The Secret Ingredient of Business Success | Pete Stavros | TED

Translator: Reno Kanti Riananda

My first job as an investor was when I was 24 years old,

Pekerjaan pertama saya sebagai investor saat saya berusia 24 tahun.

and I'm almost 50 today, so that is half a lifetime ago.

Saya hampir 50 tahun hari ini, jadi sudah setengah hidup saya.

But I still clearly remember the first thing I was asked to do:

Namun, saya masih ingat jelas hal pertama yang menjadi tugas saya:

to oversee wire transfers related to the sale of a business,

mengawasi transfer dana terkait nilai penjualan sebuah bisnis,

basically to make sure all the shareholders got their money.

intinya memastikan semua pemegang saham mendapatkan uang mereka.

Any company, large or small, public or private,

Setiap perusahaan, besar atau kecil, publik atau swasta,

has shareholders who own the business.

punya pemegang saham sebagai pemiliki bisnis.

And as the value of the company goes up,

Saat nilai perusahaan naik,

wealth is created for those who own shares.

kekayaan tercipta bagi mereka yang memiliki saham.

Now at this company, ownership among the employees extended

Nah, di perusahaan ini, kepemilikan di antara karyawan tersebar

from the very top position, the CEO,

dari posisi paling atas, CEO,

to some mid-level roles like assistant treasurer.

ke beberapa posisi menengah seperti asisten bendahara.

When I called the CEO to confirm his wire transfer

Ketika saya menelepon CEO untuk mengonfirmasi transfernya,

it was a very matter-of-fact conversation.

percakapan kami sangat datar.

"Got the money, thanks a lot."

“Dana telah diterima, terima kasih banyak.”

Click.

Klik.

Now, when I called the assistant treasurer,

Saat menelepon asisten bendahara,

yang hanya mendapat sebagian kecil dari yang dihasilkan CEO,

who was making a tiny fraction of what the CEO had made,

he was so overcome with emotion, he could barely find the words.

beliau amat terbawa emosi, dan hampir tidak bisa berkata-kata.

And he later explained in a tearful voicemail

Beliau lantas menjelaskan lewat pesan suara

that his ownership payout

bahwa pembayaran deviden itu

literally meant college education for his kids.

bisa menyekolahkan anak-anaknya hingga perguruan tinggi.

So I wondered,

Jadi, saya bertanya-tanya,

what if everyone in a company had stock ownership,

bagaimana jika tiap orang di perusahaan memiliki saham,

not just to the assistant-treasurer level,

tidak hanya sampai tingkat asisten bendahara,

but to the factory floor, distribution centers?

tetapi sampai tingkat buruh pabrik atau pusat distribusi?

How might employees’ lives be impacted,

Bagaimana dampaknya pada kehidupan karyawan,

and how might the company and, in fact, the whole community be impacted?

dan bagaimana dampaknya pada perusahaan, bahkan seluruh komunitas?

These questions were not new to me.

Pertanyaan-pertanyaaan ini bukan hal baru bagi saya.

My dad had been asking them for decades.

Ayah saya telah menanyakannya selama beberapa dekade.

My father operated a road grader for a union construction company

Ayah saya mengoperasikan road grader untuk perusahaan konstruksi

in Chicago for 45 years.

di Chicago, selama 45 tahun.

This is actually a picture of my dad in his road grader.

Ini foto ayah saya di atas road grader-nya.

And my dad dreamt of worker ownership

Ayah saya juga memimpikan kepemilikan saham karyawan

to address three things he didn't like about his job.

untuk mengatasi tiga hal yang tidak dia sukai dari pekerjaannya.

First, he couldn't build wealth on 20 dollars an hour.

Pertama, tidak bisa membangun kekayaan dengan 20 dolar per jam.

Second, he had no incentive to care about things an owner would focus on,

Kedua, beliau tidak memiliki insentif untuk ikut peduli

dengan hal yang menjadi fokus pemegang saham, seperti produktivitas.

things like productivity.

So he felt no sense of alignment.

Beliau tidak merasakan adanya keselarasan.

And third, he had no voice.

Ketiga, beliau tidak memiliki suara.

