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財富精英勵志演講 第79期:計算讓生命有意義的事情(3)

所屬教程:財富精英勵志演講

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I took one psychology class in college, and I learnedabout this guy, Abraham Maslow, as many of us arefamiliar with his hierarchy of needs. But as I satthere for four hours, the full afternoon, readingMaslow, I recognized something that is true of mostleaders. One of the simplest facts in business issomething that we often neglect, and that is thatwe're all human. Each of us, no matter what our roleis in business, has some hierarchy of needs in the workplace.

我在大學(xué)里上過一門心理學(xué)的課程,正如你們很多人一樣,我從亞伯拉罕.馬斯洛那兒學(xué)到了“需求層次理論”。我在那里坐了四個小時,整個下午都在閱讀讀馬斯洛的經(jīng)典,我確實意識到一些適用于多數(shù)領(lǐng)導(dǎo)者的東西。而商業(yè)中最簡單的事實之一是一些通常被我們忽略的東西。我們都是人。我們每個人,無論我們在商場上扮演著怎樣的角色,在工作崗位上,我們都有著一些不同層次的需求。

So as I started reading more Maslow, what I started to realize is that Maslow, later in his life,wanted to take this hierarchy for the individual and apply it to the collective, to organizationsand specifically to business. But unfortunately, he died prematurely in 1970, and so he wasn'treally able to live that dream completely. So I realized in that dotcom crash that my role in lifewas to channel Abe Maslow. And that's what I did a few years ago when I took that five-levelhierarchy of needs pyramid and turned it into what I call the transformation pyramid, whichis survival, success and transformation. It's not just fundamental in business, it'sfundamental in life. And we started asking ourselves the questions about how we were actuallyaddressing the higher needs, these transformational needs for our key employees in thecompany. These three levels of the hierarchy needs relate to the five levels of Maslow'shierarchy of needs.

所以當(dāng)我更多閱讀馬斯洛的著作時,我開始意識到馬斯洛在晚年的時候嘗試著將這種個人的需求的不同層級應(yīng)用在集體層面,應(yīng)用在組織中,尤其在商業(yè)企業(yè)中。但不幸的是,他在1970年早逝了所以他不能見證這一夢想的實現(xiàn)。所以我意識到在互聯(lián)網(wǎng)爆炸后,傳承馬斯洛的理論,成了我生命中的一項重要的任務(wù)。這我?guī)啄昵伴_始把他的五級需求金字塔轉(zhuǎn)變成了我的三級轉(zhuǎn)變金字塔——生存,成功和轉(zhuǎn)變這不只是商業(yè)的根本,它也是生活的根本。我們開始問自己,如何才能真正的解決更高級的需求,我們公司核心員工的轉(zhuǎn)變的需求。需求層級中的這三個層次實際上與馬斯洛的五級需求緊密聯(lián)系。

But as we started asking ourselves about how we were addressing the higher needs of ouremployees and our customers, I realized we had no metrics. We had nothing that actually couldtell us whether we were actually getting it right.

但當(dāng)我們開始問自己如何解決我們公司員工和客戶的更高層次需求時,我意識到我們沒有任何衡量標(biāo)準(zhǔn)我們不知道我們怎樣做才是對的。

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