When we think of our modern-day, successful entrepreneurs and corporate leaders, the thing they all have in common is they excel at the general cut and thrust of business: outsmarting the competition, growing the bottom line, creating a superior product or service. But to become a business rock star, that rarefied category of a name we all know and admire, you need something else. General good business acumen isn't enough. The thing the rock stars all have in common is they disrupt business as usual. They look at things the way they are, and say to themselves, "Nah, that's not it."
当我们想到当代成功的企业家, 和公司领导者, 他们都具备的共同点是 在商业战场上有出色的打拼能力, 以智取胜, 不断提高的底线, 推出顶尖产品与服务。 但是要成为一个商业巨佬, 成为一个独树一帜、 盛名远扬的精英, 还需要其他条件。 仅有一般的商业头脑还不够。 商业巨佬的真正共同特质是 他们经常为商业带来变革。 他们看着现在的形势, 然后自言自语道: “哎,不应该这样。”
Consider how we used to search, and how cumbersome the process was. Sergey Brin and Larry Page completely transformed the way we find things and each other, and even how we buy things. And what about coffee? For many of us, our morning brew was a rather dull experience, until Howard Schultz built Starbucks for a community of people who wanted fancy, varied, social coffee. And of course, I can’t forget Bill Gates and Steve Jobs: two men who took computers from nerdy labs and into our homes and, in the case of Jobs, our palms too.
想想我们以前的检索方式, 那是多麻烦。 拉里·佩奇(Sergey Brin) 和谢尔盖·布林(Larry Page) 完全改变了我们检索事物 和联系他人的方式, 甚至改变了购物方式。 还有咖啡? 对于大多数人来说, 早上冲杯咖啡是件麻烦事。 直到霍华德·舒尔茨(Howard Schultz) 创立了星巴克, 为人们提供了高档、 各式各样的咖啡和社交场所。 当然,我怎么会忘了 比尔·盖茨和史蒂夫·乔布斯。 这两人将电脑从极客的实验室 带入到我们家中, 尤其是乔布斯,甚至将它 放到了我们手上。
Now I know what some of you are thinking. Don't worry, I will be coming to that in a minute. So if -- I know what you're thinking.
我知道,你们在想什么。 别急,我等会儿会聊到 那么如果——我知道你们在想什么。
(Laughter)
(笑声)
So if innovators like these can do all this, then I believe they are up for a new challenge. A challenge that no one in business has fully cracked yet. So today, I want to talk to you about why I think, why I feel, we need a rock star of inclusion.
那么,如果这些创新者都能 做到上述事情, 我觉得他们会面临一个新的挑战, 一个在商业领域还没有人能 彻底解决的挑战。 所以今天,我想告诉你们, 为什么我认为, 为什么我觉得, 我们需要一个有包容性的商业巨佬。
The diversity and inclusion agenda is one that most of us are sold on. We know it boosts creativity and profits and generally makes our lives richer. We've known this for a very long time, but if we're honest, progress has been slow. Nearly 90 percent of Fortune 500 CEOs are white males. And in the UK, where I'm from, they account for 90.4 percent of the top 20 roles in FTSE 100 companies. Now that's the status quo that is ripe for disruption.
多元性和包容性是我们 都在追求的品质。 我们知道,它可以促进创造, 可以盈利,让我们的生活更加富裕。 我们早就知道这些益处, 但是说实话, 我们的进步却非常缓慢。 全球 500 强的企业老总 几乎 90% 都是白人男性。 在英国,我来的地方, 富时 100 指数前 20 的公司岗位中, 白人男性占了 90.4%, 这就是一个需要经历变革的领域。
Disruptors are not afraid of doing the difficult. They push through discomfort. When others doubt, they see a better, more exciting, new way -- a new way that others then emulate, a new way that eventually becomes the norm. When it comes to diversity and inclusion, we need bold disruptors who are uncomfortable with the status quo, even if the status quo benefits them -- in fact, especially if the status quo benefits them.
