This is what makes employees happy at work | The Way We Work, a TED series

1,068,306 views ใƒป 2019-02-09

TED


ูŠุฑุฌู‰ ุงู„ู†ู‚ุฑ ู†ู‚ุฑู‹ุง ู…ุฒุฏูˆุฌู‹ุง ููˆู‚ ุงู„ุชุฑุฌู…ุฉ ุงู„ุฅู†ุฌู„ูŠุฒูŠุฉ ุฃุฏู†ุงู‡ ู„ุชุดุบูŠู„ ุงู„ููŠุฏูŠูˆ.

00:00
Transcriber: Ivana Korom Reviewer: Camille Martรญnez
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00:00
We survey CEOs, police officers, truck drivers, cooks, engineers.
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ุงู„ู…ุชุฑุฌู…: Nada Qanbar ุงู„ู…ุฏู‚ู‘ู‚: Fatima Zahra El Hafa
ู‚ู…ู†ุง ุจู…ุณุญ ู„ู„ุฑุคุณุงุก ุงู„ุชู†ููŠุฐูŠูŠู† ูˆุถุจุงุท ุงู„ุดุฑุทุฉุŒ ูˆุณุงุฆู‚ูŠ ุงู„ุดุงุญู†ุงุช ูˆุงู„ุทู‡ุงุฉ ูˆุงู„ู…ู‡ู†ุฏุณูŠู†.
00:04
If people are working, we've surveyed them.
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ูƒู„ ุงู„ู†ุงุณ ุงู„ุฐูŠู† ูŠุนู…ู„ูˆู†ุŒ ู‚ู…ู†ุง ุจู…ุณุญู‡ู….
00:06
And what we know, in terms of their happiness:
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ูˆู…ุง ู†ุนุฑูู‡ ู…ู† ุญูŠุซ ุงู„ุณุนุงุฏุฉ:
00:08
workers all want the same things.
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ุฃู† ุฌู…ูŠุน ุงู„ุนู…ุงู„ ูŠุฑูŠุฏูˆู† ู†ูุณ ุงู„ุฃุดูŠุงุก.
00:10
[The Way We Work]
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[ุงู„ุทุฑูŠู‚ุฉ ุงู„ุชูŠ ู†ุนู…ู„ ุจู‡ุง]
00:15
There's three billion working people in the world.
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ู‡ู†ุงูƒ ุซู„ุงุซุฉ ู…ู„ูŠุงุฑุงุช ู…ู† ุงู„ู†ุงุณ ุงู„ุนุงู…ู„ูŠู† ููŠ ุงู„ุนุงู„ู….
00:17
And about 40 percent of them would say they're happy at work.
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ูˆุญูˆุงู„ูŠ 40 ุจุงู„ู…ุงุฆุฉ ู…ู†ู‡ู… ุณูŠู‚ูˆู„ูˆู† ุฃู†ู‡ู… ุณุนุฏุงุก ููŠ ุงู„ุนู…ู„.
00:20
That means about 1.8 billion, or almost two billion people,
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ู‡ุฐุง ูŠุนู†ูŠ ุฃู† ุญูˆุงู„ูŠ 1,8 ู…ู„ูŠุงุฑ ุฃูˆ ู…ุง ูŠู‚ุฑุจ ู…ู† ู…ู„ูŠุงุฑูŠ ุดุฎุตุŒ
00:24
are not happy at work.
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ู„ูŠุณูˆุง ุณุนุฏุงุก ููŠ ุงู„ุนู…ู„.
00:25
What does that do,
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ู…ุงุฐุง ูŠูุนู„ ู‡ุฐุง
00:27
both to those people and the organizations that they work in?
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ู„ูƒู„ ู…ู† ุงู„ู†ุงุณ ูˆุงู„ู…ู†ุธู…ุงุช ุงู„ุชูŠ ูŠุนู…ู„ูˆู† ุจู‡ุงุŸ
00:30
Well, let's talk about money.
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ุญุณู†ู‹ุงุŒ ุฏุนูˆู†ุง ู†ุชุญุฏุซ ุนู† ุงู„ู…ุงู„.
