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.
我們調查了執行長、警察、 卡車司機、廚師、工程師。 我們調查的是在工作的人。 關於他們的快樂, 我們所知道的是: 工作者都想要同樣的東西。
[The Way We Work]
〔我們工作的方式〕
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?
世界上有三十億人在工作。 當中大約四成會說 他們工作很快樂。 那就表示約有十八億人, 或近二十億人, 工作時並不快樂。 這會有什麼影響? 對那些人以及他們服務的 組織會有什麼影響?
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.
咱們來談談錢。 有很多快樂員工的組織 和沒有很多快樂員工的組織 相較,年度利潤成長率是三倍。 股價表現更是高三倍。 就員工流動率來看, 和擁有許多不快樂員工的 組織相較,只有一半。 神奇的是,並不需要 多花錢就能讓員工快樂。 重點不是乒乓球桌、 按摩或遛寵物。 重點不是額外補貼,而是他們 如何被他們的領導人對待, 及如何被他們的同事對待。
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.
我想要分享一些想法, 協助創造快樂的員工。 想法一: 在員工很快樂的組織中, 你會發現兩樣東西: 信任和尊重。 領導人通常會說: 「我們信任我們的員工。 我們賦權給員工。」 接著,當員工需要筆電時—— 這是個真實例子—— 十五個人得要核准那台筆電。 所以,對員工來說, 所有的文字規定都沒問題, 但一千五百美元的筆電 卻要經過十五關審核? 你花在審核的錢 比買筆電的錢還多。 員工覺得也許他們並沒有被信任。 所以,組織要如何做, 才能有高度的信任? 首先想到的組織是四季酒店。 他們在全世界都有雄厚的資產。 他們的員工被告知: 「在服務客人時, 做任何你認為正確的事。」 把信任交給你的員工, 讓他們做他們認為正確的事, 會讓員工感覺很棒。 這就是為什麼四季的員工 以優質服務聞名世界。
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.
想法二:公平。 在一個組織中, 有件事會侵蝕信任, 且速度無與倫比, 那就是員工認為 他們沒有被公平對待。 員工希望被同等對待, 不論他們的階級、 他們的任期、他們的年齡、 他們的經驗、他們的工作類別 和別人比起來如何。 若要談有公平權利的優良組織, 最先想到的是 Salesforce。 他們發現,男性和女性 若做同樣的工作,精練度相同, 所得卻會不一樣。 所以,他們馬上去計算那差異, 他們投資了三百萬美元, 試著取得平衡。
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?
想法三:傾聽。 要成為傾聽者,和各種人連結, 我們得要忘掉幾件學過的事。 我們都被教導要積極傾聽 以及眼神接觸—— 熱切的盯著, 很有熱忱的表情。那不是傾聽。 重覆一個人說的話—— 那不是傾聽。 要謙遜,不斷獵尋、尋找 可能的最佳點子—— 那才是傾聽。 員工能夠感覺到你有沒有這樣做。 當他們和你交談及分享 想法時,他們想要知道, 在你決策時有考慮 他們所提的事嗎? 當人們在說話時, 他們都想要也很感謝一件事, 就是知道他們所說的話非常重要, 很可能會讓你改變主意。 不然,對談有什麼意義?
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.
我們都知道我們需要改變的事, 我們需要用不同方式做的事。 你的行為、你對待他人的方式、 你回應的方式、你支持的方式, 會定義你身邊的人 有怎樣的工作體驗。 改變成為更好的人—— 世界被那些亂搞的傢伙 弄得亂七八糟。 但,為了你的信念而做改變, 為了你的目的而做改變, 你幾乎願意賭上一切, 因為對你而言太重要了—— 那就是改變的理由。 如果不是,你可能得要 換個地方工作了。