There's a man by the name of Captain William Swenson who recently was awarded the congressional Medal of Honor for his actions on September 8, 2009.
Postoji čovek koji se zove kapetan Vilijam Svenson i koji je skoro nagrađen kongresnom medaljom časti za svoje delo 8. septembra 2009. godine.
On that day, a column of American and Afghan troops were making their way through a part of Afghanistan to help protect a group of government officials, a group of Afghan government officials, who would be meeting with some local village elders. The column came under ambush, and was surrounded on three sides, and amongst many other things, Captain Swenson was recognized for running into live fire to rescue the wounded and pull out the dead. One of the people he rescued was a sergeant, and he and a comrade were making their way to a medevac helicopter.
Tog dana, kolone američkih i avganistanskih trupa su se probijale kroz deo Avganistana kako bi zaštitili grupu vladinih zvaničnika, grupu vladinih zvaničnika Avganistana kako bi se susreli sa lokalnim seoskim starešinama. Kolona je došla pod grmlje i bila je okružena sa tri strane i među mnogim stvarima, kapetan Svenson je krenuo da trči kroz pucnjavu kako bi spasio povređenog i izbavio ga iz smrti. Jedan od ljudi koje je spasao bio je vodnik i on i njegov drug su se probijali do medicinskog helikoptera.
And what was remarkable about this day is, by sheer coincidence, one of the medevac medics happened to have a GoPro camera on his helmet and captured the whole scene on camera. It shows Captain Swenson and his comrade bringing this wounded soldier who had received a gunshot to the neck. They put him in the helicopter, and then you see Captain Swenson bend over and give him a kiss before he turns around to rescue more.
Ono što je bilo upečatljivo tog dana je da je, pukom slučajnošću, jedan od medicinskih radnika imao GoPro kameru na svojoj kacigi i snimio je čitavu scenu tom kamerom. Snimak prikazuje kapetana Svensona i njegovog druga kako nose povređenog vojnika koji je pogođen hicem u vrat. Smestili su ga u helikopter i potom vidite kapetana Svensona kako se nadvija i ljubi ga pre nego što se okrene da spasi ostale.
I saw this, and I thought to myself, where do people like that come from? What is that? That is some deep, deep emotion, when you would want to do that. There's a love there, and I wanted to know why is it that I don't have people that I work with like that? You know, in the military, they give medals to people who are willing to sacrifice themselves so that others may gain. In business, we give bonuses to people who are willing to sacrifice others so that we may gain. We have it backwards. Right? So I asked myself, where do people like this come from? And my initial conclusion was that they're just better people. That's why they're attracted to the military. These better people are attracted to this concept of service. But that's completely wrong. What I learned was that it's the environment, and if you get the environment right, every single one of us has the capacity to do these remarkable things, and more importantly, others have that capacity too. I've had the great honor of getting to meet some of these, who we would call heroes, who have put themselves and put their lives at risk to save others, and I asked them, "Why would you do it? Why did you do it?" And they all say the same thing: "Because they would have done it for me." It's this deep sense of trust and cooperation. So trust and cooperation are really important here. The problem with concepts of trust and cooperation is that they are feelings, they are not instructions. I can't simply say to you, "Trust me," and you will. I can't simply instruct two people to cooperate, and they will. It's not how it works. It's a feeling.
