Chip Conley: Measuring what makes life worthwhile

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I'm going to talk about the simple truth in leadership

Govoriti ću o jednostavnoj istini u vođenju

in the 21st century.

u 21. stoljeću.

In the 21st century, we need to actually look at --

U 21. stoljeću, moramo pogledati --

and what I'm actually going to encourage you to consider today --

i za što ću Vas ja danas u stvari ohrabriti da razmotrite --

is to go back to our school days

jest da se vratite u školske dane

when we learned how to count.

kada smo učili kako brojati.

But I think it's time for us to think about what we count.

Ali smatram kako je vrijeme da razmislimo o tome što ćemo brojati.

Because what we actually count

Jer se ono što mi zapravo brojimo

truly counts.

stvarno broji.

Let me start by telling you a little story.

Dozvolite da započnem sa jednom malom pričom.

This is Van Quach.

Ovo je Van Quach.

She came to this country in 1986 from Vietnam.

Došla je u ovu zemlju 1986. iz Vijetnama.

She changed her name to Vivian

Promijenila je svoje ime u Vivian

because she wanted to fit in here in America.

jer se htjela uklopiti ovdje u Americi.

Her first job was at an inner-city motel

Njezin prvi posao bio je u gradskom motelu

in San Francisco as a maid.

u San Franciscu, gdje je radila kao sobarica.

I happened to buy that motel

Ja sam kupio taj motel

about three months after Vivian started working there.

tri mjeseca nakon što je Vivian počela tamo raditi.

So Vivian and I have been working together for 23 years.

Vivian i ja radimo zajedno već 23 godine.

With the youthful idealism of a 26-year-old,

S mladenačkim idealizmom 26-godišnjaka

in 1987,

1987. godine

I started my company and I called it Joie de Vivre,

pokrenuo sam svoju kompaniju i nazvao je Joie de Vivre,

a very impractical name,

vrlo nepraktično ime,

because I actually was looking to create joy of life.

jer sam zapravo gledao kako da stvorim radost od života.

And this first hotel that I bought, motel,

Taj prvi hotel koji sam kupio, motel,

was a pay-by-the-hour, no-tell motel

bio je plati-po-satu, ne-reci-nikome motel

in the inner-city of San Francisco.

u srcu San Francisca.

As I spent time with Vivian,

Kako sam provodio vrijeme s Vivian

I saw that she had sort of a joie de vivre

primijetio sam da ima neku vrstu "joie de vivre" (radosti življenja)

in how she did her work.

u tome kako je radila svoj posao.

It made me question and curious:

Zapitao sam se i zaintrigirao:

How could someone actually find joy

Kako netko može pronaći radost

in cleaning toilets for a living?

u čišćenju toaleta?

So I spent time with Vivian, and I saw that

Proveo sam dosta vremena s Vivian, i vidio kako

she didn't find joy in cleaning toilets.

nije pronašla radost u čišćenju toaleta.

Her job, her goal and her calling

Njezin posao, njen cilj, njen poziv

was not to become the world's greatest toilet scrubber.

nije bio da postane najboljom svjetskom čistačicom toaleta.

What counts for Vivian was the emotional connection

Ono što je cijenila Vivian bila je emocionalna povezanost

she created with her fellow employees and our guests.

koju je stvorila sa svojom suradnicima i našim gostima.

And what gave her inspiration and meaning

I ono što joj je davalo inspiraciju i smisao

was the fact that she was taking care of people

bila je činjenica da se ona, zapravo, brinula o ljudima

who were far away from home.

koji su bili daleko od kuće.

Because Vivian knew what it was like to be far away from home.

Jer Vivian je znala kako je to biti daleko od kuće.

That very human lesson,

Ta lekcija iz ljudskosti

more than 20 years ago,

prije 20 godina,

served me well during the last

poslužila mi je dobro za vrijeme posljednjeg

economic downturn we had.

ekonomskog pada kojega smo imali.

In the wake of the dotcom crash and 9/11,

U zoru dotcom kraha i 9/11,

San Francisco Bay Area hotels

San Francisco Bay Area hoteli

went through the largest percentage revenue drop

doživjeli su najveći postotak pada prihoda

in the history of American hotels.

u povijesti američkih hotela.

