača jogurta na svetu i velike prehrambene kompanije - prave globalne kompanije. Toliko je posvećen održivosti da ne samo da menja načine na koje posluje, već i čitav lanac nabavke. Toliko je posvećen ravnopravnosti da je, kada je postao direktor i kada je rekao da je bitna ravnoteža polova, napravio izvršni tim uravnotežen po polu i dao je muškarcima i ženama jednako porodiljsko i očinsko odsustvo. Toliko je posvećen odgovornosti da je pretvorio svoje aktivnosti u SAD-u u „korporaciju B“. Mnogi među vama ne znaju šta je to, ali to je kompanija koja sebe drži odgovornom ne samo za profit, već i za svoj uticaj na ljude i na planetu, i koja otvoreno izveštava o svom delovanju u vezi sa svim tim. To je najveća korporacija B na svetu. Za mene je to holističko, hrabro vođstvo, i to je zaista vizija koje svi treba da se pridržavamo.
BF: Is this "Back to the Future"? I mean, I wonder, when I think about companies -- Anheuser-Busch comes to mind in America -- a 100-year-old company that invested in its community, that gave a living wage before it ended up, you know, losing and getting sold. Are we really looking now for companies that are global and community citizens, or is that something that is not even useful anymore?
BF: Da li je ovo „Povratak u budućnost“? Mislim, pitam se, kada razmišljam o kompanijama - Enhajzer-Buš mi pada na pamet u Americi - kompanija stara 100 godina koja je ulagala u svoju zajednicu, koja je davala ljudima prihod sve dok nije na kraju, znate, izgubila i bila prodata. Da li sada zaista tražimo kompanije koje su građani sveta i zajednice, ili to više nije nešto što je korisno?
HT: Well, you can do this for the reason that it's risky, actually, to continue without doing the right thing now. You can't attract the right talent, you can't attract customers and increasingly, you won't be able to attract capital. You might do it for risk reasons, you might do it for business opportunity reasons, because this is where the growth is, which is why many leaders are doing the right thing. But at the end of the day, we need to ask ourselves: "Who are we holding ourselves accountable for?" And if that isn't the next generation, I don't know who.
HT: Pa, možete ovo raditi iz razloga što je u stvari rizično da nastavite, a da ne uradite pravu stvar. Ne možete privući prave talente, ne možete privući klijente i sve više nećete moći da privučete kapital. Možda ćete to uraditi zbog rizika, možda zbog poslovnih prilika, jer u tom pravcu postoji razvoj, i to jeste razlog zbog kojeg mnoge vođe rade pravu stvar. Ali na kraju krajeva, moramo da se zapitamo: „Zbog koga držimo sebe odgovornim?“ Ako to nije naredna generacija, ne znam ko drugi.
So I want to just make very clear, because we tend to think about leadership as only those who sit in positions of power. To me, leadership is not at all like that.
Dakle, samo da razjasnim, jer mi često razmišljamo o vođstvu samo kao o onima koji se nalaze na položajima moći. Vođstvo za mene uopšte nije takvo.
There's a leader inside every single one of us, and our most important work in life is to release that leader. And I think one of the greatest global examples we have of someone who didn't -- no one gave her power -- is the 16-year-old girl called Greta Thunberg. She's from Sweden, and a few years ago, she really became -- she has Asperger's, and she became passionate about our climate crisis -- learned everything about it. And faced with the evidence, she just felt so disappointed in her leadership that she started striking in front of the Swedish parliament. And now she has started a global movement, and hundreds and thousands of school kids are out in the streets asking us to hold ourselves accountable for their future. No one gave her that authority, and she now speaks to the leaders of the world, heads of state, and really is impacting the world.