Video sam ovo i pitao se, odakle dolaze ovakvi ljudi? Šta je to? To je veomo duboko osećanje, kada biste želeli da to uradite. Tu je ljubav i želeo sam da znam zašto ja nemam ljude koji tako postupaju? U vojsci, daju ordenje ljudima koji su voljni da se žrtvuju kako bi drugi dobili. U poslu, dajemo povišice ljudima koji su voljni da žrtvuju druge kako bismo mi dobili. Mi funkcionišemo obrnuto? Zar ne? Pitao sam se, odakle potiču ovakvi ljudi? Moj početni zaključak je bio da su samo bolji ljudi. Zato im se sviđa vojska. Tim boljim ljudima se sviđa koncept usluge. Ali to je apsolutno pogrešno. Otkrio sam da je to okruženje i ako tačno shvatite okruženje svako od nas ima kapacitet da učini takve prepoznatljive stvari, i što je važnije, drugi imaju taj kapacitet. Imao sam veliku čast da upoznam neke od tih ljudi, koje volimo da zovemo heroji, koji su se žrtvovali i rizikovali svoje živote kako bi sačuvali živote drugih. Pitao sam ih: "Zašto to radite? Zašto ste to uradili?". Svi oni su rekli istu stvar: "Zašto što bi oni to uradili za mene." Tu je duboki osećaj poverenja i saradnje. Poverenje i saradnja su ovde veoma važni. Problem sa konceptom poverenja i saradnje je da su to osećaji, a ne instrukcije. Ne mogu vam samo reći: "Verujte mi." i očekivati da mi verujete. Ne mogu samo da podučim dvoje ljudi da sarađuju i oni će sarađivati. To tako ne funkcioniše. To je osećaj.
So where does that feeling come from? If you go back 50,000 years to the Paleolithic era, to the early days of Homo sapiens, what we find is that the world was filled with danger, all of these forces working very, very hard to kill us. Nothing personal. Whether it was the weather, lack of resources, maybe a saber-toothed tiger, all of these things working to reduce our lifespan. And so we evolved into social animals, where we lived together and worked together in what I call a circle of safety, inside the tribe, where we felt like we belonged. And when we felt safe amongst our own, the natural reaction was trust and cooperation. There are inherent benefits to this. It means I can fall asleep at night and trust that someone from within my tribe will watch for danger. If we don't trust each other, if I don't trust you, that means you won't watch for danger. Bad system of survival.
Odakle potiče taj osećaj? Ako se vratite 50 000 godina unazad u paleolitsko doba, u rano doba homo sapiensa otkrićete da je svet bio ispunjen opasnošću, svim tim silama koje su radile veoma naporno da nas ubiju. Ništa lično. Bilo da je to vreme, nedostatak resursa, možda sabljozubi tigar, sve te stvari koje postoje da bi nam smanjile životni vek. Evoluirali smo u društvene životinje, gde smo živeli i radili zajedno u onome što ja zovem sigurnosnim krugom, unutar plemena, gde smo imali osećaj pripadnosti. Kada smo se osećali sigurno među sobom, prirodna reakcija bila je poverenje i saradnja. To su prirodne prednosti. To znači da mogu da zaspim noću i verujem da će neko iz mog plemena pratiti opasnost. Ako ne verujemo jedni drugima, ako ja ne verujem tebi, to znači da nećeš pratiti opasnost. Loš sistem preživljavanja.
The modern day is exactly the same thing. The world is filled with danger, things that are trying to frustrate our lives or reduce our success, reduce our opportunity for success. It could be the ups and downs in the economy, the uncertainty of the stock market. It could be a new technology that renders your business model obsolete overnight. Or it could be your competition that is sometimes trying to kill you. It's sometimes trying to put you out of business, but at the very minimum is working hard to frustrate your growth and steal your business from you. We have no control over these forces. These are a constant, and they're not going away.
Moderno doba je upravo ista stvar. Svet je ispunjen opasnošću, stvarima koje pokušavaju da frustriraju naše živote ili smanje naš uspeh, smanje našu mogućnost za uspehom. To mogu biti usponi i padovi u ekonomiji, nesigurnost tržišta deonica. Ili nova tehnologija koja vaš model poslovanja čini zastarelim preko noći. To može biti vaše takmičenje sa nečim što pokušava da vas ubije. To ponekad pokušava da vas izbaci iz posla. Ali u najblažem slučaju, uporno radi da vam omete razvoj i ukrade posao od vas. Nemamo kontrolu nad tim snagama. One su konstantne i ne nestaju.
