Have you ever noticed when you ask someone to talk about a change they're making for the better in their personal lives, they're often really energetic? Whether it's training for a marathon, picking up an old hobby, or learning a new skill, for most people, self-transformation projects occupy a very positive emotional space.
你有没有注意到 当你向别人问及 他们为改善自己的生活所做的改变时 他们通常都是充满活力的? 不管这个改变是为马拉松准备 还是重新拾起一份过去的爱好 再或者是学习一门新技能 对大多数来说 自我改变通常包含着一个积极的情感方向
Self-transformation is empowering, energizing, even exhilarating. I mean just take a look at some of the titles of self-help books: "Awaken the Giant Within," "Practicing the Power of Now," or here's a great one we can all relate to, "You are a Badass: How to Stop Doubting Your Greatness and Start Living an Awesome Life."
自我改变是一个自我赋权的过程 充满活力或者让人非常愉悦兴奋 看看那些有关自我帮助的书籍的名字就知道了 “叫醒内在的巨大力量” “掌控当下的力量” 或者这里有一个典型的 “你不是个循规蹈矩的人” “如何停止怀疑你的卓越指出以及开始一份精彩的生活”
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When it comes to self-transformation, you can't help but get a sense of the excitement. But there's another type of transformation that occupies a very different emotional space. The transformation of organizations. If you're like most people, when you hear the words "Our organization is going to start a transformation," you're thinking, "Uh-oh."
当事情和自我转变有关系的时候 你所感受的兴奋感是无法控制的 但是,也有另外一种类型的转变 这其中的情感倾向是非常不同的 关于集体的转变 就像和大多数的人反应一下 当你听到“我们的组织”将会有一些变化的时候 你会想“不是吧”
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"Layoffs." The blood drains from your face, your mind goes into overdrive, frantically searching for some place to run and hide.
“要裁员啦” 连你脸上的血液都沸腾了 你的思维开始坐上了过山车 此刻最想做的时候就是逃离或者找地方躲起来
Well, you can run, but you really can't hide. Most of us spend the majority of our waking hours involved in organizations. And due to changes in globalization, changes due to advances in technology and other factors, the reality is our organizations are constantly having to adapt. In fact, I call this the era of "always-on" transformation.
当然,你可以跑掉 但是,你根本无处可藏 我们中的大多数的大部分时间 都是在集体中度过的 由于全球一体化带来的一些改变 和科技进步所带来的转变 以及其他的一些因素 事实的真相是,我们的组织必须连续不断的去适应 事实上 我把这个叫做“改变永不停止的时代”
When I shared this idea with my wife Nicola, she said, "Always-on transformation? That sounds exhausting." And that may be exactly what you're thinking -- and you would be right. Particularly if we continue to approach the transformation of organizations the way we always have been.
当我把这个想法和我太太Nicola分享的时候 她问到“永不停止的改变”? 这听起来让人觉得很疲惫 这就和你想的一样 而且你可能是对的 特别是,当我们持续向着组织改变方向靠近的时候 也就是我们一直以来的样子
But because we can't hide, we need to sort out two things. First, why is transformation so exhausting? And second, how do we fix it?
但是,因为我们无法躲藏 我们需要弄清楚两件事情 第一 为什么改变如此令人疲惫? 第二,我们应该怎么解决?
First of all, let's acknowledge that change is hard. People naturally resist change, especially when it's imposed on them. But there are things that organizations do that make change even harder and more exhausting for people than it needs to be. First of all, leaders often wait too long to act. As a result, everything is happening in crisis mode. Which, of course, tends to be exhausting. Or, given the urgency, what they'll do is they'll just focus on the short-term results, but that doesn't give any hope for the future. Or they'll just take a superficial, one-off approach, hoping that they can return back to business as usual as soon as the crisis is over.