U svakom od nas postoji vođa, i naš najvažniji posao u životu je da oslobodimo tog vođu. Mislim da je jedan od najboljih svetskih primera koji imamo kao nekog ko nije - niko joj nije dao moć - je devojka od 16 godina po imenu Greta Tanberg. Ona je iz Švedske, i pre nekoliko godina je zaista postala - ona ima Aspergerov sindrom i postala je ostrašćena u vezi sa klimatskom krizom - naučila je sve o tome. Suočena sa dokazima, toliko je bila razočarana u svoje vođstvo da je počela da štrajkuje ispred švedskog parlamenta. I sada je započela svetski pokret, i stotine i hiljade đaka izlazi na ulice pozivajući nas na odgovornost prema njihovoj budućnosti. Niko joj nije dao odobrenje za to, a sada se obraća svetskim vođama, šefovima država, i zaista vrši uticaj na svet.
So I really think that when we think about leadership today, it can't be defined to those in positions of power though they have disproportionately greater responsibility. But all of us need to think about, "What am I doing?" "How am I contributing?" And we need to release that leader inside and actually start making the positive impact this world is calling for right now.
Tako da zaista mislim da, kada razmišljamo o današnjem vođstvu, ono se ne može definisati onima na položajima moći, iako je na njima nesrazmerno veća odgovornost. Ali svi mi moramo da razmislimo: „Šta ja radim?“ „Kako ja doprinosim?“ I moramo da oslobodimo tog unutrašnjeg vođu i da zaista počnemo da vršimo pozitivan uticaj na koji nas ovaj svet poziva u ovom trenutku.
BF: But we have such hierarchical leadership. I mean, I understand what you're saying -- it's nice to release the leader inside -- but in these corporations, the truth is, it's extremely hierarchical. What can companies do to create less vertical and more horizontal relationships?
BF: Ali imamo tako hijerarhijsko vođstvo. Mislim, razumem o čemu govorite - lepo je osloboditi unutrašnjeg vođu - ali u ovim korporacijama, istina je da su izuzetno hijerarhijske. Šta kompanije mogu da urade da bi stvorile odnose koji su manje vertikalni, a više horizontalni?
HT: Well, I'm a big believer and I've long been passionate about closing the gender gap, and I really believe gender-balanced leadership is the way to go in order to embrace a leadership style that has been shown to be more powerful, and that's when both men and women embrace both masculine and feminine values. It actually is proven in research that that's the most effective leadership style. But I'm increasingly now thinking about how we close the generational gap, because look at these young children in the streets around the world -- they're asking us to lead. Kofi Annan used to say, "You're never too young to lead." And then he would add, "Or too old to learn." And I think we have now entered this era where we need the wisdom of those with experience, but we need the digital natives of the young generation to co-mentor or to mentor us just as much as we can help with wisdom from the older people. So it's a new reality, and these old, sort of hierarchical ways to think about things, they're increasingly coming under pressure in this reality.
HT: Pa, ja snažno verujem i dugo imam strast prema ukidanju jaza između polova, i zaista verujem da je vođstvo uravnoteženo po polu pravi put da bismo prihvatili stil vođstva za koji se pokazalo da je moćniji, a to je kada i muškarci i žene prisvoje vrednosti koje su i muške i ženske. Zapravo je kroz istraživanje potvrđeno da je to najdelotvorniji stil vođstva. Ali sada sve više razmišljam o tome kako da ukinemo jaz između generacija, jer pogledajte tu decu na ulicama širom sveta - traže od nas da vodimo. Kofi Anan je govorio: „Nikada nisi previše mlad da bi vodio.“ A zatim bi dodao: „Niti previše star da bi učio.“ Mislim da smo sada ušli u ovo doba kada nam je potrebna mudrost onih sa iskustvom, ali nam trebaju i oni iz mlađe generacije kojima je digitalno okruženje prirodno da bismo se zajedno savetovali ili koji bi savetovali nas isto kao što mi možemo pomoći mudrošću starijih ljudi. Dakle, to je nova stvarnost, i ti stari, nekakvi hijerarhijski načini razmišljanja o stvarima sve više podležu pritisku u ovakvoj stvarnosti.
BF: And you've actually called that the hubris syndrome. Can you talk about that?
BF: To ste zapravo nazvali sindromom oholosti. Možete li reći nešto o tome?