The only variable are the conditions inside the organization, and that's where leadership matters, because it's the leader that sets the tone. When a leader makes the choice to put the safety and lives of the people inside the organization first, to sacrifice their comforts and sacrifice the tangible results, so that the people remain and feel safe and feel like they belong, remarkable things happen.
Jedina promenljiva su uslovi unutar organizacije i tu liderstvo znači jer lider postavlja pravila. Kada lider pravi izbor da na prvo mesto stavi sigurnost i živote ljudi unutar ogranizacije, da žrtvuje njihov komfor i žrtvuje bitne rezultate, kako bi ljudi ostali i osećali se sigurno i da pripadaju, značajne stvari se događaju.
I was flying on a trip, and I was witness to an incident where a passenger attempted to board before their number was called, and I watched the gate agent treat this man like he had broken the law, like a criminal. He was yelled at for attempting to board one group too soon. So I said something. I said, "Why do you have treat us like cattle? Why can't you treat us like human beings?" And this is exactly what she said to me. She said, "Sir, if I don't follow the rules, I could get in trouble or lose my job." All she was telling me is that she doesn't feel safe. All she was telling me is that she doesn't trust her leaders. The reason we like flying Southwest Airlines is not because they necessarily hire better people. It's because they don't fear their leaders.
Leteo sam na put i bio svedok incidenta gde je putnik ušao u avion pre nego što je njegov broj objavljen. Gledao sam radnika obezbeđenja koji se prema tom čoveku odnosio kao da je prekršio zakon, poput kriminalca. Vikali su na njega jer je pokušao da se ukrca u grupu pre njegove. Rekao sam nešto, rekao sam: "Zašto nas tretirate kao stoku? Zašto ne možete da nas tretirate kao ljude?" Ona mi je odgovorila tačno ovako: Rekla je: "Gospodine, ako ne poštujem pravila, mogu upasti u nevolju i izgubiti svoj posao." Govorila mi je da se ne oseća sigurno. Rekla mi je da ne veruje liderima. Razlog zbog kojeg volimo da letimo Sautvest Erlajnsom nije zato što oni obavezno zapošljavaju bolje ljude. Već zato što se ne plaše svojih lidera.
You see, if the conditions are wrong, we are forced to expend our own time and energy to protect ourselves from each other, and that inherently weakens the organization. When we feel safe inside the organization, we will naturally combine our talents and our strengths and work tirelessly to face the dangers outside and seize the opportunities.
Vidite, ukoliko su uslovi loši, prisiljeni smo da uložimo više svojeg vremena i energije da se zaštitimo jedni od drugih, a to slabi organizaciju iznutra. Kada se osećamo sigurno unutar organizacije, prirodno ćemo kombinovati svoje talente i snage i neumorno raditi da bi se suočili sa opasnostima i ugrabili prilike.
The closest analogy I can give to what a great leader is, is like being a parent. If you think about what being a great parent is, what do you want? What makes a great parent? We want to give our child opportunities, education, discipline them when necessary, all so that they can grow up and achieve more than we could for ourselves. Great leaders want exactly the same thing. They want to provide their people opportunity, education, discipline when necessary, build their self-confidence, give them the opportunity to try and fail, all so that they could achieve more than we could ever imagine for ourselves.
Najbliža analogija tome kako dobar lider izgleda je biti roditelj. Ako razmišljate kako izgleda dobar roditelj, šta želite? Šta čini dobrog roditelja? Želimo da pružimo deci prilike, obrazovanje, da ih disciplinujemo kada je neophodno, sve to kako bi odrasli i postigli više nego što smo mi mogli za sebe. Veliki lideri žele upravo istu stvar. Da pruže priliku svojim ljudima, obrazovanje, neophodnu disciplinu, izgrade svoje samopouzdanje, pruže im priliku da probaju i ne uspeju, sve to da bi mogli da postignu više nego što smo mi mogli da zamislimo za sebe.