We were the largest operator of hotels in the Bay Area,

Mi smo bili najveći upravitelji hotela na području San Francisca,

so we were particularly vulnerable.

tako smo bili posebno ranjivi.

But also back then,

Također smo tada,

remember we stopped eating French fries in this country.

sjećate se, prestali jesti pržene krumpiriće u ovoj zemlji.

Well, not exactly, of course not.

Pa, ne baš. Naravno da ne.

We started eating "freedom fries,"

Zapravo smo počeli jesti "krumpiriće slobode".

and we started boycotting anything that was French.

I počeli smo bojkotirati sve što je bilo francusko.

Well, my name of my company, Joie de Vivre --

Dakle, ime moje kompanije -- Joie de Vivre.

so I started getting these letters

Počeo sam primati razna pisma

from places like Alabama and Orange County

iz Alabame i okružnice Orange u Kaliforniji

saying to me that they were going to boycott my company

u kojima je pisalo kako će bojkotirati moju kompaniju

because they thought we were a French company.

jer su mislili kako smo mi francuska kompanija.

And I'd write them back, and I'd say, "What a minute. We're not French.

Pisao sam im natrag, rekavši, "Čekajte malo. Mi nismo Francuzi.

We're an American company. We're based in San Francisco."

Mi smo američka kompanija. Sjedište nam je u San Franciscu."

And I'd get a terse response: "Oh, that's worse."

I dobio bi kratak odgovor, "To je još gore."

(Laughter)

(Smijeh)

So one particular day

Jednog posebnog dana

when I was feeling a little depressed and not a lot of joie de vivre,

kada sam se osjećao malo deprimirano i bez puno "joie de vivre",

I ended up in the local bookstore around the corner from our offices.

završio sam u lokalnoj knjižari na uglu.

And I initially ended up in the business section of the bookstore

Isprva sam se našao u poslovnom odjeljku knjižare

looking for a business solution.

tragajući za poslovnim rješenjem.

But given my befuddled state of mind, I ended up

U zbunjenosti svoga uma, završio sam

in the self-help section very quickly.

u odjeljku za samo-pomoć.

That's where I got reacquainted with

I tamo sam se ponovno susreo sa

Abraham Maslow's "hierarchy of needs."

Maslowljevom hijararhijom potreba.

I took one psychology class in college,

Na koledžu sam odslušao psihologiju

and I learned about this guy, Abraham Maslow,

i naučio o tom liku, Abrahamu Maslowu,

as many of us are familiar with his hierarchy of needs.

onako kako je većina nas upoznata s "hijerarhijom potreba".

But as I sat there for four hours,

Ali kako sam tamo sjedio četiri sata,

the full afternoon, reading Maslow,

cijelo poslijepodne, čitajući Maslowa,

I recognized something

prepoznao sam nešto

that is true of most leaders.

što je istina za većinu vođa.

One of the simplest facts in business

I jedna od jednostavnijih činjenica u poslovanju

is something that we often neglect,

jest nešto što obično zanemarimo.

and that is that we're all human.

A to je da smo svi mi ljudi.

Each of us, no matter what our role is in business,

I svatko od nas, neovisno o našoj ulozi u poslovanju,

has some hierarchy of needs

ima zapravo neku hijerarhiju potreba

in the workplace.

na radnom mjestu.

So as I started reading more Maslow,

I kako sam počeo čitati još Maslowa,

what I started to realize is that

zapravo sam počeo shvaćati kako,

Maslow, later in his life,

je Maslow, kasnije u svom životu,

wanted to take this hierarchy for the individual

htjeo uzeti ovu hijerarhiju potreba za pojedinca

and apply it to the collective,

i primijeniti je na kolektiv,

to organizations and specifically to business.

na organizacije i posebno poslove.

But unfortunately, he died prematurely in 1970,

Nažalost, umro je prerano 1970.

and so he wasn't really able to live that dream completely.

I nije mogao proživjeti svoj san u potpunosti.

So I realized in that dotcom crash

Shvatio sam kako je u dotcom krahu

that my role in life was to channel Abe Maslow.

moja uloga bila da usmjerim Abe Maslowa.