00:31
Organizations that have a lot of happy employees
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ุงู„ู…ู†ุธู…ุงุช ุงู„ุชูŠ ู„ุฏูŠู‡ุง ุงู„ูƒุซูŠุฑ ู…ู† ุงู„ู…ูˆุธููŠู† ุงู„ุณุนุฏุงุก
00:34
have three times the revenue growth,
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ู„ุฏูŠู‡ุง ุซู„ุงุซุฉ ุฃุถุนุงู ู†ู…ูˆ ุงู„ุฅูŠุฑุงุฏุงุชุŒ
00:36
compared to organizations where that's not true.
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ู…ู‚ุงุฑู†ุฉ ู…ุน ุงู„ู…ู†ุธู…ุงุช ุญูŠุซ ู‡ุฐุง ุบูŠุฑ ุตุญูŠุญ.
00:38
They outperform the stock market by a factor of three.
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ูˆู‡ู… ูŠุชููˆู‚ูˆู† ุนู„ู‰ ุณูˆู‚ ุงู„ุฃุณู‡ู… ู…ู† ุฎู„ุงู„ ุนุงู…ู„ ู…ู† ุซู„ุงุซุฉ.
00:41
And if you look at employee turnover,
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ูˆุฅุฐุง ู†ุธุฑุช ุฅู„ู‰ ู†ุณุจุฉ ุงู„ุชุณุฑุจ ุงู„ูˆุธูŠููŠุŒ
00:43
it's half that of organizations that have a lot of unhappy employees.
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ูู‡ูŠ ุชู…ุซู„ ู†ุตู ุงู„ู†ุณุจุฉ ุงู„ู…ูˆุฌูˆุฏุฉ ููŠ ุงู„ู…ู†ุธู…ุงุช ุงู„ุชูŠ ู„ุฏูŠู‡ุง ุงู„ูƒุซูŠุฑ ู…ู† ุงู„ู…ูˆุธููŠู† ุบูŠุฑ ุงู„ุฑุงุถูŠู†.
00:48
The miracle thing is,
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ุงู„ุดูŠุก ุงู„ู…ุฐู‡ู„ ู‡ูˆ:
00:49
you don't have to spend more money to make this happen.
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ู„ูŠุณ ุนู„ูŠูƒ ุฃู† ุชู†ูู‚ ุงู„ู…ุฒูŠุฏ ู…ู† ุงู„ู…ุงู„ ู„ุชุญู‚ูŠู‚ ุฐู„ูƒ.
00:51
It's not about ping-pong tables and massages and pet walking.
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ู„ุง ุนู„ุงู‚ุฉ ู„ู‡ุฐุง ุจู„ุนุจ ูƒุฑุฉ ุงู„ุทุงูˆู„ุฉ ูˆุงู„ุชุฏู„ูŠูƒ ูˆุชู…ุดูŠุฉ ุงู„ุญูŠูˆุงู†ุงุช ุงู„ุฃู„ูŠูุฉ.
00:54
It's not about the perks.
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ุงู„ุฃู…ุฑ ู„ุง ูŠุชุนู„ู‚ ุจุงู„ุงู…ุชูŠุงุฒุงุช.
00:56
It's all about how they're treated by their leaders
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ุงู„ุฃู…ุฑ ูŠุชุนู„ู‚ ุจูƒูŠููŠุฉ ู…ุนุงู…ู„ุฉ ุงู„ุฑุคุณุงุก ู„ู‡ู…
00:58
and by the people that they work with.
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ูˆู…ุนุงู…ู„ุฉ ุงู„ู†ุงุณ ุงู„ุฐูŠู† ูŠุนู…ู„ูˆู† ู…ุนู‡ู….
01:00
So I'd like to share a few ideas that create happy employees.
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ู„ุฐู„ูƒ ุฃูˆุฏ ุฃู† ุฃุดุงุฑูƒ ุจุนุถ ุงู„ุฃููƒุงุฑ ุงู„ุชูŠ ุชุตู†ุน ู…ูˆุธููŠู† ุณุนุฏุงุก.