Without the right incentives in place,

Tanpa insentif yang tepat, tidak ada alasan bagi manajemen

there was really no reason for management to listen to workers,

untuk mendengarkan pekerja, dan mereka memang tidak melakukannya.

and they didn't.

And my dad's experience is certainly not unique.

Pengalaman ayah saya pasti cukup umum.

Only a tiny percentage of workers are granted stock ownership

Hanya sebagian kecil pekerja yang diberi kepemilikan saham di perusahaan mereka,

in their companies, and most workers have no wealth,

dan sebagian besar pekerja tidak sejahtera.

and it is in fact stock ownership or the lack of it

Bahkan, kepemilikan saham

adalah penyebab terbesar kesenjangan kesejahteraan.

that is by a mile the biggest driver of wealth inequality.

Mayoritas karyawan merasa pendapat mereka tidak berarti.

Most employees feel their opinions don't count.

If you look at Gallup surveys,

Berdasarkan survei Gallup,

77 percent of employees globally are disengaged on the job.

sebanyak 77 persen karyawan di dunia berlepas diri dari pekerjaan mereka.

18 percent literally hate the company that they work for.

Sebanyak 18% benar-benar membenci perusahaan tempat mereka bekerja.

They're throwing the wrenches in the machines.

Mereka sengaja menimbulkan masalah.

Today, I'm going to try to convince you that broadening employee stock ownership

Hari ini, saya mencoba meyakinkan Anda

bahwa memperluas kepemilikan saham karyawan

is the single most important thing that we can do to lift up workers

adalah hal terpenting yang bisa kita lakukan

untuk mengangkat pekerja sekaligus membuat perusahaan lebih kuat.

and to make companies stronger, too.

It could give us a form of capitalism that is actually inclusive

Hal ini bisa memberi kita bentuk kapitalisme yang inklusif

and sustainable.

dan berkelanjutan.

And I believe it could literally change the economy.

Saya juga percaya hal ini dapat mengubah perekonomian.

I've been pursuing this idea most of my adult life.

Saya telah memperjuangkan ide ini sejak saya dewasa.

25 years ago, as a graduate school student,

Sekitar 25 tahun yang lalu, saat pascasarjana,

I dove into the history of employee ownership,

saya menggali sejarah saham karyawan,

and I published a paper on the topic in 2002.

dan menerbitkan sebuah makalah tentang topik tersebut pada tahun 2002.

Then, a handful of years later,

Beberapa tahun kemudian,

I got my first real leadership position at the company I still work for, KKR.

saya menduduki posisi pimpinan di tempat kerja saya saat itu, KKR.

And I was put in charge of investing in and improving industrial companies,

Saya ditugaskan untuk berinvestasi dan meningkatkan perusahaan industri,

mostly manufacturing businesses.

kebanyakan bisnis manufaktur.

And that was a great opportunity to start experimenting

Itu adalah kesempatan bagus untuk mulai bereksperimen

with different ways of sharing stock ownership with all employees.

dengan berbagai cara dalam berbagi kepemilikan saham dengan semua karyawan.

Something we've now done with 44 different companies

Ini pun telah kami wujudkan

dengan 44 perusahaan berbeda selama 15 tahun terakhir.

over the past 15 years.

In our early efforts,

Di awal upaya ini,

we had some success, but we made a lot of mistakes.

ada sedikit keberhasilan, tetapi banyak kesalahan.

The most important thing we got right

Keberhasilan terpentingnya adalah memastikan bahwa kepemilikan saham

was making sure that stock ownership was free

gratis dan terus meningkat bagi pekerja,

and incremental for workers,

not a trade for wages or other benefits.

bukan pengganti upah atau manfaat lainnya.

This could not be about shifting risk onto the workforce.

Ini bukan tentang mengalihkan risiko ke tenaga kerja.

But we got plenty of things wrong.

Namun, kami juga banyak keliru.

We didn't communicate well.

Komunikasi kurang baik.

So if I said something like,

Jika saya bilang sesuatu seperti,

"We'd hope to sell a business in five years,"

“Kami berharap untuk menjual bisnis dalam lima tahun,”

that often led to employees literally counting the days

itu sering menyebabkan karyawan benar-benar menghitung hari

or growing suspicious if things took longer.

atau justru curiga jika semuanya makan waktu lebih lama.