And that's what I did a few years ago

To sam i učinio prije nekoliko godina

when I took that five-level hierarchy of needs pyramid

kada sam uzeo tu petrazinsku piramidu hijerarhije potreba

and turned it into what I call the transformation pyramid,

i pretvorio je u kako je ja nazivam transformacijsku piramidu,

which is survival, success and transformation.

koja je preživljavanje, uspjeh i transformacija.

It's not just fundamental in business, it's fundamental in life.

Nije samo fundamentalna u poslovanju, već i u životu općenito.

And we started asking ourselves the questions

Počeli smo sebe propitivati

about how we were actually addressing

o tome kako se nosimo s

the higher needs, these transformational needs

višim potrebama, tim transformacijskim potrebama

for our key employees in the company.

naših ključnih zaposlenika u kompaniji.

These three levels of the hierarchy needs

Ove tri razine hijerarhije potreba

relate to the five levels

vezuju se na pet razina

of Maslow's hierarchy of needs.

Maslowljeve hijerarhije potreba.

But as we started asking ourselves about how we were addressing

Ali kako smo počeli propitivati vlasititi odnos

the higher needs of our employees and our customers,

prema višim potrebama naših zaposlenika i kupaca,

I realized we had no metrics.

shvatio sam kako za to uopće nemamo pokazatelja.

We had nothing that actually could tell us whether we were actually getting it right.

Nismo imali ništa što bi nam moglo reći jesmo li na pravom putu.

So we started asking ourselves:

Stoga smo se zapitali:

What kind of less obvious metrics

koju bismo vrstu ne tako očitih pokazatelja

could we use to actually evaluate

mogli upotrijebiti za procijenu

our employees' sense of meaning,

osjećaja smisla naših zaposlenika,

or our customers' sense of emotional connection with us?

ili emocionalnu povezanost naših kupaca sa našom kompanijom?

For example, we actually started asking our employees,

Na primjer, počeli smo pitati naše zaposlenike,

do they understand the mission of our company,

shvaćaju li misiju naše kompanije,

and do they feel like they believe in it,

osjećaju li da vjeruju u nju,

can they actually influence it,

mogu li stvarno na nju utjecati,

and do they feel that their work actually has an impact on it?

osjećaju li kako njihov posao ima utjecaja na našu misiju?

We started asking our customers,

Počeli smo pitati naše kupce,

did they feel an emotional connection with us,

osjećaju li emocionalnu povezanost s nama,

in one of seven different kinds of ways.

u jednom od sedam načina.

Miraculously, as we asked these questions

Čudom, kako smo postavljali ova pitanja

and started giving attention higher up the pyramid,

i počeli pridavati više pažnje vrhu piramide,

what we found is we created more loyalty.

primijetili smo kako smo stvorili više lojalnosti.

Our customer loyalty skyrocketed.

Vjernost naših kupaca popela se u nebo.

Our employee turnover dropped

Fluktuacija radnika se smanjila

to one-third of the industry average,

na trećinu industrijskog prosjeka.

and during that five year dotcom bust,

I tijekom petogodišnjeg dotcom kraha,

we tripled in size.

utrostručili smo se.

As I went out and started spending time with other leaders out there

Kako sam izašao i započeo provoditi vrijeme s drugim vođama

and asking them how they were getting through that time,

te ih pitao kako su se oni nosili u tim vremenima,

what they told me over and over again

ono što su mi stalno ponavljali

was that they just manage what they can measure.

jest kako oni upravljaju samo onime što mogu mjeriti.

What we can measure is that tangible stuff

Ono što mi možemo mjeriti jest ono opipljivo

at the bottom of the pyramid.

na dnu piramide.

They didn't even see the intangible stuff

Oni nisu ni vidjeli ono neopipljivo

higher up the pyramid.

pri vrhu piramide.

So I started asking myself the question:

Počeo sam se pitati slijedeće pitanje:

How can we get leaders to start valuing the intangible?

Kako možemo natjerati vođe da počnu cijeniti neopipljivo?

If we're taught as leaders to just manage what we can measure,

Ako smo kao vođe naučeni da upravljamo samo mjerljivim,

and all we can measure is the tangible in life,

a sve što možemo mjeriti jest opipljivo u životu,

we're missing a whole lot of things at the top of the pyramid.

propuštamo mnogo toga na vrhu piramide.