01:04
Idea number one:
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ุงู„ููƒุฑุฉ ุฑู‚ู… ูˆุงุญุฏ:
01:06
in organizations where employees are happy,
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ููŠ ุงู„ู…ู†ุธู…ุงุช ุญูŠุซ ุงู„ู…ูˆุธููˆู† ููŠู‡ุง ุณุนุฏุงุก
01:08
what you find is two things are present:
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ู…ุง ุชุฌุฏู‡ ู‡ูˆ ุชูˆูุฑ ุดูŠุฆูŠู†:
01:10
trust and respect.
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ุงู„ุซู‚ุฉ ูˆุงู„ุงุญุชุฑุงู….
01:12
Leaders often say,
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ุงู„ู‚ุงุฏุฉ ุบุงู„ุจู‹ุง ู…ุง ูŠู‚ูˆู„ูˆู†:
01:13
"We trust our employees.
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"ู†ุญู† ู†ุซู‚ ุจู…ูˆุธููŠู†ุง.
01:15
We empower our employees."
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ู†ุญู† ู†ู‚ูˆู… ุจุชู…ูƒูŠู† ู…ูˆุธููŠู†ุง."
01:16
And then when an employee needs a laptop --
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ุซู… ุนู†ุฏู…ุง ูŠุญุชุงุฌ ุงู„ู…ูˆุธู ุฅู„ู‰ ูƒู…ุจูŠูˆุชุฑ ู…ุญู…ูˆู„ุŒ
01:18
and this is a true example --
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ูˆู‡ุฐุง ู…ุซุงู„ ุญู‚ูŠู‚ูŠ...
01:20
15 people have to approve that laptop.
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ูŠุฌุจ ุฃู† ูŠูˆุงูู‚ 15 ุดุฎุตู‹ุง ุนู„ู‰ ู‡ุฐุง ุงู„ูƒู…ุจูŠูˆุชุฑ ุงู„ู…ุญู…ูˆู„.
01:22
So for the employee, all the words are right,
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ู„ุฐู„ูƒ ุจุงู„ู†ุณุจุฉ ู„ู„ู…ูˆุธูุŒ ูƒู„ ุงู„ูƒู„ู…ุงุช ุตุญูŠุญุฉุŒ
01:25
but 15 levels of approval for a $1,500 laptop?
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ู„ูƒู† 15 ู…ุณุชูˆูŠุงุช ู…ู† ุงู„ู…ูˆุงูู‚ุฉ ู„ุฌู‡ุงุฒ ูƒู…ุจูŠูˆุชุฑ ู…ุญู…ูˆู„ ูŠูƒู„ู 1500 ุฏูˆู„ุงุฑุŸ
01:28
You've actually spent more money than the laptop, on the approval.
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ู„ู‚ุฏ ุฃู†ูู‚ุช ุจุงู„ูุนู„ ุนู„ู‰ ู‡ุฐู‡ ุงู„ู…ูˆุงูู‚ุฉ ู…ุงู„ู‹ุง ุฃูƒุซุฑ ู…ู† ุงู„ูƒู…ุจูŠูˆุชุฑ ุงู„ู…ุญู…ูˆู„ ู†ูุณู‡.
01:32
And the employee feels maybe they're really not trusted.
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ูˆูŠุดุนุฑ ุงู„ู…ูˆุธู ุจุฃู†ู‡ ุฑุจู…ุง ุบูŠุฑ ู…ูˆุซูˆู‚ ุจู‡ ุญู‚ู‹ุง.
01:35
So what can an organization do to have a high level of trust?
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ุฅุฐู† ู…ุง ุงู„ุฐูŠ ูŠู…ูƒู† ุฃู† ุชู‚ูˆู… ุจู‡ ุงู„ู…ู†ุธู…ุฉ ู„ู„ุญุตูˆู„ ุนู„ู‰ ู…ุณุชูˆู‰ ุนุงู„ ู…ู† ุงู„ุซู‚ุฉุŸ
01:40
The first organization that comes to mind is Four Seasons.