首先 我们必须要承认,改变是困难的 人们自然而然的抗拒改变 特别是这种改变是强加在他们身上的时候 而且有一些组织把改变这件事情变得更难了更让人疲惫 尽管改变本身并没那么糟糕 比如说 领导们常常不会及时行动 后果是 所有的事情都在大家的危机情绪中发生了 这种情绪当然会导致“精疲力尽” 或者对于紧急情况来说 他们会做的是基于短期内会有所结果的事情 这对未来并不会有什么好的改观 或者他们只会采取一些表面的,一次性的措施 希望他们可以如同往常一样开展以往的工作 当这种危机结束的时候
This kind of approach is kind of the way some students approach preparing for standardized tests. In order to get test scores to go up, teachers will end up teaching to the test. Now, that approach can work; test results often do go up. But it fails the fundamental goal of education: to prepare students to succeed over the long term.
这种方式 就和学生为了标准考试准备的方式一样 只是为了得到理想的分数 老师们最终沦只为分数忙碌 目前阶段,这种方式是有效的 考试结果会变好 但是却失去了让学生能够在未来成功的 教育的本质职能
So given these obstacles, what can we do to transform the way we transform organizations so rather than being exhausting, it's actually empowering and energizing? To do that, we need to focus on five strategic imperatives, all of which have one thing in common: putting people first.
所以,面对这些困难的时候 我们能够做什么呢 应该要改变改造组织的方式 而不是让人觉得精疲力尽 改变本身是让人有权利掌控感和经济充沛的吗? 为了达到这样的目的,我们应该关注五个战略要点 这所有的要点都有一个相同的前提 就是把人放在第一位
The first imperative for putting people first is to inspire through purpose. Most transformations have financial and operational goals. These are important and they can be energizing to leaders, but they tend not to be very motivating to most people in the organization. To motivate more broadly, the transformation needs to connect with a deeper sense of purpose.
第一个以人为本的要点 是在目的中激励大家 大多数的改革都是有财务和管理目的的 这些因素很重要,同时对领导来说是振奋人心的 但对于组织中的其他大多数人来说,却不那么振奋人心 为了更宽泛的激励大家 这样的转变需要更好的和目标感结合
Take LEGO. The LEGO Group has become an extraordinary global company. Under their very capable leadership, they've actually undergone a series of transformations. While each of these has had a very specific focus, the North Star, linking and guiding all of them, has been Lego's powerful purpose: inspire and develop the builders of tomorrow. Expanding globally? It's not about increasing sales, but about giving millions of additional children access to LEGO building bricks. Investment and innovation? It's not about developing new products, but about enabling more children to experience the joy of learning through play. Not surprisingly, that deep sense of purpose tends to be highly motivating to LEGO's people.
拿乐高举个例子 乐高集团在有力的领导下已经是一个及其大的国际化集团 已经变成了非常大的国际化集团 事实上,他们也经历过一系列的改革 他们所有的改革都有一个非常明确的目标 比如说,具有连接和指导功能的 北星商场计划 以及成为了乐高强有力的目的 那就是:启发和培养未来的主人翁们 或者是为了企业的国际化的扩张? 这并不是为了增长销售额 只是为了让成千上万的孩子可以享受乐高的乐趣 投资和动机? 这也不是为了开发新产品 这是为了促使孩子们 在游戏中找到学习的乐趣 这并不让人觉得惊讶 这种心底的目的认同感极大的激励了乐高的所有员工
The second imperative for putting people first is to go all in. Too many transformations are nothing more than head-count cutting exercises; layoffs under the guise of transformation. In the face of relentless competition, it may well be that you will have to take the painful decision to downsize the organization, just as you may have to lose some weight in order to run a marathon. But losing weight alone will not get you across the finish line with a winning time. To win you need to go all in. You need to go all in. Rather than just cutting costs, you need to think about initiatives that will enable you to win in the medium term, initiatives to drive growth, actions that will fundamentally change the way the company operates, and very importantly, investments to develop the leadership and the talent.