So I went out and studied a bunch of things,

Proučio sam mnogo toga.

and I found a survey that showed

I pronašao anketu koja je pokazala

that 94 percent

kako 94%

of business leaders worldwide

poslovnih vođa u svijetu

believe that the intangibles are important in their business,

vjeruju kako su neopipljive stvari važne u njihovom poslovanju,

things like intellectual property,

stvari poput intelektualnog vlasništva,

their corporate culture, their brand loyalty,

organizacijske kulture, vjernosti marci.

and yet, only five percent of those same leaders

Pa ipak, samo je 5% tih vođa

actually had a means of measuring the intangibles in their business.

raspolagalo sredstvima za mjerenje neopipljivog u njihovom poslovanju.

So as leaders, we understand

Kao vođe, mi razumijemo

that intangibles are important,

da je i neopipljivo bitno,

but we don't have a clue how to measure them.

ali nemamo pojma kako to zapravo mjeriti.

So here's another Einstein quote:

Evo ješ jednnog Ensteinovog citata:

"Not everything that can be counted counts,

"Nije sve što se može izbrojati vrijedno brojanja,

and not everything that counts can be counted."

niti se sve što je vrijedno može izbrojati."

I hate to argue with Einstein,

Mrzim se prepirati sa Einsteinom,

but if that which is most valuable

ali ako se ono što je najvrijednije

in our life and our business

u našem životu i poslovanju

actually can't be counted or valued,

zapravo ne može brojati ili vrednovati,

aren't we going to spend our lives

hoćemo li provesti naš život

just mired in measuring the mundane?

zamršeni u mjerenju općepoznatog?

It was that sort of heady question about what counts

Takvo intrigantno pitanje o tome što je vrijedno

that led me to take my CEO hat off for a week

odvelo me da skinem svoj direktorski šešir na tjedan dana

and fly off to the Himalayan peaks.

i odletim na vrhove Himalaje.

I flew off to a place that's been shrouded in mystery for centuries,

Odletio sam u mjesto obavijeno misterijem već stoljećima,

a place some folks call Shangri-La.

mjesto koje ljudi zovu Shangri la.

It's actually moved from the survival base of the pyramid

Ono se u stvari pomaknulo sa preživljavajućeg dna piramide

to becoming a transformational

kako bi postalo transformacijski

role model for the world.

ogledni model za cijeli svijet.

I went to Bhutan.

Otišao sam u Bhutan.

The teenage king of Bhutan was also a curious man,

Maloljetni kralj Bhutana bio je također znatiželjni mladić,

but this was back in 1972,

ali to je bilo 1972.

when he ascended to the throne

kada je preuzeo tron

two days after his father passed away.

dva dana nakon što mu je otac preminuo.

At age 17, he started asking the kinds of questions

Sa 17 godina, počeo je postavljati pitanja

that you'd expect of someone with a beginner's mind.

koja biste očekivali od nekoga s početničkim umom.

On a trip through India,

Na putu kroz Indiju,

early in his reign as king,

rano u svojoj vladavini,

he was asked by an Indian journalist

Indijski novinar upitao ga je

about the Bhutanese GDP,

o Bhutanskom BDP-u,

the size of the Bhutanese GDP.

o veličini Bhutanskog BDP-a.

The king responded in a fashion

A kralj je odgovorio u stilu

that actually has transformed us four decades later.

koji nas je transformirao četiri desetljeća kasnije.

He said the following, he said: "Why are we so obsessed

Rekao je slijedeće: Rekao je, "Zašto smo opsjednuti

and focused with gross domestic product?

i fokusirani s bruto domaćim proizvodom?

Why don't we care more about

Zašto ne brinemo više o

gross national happiness?"

bruto nacionalnoj sreći?"

Now, in essence, the king was asking us to consider

Sada, u biti, kralj nas je pitao da razmotrimo

an alternative definition of success,

alternativnu definiciju uspjeha,

what has come to be known as

koja je kasnije postala poznatom kao

GNH, or gross national happiness.

BNS, ili bruto nacionalna sreća.

Most world leaders didn't take notice,

Većina vođa nije to ni primijetila,

and those that did thought this was just "Buddhist economics."

a oni koji jesu pomislili su kako je to samo "Budistička ekonomija."