HT: Well, yes, I think hubris is our cancer in leadership. That's when leaders think they know it all, can do it all, have all the answers and don't think they need to surround themselves with people who will make them better, which to me would, in some cases, be more women and younger people and people who are diverse and have different opinions in general. Hubris syndrome is so present in leadership still, and we know many examples of them, I don't need to name them. And the problem with that --
HT: Pa, da, mislim da je oholost naš rak u vođstvu. To je kada vođe misle da sve znaju, da sve mogu, da imaju sve odgovore i misle da ne moraju da se okruže ljudima koji će ih učiniti boljim, što bi za mene, u nekim slučajevima, bilo više žena, mlađih ljudi i ljudi koji su različiti i uopšte imaju različita mišljenja. Sindrom oholosti je i dalje toliko prisutan u vođstvu i znamo mnogo primera toga, ne moram ni da ih imenujem. A problem sa time -
(Laughter)
(Smeh)
Yeah, we know them -- all over the world, not just in this country.
Da, znamo ih - širom sveta, ne samo u ovoj zemlji.
But that kind of leadership doesn't unleash leaders in others. No one person, or no one sector even has the solutions we now need to come up with -- the creativity and collaboration we need. The bold and the brave leadership we need to come up with solutions that cross government, private sector, civil society, young people, older people, people of all different backgrounds coming together is the way to solve the issues that are in front of us.
Ali takva vrsta vođstva ne oslobađa vođe u drugima. Ne postoji samo jedna osoba, pa čak ni samo jedan sektor sa rešenjima koja sada moramo da smislimo - uz kreativnost i saradnju koji su nam potrebni. Smelo i hrabro vođstvo koje nam treba da bismo došli do rešenja i koje ukršta vlast, privatni sektor, civilno društvo, mlade i stare, ljude najrazličitijeg porekla koji se udružuju je pravi način za rešavanje problema koji su pred nama.
BF: Do you see that kind of leadership coming from the bottom-up or the top-down, or do you think a crisis is going to force us into a reexamination of all of this?
BF: Da li smatrate da takvo vođstvo kreće odozdo nagore ili odozgo nadole, ili mislite da će nas kriza primorati da sve to preispitamo?
HT: Well, as someone who lived through the most infamous financial meltdown in my home country, Iceland, I hope we don't need another one to learn or to wake up. But I do see that we can't choose one or the other. We do have to transform the way we lead -- from the top, the boardroom, the CEOs -- we really do have to transform that, but increasingly, we will transform that, because we have these social movements coming from the bottom and throughout society. And the solutions exist. The only thing that's missing is will.
HT: Pa, kao neko koje je prošao kroz najozloglašeniji finansijski krah u svojoj domovini, Islandu, nadam se da nam ne treba još jedna kriza da bismo naučili ili se probudili. Ali uviđam da ne možemo da odaberemo jedno ili drugo. Moramo da promenimo način na koji vodimo - od vrha, sala za donošenje odluka i direktora - zaista to treba da promenimo, ali sve ćemo više to menjati jer imamo društvene pokrete koji dolaze odozdo i kroz čitavo društvo. A rešenja postoje. Jedino što nedostaje je volja.
So if we just all find a way to embrace a moral compass of our own to figure out why we exist and how we're going to lead, and if we embrace courage and humility in equal amounts, each one of us can be part of this 10-year period where we can dramatically transform the world we live in, and make it just, and make it about humanity and not just the financial markets.
Dakle, ako bismo svi samo pronašli način da se priklonimo svom moralnom kompasu da bismo otkrili zašto postojimo i kako ćemo voditi, i ako podjednako prigrlimo hrabrost i skromnost, svako od nas može postati deo ovog desetogodišnjeg perioda u kome možemo drastično promeniti svet u kome živimo, učiniti ga pravednim i posvetiti ga ljudskosti, a ne samo finansijskom tržištu.
BF: Well, we have a lot of people here who I bet have questions for you, and we have a few minutes for questions, so is there anybody that would like to ask Halla a question?