变革者不怕难事, 他们能经受住不安。 当其他人表示怀疑时, 他们却看见一个新的、 更令人激动的方法。 这个方法,其他人一一效仿, 这个方法最终成为新的准则。 当谈到多元性和包容性时, 我们需要无畏的变革者, 即使事不关己, 但也绝不会袖手旁观—— 事实上,现状就是对他们有利。
Now the general thinking about DEI is that we have to get comfortable having uncomfortable conversations. But there's a step before that's often overlooked. Before uncomfortable conversations must come uncomfortable connections. And that's something I know a little about. I get paid -- sometimes, anyway.
人们一般对待 DEI(多元、平等、包容) 的看法是, 我们必须适应不舒服的交流。 但是在我们忽略它之前,还有一步。 在不舒服的交流前, 一定还有不舒服的连接。 这个部分,我一无所知。 有人雇我——只是偶尔,不管这些。
(Laughter)
(笑声)
I get paid to do the two things that most people are uncomfortable doing: public speaking and talking to strangers. Now the thing is, when I was a kid, my report card read "must talk less." Luckily, I didn't listen. So for the past 25 years, I have been working in television -- first as an on-air talent, more recently as an executive focusing on DEI. My work as a host has meant that I've had to learn how to build meaningful connections quickly, with all kinds of people from very different backgrounds. But it hasn't always been easy. There are neurological and anthropological reasons why we gravitate towards people that remind us of ourselves. There are unspoken codes of familiarity, codes that make us feel safe. We see this everywhere: at conferences, lunch halls, parties, even places of worship.
有人雇佣我去做两件 最令人感到不舒服的事情, 公众演讲和与陌生人交谈。 问题是,我还是小孩时, 我的评语单上写的是“少说点话”。 幸运的是,我没听。 所以过去的 25 年间, 我一直在电视台工作。 刚开始是当广播员, 而最近当起了关注 DEI 的管理者。 作为一个主持人意味着 我必须快速地与各种不同背景的人 建立有意义的联系。 这并不容易。 关于为什么我们总是会 被与自己相似的人吸引, 其中有神经学和人类学的原因。 这是不言而喻的相似性法则, 它使我们感到安全。 这很常见,在会议上、 饭堂大厅里、派对上, 甚至是礼拜场所。
Now, there's a palpable feeling you get when you don't connect with someone. Don’t worry, I connect with you. It's awkward, it's horrible, and you just want it to be over. But if you push through to find common ground, even if it's small, just to get to the breakthrough, that's when the magic happens, and something changes in both people.
当你没能与某人连接时, 你会很明显地感受到。 别怕,我和你是连接的。 这十分尴尬,可怕, 你想快点结束它。 但是当你挺过来了, 找到了共同点, 甚至是非常小的共同点, 你只需要去突破一下, 就会有奇迹发生, 你和他都会发生某种改变。
A game-changing moment came for me early on in my career, when I was interviewing a high-profile actress, who shall remain nameless. She was starring in a movie that was considered quite controversial at the time, and as a result had been subjected to countless insulting interviews. So by the time I got round to her, things were tense. And to make matters worse, we had absolutely nothing in common to fall back on, with her being a high-profile A-list actress, and me an up-and-coming host. In that moment, I knew I had two choices. One, to carry on as we were, which would have been very uncomfortable for us both, and probably ended in the interview being cut short. Or two, try and find a breakthrough.
这种改变时刻, 早早地就发生在了 我的职业生涯中, 就在我采访一位不愿透露姓名, 且大有名气的女演员时。 她是女主角, 这部电影在当时争议很大, 结果就是,她在许多采访中 都遭到了负面抨击。 所以,当我采访她的时候, 形势不容乐观。 更糟糕的是, 我们完全没有任何共同点 可以缓解一下气氛, 她,一个红红火火的一线女演员, 我,一个前程似锦的主持人, 那个时刻,我有两个选择 要么以过去的身份继续采访, 这对我们来说,都是不舒服的, 然后,可能会以采访中断收场, 要么尝试突破一下。
Now this was a well-seasoned actress, and it wasn't a particularly big-budget movie, so I knew there had to be a bigger reason as to why she'd accepted the role in the first place. So I decided to focus on the character, rather than the controversy, and she immediately opened up. And we were able to have a deep and thoughtful conversation that was actually enjoyable for us both, and she even thanked me at the end.
