Chip Conley: Measuring what makes life worthwhile

175,197 views ・ 2010-06-21

TED


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00:16
I'm going to talk about the simple truth in leadership
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in the 21st century.
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In the 21st century, we need to actually look at --
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and what I'm actually going to encourage you to consider today --
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is to go back to our school days
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when we learned how to count.
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But I think it's time for us to think about what we count.
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Because what we actually count
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truly counts.
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Let me start by telling you a little story.
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This is Van Quach.
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She came to this country in 1986 from Vietnam.
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She changed her name to Vivian
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because she wanted to fit in here in America.
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Her first job was at an inner-city motel
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in San Francisco as a maid.
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I happened to buy that motel
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about three months after Vivian started working there.
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So Vivian and I have been working together for 23 years.
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With the youthful idealism of a 26-year-old,
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in 1987,
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I started my company and I called it Joie de Vivre,
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a very impractical name,
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because I actually was looking to create joy of life.
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And this first hotel that I bought, motel,
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was a pay-by-the-hour, no-tell motel
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in the inner-city of San Francisco.
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As I spent time with Vivian,
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I saw that she had sort of a joie de vivre
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in how she did her work.
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It made me question and curious:
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How could someone actually find joy
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in cleaning toilets for a living?
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So I spent time with Vivian, and I saw that
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she didn't find joy in cleaning toilets.
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Her job, her goal and her calling
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was not to become the world's greatest toilet scrubber.
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What counts for Vivian was the emotional connection
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she created with her fellow employees and our guests.
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And what gave her inspiration and meaning
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was the fact that she was taking care of people
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who were far away from home.
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Because Vivian knew what it was like to be far away from home.
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That very human lesson,
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more than 20 years ago,
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served me well during the last
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economic downturn we had.
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In the wake of the dotcom crash and 9/11,
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San Francisco Bay Area hotels
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went through the largest percentage revenue drop
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in the history of American hotels.
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We were the largest operator of hotels in the Bay Area,
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so we were particularly vulnerable.
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But also back then,
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remember we stopped eating French fries in this country.
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Well, not exactly, of course not.
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We started eating "freedom fries,"
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and we started boycotting anything that was French.
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Well, my name of my company, Joie de Vivre --
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so I started getting these letters
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from places like Alabama and Orange County
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saying to me that they were going to boycott my company
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because they thought we were a French company.
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And I'd write them back, and I'd say, "What a minute. We're not French.
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We're an American company. We're based in San Francisco."
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And I'd get a terse response: "Oh, that's worse."
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(Laughter)
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So one particular day
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when I was feeling a little depressed and not a lot of joie de vivre,
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I ended up in the local bookstore around the corner from our offices.
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And I initially ended up in the business section of the bookstore
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looking for a business solution.
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But given my befuddled state of mind, I ended up
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in the self-help section very quickly.
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That's where I got reacquainted with
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Abraham Maslow's "hierarchy of needs."
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I took one psychology class in college,
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and I learned about this guy, Abraham Maslow,
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as many of us are familiar with his hierarchy of needs.
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But as I sat there for four hours,
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the full afternoon, reading Maslow,
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I recognized something
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that is true of most leaders.
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One of the simplest facts in business
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is something that we often neglect,
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and that is that we're all human.
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Each of us, no matter what our role is in business,
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has some hierarchy of needs
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in the workplace.
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So as I started reading more Maslow,
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what I started to realize is that
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Maslow, later in his life,
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wanted to take this hierarchy for the individual
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and apply it to the collective,
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to organizations and specifically to business.
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But unfortunately, he died prematurely in 1970,
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and so he wasn't really able to live that dream completely.
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So I realized in that dotcom crash
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that my role in life was to channel Abe Maslow.
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And that's what I did a few years ago
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when I took that five-level hierarchy of needs pyramid
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and turned it into what I call the transformation pyramid,
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which is survival, success and transformation.
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It's not just fundamental in business, it's fundamental in life.
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And we started asking ourselves the questions
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about how we were actually addressing
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the higher needs, these transformational needs
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for our key employees in the company.
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These three levels of the hierarchy needs
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relate to the five levels
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of Maslow's hierarchy of needs.
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But as we started asking ourselves about how we were addressing
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the higher needs of our employees and our customers,
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I realized we had no metrics.
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We had nothing that actually could tell us whether we were actually getting it right.
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So we started asking ourselves:
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What kind of less obvious metrics
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could we use to actually evaluate
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our employees' sense of meaning,
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or our customers' sense of emotional connection with us?
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For example, we actually started asking our employees,
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do they understand the mission of our company,
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and do they feel like they believe in it,
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can they actually influence it,
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and do they feel that their work actually has an impact on it?
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We started asking our customers,
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did they feel an emotional connection with us,
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in one of seven different kinds of ways.
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Miraculously, as we asked these questions
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and started giving attention higher up the pyramid,
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what we found is we created more loyalty.
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Our customer loyalty skyrocketed.
