We survey CEOs, police officers, truck drivers, cooks, engineers. If people are working, we've surveyed them. And what we know, in terms of their happiness: workers all want the same things.
Mi ispitujemo direktore, policajce, vozače kamiona, kuvare, inžinjere. Ako su ljudi zaposleni, mi smo ih ispitali. A ono što znamo o njihovoj sreći: svi zaposleni žele iste stvari.
[The Way We Work]
[Način na koji radimo]
There's three billion working people in the world. And about 40 percent of them would say they're happy at work. That means about 1.8 billion, or almost two billion people, are not happy at work. What does that do, both to those people and the organizations that they work in?
Na svetu je tri milijarde zaposlenih. I oko 40 procenata njih bi reklo da su srećni na poslu. To znači da je oko 1,8 milijardi, ili skoro dve milijarde ljudi nesrećno na poslu. Šta to čini, kako tim ljudima, tako i organizacijama u kojima oni rade?
Well, let's talk about money. Organizations that have a lot of happy employees have three times the revenue growth, compared to organizations where that's not true. They outperform the stock market by a factor of three. And if you look at employee turnover, it's half that of organizations that have a lot of unhappy employees. The miracle thing is, you don't have to spend more money to make this happen. It's not about ping-pong tables and massages and pet walking. It's not about the perks. It's all about how they're treated by their leaders and by the people that they work with.
Pričajmo o novcu. Organizacije sa mnogo srećnih radnika imaju tri puta veći rast zarade, u poređenju sa organizacijama gde to nije slučaj. One su tri puta bolje na berzi. I ako pogledate fluktuaciju radnika, ona je upola manja od organizacija koje imaju mnogo nesrećnih radnika. Čudesno je to što ne morate da trošite više novca da biste ovo omogućili. Ne radi se o stolovima za ping pong, masažama ili šetanju ljubimaca. Ne radi se o pogodnostima. Radi se o tome kako ih tretiraju pretpostavljeni i ljudi sa kojima rade.
So I'd like to share a few ideas that create happy employees. Idea number one: in organizations where employees are happy, what you find is two things are present: trust and respect. Leaders often say, "We trust our employees. We empower our employees." And then when an employee needs a laptop -- and this is a true example -- 15 people have to approve that laptop. So for the employee, all the words are right, but 15 levels of approval for a $1,500 laptop? You've actually spent more money than the laptop, on the approval. And the employee feels maybe they're really not trusted. So what can an organization do to have a high level of trust? The first organization that comes to mind is Four Seasons. They have magnificent properties all around the world. And their employees are told, "Do whatever you think is right when servicing the customer." To hand that trust to your employees to do whatever they think is right makes the employees feel great. And this is why they're known for delivering some of the best service in the world.
Želim da podelim nekoliko ideja kako kreirati srećne zaposlene. Prva ideja: u organizacijama u kojima su zaposleni srećni, imate dve prisutne stvari: poverenje i poštovanje. Nadređeni često kažu: "Verujemo našim zaposlenima. Osnažujemo ih." I onda kada je nekome potreban računar - ovo je istinit primer - 15 ljudi mora da odobri taj računar. Za tog zaposlenog, sve reči su tačne, ali 15 nivoa odobrenja za računar od 150 000 RSD? U stvari potrošite više novca na odobrenje, nego na računar. A zaposleni oseća da mu možda i ne verujete. Šta može jedna organizacija da uradi da poveća nivo poverenja? Prva organizacija koja mi pada na pamet je Four Seasons. Oni imaju izuzetne posede širom sveta. A zaposlenima kažu: "Uradite sve što smatrate ispravnim kada radite sa mušterijom." Dati zaposlenom toliko poverenja da radi šta misli da je potrebno, čini da se zaposleni oseća odlično. I zbog toga su poznati po jednoj od najboljih usluga na svetu.
Idea number two: fairness. The thing that erodes trust in an organization faster than anything else is when employees feel that they're being treated unfairly. Employees want to be treated the same, regardless of their rank or their tenure or their age or their experience or their job category, compared to anyone else. When I think about great organizations who get fairness right, the first organization that comes to mind is Salesforce. They found that men and women working in the same job with the same level of proficiency were making different amounts of money. So immediately, they calculated the difference, and they invested three million dollars to try and balance things out.
Druga ideja: fer odnos. Stvar koja podriva poverenje u nekoj organizaciji, brže od bilo čega drugog, jer kad zaposleni ne osećaju da se odnosite fer prema njima. Oni žele da ih tretirate isto, bez obzira na njihov čin, status, godine, iskustvo ili kategoriju posla, u poređenju sa bilo kim drugim. Kada pomislim koja organizacija ovo radi dobro, prva koja pada na pamet je Salesforce. Oni su otkrili da muškarci i žene na istim poslovima, sa istim nivoom stručnosti, imaju različite nivoe zarade. Odmah su izračunali razliku i uložili tri miliona dolara da izbalansiraju tu razliku.
Idea number three is listening. So, to be a listener who connects with all types of people, we have to unlearn a few things. We've all been taught about active listening and eye contact -- an intense stare and a compassionate look. That's not listening. Repeating what the person says -- that's not listening. Being humble and always hunting and searching for the best idea possible -- that's what listening is. And employees can feel whether you're doing that or not. They want to know, when they talk to you and share an idea, did you consider it when you made a decision? The one thing that everybody appreciates and wants when they're speaking is to know that what they say matters so much you might actually change your mind. Otherwise, what's the point of the conversation?
Treća ideja je slušanje. Da bismo bili slušalac koji se povezuje sa svima, moramo da zaboravimo na neke stvari. Svi smo učili o aktivnom slušanju i kontaktu očima - napetom gledanju i gledanju sa saosećanjem. To nije slušanje. Ponavljanje onoga što osoba govori - to nije slušanje. Biti skroman, uvek tragati za najboljom mogućom idejom - to je slušanje. A zaposleni osećaju da li to radite. Oni žele da znaju, kada razgovaraju s vama i podele neku ideju, da li ste je uzeli u obzir pri donošenju odluke. Stvar koji svi cene i žele dok razgovaraju je da znaju da njihove reči dovoljno znače da ćete možda promeniti mišljenje. Inače, koja je poenta razgovora?
We all know the things we need to change, the things that we need to do differently. The way you behave, the way you treat others, the way you respond, the way you support, defines the work experience for everyone around you. Changing to be a better person -- the world is littered with those failures. But changing because there's something you believe in, some purpose that you have, where you're willing to risk almost everything because it's so important to you -- that's the reason to change. If it's not, you should probably find a different place to work.
Svi znamo šta treba da promenimo, šta treba da radimo drugačije. Način na koji se ponašate, na koji tretirate druge, kako odgovarate, kako podržavate, definiše radno iskustvo svih oko vas. Menjanje da biste bili bolja osoba - svet je zatrpan tim neuspesima. Ali menjanje zbog nečega u šta verujete, zato što imate neku svrhu, pri čemu ste voljni da rizikujete skoro sve jer vam je to važno - to je razlog da se promenite. Ako nije, verovatno treba da nađete drugo radno mesto.