演講MP3+雙語文稿:讓企業(yè)運轉(zhuǎn)更好的驚人因素

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【演講者及介紹】Marco Alverà

馬可·阿爾韋拉(Marco Alverà)——商人、正直的十字軍戰(zhàn)士。他是意大利裔美國商人，同時也是歐洲最大的天然氣公司Snam的首席執(zhí)行官。

【演講主題】讓企業(yè)運轉(zhuǎn)更好的驚人因素

【中英文字幕】

Translated by Yuiop Chen，Reviewed byMiao Wenchang

00:13

For me, it was not being invited to afriend's wedding. At first, I didn't really mind. I thought he was having asmall reception. But then I kept meeting people who were going to the samewedding, and they weren't as close to the groom as I was ... and I felt leftout. That really sucked. It felt really unfair.

有一次，我的一個朋友沒有邀請我參加他的婚禮。最開始我并不在意。我想他只是舉辦了一個小小的聚會。但是后來我遇見了好多去參加婚禮的人，這些人也并沒有我和新郎的關(guān)系那么好，我覺得自己受了冷落，非常難受。感覺很不公平。

00:35

For my daughters, Lipsi and Greta, it waslast week. They were taking turns massaging their mom's back with a toy forback rubs, and then one of the girls felt that the other girl had a longer go.That's when I walk into the room to find Greta in a rage, shouting,"That's not fair!" and Lipsi in tears, and my wife holding astopwatch to make sure that each girl had precisely one minute on the toy.

上個禮拜，我的兩個女兒，Lipsi和Greta 她們正在輪流用一個按摩棒給媽媽按摩后背。一個女孩兒感覺另一個按摩的時間長了一點，就在這時我走進了房間，發(fā)現(xiàn)Greta開始發(fā)火，大喊著“這不公平！” Lipsi則哭了起來，我的妻子只好拿了一塊秒表，確保每個女孩用的時間正好一分鐘。

01:04

So if you're anything like me or my girls,the last thing that upset you probably also had to do with unfairness. That'sbecause unfairness triggers us so strongly that we can't think straight. Webecome afraid and suspicious. Our unfairness antennae stick up. We feel pain,and we walk away.

如果你是我和我女兒這樣的人，最近一次讓你心煩的事，很可能也跟不公平有關(guān)。因為不公平總能讓我們反應(yīng)強烈，無法理智思考，我們變得害怕而多疑，對于不公平十分敏感。我們感到痛苦，于是避而遠之。

01:31

Unfairness is one of the defining issues ofour society, it's one of the root causes of polarization, and it's bad news forbusiness. At work, unfairness makes people defensive and disengaged. A studyshows that 70 percent of workers in the US are disengaged, and this is costingthe companies 550 billion dollars a year every year. This is, like, half thetotal spent on education in the US. This is the size of the GDP of a countrylike Austria.

不公平是我們社會中的一個重要問題，它是兩極分化的一個根本原因，對于企業(yè)來講，這可不是一個好消息。在工作中，不公平讓人們變得消極而散漫。一項研究表明美國70%的工作者都存在工作不投入的現(xiàn)象，而這正在讓公司每年遭受5500億美元的損失。這個數(shù)字是美國每年教育經(jīng)費的一半。像奧地利這種國家的 GDP也就這么多。

02:09

So removing unfairness and promotingfairness should be our priority. But what does it mean in practice? Is it aboutmore rules? Is it about systems? Is it about equality? Well, partly, butfairness is more interesting than rules and equality. Fairness works insurprising ways.

所以消除不公平，推進公平的進程應(yīng)該成為我們的首要任務(wù)。但我們又該如何付諸行動呢？應(yīng)該有更多的規(guī)定嗎？是體系的問題嗎？是我們的平等出了問題嗎？的確，但這只是一部分原因，公平遠比規(guī)章制度和平等要復(fù)雜。公平以一種你意想不到的方式運作著。

02:29

15 years ago, I left a US investment bankto join a large Italian state-owned oil company. It was a different world. Ithought the key to getting the best performance was a risk-reward system whereyou could give the high performers bonuses and promotions and give the underperformerssomething to worry about. But in this company, we had fixed salaries andlifelong jobs. Careers were set, so my toolkit wasn't very effective, and I wasfrustrated.