这是一位资深的女演员, 而且这部电影也不是什么大制作, 我想这其中肯定另有隐情, 为什么当初她要接下这部电影呢? 所以我决定多关注角色的部分, 而不是有争议的环节, 然后她也立刻敞开心扉了。 我们就能进行 深层次、有思想的谈话, 对我们双方都是一种享受, 最后,她甚至对我说了谢谢。
I learned so much from that encounter, in terms of what can happen when you don't give up on an uncomfortable connection, and how powerful it can be for both people. To this very day, that moment still serves as a template for me of what to do whenever I find myself in a similar situation.
这次经历,让我收益良多, 它教会了我, 当你遇到不舒服的关系, 并且坚持下去,最后会迎来什么, 这对我们双方都是何等的有力量。 即使是今天,那个时刻仍旧 为我处理相同的情况提供经验, 无论我在什么时候, 面临相同的境遇。
Now if we are to move society forward, this is a journey we all have to make. However, I believe when it comes to the workplace, those with the most power and agency must make the biggest leap first.
如今,如果我们要继续推动社会发展, 这是我们都必须经历的旅程。 然而,当我谈及工作时, 我认为,那些最有权力的人 和相关部门必须率先做出改变。
Let me tell you about John Landgraf, the CEO of FX. In 2015, Variety magazine wrote a scathing article about the least diverse networks in America, in relation to directors. And at the bottom of what was a pretty bad list was FX. Out of the 168 episodes that had aired on FX and FXX between 2014 and 2015, 88 percent were directed by white men, five percent by white women, seven percent by men of color and zero percent by women of color.
让我讲讲,约翰·兰德格拉夫 (John Landgraf), 福克斯(FX)电视网总裁。 2015 年,《综艺》(Varity)杂志 曾写过一篇尖锐的文章, 关于美国最不具多元化的 电视网,以导演为例, 这份极其负面的名单顶部 就是福克斯(FX)电视网。 2014 年至 2015 年间, 福克斯电视网和福克斯网络频道 播出的 168 个剧集, 其中 88% 由白人男性担任导演, 5% 为白人女性, 7% 为有色男性, 但是却没有一位有色女性导演。
What happened next was interesting. Instead of doing the usual corporate thing of trying to defend the indefensible, rather, Landgraf held up his hand and pledged to diverse creatives that he was going to act, and act quickly at that. So he and his team set about putting together a concrete plan, which included a significant financial investment in diverse creatives and in their suppliers, to find, hire, nurture and develop diverse creatives from industries where there were transferable skills, such as music videos, advertising and theater. Within a year, Landgraf had turned FX from being the least diverse network in America to one of the most. And they had also managed to increase their diverse directing pool to just over half. Critical and commercial success would follow, with hits such as "Atlanta" and "Better Things." And there would also be an upsurge in paid subscriptions. All because Landgraf stopped following the crowd and instead decided to disrupt in an inclusive way. I would call that rock-star behavior, just saying. (Laughs)
接下来发生了件有趣的事情, 与做一些公司常规的事, 为铁铮铮的事实寻找借口不同, 兰德格拉夫举起双手, 承诺他将做出一些多元化的改变, 并且立即行动。 然后,他和他的团队 开始计划一个切实可行的方案, 其中包括,在多元化创意 和他们的供应商上的巨额投资, 试图在可传输相关技艺的行业, 如音乐视频、广告和剧院中 搜寻、雇佣、培养和 发展多元化创意。 一年之内, 兰德格拉夫将福克斯从 美国最不具多元化的电视网之一 变成了最多元化的电视网。 他也成功增加了他们导演的多元性。 极大的商业成功紧随其后, 《亚特兰大》《更美好的事》爆火, 付费订阅量也暴增。 这些都是由于, 兰德格拉夫并没有随波逐流, 而是决定以一种包容的方式进行变革。 我愿称其为商业巨佬的模式。 (笑声)
Now someone else that I think is already a rock star in more ways than one is Gareth Southgate, the current England men's team football manager. Now before becoming England manager, Southgate was a soccer player himself, in the early 1990s and 2000s, and witnessed firsthand the racist abuse his colleagues of color were subjected to, with monkey chants being screamed at them during matches, and banana peels thrown onto the pitch. This searing knowledge would serve Southgate well when he became the custodian of the careers of a new generation of England players. He knew he wanted to create a better world for his players, so he educated himself on racial injustice, and then did the same with the whole team, by bringing in Owen Eastwood, a New Zealand performance coach whose modern-day interpretation of the Māori philosophy, whakapapa -- "we are all connected, therefore we all belong" -- would become embedded in the psyches of the whole team.