以人为本的第二要点 就是全力以赴 对于大多数的改革来说 只是一场裁员运动 用改革来掩饰裁员的目的 在激烈的竞争面前 这可能是你需要作出的一个痛苦决定 减少组织的规模 就和你为了完成马拉松需要减轻一些体重一样 但是只是减轻体重 并不会让你成为马拉松的赢家 为了成为冠军 你需要全力以赴 重要的事情,再说一遍,全力以赴 并不仅仅是减少成本 你需要去思考那些在中期 让你取胜的动机 那些会促使增长的动机 那些可以从本质上改变公司运作的行动 还有非常重要的一点 ‘加大投资去培养领导团队和那些有才华的人
The third imperative for putting people first is to enable people with the capabilities that they need to succeed during the transformation and beyond. Over the years I've competed in a number of triathlons. You know, frankly, I'm not that good, but I do have one distinct capability; I am remarkably fast at finding my bike.
以人为本的第三要点 就是促使员工获得在改革过程中或者改革以后 使他们成功的技能 在这些年终,我所经历的铁人三项中 老实说,我并不是非常擅长 但是我却是是有一项特别的能力 我能非常迅速的找到我的自行车
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By the time I finish the swim, almost all the bikes are already gone.
当我完成游泳的时候 几乎所有的自行车都不见了
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Real triathletes know that each leg -- the swim, the bike, the run -- really requires different capabilities, different tools, different skills, different techniques. Likewise when we transform organizations, we need to be sure that we're giving our people the skills and the tools they need along the way.
老资格铁人三项参赛者都知道所有的项目 游泳、自行车、长跑 所需要的技能其实是不一样的 不同的工具 不同的技能以及不同的技巧 这和我们改造组织是一样的 我们需要确定我们给我们的员工的技能和工具 是他们在过程中所需要的
Chronos, a global software company, recognized the need to transfer from building products -- software products -- to building software as a service. To enable its people to take that transformation, first of all they invested in new tools that would enable their employees to monitor the usage of the features as well as customer satisfaction with the new service. They also invested in skill development, so that their employees would be able to resolve customer service problems on the spot. And very importantly, they also reinforced the collaborative behaviors that would be required to deliver an end-to-end seamless customer experience. Because of these investments, rather than feeling overwhelmed by the transformation, Chronos employees actually felt energized and empowered in their new roles.
Chronos, 一个全球的软件生产商 意识到他们需要把构建产品 软件产品 变成一种软件服务 为了促使他们的员工接受这样的改变 首先,他们对可以促使员工监控功能运用的 新工具进行了投资 同时也对客户对于新服务的满意度进行了关注 他们也对员工技能提高进行了培训投入 所以他们的员工可以这个方面 也良好的解决了客户服务中的问题 还有非常重要的一点 他们同时也加强了需要给客户提供 端到端无缝体验的的协作方式 正是因为这些投资 而不是被改变本身搞得焦头烂额 Chronos的员工在他们的新岗位上 感到活力以及富有掌控感
In the era of "always-on" transformation, change is a constant. My fourth imperative therefore is to instill a culture of continuous learning. When Satya Nadella became the CEO of Microsoft in February 2014, he embarked on an ambitious transformation journey to prepare the company to compete in a mobile-first, cloud-first world. This included changes to strategy, the organization and very importantly, the culture. Microsoft's culture at the time was one of silos and internal competition -- not exactly conducive to learning. Nadella took this head-on. He rallied his leadership around his vision for a living, learning culture, shifting from a fixed mindset, where your role was to show up as the smartest person in the room, to a growth mindset, where your role was to listen, to learn and to bring out the best in people. Well, early days, Microsoft employees already noticed this shift in the culture -- clear evidence of Microsoft putting people first.
在一个改变永不下线的时代 变化是持续不断 第四个首要关注点 就是需要灌输一种长期学习的文化 当Satya Nadella在2014年 当上微软的CEO的时候 为了让这个企业在一个移动和云时代具有竞争力 他开启了一段富有野心的改变旅程 这包括战略上的改变 对于公司来说 非常重要的,文化 微软当时主要是简仓文化(一种企业架构文化)和内部竞争 这对于学习文化的构建并没有帮助 Nadella采取了正面直上的方式 为了形成有活力的学习文化 他根据自己的想法,整合了自己的领导方式 从固定思维转变也就是说 你要做团体里面最聪明的人 想要培养一个不断进步的心态 你需要倾听别人、学习和激发人们最好的一面 早些日子 微软的员工们已经意识到文化中的这种转变 也就是微软把人放在第一位
My fifth and final imperative is specifically for leaders. In a transformation, a leader needs to have a vision, a clear road map with milestones, and then you need to hold people accountable for results. In other words, you need to be directive. But in order to capture the hearts and minds of people, you also need to be inclusive. Inclusive leadership is critical to putting people first.