We didn't share our financial information

Kami tidak berbagi informasi keuangan, jadi orang tidak tahu kondisi perusahaan.

so people didn't know how the business was doing,

nor did we ask them how they would run the business better.

Kami juga tidak menanyakan pendapat mereka.

You see, ownership is about a lot more than just giving out stock.

Kepemilikan lebih dari sekadar memberikan saham.

It's about trying to create a whole different type of culture,

Ini tentang mencoba menciptakan budaya yang sama sekali berbeda,

an ownership culture.

budaya kepemilikan.

Now let me share a story

Saya akan berbagi apa yang terjadi jika ini dilakukan dengan baik.

of what this can look like when it's done well.

In 2015, we invested in a company called CHI Overhead Doors.

Pada tahun 2015, kami berinvestasi di CHI Overhead Doors.

CHI is based in central Illinois, in Amish country,

CHI berbasis di Illinois tengah, di negara Amish,

and the company makes overhead garage doors,

dan perusahaan membuat pintu garasi angkat,

like the one you see here in this picture.

seperti yang Anda lihat pada gambar ini.

And CHI was a good business.

CHI adalah bisnis yang bagus.

But from a worker morale standpoint,

Namun. dari sudut pandang semangat pekerja,

it was very reminiscent of what I saw with my dad.

sangat mengingatkan pada apa yang ayah saya rasakan.

Out of 800 employees, only 18 had stock ownership.

Dari 800 karyawan, hanya 18 orang yang memiliki saham.

So that means when we bought the business,

Artinya, saat kami membeli perusahaan itu,

most people got nothing and just went back to work,

kebanyakan orang hanya kembali bekerja,

and a small handful made many millions of dollars.

sementara segelintir kecil orang menghasilkan jutaan dolar.

Employee engagement scores were absolutely dismal.

Skor keterlibatan karyawan benar-benar suram.

Most people didn't even bother to respond to surveys.

Kebanyakan orang bahkan tidak menanggapi survei.

And this lack of alignment and engagement,

Kurangnya keselarasan dan keterlibatan seperti ini

you could see it in the business.

tampak dalam keseharian usaha.

It showed up in things like productivity, quality, scrap.

Itu terlihat dalam produktivitas, kualitas, jumlah produk gagal.

People didn't always try to do their best.

Orang tidak berusaha melakukan yang terbaik.

It took us a long time to change the culture,

Butuh waktu lama bagi kami untuk mengubah budaya,

eight years.

delapan tahun.

And it started with stock ownership.

Itu dimulai dari kepemilikan saham.

So day one, all 800 employees were granted stock ownership

Pada hari pertama, ke-800 karyawan diberikan kepemilikan saham

so they would participate.

agar mereka mau berpartisipasi.

As the value of the company went up, through dividends along the way,

Saat nilai perusahaan naik, saat pembagian dividen,

and then at the end, when the business was sold.

dan kemudian di akhir, saat bisnis dijual.

When we announced this program,

Ketika program ini diumumkan, para karyawan jadi bersemangat,

the employees were so excited, they gave me a gift.

dan memberi saya hadiah.

Which was a live chicken.

Berupa ayam hidup.

(Laughter)

(Tawa)

Literally two guys on the factory floor came up and handed me a chicken.

Dua orang pekerja benar-benar datang dan memberiku seekor ayam hidup.

(Laughter)

(Tawa)

I awkwardly joked that I didn't have a crate,

Saya berkelakar bahwa saya tidak punya peti,

and I wasn't sure I could carry a chicken on my flight back to New York.

dan rasanya tidak bisa membawa ayam dalam penerbangan kembali ke New York.

But this was about much more than just stock ownership.

Tapi ini lebih dari sekadar kepemilikan saham.

Employees were educated about the business,

Karyawan memperoleh edukasi tentang perusahaan dan terus diberi tahu.

they were kept informed.