But the king was serious.

Ali kralj je bio ozbiljan.

This was a notable moment,

I to je bio znakoviti trenutak,

because this was the first time a world leader

jer to je bio prvi puta da je svjetski vođa

in almost 200 years

u gotovo 200 godina

had suggested

predložio

that intangible of happiness --

da neopipljiva sreća --

that leader 200 years ago,

ponovno, taj vođa prije 200 godina,

Thomas Jefferson with the Declaration of Independence --

je bio Thomas Jefferson s Deklaracijom nezavisnosti --

200 years later,

200 godina kasnije,

this king was suggesting that intangible of happiness

kralj je predlagao kako je neopiljiva sreća

is something that we should measure,

nešto što bismo trebali mjeriti,

and it's something we should actually value

i kako je to nešto što bismo trebali vrednovati

as government officials.

kao vladini dužnosnici.

For the next three dozen years as king,

Slijedećih 30-ak godina kao kralj,

this king actually started measuring

ovaj je kralj počeo mjeriti

and managing around happiness in Bhutan --

i upravljati srećom u Bhutanu.

including, just recently, taking his country

I uključujući, od nedavno, vođenje ove zemlje

from being an absolute monarchy to a constitutional monarchy

od apsolutne monarhije ka ustavnoj monarhiji

with no bloodshed, no coup.

bez kvoprolića, bez udaraca.

Bhutan, for those of you who don't know it,

Bhutan, za one koji ne znaju,

is the newest democracy in the world, just two years ago.

je nova demokracija u svijetu, stara samo 2 godine.

So as I spent time with leaders in the GNH movement,

Kako sam provodio vrijeme s vođama u BDS pokretu,

I got to really understand what they're doing.

shvatio sam što zapravo čine.

And I got to spend some time with the prime minister.

Proveo sam malo vremena s premijerom.

Over dinner, I asked him an impertinent question.

Na večeri, postavio sam mu drsko pitanje.

I asked him,

Pitao sam ga,

"How can you create and measure

"Kako možete stvoriti mjeru

something which evaporates --

nečega što isparava,

in other words, happiness?"

drugim riječima, sreće?"

And he's a very wise man, and he said,

On je vrlo mudar čovjek, rekao je,

"Listen, Bhutan's goal is not to create happiness.

"Slušaj, cilj Bhutana nije stvoriti sreću.

We create the conditions for happiness to occur.

Mi stvaramo preduvjete za bi se sreća mogla pojaviti.

In other words, we create a habitat of happiness."

Drugim riječima, mi stvaramo stanište za sreću."

Wow, that's interesting.

Wow. To je zanimljivo.

He said that they have a science behind that art,

I rekao je kako imaju znanost iza te umjetnosti.

and they've actually created four essential pillars,

Stvorili su četiri esencijalna stupa,

nine key indicators

devet ključnih pokazatelja

and 72 different metrics

i 72 različita mjerila

that help them to measure their GNH.

koja omogućavaju mjerenje BDS-a.

One of those key indicators is:

U stvari, jedan od ključnih indikatora jest:

How do the Bhutanese feel about

Kako Bhutanci osjećaju

how they spend their time each day?

da troše svoje vrijeme tijekom dana?

It's a good question. How do you feel about

To je dobro pitanje. Kako se osjećate

how you spend your time each day?

o tome kako trošite vlastito vrijeme svakoga dana?

Time is one of the scarcest resources

To je oskudan resurs

in the modern world.

u modernom svijetu.

And yet, of course,

Pa ipak, naravno,

that little intangible piece of data

to malo podataka o neopipljivom

doesn't factor into our GDP calculations.

ne ulazi u našu računicu BDP-a.

As I spent my week up in the Himalayas,

Kako sam privodio kraju svoj tjedan na Himalaji

I started to imagine

počeo sam zamišljati

what I call an emotional equation.

ono što zovem emocionalnom jednadžbom.

And it focuses on something I read long ago

Radi se o nečemu što sam pročitao jako davno

from a guy named Rabbi Hyman Schachtel.

od autora Rabbi Hyman Schachtela.

How many know him? Anybody?

Tko je za njega čuo? Itko?