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ุงู„ู…ู†ุธู…ุฉ ุงู„ุฃูˆู„ู‰ ุงู„ุชูŠ ุชุชุจุงุฏุฑ ุฅู„ู‰ ุงู„ุฐู‡ู† ู‡ูŠ (ููˆุฑ ุณูŠุฒูˆู†ุฒ).
01:43
They have magnificent properties all around the world.
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ู„ุฏูŠู‡ุง ู…ู…ุชู„ูƒุงุช ุฑุงุฆุนุฉ ุญูˆู„ ุงู„ุนุงู„ู….
01:46
And their employees are told,
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ู‡ู… ูŠุฎุจุฑูˆู† ู…ูˆุธููŠู‡ู…:
01:47
"Do whatever you think is right when servicing the customer."
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"ุงูุนู„ ู…ุง ุชุนุชู‚ุฏ ุฃู†ู‡ ุตุญูŠุญ ุนู†ุฏ ุชู‚ุฏูŠู… ุงู„ุฎุฏู…ุฉ ู„ู„ุนู…ูŠู„."
01:50
To hand that trust to your employees to do whatever they think is right
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ุฅู† ูˆุถุน ุชู„ูƒ ุงู„ุซู‚ุฉ ููŠ ู…ูˆุธููŠูƒ ู„ูุนู„ ู…ุง ูŠุนุชู‚ุฏูˆู† ุฃู†ู‡ ุตุญูŠุญ
01:55
makes the employees feel great.
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ูŠุฌุนู„ ุงู„ู…ูˆุธููŠู† ูŠุดุนุฑูˆู† ุจุงู„ุงุฑุชูŠุงุญ.
01:56
And this is why they're known for delivering some of the best service
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ูˆู„ู‡ุฐุง ุงู„ุณุจุจ ู‡ู… ู…ุนุฑูˆููˆู† ุจุชู‚ุฏูŠู… ุจุนุถ ู…ู† ุฃูุถู„ ุงู„ุฎุฏู…ุงุช ููŠ ุงู„ุนุงู„ู….
02:00
in the world.
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02:01
Idea number two: fairness.
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ุงู„ููƒุฑุฉ ุฑู‚ู… ุงุซู†ูŠู†: ุงู„ุฅู†ุตุงู.
02:03
The thing that erodes trust in an organization
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ุงู„ุดูŠุก ุงู„ุฐูŠ ูŠุถุนู ุงู„ุซู‚ุฉ ููŠ ู…ู†ุธู…ุฉ ุฃุณุฑุน ู…ู† ุฃูŠ ุดูŠุก ุขุฎุฑ
02:07
faster than anything else
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02:08
is when employees feel that they're being treated unfairly.
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ู‡ูˆ ุนู†ุฏู…ุง ูŠุดุนุฑ ุงู„ู…ูˆุธููˆู† ุฃู†ู‡ู… ูŠูุนุงู…ู„ูˆู† ุจุดูƒู„ ุบูŠุฑ ุนุงุฏู„.
02:11
Employees want to be treated the same,
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ูŠุฑูŠุฏ ุงู„ู…ูˆุธููˆู† ุฃู† ูŠุนุงู…ู„ูˆุง ู†ูุณ ุงู„ู…ุนุงู…ู„ุฉุŒ
02:13
regardless of their rank or their tenure or their age
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ุจุบุถ ุงู„ู†ุธุฑ ุนู† ุฑุชุจู‡ู… ุฃูˆ ู…ุฏุฉ ุฎุฏู…ุชู‡ู… ุฃูˆ ุณู†ู‡ู…
02:16
or their experience or their job category,
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ุฃูˆ ุฎุจุฑุชู‡ู… ุฃูˆ ูุฆุฉ ูˆุธูŠูุชู‡ู…ุŒ
02:18
compared to anyone else.
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ู…ู‚ุงุฑู†ุฉ ู…ุน ุฃูŠ ุดุฎุต ุขุฎุฑ.
02:20
When I think about great organizations who get fairness right,
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ุนู†ุฏู…ุง ุฃููƒุฑ ููŠ ุงู„ู…ู†ุธู…ุงุช ุงู„ุนุธูŠู…ุฉ ุงู„ุชูŠ ุชู‚ูŠู… ุงู„ุนุฏู„ ุจุดูƒู„ ุตุญูŠุญุŒ
02:23
the first organization that comes to mind is Salesforce.