十五年前，我離開了一家美國的投資銀行，加入了一個龐大的意大利國有石油公司。工作環(huán)境完全不一樣。我當時想，要有好的表現(xiàn)，關(guān)鍵就在于一套“風險補償系統(tǒng)”。在這種體系里，表現(xiàn)好的人得到報酬和提拔，表現(xiàn)不好的人則得到一些警告。但是在這家公司里，我們的工資都是固定的，有著一份終身工作。崗位既然固定了，我的辦法就變得沒那么有效了。我感到很沮喪。

03:05

But then I saw that this company wasproducing some pockets of excellence, areas in which they beat the competitionin very tough, competitive sectors. This was true in trading, in projectmanagement -- it was very true in exploration. Our exploration team was findingmore oil and gas than any other company in the world. It was a phenomenon.Everyone was trying to figure out how this was possible. I thought it was luck,but after each new discovery, that became less and less likely. So did we havea special tool? No. Did we have a killer application that no one else had? No.Was it one genius who was finding oil for the whole team? No, we hadn't hired asenior guy in years.

但是后來我發(fā)現(xiàn)這家公司有一些特別的優(yōu)勢，在一些領(lǐng)域里他們可以打敗競爭對手，而且是在非常棘手，競爭激烈的部門。在貿(mào)易方面是這樣，在項目管理上是這樣，在勘探方面也是這樣。我們的勘探團隊發(fā)現(xiàn)的石油和天然氣比世界上任何其他公司都要多。真是個奇跡。每個人都想知道這是怎么做到的。一開始我想這大概是運氣吧，但是持續(xù)的新發(fā)現(xiàn)讓這種猜測變得越來越站不住腳。那么我們有什么特別的工具嗎？并沒有。我們有獨一無二的殺手級應(yīng)用程序嗎？沒有。是有個天才幫整個團隊找到石油嗎？不，我們好幾年沒有雇用高級員工了。

03:55

So what was our secret sauce? I startedlooking at them really carefully. I looked at my friend, who drilled seven drywells, writing off more than a billion dollars for the company, and found oilon the eighth. I was nervous for him ... but he was so relaxed. I mean, theseguys knew what they were doing.

那么我們的秘訣到底是什么？我開始非常仔細地研究。我發(fā)現(xiàn)我的朋友，他打了七口枯井，浪費了公司十幾億美金，最后終于在第八口里發(fā)現(xiàn)了石油。我一直很擔心他，但他毫不在意。這些人完全知道自己在做什么。

04:18

And then it hit me: it was about fairness.These guys were working in a company where they didn't need to worry aboutshort-term results. They weren't going to be penalized for bad luck or for anhonest mistake. They knew they were valued for what they were trying to do, notthe outcome. They were valued as human beings. They were part of a community.Whatever happened, the company would stand by them. And for me, this is thedefinition of fairness. It's when you can lower those unfairness antennae, putthem at rest. Then great things follow. These guys could be true to theirpurpose, which was finding oil and gas. They didn't have to worry about companypolitics or greed or fear. They could be good risk-takers, because they weren'ttoo defensive and they weren't gambling to take huge rewards. And they wereexcellent team workers. They could trust their colleagues. They didn't need tolook behind their backs. And they were basically having fun. They were havingso much fun, one guy even confessed that he was having more fun at the companyChristmas dinner than at his own Christmas dinner.

接下來我恍然大悟：這就是公平。這些人是在為一個不需要他們考慮短期結(jié)果的公司工作。他們不會因為運氣不好或者無意犯的錯誤而受到懲罰。他們知道，是自己所做的事讓自己受到重視，而不是什么結(jié)果。他們被當作人來看待。他們是集體的一部分。不論發(fā)生什么，公司都會做他們的后盾。對于我來說，這就是公平的意義。當你可以放下對不公平的戒備，好事就會隨之而來。這些人可以專心工作，尋找石油和天然氣，而不需要擔心公司政策，貪婪或恐懼。他們可以冒更大的險，因為他們不用太心存戒備，也不用下很大賭注來換取高額回報。他們都是非常優(yōu)秀的團隊工作者。他們可以信任自己的同事。他們不需要提防別人從背后捅刀子。而且他們還都很享受工作。他們非常開心，一個人甚至坦白相比在家吃圣誕大餐，他更享受公司的圣誕晚宴。

05:28

(Laughter)