1954, he wrote a book called "The Real Enjoyment of Living,"

1954.g. napisao je knjigu "Stvarno uživanje u životu."

and he suggested that happiness

Sugerirao je kako sreća

is not about having what you want;

nije imati što god poželimo.

instead, it's about wanting what you have.

Umjesto toga, radi se o želji za onime što već imamo.

Or in other words, I think the Bhutanese believe

Drugim riječima, mislim kako Bhutanci vjeruju

happiness equals wanting what you have --

da sreća odgovara želji za onime što imamo --

imagine gratitude --

zamislite zadovoljstvo --

divided by having what you want --

podijeljeno onime što želite --

gratification.

zadovoljenje.

The Bhutanese aren't on some aspirational treadmill,

Bhutanci nisu na aspiracijskom ergometru,

constantly focused on what they don't have.

konstantno fokusirani na ono što nemaju.

Their religion, their isolation,

Njihova religija, izolacija,

their deep respect for their culture

duboko poštovanje prema kulturi

and now the principles of their GNH movement

i principi BNS pokreta

all have fostered a sense of gratitude

kultivirali su osjećaj zahvalnosti

about what they do have.

za ono što imaju.

How many of us here, as TEDsters in the audience,

Koliko nas TEDstera u publici

spend more of our time

troši većinu vremena

in the bottom half of this equation, in the denominator?

na donjoj polovici ove jednadžbe, u nazivniku?

We are a bottom-heavy culture

Jesmo li mi donje-teška kultura

in more ways than one.

na više od jednog načina.

(Laughter)

(Smijeh)

The reality is, in Western countries,

Stvarnost je kako smo, u zapadnim zemljama,

quite often we do focus on the pursuit of happiness

često fokusirani na potjeru za srećom

as if happiness is something that we have to go out --

kao da je ona nešto što je vani --

an object that we're supposed to get, or maybe many objects.

stvar koju bismo morali imati, ili možda više stvari.

Actually, in fact, if you look in the dictionary,

Zapravo, ako zavirite u riječnik,

many dictionaries define pursuit

mnogi definiraju potjeru

as to "chase with hostility."

kao "lov na neprijatelja".

Do we pursue happiness with hostility?

Jesmo li u neprijateljskoj potjeri za srećom?

Good question. But back to Bhutan.

Dobro pitanje. Ali vratimo se natrag u Bhutan.

Bhutan's bordered on its north and south

Bhutan graniči sjeverno i južno

by 38 percent of the world's population.

s 38% svjetske populacije.

Could this little country,

Može li ta mala zemlja,

like a startup in a mature industry,

poput početnika u zreloj industriji,

be the spark plug that influences

biti iskra koja će pokrenuti

a 21st century

21. stoljeće

of middle-class in China and India?

srednje klase u Kini i Indiji?

Bhutan's created the ultimate export,

Bhutan je stvorio krajnji izvozni proizvod

a new global currency of well-being,

novu globalnu valutu blagostanja.

and there are 40 countries around the world today

Ukupno 40 zemalja svijeta

that are studying their own GNH.

istražuju vlastiti BNS.

You may have heard, this last fall

Moguće da ste čuli, ovo jeseni,

Nicolas Sarkozy in France

Nicholas Sarkozy u Francuskoj,

announcing the results of an 18-month study

najavio je rezultate 18-mjesečnog istraživanja

by two Nobel economists,

dvaju ekonomista nobelavaca,

focusing on happiness and wellness in France.

koja su se fokusirala na sreću i zdravlje u Francuskoj.

Sarkozy suggested that

Sarkozy je predložio da

world leaders should stop

svjetske vođe prestanu

myopically focusing on GDP

slijepo pratiti samo BDP

and consider a new index,

i da razmotre novi indeks,

what some French are calling a "joie de vivre index."

kojega neki Francuzi zovu indeks radosti življenja.

I like it.

Sviđa mi se to.

Co-branding opportunities.

Prilika za zajedničko upravljanje markom.