Charlie Kim, who's the CEO of a company called Next Jump in New York City, a tech company, he makes the point that if you had hard times in your family, would you ever consider laying off one of your children? We would never do it. Then why do we consider laying off people inside our organization? Charlie implemented a policy of lifetime employment. If you get a job at Next Jump, you cannot get fired for performance issues. In fact, if you have issues, they will coach you and they will give you support, just like we would with one of our children who happens to come home with a C from school. It's the complete opposite.
Čarli Kim, direktor firme "Next Jump" iz Njujorka, to je tehnička firma, kaže da ako imate teške periode u porodici, da li biste ikada lagali svoju decu o tome? Ne bismo nikada to uradili. Zašto bismo onda otpuštali ljude unutar svoje organizacije? Čarli je implementirao polisu životnog zapošljavanja. Ako dobijete posao u Next Jump-u, ne možete dobiti otkaz zbog problema u radu. Zapravo, ako imate probleme, oni će vas podučiti i daće vam podršku, kao što bismo dali svojoj deci koja se vrate kući iz škole sa trojkom. To je potpuno suprotno.
This is the reason so many people have such a visceral hatred, anger, at some of these banking CEOs with their disproportionate salaries and bonus structures. It's not the numbers. It's that they have violated the very definition of leadership. They have violated this deep-seated social contract. We know that they allowed their people to be sacrificed so they could protect their own interests, or worse, they sacrificed their people to protect their own interests. This is what so offends us, not the numbers. Would anybody be offended if we gave a $150 million bonus to Gandhi? How about a $250 million bonus to Mother Teresa? Do we have an issue with that? None at all. None at all. Great leaders would never sacrifice the people to save the numbers. They would sooner sacrifice the numbers to save the people.
To je razlog zašto mnogo ljudi ima tako unutrašnju mržnju, bes, prema nekim direktorima banaka sa svojim strukturama neravnomernih plata i povišica. To nisu brojevi. Zloupotrebili su definiciju liderstva. Zloupotrebili su duboko usađeni društveni ugovor. Znamo da su žrtvovali svoje ljude kako bi mogli da zaštite sopstvene interese ili još gore, žrtvovali su svoje ljude da zaštite sopstvene interese. To je ono što nas vređa, a ne brojevi. Zašto bi se iko vređao ako bismo dali 150 miliona dolara povišice Gandiju? Ili recimo 250 miliona dolara povišice majki Terezi? Imamo li problem sa time? Nikako. Nikako. Veliki lideri nikada ne bi žrtvovali ljude da sačuvaju brojeve. Pre bi žrtvovali brojeve da sačuvaju ljude.
Bob Chapman, who runs a large manufacturing company in the Midwest called Barry-Wehmiller, in 2008 was hit very hard by the recession, and they lost 30 percent of their orders overnight. Now in a large manufacturing company, this is a big deal, and they could no longer afford their labor pool. They needed to save 10 million dollars, so, like so many companies today, the board got together and discussed layoffs. And Bob refused. You see, Bob doesn't believe in head counts. Bob believes in heart counts, and it's much more difficult to simply reduce the heart count. And so they came up with a furlough program. Every employee, from secretary to CEO, was required to take four weeks of unpaid vacation. They could take it any time they wanted, and they did not have to take it consecutively. But it was how Bob announced the program that mattered so much. He said, it's better that we should all suffer a little than any of us should have to suffer a lot, and morale went up. They saved 20 million dollars, and most importantly, as would be expected, when the people feel safe and protected by the leadership in the organization, the natural reaction is to trust and cooperate. And quite spontaneously, nobody expected, people started trading with each other. Those who could afford it more would trade with those who could afford it less. People would take five weeks so that somebody else only had to take three.