BF: Pa, ovde imamo mnogo ljudi koji sigurno imaju pitanja za vas, i imamo nekoliko minuta za pitanja, pa ima li nekog ko bi hteo da postavi Hali pitanje?
Audience: Hello, my name is Cheryl. I'm an aspiring leader, and I have a question about how you lead when you have no influence. If I'm just an analyst, and I want to speak to senior management about a change that I feel will affect the whole company, how do I go about changing their minds when they feel as if they've had relationships that are set, that their way of business is set? How do you change minds when you have no influence?
Publika: Zdravo, zovem se Šeril. Ja sam vođa u povoju i imam pitanje o tome kako voditi kada nemate nikakav uticaj. Ako sam samo analitičarka i želim da razgovaram sa višim rukovodstvom o promeni za koju smatram da će uticati na čitavu kompaniju, kako da promenim njihovo mišljenje kada oni misle da imaju veze koje su ustaljene, da je njihov način poslovanja učvršćen? Kako promeniti mišljenje kada nemate nikakav uticaj?
HT: Well, thank you very much for that fantastic question. So sometimes people at the top won't listen, but it's interesting that with the low trust we have in society right now, the greatest trust we have is actually between the employee and the employer, according to recent research. So I think that relationship may be the most powerful way to actually transform the way we do things. So I would start by trying to build a coalition for your good idea. And I don't know a single leader today who will not listen to a concern that many of their employees hold.
HT: Pa, hvala vam na tom fantastičnom pitanju. Dakle, ponekad ljudi na vrhu neće da slušaju, ali zanimljivo je da, uz nisko poverenje koje trenutno imamo u društvo, najveće poverenje koje imamo je zapravo između zaposlenog i poslodavca, prema skorijem istraživanju. Zato mislim da ta veza može biti najmoćniji način da se zapravo preokrene način na koji radimo stvari. Počela bih pokušajima da napravim savez koji se zalaže za vašu dobru ideju. Ne znam nijednog vođu danas koji neće saslušati stvar koja se tiče mnogo zaposlenih.
I'll give you an example from another B Team leader, Marc Benioff, the CEO of Salesforce. He's really been outspoken on homelessness in San Francisco, on LGBTQI rights, and all of the things that he's been standing up for, he does because his employees care about them. So don't ever think you don't have power if you don't sit in a position of power. Find the way to go convince him ... or her.
Daću vam primer drugog vođe Tima B, Marka Beniofa, direktora Sejlsforsa. Zaista je otvoreno govorio o beskućništvu u San Francisku, o pravima LGBTQI zajednice i o svim stvarima za koje se zalaže zato što je zaposlenima stalo do njih. Zato nikada nemojte misliti da nemate moć samo zato što niste na položaju moći. Nađite način da ga ubedite... ili je ubedite.
And Marc, for example, was convinced to close the gender pay gap by two women who worked inside of his organization, who told him, "We have a gender pay gap." He didn't believe it; he said, "Bring me the data." They did, and he was smart enough to know he needed to do something about it, and was one the first tech leaders to step up and do so voluntarily. So don't ever think that you don't have power, even if you don't sit in a position of power, but find other people to support you and make the case.
Marka su, na primer, ubedile da ukine razliku u platama između polova dve žene koje su radile u njegovoj organizaciji i koje su mu rekle: „Imamo jaz u platama između polova.“ Nije verovao; rekao je: „Donesite mi podatke.“ To su i uradile, a on je bio dovoljno pametan da zna da mora nešto da preduzme, i bio je jedan od prvih tehnoloških vođa koji je istupio i to dobrovoljno. Zato nemojte nikada misliti da nemate moć, čak i ako niste na položaju moći, već nađite druge ljude koji vas podržavaju i iznesite svoje argumente.
BF: Thank you. Anybody else? Any other questions?