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ูุงู„ู…ู†ุธู…ุฉ ุงู„ุฃูˆู„ู‰ ุงู„ุชูŠ ุชุชุจุงุฏุฑ ุฅู„ู‰ ุงู„ุฐู‡ู† ู‡ูŠ (ุณูŠู„ุฒ ููˆุฑุณ).
02:26
They found that men and women working in the same job
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ูˆุฌุฏูˆุง ุฃู† ุงู„ุฑุฌุงู„ ูˆุงู„ู†ุณุงุก ุงู„ุฐูŠู† ูŠุนู…ู„ูˆู† ููŠ ู†ูุณ ุงู„ูˆุธูŠูุฉ
02:28
with the same level of proficiency
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ูˆุจู†ูุณ ุงู„ู…ุณุชูˆู‰ ู…ู† ุงู„ูƒูุงุกุฉ
02:30
were making different amounts of money.
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ูƒุงู†ูˆุง ูŠุญุตู„ูˆู† ุนู„ู‰ ู…ุจุงู„ุบ ู…ุฎุชู„ูุฉ ู…ู† ุงู„ู…ุงู„.
02:32
So immediately, they calculated the difference,
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ู„ุฐู„ูƒ ุนู„ู‰ ุงู„ููˆุฑุŒ ู‚ุงู…ูˆุง ุจุญุณุงุจ ุงู„ูุฑู‚ุŒ
02:34
and they invested three million dollars to try and balance things out.
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ูˆุงุณุชุซู…ุฑูˆุง ุซู„ุงุซุฉ ู…ู„ุงูŠูŠู† ุฏูˆู„ุงุฑ ู„ู…ุญุงูˆู„ุฉ ู…ูˆุงุฒู†ุฉ ุงู„ุฃู…ูˆุฑ.
02:39
Idea number three is listening.
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ุงู„ููƒุฑุฉ ุฑู‚ู… ุซู„ุงุซุฉ ู‡ูŠ ุงู„ุฅุตุบุงุก.
02:41
So, to be a listener who connects with all types of people,
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ู„ุฐุงุŒ ู„ูƒูŠ ุชูƒูˆู† ุงู„ู…ุณุชู…ุน ุงู„ุฐูŠ ูŠุชูˆุงุตู„ ู…ุน ุฌู…ูŠุน ุฃู†ูˆุงุน ุงู„ู†ุงุณุŒ
02:45
we have to unlearn a few things.
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ุนู„ูŠูƒ ุฃู† ุชุชุฎู„ุต ู…ู† ุจุนุถ ุงู„ุฃุดูŠุงุก.
02:47
We've all been taught about active listening and eye contact --
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ู„ู‚ุฏ ุชุนู„ู…ู†ุง ุฌู…ูŠุนู‹ุง ุนู† ุงู„ุฅุตุบุงุก ุงู„ู†ุดุท ูˆุงู„ุงุชุตุงู„ ุจุงู„ุนูŠู†...
02:51
an intense stare
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ูˆุงู„ุชุญุฏูŠู‚ ุงู„ุดุฏูŠุฏ
02:53
and a compassionate look.
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ูˆุงู„ู†ุธุฑุฉ ุงู„ุนุทูˆูุฉ.
02:54
That's not listening.
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ู‡ุฐุง ู„ูŠุณ ุฅุตุบุงุก.
02:56
Repeating what the person says -- that's not listening.
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ุชูƒุฑุงุฑ ู…ุง ูŠู‚ูˆู„ู‡ ุงู„ุดุฎุต... ู‡ุฐุง ู„ูŠุณ ุฅุตุบุงุก.
02:59
Being humble
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ุฃู† ุชูƒูˆู† ู…ุชูˆุงุถุนู‹ุง
03:00
and always hunting and searching for the best idea possible --
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ูˆ ุชุจุญุซ ูˆุชู‚ุชู†ุต ุฏุงุฆู…ู‹ุง ุฃูุถู„ ููƒุฑุฉ ู…ู…ูƒู†ุฉ...