Bob Čepman, koji vodi veliku firmu na srednjem zapadu po imenu "Beri Vemiler", 2008. godine bio je snažno pogođen recesijom i izgubili su 30 posto svojih narudžbina preko noći. U velikoj firmi, to je velika stvar i ne mogu više da priušte svoju radnu snagu. Treba da sačuvaju 10 miliona dolara, kao i mnoge firme danas, odbor se sastao i diskutovao o otpuštanjima. Bob je to odbio. Bob ne veruje u broj glava. Bob veruje u broj srca i mnogo je teže samo smanjiti broj srca. I oni su izašli sa programom odsustva. Svaki zaposleni, od sekretarice do direktora, trebalo je da uzme 4 sedmice neplaćenog odmora. Mogli su ga uzeti kad god su želeli i nisu morali da to rade jedan za drugim. Ali način na koji je Bob objavio program je bio veoma bitan. Rekao je: "Bolje je da svi patimo malo nego da svako od nas pati mnogo. I moral je skočio. Sačuvali su 20 miliona dolara i što je najvažnije, a bilo je očekivano, kada se ljudi osećaju sigurno i zaštićeno liderstvom u organizaciji, prirodna reakcija je poverenje i saradnja. Prilično spontano, kada niko nije očekivao, ljudi su počeli da trguju jedni sa drugima. Oni koji su mogli da priušte više trgovali bi sa onima koji mogu manje. Ljudi bi uzeli pet sedmica kako bi neko drugi morao da uzme samo tri.
Leadership is a choice. It is not a rank. I know many people at the seniormost levels of organizations who are absolutely not leaders. They are authorities, and we do what they say because they have authority over us, but we would not follow them. And I know many people who are at the bottoms of organizations who have no authority and they are absolutely leaders, and this is because they have chosen to look after the person to the left of them, and they have chosen to look after the person to the right of them. This is what a leader is.
Liderstvo je izbor. Nije čin. Poznajem puno ljudi na visokim nivoima organizacija koji uopšte nisu lideri. Oni su autoriteti i radimo šta kažu jer imaju autoritet nad nama, ali ne bismo ih pratili. Poznajem puno ljudi koji su na dnu organizacija koji nemaju autoritet ali su definitvno lideri, jer su izabrali da prate osobu levo od sebe i izabrali su da prate osobu desno od sebe. To je lider.
I heard a story of some Marines who were out in theater, and as is the Marine custom, the officer ate last, and he let his men eat first, and when they were done, there was no food left for him. And when they went back out in the field, his men brought him some of their food so that he may eat, because that's what happens. We call them leaders because they go first. We call them leaders because they take the risk before anybody else does. We call them leaders because they will choose to sacrifice so that their people may be safe and protected and so their people may gain, and when we do, the natural response is that our people will sacrifice for us. They will give us their blood and sweat and tears to see that their leader's vision comes to life, and when we ask them, "Why would you do that? Why would you give your blood and sweat and tears for that person?" they all say the same thing: "Because they would have done it for me." And isn't that the organization we would all like to work in?
Čuo sam priču nekih marinaca koji su bili u pozorištu, i kako je praksa marinaca, oficir je jeo poslednji i pustio je svoje ljude da jedu prvi. Kada su završili nije ostalo hrane za njega. Kada se vratio nazad na polje, njegovi ljudi su mu doneli svoju hranu kako bi jeo, jer to tako funkcioniše. Zovemo ih liderima jer idu prvi. Zovemo ih tako jer preuzimaju rizik pre bilo koga drugog. Zovemo ih liderima jer će izabrati da se žrtvuju kako bi njihovi ljudi bili sigurni i zaštićeni da bi njihovi ljudi dobili, a kada radimo, prirodan odgovor je da će se ljudi žrtvovati za nas. Daće nam svoju krv, suze i znoj da bi videli da njihova liderska vizija oživljava. Kada ih pitamo: "Zašto bi to radio?" Zašto bi dao svoju krv, suze i znoj za tu osobu?", oni će reći istu stvar: "Zato što bi oni to učinili za mene." Zar to nije organizacija u kakvoj bismo svi voleli da radimo?
Thank you very much.
Hvala vam mnogo.
Thank you. (Applause)
Hvala vam. (Aplauz)
Thank you. (Applause)
Hvala vam. (Aplauz)