其他我认为也算巨佬的人是 加雷斯·索斯盖特(Gareth Southgate) 现任英格兰国家男子足球队主教练。 在成为英格兰教练前, 早在 90 年代和 00 年代,索斯盖特 自己就是足球运动员。 他亲眼见过自己的有色队友 遭到种族歧视。 在比赛的时候有人朝他们学猴子叫, 把香蕉皮丢到赛场上。 当他成为新一代的 英格兰球员的生涯守护者时, 这段刺痛的回忆给予了他启示。 他想为自己的球员 创造一个更好的世界, 所以他自我教育,决不能种族歧视, 通过引进新西兰球队顾问, 欧文·伊斯特伍德(Owen Eastwood), 他也将这种思想传递给整个球队, 伊斯特伍德对毛利语中 的“whakapapa”进行了现代阐释—— 意为:“我们都存在于联系, 所以我们相互属于”—— 而这成为了整个团队的精神内核。
Now, this England squad was like nothing the country had ever seen before. Vibrant with swagger -- as the young people would say -- ethnically diverse and aligned to movements such as BLM. So when American players, led by Colin Kaepernick, decided to take the knee, Southgate’s players did so too, in solidarity. A public backlash ensued. Rather than bow to public pressure, Southgate penned an open letter to the nation, saying, "I have a responsibility to the wider community to use my voice, and so do the players. It's their duty to continue to interact with the public on matters such as equality, inclusivity and racial injustice, while using the power of their voices to help put debates on the table, raise awareness and educate."
这只英格兰球队, 与以往的球队都不相同。 它活力四射,气宇轩昂—— 就像年轻人们说的—— 种族多元化,与“黑命贵”等运动相当。 所以当科林.卡佩尼克 (Colin Kaepernick)带领着美国球员 单膝着地,以示抗议, 索斯盖特的球员团结一致, 也做了同样的事。 公众的集体反对接踵而至, 索斯盖特没有对公众压力妥协, 而是亲手写了一封公开信 说道: “我们有责任,有义务为多元化的社群发声, 通过我和队员们发声, 这是他们的职责,继续与公众交流互动, 在平等、包容和种族正义上发挥作用, 同时,他们的发声 也将这些讨论重新提上议程 让人们意识到这些问题, 并教育他们。”
There would soon be another moment of truth. When three of his Black players -- Marcus Rashford, Bukayo Saka and Jadon Sancho -- missed their penalties in the Euro's finals. A barrage of torrid racist abuse would follow. Again, Southgate stepped up and not only defended his players, but took the blame, as coach. And the beautiful thing that also happened was, because of the education piece that had gone before, the whole team rallied around the players, seeing an attack on one as an attack on them all.