Once a quarter we got everyone together and we talked openly

Tiap 3 bulan kami berkumpul dan berbicara secara terbuka

about what was working and what was not

tentang yang berhasil dan yang tidak,

and where the business was headed,

tentang arah perjalanan bisnis,

and we shared our financial information transparently.

dan berbagi informasi keuangan secara transparan.

All 800 employee owners were given a voice.

Seluruh karyawan pemilik saham diberi hak suara.

As one example,

Contohnya, mereka diberi anggaran tahunan satu juta dolar

they were provided with a million dollars annual budget

to invest in their workplace any way they saw fit.

untuk berinvestasi di perusahaan dengan cara apa pun.

Idenya dari mereka,

They came up with the ideas,

dan mereka yang memutuskan penggunaan dananya.

they decided where the money went.

And over the course of several years,

Selama beberapa tahun,

they voted in things like air conditioning for the manufacturing plant.

mereka memilih hal-hal seperti AC untuk pabrik manufaktur.

One year they voted for new break rooms.

Suatu kali mereka memilih untuk ruang istirahat baru.

Another year, they wanted an on-site health clinic built.

Kali lainnya, mereka ingin ada klinik kesehatan di lokasi pabrik.

And another, an on-site cafeteria with healthy food options.

Lalu, kafetaria di lokasi dengan pilihan makanan sehat.

We found this was a great way to engage with employees

Kami sadar ini cara yang bagus untuk melibatkan karyawan.

because not only were you giving them a voice

karena Anda tidak hanya memberi mereka suara,

but they could see their voice physically manifested in the workplace.

tetapi mereka juga dapat melihat suara mereka terwujud secara fisik.

Employees were also provided free financial coaching

Karyawan juga diberikan pelatihan keuangan gratis

so that as they received money,

sehingga ketika mereka menerima uang,

they could save and invest effectively.

mereka dapat menabung dan berinvestasi secara efektif.

And I want to be very clear,

Saya ingin menekankan,

all of this benefited the company too.

bahwa perusahaan juga diuntungkan.

It's not like this was only good for workers.

Bukan semata baik untuk pekerja.

We saw quality improve, scrap went down, productivity boomed.

Kami melihat kualitas meningkat, bahan sisa berkurang, produktivitas naik.

We became more responsive to customer demands,

Kami menjadi lebih responsif terhadap permintaan pelanggan,

and we gained market share as a result.

dan hasilnya kami memperoleh pangsa pasar.

In fact, by the end of the journey,

Bahkan, pada akhir perjalanan,

the financial results had improved so enormously

hasil keuangan telah meningkat begitu pesat sehingga perusahaan

the company was worth ten times what it had been worth in 2015.

bernilai sepuluh kali lipat dari nilainya pada tahun 2015.

And to put that in perspective,

Mempertimbangkan hal tersebut,

this was the single best investment for us at KKR since the 1980s.

ini adalah satu-satunya investasi terbaik bagi kami di KKR sejak 1980-an.

And this is with a company making garage doors.

Ini perusahaan yang membuat pintu garasi,

This is not like a high-flying technology business.

bukan perusahaan teknologi besar.

When the company was sold,

Ketika perusahaan dijual,

we gathered everyone in our main manufacturing plant in central Illinois.

kami mengumpulkan semua orang di pabrik utama kami di Illinois tengah.

We told them their jobs were safe,

Pekerjaan mereka aman,

and it was time for each of them to learn what they had earned from their ownership.

dan tiba saatnya mereka mempelajari

apa yang mereka dapatkan dari kepemilikan saham.

The payouts were scaled based on length of employment.

Pembayaran dibagikan berdasarkan masa kerja mereka.

With our most tenured factory workers

Pekerja pabrik dengan masa kerja terlama

earning six-and-a-half times their annual income,

menghasilkan enam setengah kali pendapatan tahunan mereka,

or a half a million dollars.

atau setengah juta dolar.

We had truck drivers make 800,000 dollars.

Ada supir truk yang menghasilkan 800.000 dolar.

So this was life-impacting amounts of money.

Ini jumlah uang yang berdampak pada kehidupan.

And I could talk to you about it all day,

Saya bisa terus bercerita,

but I won't get it across as well as the workers can themselves.

tetapi tak ada yang bisa mengalahkan cerita dari para pekerja itu sendiri.