（笑聲）

05:30

But these guys, essentially, were workingin a fair system where they could do what they felt was right instead of what'sselfish, what's quick, what's convenient, and to be able to do what we feel isright is a key ingredient for fairness, but it is also a great motivator. Andit wasn't just explorers who were doing the right thing. There was an HRdirector who proposed that I hire someone internally and give him a managerialjob. This guy was very good, but he didn't finish high school, so formally, hehad no qualifications. But he was so good, it made sense, and so we gave himthe job. Or the other guy, who asked me for a budget to build a cheese factorynext to our plant in Ecuador, in the village. It didn't make any sense: no oneever built a cheese factory. But this is what the village wanted, because themilk they had would spoil before they could sell it, so that's what theyneeded. And so we built it. So in these examples and many others, I learnedthat to be fair, my colleagues and I, we needed to take a risk and stick ourhead out, but in a fair system, you can do that. You can dare to be fair.

但最重要的是，這些人在一個公平的體系里工作，在這里他們可以做任何他們認為正確的事情，而不是那些利己的，快捷的，方便的事情。被允許做我們認為正確的事情，是構(gòu)成公平的關(guān)鍵因素，同樣也是巨大的動力。不僅僅是這些勘探者們在做正確的事情。曾經(jīng)有一位人力資源總監(jiān)建議我從內(nèi)部雇傭某個人，給他一份管理工作。這個人很優(yōu)秀，但是他高中都沒念完，所以嚴格來講，他并沒有資格。但是他太優(yōu)秀了，完全能夠勝任，我們就給了他這份工作。還有一個人曾經(jīng)向我申請一筆經(jīng)費，要建造一座奶酪工廠，就建在厄瓜多爾一個村子里我們的工廠旁邊。這簡直太不靠譜了，我們沒人修建過奶酪工廠。但是村民們需要它，因為他們的牛奶經(jīng)常壞掉，根本賣不完，所以這是他們需要的。因此我們建了這座工廠。在這類事件中，我明白了要想變得公平，我和我的同事需要承擔風險，跳出規(guī)則，但在一個公平的體系中，這樣做沒問題。你可以勇敢地去做。

06:43

So I realized that these guys and othercolleagues were achieving great results, doing great things, in a way that nobonus could buy. So I was fascinated. I wanted to learn how this thing reallyworked, and I wanted to learn it also for myself, to become a better leader. SoI started talking to colleagues, to coaches, to headhunters andneuroscientists, and what I discovered is that what these guys were up to andthe way they worked is really supported by recent brain science. And I've alsodiscovered that this can work at all levels in any type of company. You don'tneed the fixed salaries or the stable careers. This is because science showsthat humans have an innate sense of fairness. We know what is right and what iswrong before we can talk or think about it.

所以我意識到，這些人和我的其他同事 在追求好的結(jié)果，做正確的事情，這是不能用金錢買到的。這深深吸引了我。我想知道這種事情到底是如何辦到的，同時也是為了能讓我自己變成一個更好的領(lǐng)導(dǎo)者。所以我開始和同事，教練，獵頭，和神經(jīng)學家交流。我發(fā)現(xiàn)，這些人做的事和他們工作的方式是有著最新腦科學理論支持的。我還發(fā)現(xiàn)這對于各個層級，各種公司都適用。并不只適用于有著固定工資和穩(wěn)定工作的崗位。這是因為，科學證明，人類有與生俱來的公平感。什么是對的，什么是錯的，在談?wù)摶蛘咦聊ニ?，我們就已?jīng)知道。

07:39

My favorite experiment has six-month oldbabies watching a ball trying to struggle up a hill. And there's a helpful,friendly square that pushes the ball up the hill, and then a mean trianglepushes the ball back down. After watching this several times, they ask thebabies to pick, to choose what to play with. They can pick a ball, a square ora triangle. They never pick up the triangle. All the babies want to be thesquare.

有一個我最喜歡的實驗，讓六個月大的嬰兒，看著一個球努力地想要爬上一個山坡。友好且樂于助人的方塊會幫這個球推上山坡，而卑鄙的三角則想要把這個球推下去。數(shù)次之后，實驗人員讓嬰兒選擇和誰一起玩，他們可以選擇球，方塊或者三角。他們從來沒有選擇過三角。所有嬰兒都想和方塊一起玩。

08:14

And science also shows that when we see orperceive fairness, our brain releases a substance that gives us pleasure,proper joy. But when we perceive unfairness, we feel pain ... even greater painthan the same type of pain as if I really hurt myself. That's becauseunfairness triggers the primitive, reptile part of our brain, the part thatdeals with threats and survival, and when unfairness triggers a threat, that'sall we can think about. Motivation, creativity, teamwork, they all go way back.