很快就迎来了另一个关键时刻。 当他的三位黑人球员—— 马库斯·拉什福德(Marcus Rashford)、 布卡约·萨卡(Bukayo Saka) 和贾登·桑乔(Jadon Sancho )—— 在欧洲决赛中错失了他们的点球。 如洪水般的种族歧视言论扑面而来, 索斯盖特又一次站出来, 不仅为他的球员辩护, 身为教练也担下了罪责。 一件叹为观止的事情发生了, 因为此前受到的教育 整个球队将受到侮辱的球员围绕起来, 将对个人的攻击视作对整体的伤害。
The unequivocal solidarity that Gareth Southgate has been able to create within this England team is truly a profile in courage. The level of emotional intelligence and understanding that he has displayed means that he is now leading one of the most unified sports teams in modern times.
加雷斯·索斯盖特 为英格兰球队培养起来的坚决的团结 就是一种真正勇气的象征。 他展现出来的情商与共情能力 表示他正领导着 一只现代最为团结的队伍。
There's no reason this can't be a template for business too. There are hierarchies of inclusion that exist in every society, with those at the top on the inside, and those at the bottom cast outside. I grew up in London as the daughter of African immigrants, so I know what it feels like to disrupt the world the way it is, and to break through. As a working-class Black woman, somehow, I had a different vision for myself than the one the world had created for me. Fortunately, we are now starting to see more and more women of color progress. But it shouldn't be on us.
这确确实实 也可以成为一种商业的典范, 包容的等级规则存在于每个社会。 在那些顶层的内部, 也在那些底层的外部 做为非洲移民的女儿,我生在伦敦, 所以我知道变革世界是一种什么感觉, 也体会过突破的感受。 作为一名工人阶级的黑人女性, 不知怎么的,我对自我的认识 与世界赋予我的大不相同。 幸运的是,我们开始看见 越来越多的有色女性在进步, 但是这不应该发生在我们身上。
Now I know many of you will have noticed -- because I saw your faces, I know you did -- that the list of business leaders that I opened my talk with were all white men. And all white men from mainly affluent backgrounds, at that. That isn't a coincidence. No one group has a monopoly on talent or ability, but as a result of the detrimental impact of imperialism and colonialism, up until very recently, at least from a Western perspective, this group has had a monopoly on access and opportunity. We are heading into some very turbulent times economically, and socially we’re at a crossroads, too. In the past, difficult times has often meant that diversity and inclusion have been put on a back burner. I would argue now is the time for us to dig deeper. We know inclusion grows the bottom line, and the leaders who truly understand this will be the ones that not only win, but win the right way.
现在,我知道大家已经注意到, 因为从你们的脸上看出,我知道, 我刚开始讲的所有的商业领头人 都是白人男性, 而且他们都出身于富贵家庭。 这并不是巧合, 没有任何一个人群 可以独享天赋或才能, 但是由于帝国主义 和殖民主义的有害影响。 直到最近, 至少是从西方视角来看, 白人男性 确实垄断着晋升渠道和机遇。 我们正前往一个经济动荡的时代, 也站在社会的十字路口。 在过去,艰难时刻 常常意味着,多元和包容 都被人们抛之脑后。 我认为,是时候让我继续了解 这些概念了。 我们知道,包容可以提高底线, 真正理解包容的领导者 不仅仅会成功, 而且会以正确的方式成功。
So these innovators, these guys, these rock stars who have taken on everything from computing, to commerce, to coffee -- wouldn't it be cool to see them disrupt inequity too? To look at the world the way it is, just like Gareth and John did, and say to themselves, "Nah, that's not it." I don't know about you, but those are the kind of rock stars I want to see.
创新者们,拥抱多元的人, 和商业巨佬们, 他们从事着各种各样的事 从电脑、商业到咖啡经营。 如果看到他们同时为不平等变革, 这不是很酷吗? 就像加雷斯、约翰那样, 看着我们如今的世界, 然后喃喃自语道: “哎,不该这样。” 我不知道你们会怎么做, 但是这就是 我想看到的“巨佬”的样子。
Thank you.
谢谢。
(Cheers and applause)
(欢呼和掌声)