BF: Hvala. Još neko? Ima li još pitanja? Publika: Zdravo, ja sam izuzetno fascinirana
Audience: Hi, I'm overwhelmed by fascination with everything you're saying, so thank you. I just wanted to ask how, like, diversity in opinion and thought and also background has impacted your leadership ability. And what do you think is the barricade that is limiting the overflow of diversity in all business settings, and what do you think can impact the change in that setting but also to disrupt the overflow of generations of people staying in place? And what do you think is the next step to breaking several glass ceilings?
svime što ste rekli, zato vam hvala. Samo sam želela da vas pitam kako je različitost u stavovima i razmišljanjima, kao i u poreklu, uticala na vašu sposobnost vođstva. I šta mislite da je prepreka koja ograničava priliv različitosti na sve okolnosti poslovanja, i šta mislite da može da utiče na promenu u tom aspektu, ali takođe i da ometa priliv generacija ljudi koji stoje u mestu? I šta mislite da je sledeći korak da bi se prekinule prakse diskriminacije?
BF: We're going to do an entire Salon just on that question.
BF: Moraćemo čitav Salon da posvetimo samo tom pitanju.
(Laughter)
(Smeh)
HT: I think Bryn said it well, but let me try and touch on it. So the way I see gender, it is a spectrum -- you know, men also have gender. We sometimes forget about that.
HT: Mislim da je Brin u pravu, ali hajde da probam na trenutak. Kako ja vidim rod, to je spektar - znate, muškarci takođe imaju rod. Ponekad to zaboravljamo.
(Laughter)
(Smeh)
We sometimes forget about that. And I actually played a very masculine woman early in my career, because those were the rules of the game. And I achieved some success with it, but fortunately, I got to a place where I started embracing my feminine side as well. But I would still say that the best leaders embrace both, both women and men. But I see gender, also, as one of the most powerful levers to shift values in culture. So the reason I'm so passionate about women in leadership and believe that balance is needed is because right now, our definition of success is incredibly masculine. It's about financial profit alone or economic growth alone, and we all know that we need more than money. I mean, we need wellness: well-being of people, and there is no future beyond the well-being of our planet. So I think gender may very well be one of the most powerful levers to help all of us shift our economic and social systems to be more welcoming.
Ponekad to zaboravljamo. Ja sam u stvari glumila vrlo muževnu ženu na početku karijere, jer to su bila pravila igre. Time sam postigla izvestan uspeh, ali sam, srećom, stigla dotle da sam počela da prihvatam i svoju ženstvenu stranu. Ali ipak bih rekla da najbolje vođe prihvataju oba, i žene i muškarci. Ali takođe vidim rod kao jednu od najmoćnijih sila za promenu vrednosti u kulturi. Razlog što sam tako strastvena kada se radi o ženama u vođstvu i što verujem da je ravnoteža neophodna je taj što je današnja definicija uspeha neverovatno muževna. Vezana je samo za finansijsku dobit ili samo za ekonomski rast, a svi znamo da nam treba više od novca. Mislim, potrebno nam je blagostanje: blagostanje ljudi, a nema budućnosti bez blagostanja naše planete. Tako da mislim da rod može biti jedna od najmoćnijih sila koja će nam pomoći da preokrenemo naše ekonomske i društvene sisteme tako da budu gostoljubiviji.
And the answer to your last part -- it's so complicated, but let me try to give you a short one. I believe that the way talent and consumption is shifting is going to increasingly get companies to look at adding difference into their leadership, because sameness is not working --
A odgovor na vaš poslednji deo - toliko je složeno, ali hajde da pokušam da ukratko odgovorim. Smatram da se će način na koji se menjaju talenat i potrošnja sve više naterati kompanije da razmotre dodavanje različitosti svom vođstvu, jer jednoličnost ne funkcioniše -
BF: And difference is a superpower.
BF: I različitost je supermoć.
HT: Difference is a superpower.
HT: Različitost je supermoć.
BF: Thank you very much. Halla, thank you so much, I wish we could talk to you all day.
BF: Mnogo vam hvala. Hala, mnogo vam hvala, volela bih da možemo da pričamo ceo dan.
(Applause and cheers)
(Aplauz i ovacije)
HT: Thank you.
HT: Hvala.
(Applause)
(Aplauz)