Just three days ago, three days ago here at TED,

Prije samo tri dana, prije tri dana ovdje na TED-u,

we had a simulcast of David Cameron,

imali smo prijenos s Davidom Cameronom,

potentially the next prime minister of the UK,

potencijalnim budućim premijerom Ujedinjenog Kraljevstva

quoting one of my favorite speeches of all-time,

koji je citirao jedan meni od najdražih govora svih vremena,

Robert Kennedy's poetic speech from 1968

Kennedyjev poetski govor iz 1968.

when he suggested that we're

kada je predložio da smo

myopically focused on the wrong thing

slijepo fokusirani na krivu stvar

and that GDP is a misplaced metric.

i da je BDP neprikladna mjera.

So it suggests that the momentum is shifting.

Izgleda kako se momentum mijenja.

I've taken that Robert Kennedy quote,

Uzeo sam taj Kennedyjev citat,

and I've turned it into a new balance sheet for just a moment here.

i pretvorio ga u novu bilancu u nekoliko trenutaka.

This is a collection of things

Ovo je zbirka onoga

that Robert Kennedy said in that quote.

što je Robert Kennedy rekao u tom citatu.

GDP counts everything from air pollution

BDP ubraja sve od zagađenja zraka

to the destruction of our redwoods.

do uništenja naših šuma.

But it doesn't count the health of our children

Ali ne ubraja zdravlje naše djece

or the integrity of our public officials.

ili integritet naših javnih službenika.

As you look at these two columns here,

Kada pogledate ova dva stupca ovdje,

doesn't it make you feel like it's time for us

ne osjećate li kako je vrijeme

to start figuring out a new way to count,

da počnemo tražiti novi način računanja,

a new way to imagine

novi način zamišljanja

what's important to us in life?

onoga što nam je u životu važno?

(Applause)

(Pljesak)

Certainly Robert Kennedy suggested at the end of the speech exactly that.

Robert Kennedy predložio je upravo to na kraju govora.

He said GDP "measures everything in short,

Rekao je BDP "mjeri sve nakratko,

except that which makes life worthwhile."

osim onoga za što vrijedi živjeti."

Wow.

Vau.

So how do we do that?

I kako da to napravimo?

Let me say one thing we can just start doing

Dozvolite da kažem jednu stvar koju možemo odmah učiniti

ten years from now, at least in this country.

za deset godina, barem u ovoj zemlji.

Why in the heck in America

Zašto baš u Americi

are we doing a census in 2010?

radimo popis stanovništva u 2010?

We're spending 10 billion dollars on the census.

Potrošiti ćemo 10 milijardu dolara na to.

We're asking 10 simple questions -- it is simplicity.

A ispitujemo jednostavnih 10 pitanja -- to je jednostavnost.

But all of those questions are tangible.

Ali sva su ta pitanja opipljiva.

They're about demographics.

Radi se o demografiji.

They're about where you live, how many people you live with,

O tome gdje živite, s koliko ljudi živite,

and whether you own your home or not.

i jeste li vlasnik kuće ili ne.

That's about it.

To je uglavnom to.

We're not asking meaningful metrics.

Ne ispituju se smisleni pokazatelji.

We're not asking important questions.

Ne ispitujemo važna pitanja.

We're not asking anything that's intangible.

Ne ispitujemo ništa što je neopipljivo.

Abe Maslow said long ago

Abe Maslow rekao je davno

something you've heard before, but you didn't realize it was him.

nešto što ste već čuli, ali niste znali kako je to on.

He said, "If the only tool you have is a hammer,

Rekao je, "Ako je jedini alat koji imate čekić,

everything starts to look like a nail."

sve počinje nalikovati čavlu."

We've been fooled by our tool.

Prevareni smo od vlastitog alata.

Excuse that expression.

Oprostite na ovom izrazu.

(Laughter)

(Smijeh)

We've been fooled by our tool.

Prevareni smo od vlastitog alata.

GDP has been our hammer.

BDP je naš čekić.

And our nail has been a 19th- and 20th-century

A naš čavao je bio model uspjeha industrijske ere

industrial-era model of success.

19-og i 20-og stoljeća.

And yet, 64 percent

Pa ipak, 64 posto

of the world's GDP today

svjetskog BDP-a danas

is in that intangible industry we call service,

jest ona neopipljiva industrija koju zovemo uslugom,

the service industry, the industry I'm in.

uslužna indutrsija, industrija u kojoj sam ja.