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Our employee turnover dropped
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to one-third of the industry average,
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and during that five year dotcom bust,
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we tripled in size.
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As I went out and started spending time with other leaders out there
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and asking them how they were getting through that time,
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what they told me over and over again
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was that they just manage what they can measure.
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What we can measure is that tangible stuff
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at the bottom of the pyramid.
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They didn't even see the intangible stuff
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higher up the pyramid.
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So I started asking myself the question:
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How can we get leaders to start valuing the intangible?
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If we're taught as leaders to just manage what we can measure,
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and all we can measure is the tangible in life,
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we're missing a whole lot of things at the top of the pyramid.
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So I went out and studied a bunch of things,
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and I found a survey that showed
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that 94 percent
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of business leaders worldwide
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believe that the intangibles are important in their business,
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things like intellectual property,
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their corporate culture, their brand loyalty,
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and yet, only five percent of those same leaders
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actually had a means of measuring the intangibles in their business.
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So as leaders, we understand
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that intangibles are important,
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but we don't have a clue how to measure them.
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So here's another Einstein quote:
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"Not everything that can be counted counts,
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and not everything that counts can be counted."
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I hate to argue with Einstein,
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but if that which is most valuable
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in our life and our business
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actually can't be counted or valued,
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aren't we going to spend our lives
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just mired in measuring the mundane?
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It was that sort of heady question about what counts
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that led me to take my CEO hat off for a week
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and fly off to the Himalayan peaks.
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I flew off to a place that's been shrouded in mystery for centuries,
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a place some folks call Shangri-La.
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It's actually moved from the survival base of the pyramid
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to becoming a transformational
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role model for the world.
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I went to Bhutan.
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The teenage king of Bhutan was also a curious man,
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but this was back in 1972,
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when he ascended to the throne
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two days after his father passed away.
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At age 17, he started asking the kinds of questions
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that you'd expect of someone with a beginner's mind.
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On a trip through India,
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early in his reign as king,
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he was asked by an Indian journalist
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about the Bhutanese GDP,
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the size of the Bhutanese GDP.
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The king responded in a fashion
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that actually has transformed us four decades later.
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He said the following, he said: "Why are we so obsessed
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and focused with gross domestic product?
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Why don't we care more about
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gross national happiness?"
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Now, in essence, the king was asking us to consider
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an alternative definition of success,
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what has come to be known as
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GNH, or gross national happiness.
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Most world leaders didn't take notice,
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and those that did thought this was just "Buddhist economics."
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But the king was serious.
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This was a notable moment,
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because this was the first time a world leader
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in almost 200 years
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had suggested
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that intangible of happiness --
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that leader 200 years ago,
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Thomas Jefferson with the Declaration of Independence --
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200 years later,
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this king was suggesting that intangible of happiness
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is something that we should measure,
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and it's something we should actually value
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as government officials.
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For the next three dozen years as king,
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this king actually started measuring
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and managing around happiness in Bhutan --
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including, just recently, taking his country
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from being an absolute monarchy to a constitutional monarchy
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with no bloodshed, no coup.
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Bhutan, for those of you who don't know it,
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is the newest democracy in the world, just two years ago.
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So as I spent time with leaders in the GNH movement,
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I got to really understand what they're doing.
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And I got to spend some time with the prime minister.
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Over dinner, I asked him an impertinent question.
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I asked him,
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"How can you create and measure
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something which evaporates --
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in other words, happiness?"
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And he's a very wise man, and he said,
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"Listen, Bhutan's goal is not to create happiness.
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We create the conditions for happiness to occur.
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In other words, we create a habitat of happiness."
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Wow, that's interesting.
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He said that they have a science behind that art,
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and they've actually created four essential pillars,
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nine key indicators
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and 72 different metrics
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that help them to measure their GNH.
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One of those key indicators is:
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How do the Bhutanese feel about
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how they spend their time each day?
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It's a good question. How do you feel about
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how you spend your time each day?
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Time is one of the scarcest resources
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in the modern world.
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And yet, of course,
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that little intangible piece of data
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doesn't factor into our GDP calculations.
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As I spent my week up in the Himalayas,
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I started to imagine
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what I call an emotional equation.
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And it focuses on something I read long ago
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from a guy named Rabbi Hyman Schachtel.
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How many know him? Anybody?
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1954, he wrote a book called "The Real Enjoyment of Living,"
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and he suggested that happiness
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is not about having what you want;
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instead, it's about wanting what you have.
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Or in other words, I think the Bhutanese believe
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happiness equals wanting what you have --
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imagine gratitude --
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divided by having what you want --
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gratification.
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The Bhutanese aren't on some aspirational treadmill,
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constantly focused on what they don't have.
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Their religion, their isolation,
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their deep respect for their culture
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and now the principles of their GNH movement
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all have fostered a sense of gratitude
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about what they do have.
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How many of us here, as TEDsters in the audience,
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spend more of our time
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in the bottom half of this equation, in the denominator?
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We are a bottom-heavy culture
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in more ways than one.