我的第五个也就是最后一个首要观点是特别针对领导者的 在转变的过程中 一个领导者需要有一个方向 一个有明确目标的计划 然后你需要让人们为结果负责 换而言之,就是你需要为他们指出方向 为了洞察大家的心态和想法 你还需要具有包容能力 包容性的领导方式就是严格的把人放在第一位
I live in the San Francisco Bay area. And right now, our basketball team is the best in the league. We won the 2015 championship, and we're favored to win again this year. There are many explanations for this. They have some fabulous players, but one of the key reasons is their head coach, Steve Kerr, is an inclusive leader. When Kerr came to the Warriors in 2014, the Warriors were looking for a major transformation. They hadn't won a national championship since 1975.
我住在三番海湾区域 现在 我们的篮球队是联盟里面的第一名 我们在2015年拿到了冠军 而且我们也很可能拿下今年的冠军 为此,他们做了很多准备 他们召集了一些很有实力的球员 但是最关键的一原因之一 是因为他们的教练Steve Kerr 是个具有包容性的领导 当Kerr2014年来勇士执教的时候 勇士正在寻求改变 1975年之后他们就再也没有赢得过冠军
Kerr came in, and he had a clear vision, and he immediately got to work. From the outset, he reached out and engaged the players and the staff. He created an environment of open debate and solicited suggestions. During games he would often ask, "What are you seeing that I'm missing?"
Kerr来了之后,他有一个清晰的想法 并且,他立马投入了工作 从一开始 他就让工作人员和球员一起工作 他创造了一个可以公开辩论和寻求建议的环境 在比赛期间,他会问一些问题 比如,“你看到了什么是我错过的?”
One the best examples of this came in game four of the 2015 finals. The Warriors were down two games to one when Kerr made the decision to change the starting lineup; a bold move by any measure. The Warriors won the game and went on to win the championship. And it is widely viewed that that move was the pivotal move in their victory.
最好的一个例子是,2015决赛第四轮的时候 勇士二比一落后 Kerr决定换掉初始阵容 不管从哪个角度来说,都是一个非常大胆的举动 勇士赢了那场比赛并且在之后拿了赛季冠军 这个决定被广泛评价为 那场胜利中非常关键的转变
Interestingly, it wasn't actually Kerr's idea. It was the idea of his 28-year-old assistant, Nick U'Ren. Because of Kerr's leadership style, U'Ren felt comfortable bringing the idea forward. And Kerr not only listened, but he implemented the idea and then afterwards, gave U'Ren all the credit -- actions all consistent with Kerr's highly inclusive approach to leadership.
有意思的是,这并不是Kerr的主意 是他28岁助理Nick U'Ren的主意 正是因为Kerr的领导风格 让Nick U'Ren轻松的提出自己的想法 Kerr不仅了解了他的想法 还实施了这个想法 并且赛后 还把所有的荣誉都给了助理U'Ren 这些都符合Kerr高度包容性的领导方式
In the era of "always-on" transformation, organizations are always going to be transforming. But doing so does not have to be exhausting. We owe it to ourselves, to our organizations and to society more broadly to boldly transform our approach to transformation. To do that, we need to start putting people first.
在一个需要持续转变的时代 组织需要不断的进行改变 但是转变本身并不需要让人觉得筋疲力尽 这是我们欠自己的 欠组织的 更大了来说,欠社会的 为了勇敢的转变我们对待转变的方法 为了达到这个目的 我们需要把人放在第一位
Thank you.
谢谢
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