And only 36 percent is in the tangible industries

Samo 36% je opipljiva industrija

of manufacturing and agriculture.

proizvodnje i poljoprivrede.

So maybe it's time that we get a bigger toolbox, right?

Možda je vrijeme da nabavimo veću kutiju za alat.

Maybe it's time we get a toolbox that

Možda je vrijeme da nabavimo kutiju koja,

doesn't just count what's easily counted, the tangible in life,

ne mjeri samo ono što se lako broji, opipljivo u životu,

but actually counts what we most value,

već koja mjeri ono što najviše cijenimo,

the things that are intangible.

stvari koje su neopipljive.

I guess I'm sort of a curious CEO.

Ja sam znatiželjni izvršni menadžer.

I was also a curious economics major as an undergrad.

Bio sam i znatiželjni postdiplomant iz ekonomije.

I learned that economists measure everything

Naučio sam kako ekonomisti mjere sve

in tangible units of production and consumption

u opipljivim jedinicama proizvodnje i potrošnje

as if each of those tangible units

kao da je svaka od tih jedinica

is exactly the same.

jednaka.

They aren't the same.

Nisu jednake.

In fact, as leaders, what we need to learn

Zapravo, kao vođe, ono što moramo naučiti

is that we can influence

jest da možemo utjecati

the quality of that unit of production

na kavalitetu jedinice proizvodnje

by creating the conditions

stvarajući uvjete

for our employees to live their calling.

za naše zaposlenike da žive vlastiti poziv.

In Vivian's case,

I zapravo, u Vivianinom slučaju,

her unit of production

njezina jedinica proizvodnje

isn't the tangible hours she works,

nije opipljivi sat koji ona odradi.

it's the intangible difference she makes

To je neopopljiva razlika koju ona napravi

during that one hour of work.

za vrijeme jednog sata rada.

This is Dave Arringdale who's actually

Ovo je Dave Arringdale koji je

been a longtime guest at Vivian's motel.

dugo vremena gost u Vivianinom motelu.

He stayed there a hundred times

Odsjeo je tamo stotinu puta

in the last 20 years,

u posljednjih 20 godina.

and he's loyal to the property because of the relationship

Odan je mjestu zbog odnosa

that Vivian and her fellow employees have created with him.

kojega su Vivian i ostali zaposlenici stvorili s njime.

They've created a habitat of happiness for Dave.

Stvorili su stanište sreće za Davea.

He tells me that he can always count

I rekao nam je kako možemo računati

on Vivian and the staff there

na Vivian i njezino osoblje

to make him feel at home.

kako će činiti sve da se osjeća kao kod kuće.

Why is it that

Zašto

business leaders and investors

poslovne vođe i investitori

quite often don't see the connection

često, ne vide vezu

between creating the intangible

između stvaranja neopipljive

of employee happiness

sreće zaposlenika

with creating the tangible

stvarajući opipljive

of financial profits in their business?

financijske profite u svom poslovanju.

We don't have to choose between

Ne moramo birati između

inspired employees and sizable profits,

inspiriranih zaposlnika i pristojnog profita.

we can have both.

Možemo imati oboje.

In fact, inspired employees quite often

Zapravo, inspirirani zaposlenici, često,

help make sizable profits, right?

pomažu namaknuti pristojan profit, zar ne?

So what the world needs now,

Ono što svijetu treba,

in my opinion,

po mojem mišljenju,

is business leaders and political leaders

su poslovne i političke vođe

who know what to count.

koji znaju što mjeriti.

We count numbers.

Mi mjerimo brojke.

We count on people.

Računamo na ljude.

What really counts is when we actually use our numbers

Ono što zapravo vrijedi jest kada koristimo brojke

to truly take into account our people.

da uzmemo u obzir naše ljude.

I learned that from a maid in a motel

Ja sam to naučio od sobarice u motelu

and a king of a country.

i jednog kralja.

What can you

Što vi možete

start counting today?

početi mjeriti danas?

What one thing can you start counting today

Koju stvar možete početi mjeriti danas

that actually would be meaningful in your life,

a koja je smislena u životu,

whether it's your work life or your business life?

radilo se o radnom ili poslovnom životu?

Thank you very much.

Hvala najljepša.

(Applause)

(Pljesak)