科學同樣證明，當我們看到或察覺到公平的時候，我們的大腦會釋放一種令我們快樂的物質(zhì)，令我們愉悅。但是當我們察覺到不公平的時候，我們會感到痛苦，甚至要比有時候真的傷到了自己還要痛苦。這是因為不公平刺激了大腦最原始的那部分，那個用于處理威脅和生存問題的部分。當不公平催生了一種威脅的時候，一切都完了。動力，創(chuàng)造力，團隊合作，全都沒有了。

08:50

And it makes sense that we're wired thisway, because we're social animals. We need to be part of a community tosurvive. We're born so helpless that someone needs to look after us until we'remaybe 10 years old, so our brain evolves towards food. We need to be in thatcommunity. So whether I like it or not, not being invited to the friend'swedding, my lizard brain is generating the same response as if I'm about to bepushed out from my community.

我們?nèi)绱司o張是有道理的，因為我們是群居動物。我們需要成為集體的一部分才能生存。我們生來都是如此弱小，可能到十歲都需要有人照顧我們。所以我們的大腦向食物進化。我們需要成為集體的一部分。所以不管我喜不喜歡，沒有被邀請參加朋友的婚禮，我那原始的大腦都會產(chǎn)生反應(yīng)，讓我感覺像被集體排斥了一樣。

09:21

So science explains quite nicely whyfairness is good and why unfairness makes us really defensive, but science alsoshows that in a fair environment, not only do we all want to be the square, butwe tend to be the square, and this allows other people to be fair in turn. Thiscreates a beautiful fairness circle. But while we start off fair ... one dropof unfairness contaminates the whole pool, and unfortunately, there's plenty ofdrops in that pool. So our effort should be to filter out as much unfairness aswe can from everywhere, starting from our communities, starting from ourcompanies. I worry about this a lot because I lead a team of 3,000 excellentpeople, and the difference between 3,000 happy, motivated team workers and3,000 clock-watchers is everything.

因此，科學很好的說明了為什么公平很好，為什么不公平讓我們?nèi)绱说钟|，但科學同樣說明了在一個公平的環(huán)境里，我們不只是想成為那個方塊，在潛意識里就是這么認為的。這讓其他人也漸漸地想要變得公平。這種現(xiàn)象創(chuàng)造了一個積極的公平循環(huán)。但雖然我們一開始是公平的……一顆老鼠屎卻能壞了一鍋湯，不幸的是，很多情況下都是如此。所以我們應(yīng)該致力于盡可能地把不公平去掉，從我們的集體開始，公司開始。我對這些事很擔心，是因為我領(lǐng)導(dǎo)著一個有著三千位優(yōu)秀員工的團隊。最重要的，就是三千名快樂，充滿動力的員工和三千名看著表等著下班的人之間的區(qū)別。

10:21

So the first thing I try to do in myfairness crusade is to try to take myself out of the equation. That means beingaware of my own biases. For example, I really like people who say yes towhatever I suggest.

所以，在我的公平改革之中，我嘗試的第一件事情就是把我自己去掉。我的意思是了解自己的偏見。比如，我特別喜歡那些不管我說什么都同意的人。

10:36

(Laughter)

（笑聲）

10:38

But that's not very good for the companyand not very good for anyone who has different ideas. So we try to activelypromote a culture of diversity of opinions and diversity of character. Thesecond thing we do is a little more procedural. We look at all the rules, theprocesses, the systems in the company, the ones we use to take decisions andallocate resources, and we try to get rid of anything that's not very clear,not very rational, doesn't make sense, and we also try to fix anything that'slimiting the transfer of information within the company. We then look at theculture and the motivation for the same reasons.