03:03
that's what listening is.
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ู‡ุฐุง ู…ุง ูŠุณู…ู‰ ุงู„ุฅุตุบุงุก.
03:05
And employees can feel whether you're doing that or not.
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ูˆูŠู…ูƒู† ุฃู† ูŠุดุนุฑ ุงู„ู…ูˆุธููˆู† ุณูˆุงุก ูƒู†ุช ุชูุนู„ ุฐู„ูƒ ุฃู… ู„ุง.
03:07
They want to know, when they talk to you and share an idea,
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ูŠุฑูŠุฏูˆู† ุฃู† ูŠุนุฑููˆุงุŒ ุนู†ุฏู…ุง ูŠุชุญุฏุซูˆู† ู…ุนูƒ ูˆูŠุดุงุฑูƒูˆู† ุฃูŠ ููƒุฑุฉุŒ
03:11
did you consider it when you made a decision?
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ู‡ู„ ุฃุฎุฐุช ุฐู„ูƒ ููŠ ุงู„ุงุนุชุจุงุฑุนู†ุฏู…ุง ุงุชุฎุฐุช ู‚ุฑุงุฑู‹ุงุŸ
03:13
The one thing that everybody appreciates and wants when they're speaking
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ุงู„ุดูŠุก ุงู„ูˆุญูŠุฏ ุงู„ุฐูŠ ูŠู‚ุฏุฑู‡ ุงู„ุฌู…ูŠุน ูˆูŠุฑูŠุฏู‡ ุนู†ุฏู…ุง ูŠุชุญุฏุซูˆู†
03:17
is to know that what they say matters so much
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ู‡ูˆ ู…ุนุฑูุฉ ุฃู† ู…ุง ูŠู‚ูˆู„ูˆู†ู‡ ูŠู‡ู… ูƒุซูŠุฑู‹ุง
03:21
you might actually change your mind.
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ูˆู‚ุฏ ุชุบูŠุฑ ุฑุฃูŠูƒ ุจุงู„ูุนู„.
03:23
Otherwise, what's the point of the conversation?
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ูˆุฅู„ู‘ุง ูู…ุง ุงู„ูุงุฆุฏุฉ ู…ู† ุงู„ู…ุญุงุฏุซุฉุŸ
03:27
We all know the things we need to change,
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ูƒู„ู†ุง ู†ุนุฑู ุงู„ุฃุดูŠุงุก ุงู„ุชูŠ ู†ุญุชุงุฌ ู„ุชุบูŠูŠุฑู‡ุงุŒ
03:29
the things that we need to do differently.
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ุงู„ุฃุดูŠุงุก ุงู„ุชูŠ ู†ุญุชุงุฌ ุฅู„ู‰ ุงู„ู‚ูŠุงู… ุจู‡ุง ุจุดูƒู„ ู…ุฎุชู„ู
03:32
The way you behave, the way you treat others,
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ุงู„ุทุฑูŠู‚ุฉ ุงู„ุชูŠ ุชุชุตุฑู ุจู‡ุงุŒ ูˆุทุฑูŠู‚ุฉ ุชุนุงู…ู„ูƒ ู…ุน ุงู„ุขุฎุฑูŠู†ุŒ
03:34
the way you respond, the way you support,
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ุงู„ุทุฑูŠู‚ุฉ ุงู„ุชูŠ ุชุฑุฏ ุจู‡ุงุŒ ุงู„ุทุฑูŠู‚ุฉ ุงู„ุชูŠ ุชุฏุนู… ุจู‡ุงุŒ
03:37
defines the work experience for everyone around you.
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ูƒู„ ู‡ุฐุง ูŠุญุฏุฏ ุชุฌุฑุจุฉ ุงู„ุนู…ู„ ู„ูƒู„ ู…ู† ุญูˆู„ูƒ.
03:40
Changing to be a better person --
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ุฅู† ุงู„ุชุบูŠูŠุฑ ู„ุชูƒูˆู† ุดุฎุตู‹ุง ุฃูุถู„...
03:42
the world is littered with those failures.