(Video) Person 1: He started out at 20,000,

(Video) Orang 1: Dia mulai dari 20.000,

and then he went to the next amount and the next amount,

lalu dia terus mendapat lebih,

and he kept going.

dan itu terus terjadi.

Person 2: I'm like, whoa!

Orang 2: Rasanya, wow!

Person 3: Holy smokes!

Orang 3: Astaga!

Person 4: Where is this going to lead?

Orang 4: Di mana ujungnya?

PS: 40,000 dollars, 70,000 dollars.

PS: 40.000 dolar, 70.000 dolar.

Two-and-a-half times your annual pay.

Dua setengah kali gaji tahunan Anda.

Three-and-a-half times, four-and-a-half times,

Tiga setengah kali, empat setengah kali,

five-and-a-half times your annual pay.

lima setengah kali gaji tahunan Anda.

Six-and-a-half times.

Enam setengah kali.

Person 4: I just kept looking around at all the people around me

Orang 4: Saya terus melihat orang-orang di sekitar saya,

thinking how much this was going to change everyone's lives.

berpikir betapa ini akan mengubah hidup semua orang.

Person 2: You sit there and you struggle, like, how am I going to pay for this?

Orang 2: Anda duduk dan berpikir keras, bagaimana saya akan membalas budi?

Person 6: Just think about what this means for this area.

Orang 6: Bayangkan apa artinya untuk wilayah ini.

Person 7: We’re out here, there’s a bunch of lower-income families

Orang 7: Di sini ada sekelompok keluarga berpenghasilan rendah

that live paycheck to paycheck.

yang hidup dari gaji ke gaji.

Person 2: This will absolutely give us some comfort that, you know,

Orang 2: Ini benar-benar memberi kami rasa aman

the future is going to be OK.

bahwa masa depan akan baik-baik saja.

Person 8: It’s wonderful, I mean, it’s just freedom.

Orang 8: Ini luar biasa. Ini kebebasan.

I got freedom.

Saya punya kebebasan.

Person 10: This is what we did and we’re proud of it.

Orang 10: Inilah yang kami lakukan dan kami bangga akan hal itu.

Person 11: Every cent that we get back, we earned.

Orang 11: Setiap sen yang kami terima adalah jerih payah kami.

Person 12: Without ownership, it is a job.

Orang 12: Tanpa kepemilikan, itu pekerjaan.

You clock in, you clock out, you go home.

Anda absen hadir, absen keluar, lalu pulang.

When you have ownership in the business, it changes everything.

Ketika Anda memiliki kepemilikan dalam bisnis, itu mengubah segalanya.

(Applause)

(Tepuk tangan)

PS: They deserve to be applauded because they earned it.

Mereka pantas mendapat sambutan karena jerih payah mereka.

One of my favorite things in that ...

Salah satu hal favorit saya...

Audience: Don’t worry, we’re all crying.

Penonton: Jangan khawatir, kami semua menangis.

(Laughter)

(Tawa)

PS: Alright.

Baiklah.

I'll try and explain that again.

Saya akan coba jelaskan lagi.

So when Cara said, “We earned this,” I love that sentiment,

Saat Cara bilang, “Ini upaya kami,”

saya suka itu, karena bagi saya, itulah kepemilikan.

because to me, that's ownership.

You know, they earned it, this wasn't a gift,

Ini hasil jerih payah mereka, bukan hadiah,

it didn't happen by chance, they made it happen.

tidak terjadi secara kebetulan. Mereka mewujudkannya.

And it did change the community.

Itu juga mengubah komunitas.

340 million dollars of wealth was injected into the community,

Sebanyak 340 juta dolar kekayaan disuntikkan ke masyarakat,

and it's forever changed.

dan itu selamanya berubah.

I mean, that type of wealth creation,

Jenis penciptaan kekayaan itu

it can fundamentally shift a whole local economy.

secara fundamental dapat mengubah seluruh ekonomi lokal.

It means more tax revenue, better schools, new business formations,

Artinya lebih banyak pendapatan pajak, sekolah yang lebih baik, bisnis baru,

more restaurants in town.

lebih banyak restoran.