但是這對于一個公司來說不是什么好事，對于那些持有不同意見的人也不好。所以我們想要積極推廣一種包容各種觀點和不同性格的文化。我們做的第二件事情則有一點程序化。我們檢閱所有的規(guī)定，流程，和公司的體制，那些我們用于做決定和分配資源的東西，摒棄掉那些不清楚的，不理性的，不合理的。我們同樣設(shè)法修正那些限制公司內(nèi)部信息傳遞的東西。我們又以同樣的方式檢視公司文化和積極性。

11:11

But my point is that however hard you lookat the rules, the processes, the systems -- and we have to do that -- buthowever hard we look, we're never going to do enough to get to the real essenceof fairness. That's because the last mile of fairness requires something else.It's about what people's emotions are, what their needs are, what's going on intheir private lives, what society needs. These are all questions and elementsthat are very hard to put into a spreadsheet, into an algorithm. It's very hardto make them part of our rational decision. But if we miss these, we're missingkey important points, and the outcome is likely to feel unfair. So we shouldcross-check our decisions with our fairness center switched on. Is it rightthat this guy should get the job he's really hoping to get? Is it right thatthis guy should be fired? Is it right that we should be charging so much forthis product? These are tough questions. But if we take the time to askourselves whether the rational answer is the right one ... we all know deepinside what the answer is. We've known since we were babies. And to know whatthe right answer is is pretty cool for decision-making. And if we turn on ourhearts, that's the key to getting the real best out of people, because they cansmell it if you care, and only when you really care will they leave their fearsbehind and bring their true selves to work.

但我的觀點是，不管你下了多大工夫去修訂規(guī)則，流程，體系——這些是必要的——但是盡管我們付出很大努力，我們永遠得不到完全的公平。因為達到公平的最后幾步需要一些其他的東西。這些東西和人們的情緒有關(guān)，和他們的需求有關(guān)，和個人生活有關(guān)，也和社會需求有關(guān)。這些都是很難放進電子表格，用程序計算的問題。很難把這些變成我們做理性決策的一部分。但是如果我們少了這些，就會缺失關(guān)鍵點，結(jié)果就是，人們又有可能感到不公平。所以我們需要在有公平意識的情況下，反復(fù)核對我們的決定。這個人應(yīng)當?shù)玫侥欠菟貏e想要的工作嗎？這個人真的應(yīng)該被開除嗎？我們真的應(yīng)該在這個產(chǎn)品上花這么多錢嗎？ 這些都是難題。但是如果我們真的靜下來好好問自己 合理的答案就是正確的嗎…… 我們其實內(nèi)心都知道答案是什么。我們從嬰兒時期就具備了這種能力。知道答案是什么，對于做決定是很有幫助的。而且，如果我們敞開心扉，你就可以看到人們真實，最好的一面，因為如果你真的用心的話，別人是可以感覺到的。只有你真正關(guān)心他們的時候，他們才會放下恐懼并把他們真正的自我用在工作上。

12:52

So if fairness is a keystone of life, whyisn't every leader making it their priority? Wouldn't it be cool to work in acompany that was more fair? Wouldn't it be great to have colleagues and bossesthat were selected and trained for fairness and for character and not based on60-year-old GMATs? Wouldn't it be nice to be able to knock on the door of aChief Fairness Officer?

所以，如果公平是人生的基石，為什么不是每一個領(lǐng)導(dǎo)都重視它呢？在一個更公平的公司工作難道不是更好嗎？如果老板和同事 都是因為公平和人品 被選拔和訓練，而不是根據(jù) 60年不變的GMATs，不是很棒嗎？可以去敲“首席公平官”的門難道不好嗎？

13:18

We'll get there, but why is it nothappening now? Well, partly, it's because of inertia, partly, it's becausefairness isn't always easy. It requires judgment and risk. Drilling that eighthwell was a risk. Promoting the guy who didn't finish high school was a risk.Building a cheese factory in Ecuador was a risk. But fairness is a risk worthtaking, so we should be asking ourselves, where can we take this risk? Wherecan we push ourselves a little bit further, to go beyond what's rational and dowhat's right?

我們遲早會這樣的，但為什么不能是現(xiàn)在？有部分原因是人的惰性，部分是因為公平并不總是簡單的事。它需要判斷，有風險。打那八口井去尋找石油是有風險的。提拔高中沒畢業(yè)的人是有風險的。在厄瓜多爾建一座奶酪工廠也是有風險的。但是，公平是一個值得嘗試的風險，所以我們需要問自己，我們在哪些方面可以冒這個險？在哪些方面我們可以讓自己更進一步，突破“合理的事”而去做“正確的事”？

14:00

Thank you.

謝謝。

14:01

(Applause)

（掌聲）