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ุงู„ุนุงู„ู… ู…ู„ูŠุก ุจุชู„ูƒ ุงู„ุฅุฎูุงู‚ุงุช.
03:44
But changing because there's something you believe in,
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ู„ูƒู† ุงู„ุชุบูŠูŠุฑ ู„ุฃู† ู‡ู†ุงูƒ ุดูŠุฆู‹ุง ุชุคู…ู† ุจู‡ุŒ
03:47
some purpose that you have,
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ุฃูˆ ุบุงูŠุฉ ู…ุง ู„ุฏูŠูƒุŒ
03:49
where you're willing to risk almost everything
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ุญูŠุซ ุชูƒูˆู† ุนู„ู‰ ุงุณุชุนุฏุงุฏ ู„ู„ู…ุฎุงุทุฑุฉ ุชู‚ุฑูŠุจู‹ุง ุจูƒู„ ุดูŠุก ููŠ ุณุจูŠู„ู‡
03:52
because it's so important to you --
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ู„ุฃู†ู‡ ู…ู‡ู… ู„ู„ุบุงูŠุฉ ุจุงู„ู†ุณุจุฉ ู„ูƒ...
03:54
that's the reason to change.
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ู‡ุฐุง ู‡ูˆ ุณุจุจ ุงู„ุชุบูŠูŠุฑ.
03:55
If it's not, you should probably find a different place to work.
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ุฅุฐุง ู„ู… ูŠูƒู† ูƒุฐู„ูƒุŒ ุฑุจู…ุง ูŠู†ุจุบูŠ ุนู„ูŠูƒ ุงู„ุนุซูˆุฑ ุนู„ู‰ ู…ูƒุงู† ู…ุฎุชู„ู ู„ู„ุนู…ู„.
ุญูˆู„ ู‡ุฐุง ุงู„ู…ูˆู‚ุน

ุณูŠู‚ุฏู… ู„ูƒ ู‡ุฐุง ุงู„ู…ูˆู‚ุน ู…ู‚ุงุทุน ููŠุฏูŠูˆ YouTube ุงู„ู…ููŠุฏุฉ ู„ุชุนู„ู… ุงู„ู„ุบุฉ ุงู„ุฅู†ุฌู„ูŠุฒูŠุฉ. ุณุชุฑู‰ ุฏุฑูˆุณ ุงู„ู„ุบุฉ ุงู„ุฅู†ุฌู„ูŠุฒูŠุฉ ุงู„ุชูŠ ูŠุชู… ุชุฏุฑูŠุณู‡ุง ู…ู† ู‚ุจู„ ู…ุฏุฑุณูŠู† ู…ู† ุงู„ุฏุฑุฌุฉ ุงู„ุฃูˆู„ู‰ ู…ู† ุฌู…ูŠุน ุฃู†ุญุงุก ุงู„ุนุงู„ู…. ุงู†ู‚ุฑ ู†ู‚ุฑู‹ุง ู…ุฒุฏูˆุฌู‹ุง ููˆู‚ ุงู„ุชุฑุฌู…ุฉ ุงู„ุฅู†ุฌู„ูŠุฒูŠุฉ ุงู„ู…ุนุฑูˆุถุฉ ุนู„ู‰ ูƒู„ ุตูุญุฉ ููŠุฏูŠูˆ ู„ุชุดุบูŠู„ ุงู„ููŠุฏูŠูˆ ู…ู† ู‡ู†ุงูƒ. ูŠุชู… ุชู…ุฑูŠุฑ ุงู„ุชุฑุฌู…ุงุช ุจุงู„ุชุฒุงู…ู† ู…ุน ุชุดุบูŠู„ ุงู„ููŠุฏูŠูˆ. ุฅุฐุง ูƒุงู† ู„ุฏูŠูƒ ุฃูŠ ุชุนู„ูŠู‚ุงุช ุฃูˆ ุทู„ุจุงุช ุŒ ูŠุฑุฌู‰ ุงู„ุงุชุตุงู„ ุจู†ุง ุจุงุณุชุฎุฏุงู… ู†ู…ูˆุฐุฌ ุงู„ุงุชุตุงู„ ู‡ุฐุง.

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