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(Laughter)
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The reality is, in Western countries,
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quite often we do focus on the pursuit of happiness
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as if happiness is something that we have to go out --
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an object that we're supposed to get, or maybe many objects.
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Actually, in fact, if you look in the dictionary,
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many dictionaries define pursuit
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as to "chase with hostility."
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Do we pursue happiness with hostility?
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Good question. But back to Bhutan.
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Bhutan's bordered on its north and south
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by 38 percent of the world's population.
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Could this little country,
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like a startup in a mature industry,
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be the spark plug that influences
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a 21st century
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of middle-class in China and India?
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Bhutan's created the ultimate export,
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a new global currency of well-being,
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and there are 40 countries around the world today
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that are studying their own GNH.
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You may have heard, this last fall
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Nicolas Sarkozy in France
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announcing the results of an 18-month study
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by two Nobel economists,
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focusing on happiness and wellness in France.
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Sarkozy suggested that
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world leaders should stop
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myopically focusing on GDP
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and consider a new index,
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what some French are calling a "joie de vivre index."
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I like it.
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Co-branding opportunities.
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Just three days ago, three days ago here at TED,
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we had a simulcast of David Cameron,
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potentially the next prime minister of the UK,
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quoting one of my favorite speeches of all-time,
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Robert Kennedy's poetic speech from 1968
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when he suggested that we're
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myopically focused on the wrong thing
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and that GDP is a misplaced metric.
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So it suggests that the momentum is shifting.
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I've taken that Robert Kennedy quote,
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and I've turned it into a new balance sheet for just a moment here.
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This is a collection of things
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that Robert Kennedy said in that quote.
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GDP counts everything from air pollution
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to the destruction of our redwoods.
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But it doesn't count the health of our children
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or the integrity of our public officials.
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As you look at these two columns here,
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doesn't it make you feel like it's time for us
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to start figuring out a new way to count,
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a new way to imagine
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what's important to us in life?
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(Applause)
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Certainly Robert Kennedy suggested at the end of the speech exactly that.
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He said GDP "measures everything in short,
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except that which makes life worthwhile."
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Wow.
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So how do we do that?
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Let me say one thing we can just start doing
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ten years from now, at least in this country.
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Why in the heck in America
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are we doing a census in 2010?
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We're spending 10 billion dollars on the census.
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We're asking 10 simple questions -- it is simplicity.
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But all of those questions are tangible.
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They're about demographics.
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They're about where you live, how many people you live with,
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and whether you own your home or not.
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That's about it.
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We're not asking meaningful metrics.
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We're not asking important questions.
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We're not asking anything that's intangible.
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Abe Maslow said long ago
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something you've heard before, but you didn't realize it was him.
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He said, "If the only tool you have is a hammer,
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everything starts to look like a nail."
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We've been fooled by our tool.
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Excuse that expression.
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(Laughter)
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We've been fooled by our tool.
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GDP has been our hammer.
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And our nail has been a 19th- and 20th-century
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industrial-era model of success.
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And yet, 64 percent
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of the world's GDP today
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is in that intangible industry we call service,
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the service industry, the industry I'm in.
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And only 36 percent is in the tangible industries
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of manufacturing and agriculture.
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So maybe it's time that we get a bigger toolbox, right?
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Maybe it's time we get a toolbox that
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doesn't just count what's easily counted, the tangible in life,
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but actually counts what we most value,
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the things that are intangible.
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I guess I'm sort of a curious CEO.
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I was also a curious economics major as an undergrad.
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I learned that economists measure everything
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in tangible units of production and consumption
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as if each of those tangible units
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is exactly the same.
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They aren't the same.
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In fact, as leaders, what we need to learn
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is that we can influence
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the quality of that unit of production
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by creating the conditions
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for our employees to live their calling.
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In Vivian's case,
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her unit of production
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isn't the tangible hours she works,
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it's the intangible difference she makes
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during that one hour of work.
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This is Dave Arringdale who's actually
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been a longtime guest at Vivian's motel.
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He stayed there a hundred times
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in the last 20 years,
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and he's loyal to the property because of the relationship
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that Vivian and her fellow employees have created with him.
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They've created a habitat of happiness for Dave.
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He tells me that he can always count
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on Vivian and the staff there
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to make him feel at home.
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Why is it that
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business leaders and investors
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quite often don't see the connection
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between creating the intangible
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of employee happiness
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with creating the tangible
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of financial profits in their business?
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We don't have to choose between
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inspired employees and sizable profits,
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we can have both.
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In fact, inspired employees quite often
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help make sizable profits, right?
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So what the world needs now,
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in my opinion,
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is business leaders and political leaders
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who know what to count.
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We count numbers.
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We count on people.
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What really counts is when we actually use our numbers
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to truly take into account our people.
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I learned that from a maid in a motel
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and a king of a country.
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What can you
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start counting today?
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What one thing can you start counting today
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that actually would be meaningful in your life,
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whether it's your work life or your business life?
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Thank you very much.
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(Applause)
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About this website

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