And it means dignified retirement for the employees.

Itu juga berarti pensiun yang bermartabat bagi karyawan.

So just imagine how different would the economy be

Jadi, bayangkan betapa berbedanya ekonomi

if every company operated in this way

jika setiap perusahaan beroperasi dengan cara ini

and included all employees in decision-making and in wealth creation?

dan memasukkan semua karyawan

dalam pengambilan keputusan dan penciptaan kekayaan?

What a different economy we would have.

Ekonomi kita akan sangat berbeda.

When we sold the business, I got a second gift.

Ketika kami menjual bisnis itu, saya mendapat hadiah kedua.

A chicken.

Seekor ayam.

(Laughter)

(Tawa)

But this time it was with a crate and it had a little tag

Kali ini dengan peti dan label kecil sebagai tanda

indicating it had been pre-checked back to New York City.

bahwa ayamnya telah terdaftar untuk dikirim ke New York City.

(Laughter)

(Tawa)

I wanted to stay married to my wife so I did not bring the chicken home.

Saya ingin tetap menikah dengan istriku jadi saya tidak membawa pulang ayam itu.

But when I got home, my wife and I started talking

Tetapi di rumah, saya dan istri saya berdiskusi

about how we could give this idea of employee ownership more scope.

tentang bagaimana kami dapat memperluas gagasan tentang kepemilikan karyawan,

And we decided to start a nonprofit called Ownership Works,

Kami pun memutuskan untuk mendirikan organisasi nirlaba, Ownership Works,

whose mission is to ignite a movement around employee ownership

yang misinya adalah memicu gerakan seputar kepemilikan karyawan

and to help CEOs and companies who want to go on this journey

dan membantu CEO dan perusahaan yang ingin melakukan ini,

because it is not easy.

karena ini tidak mudah.

Our goal is to reach a million workers over the next 10 years

Tujuan kami adalah menjangkau 1 juta pekerja selama 10 tahun ke depan

and to create tens of billions of wealth for working families.

dan menciptakan puluhan miliar kekayaan bagi keluarga pekerja.

And we're already well on our way.

Kami telah menjalaninya dengan baik.

We've got line of sight to our first 250,000 workers being impacted,

Kami memiliki target di 250.000 pekerja pertama kami menerima manfaat,

and our first 10 billion of wealth creation for working families.

dan 10 miliar penciptaan kekayaan pertama kami untuk keluarga pekerja.

We've also joined forces with a coalition of employee ownership advocates

Kami juga telah bergabung dengan koalisi pendukung kepemilikan karyawan

who have come together to put new energy

yang bersama-sama menyuntikkan energi baru

behind something called an ESOP,

di balik sesuatu yang disebut ESOP,

or employee stock ownership plan.

atau rencana kepemilikan saham karyawan.

The ESOP was created by Congress in the 1970s,

ESOP diciptakan oleh Kongres pada 1970-an,

and it gives companies tax incentives

dan memberikan insentif pajak perusahaan

in exchange for sharing stock ownership with workers.

dengan imbalan berbagi kepemilikan saham dengan pekerja.

Our goal, through a new organization called Expanding ESOPs,

Tujuan kami, melalui organisasi baru: Expanding ESOP,

is to pass legislation in the United States

adalah untuk mengesahkan undang-undang di Amerika Serikat

to make ESOPs easier to form

untuk membuat ESOP lebih mudah

and faster to form, particularly with larger businesses.

dan lebih cepat dibentuk, terutama untuk bisnis skala besar.

It is going to take government support for this idea to really take off.

Dukungan pemerintah dibutuhkan agar ide ini benar-benar lepas landas.

That's how we're going to get not one million new employee owners,

Begitulah cara mendapatkan tak hanya 1 juta pemilik karyawan baru,

but 30 million or 40 million.

tetapi 30 juta atau 40 juta.

When I talk about this idea and my passion for it,

Ketika berbicara tentang ide dan minat saya ini,

I always get the same question: “What does your dad think of all this?”

selalu ada pertanyaan: “Apa pendapat ayahmu tentang semua ini?”

Well, you'd have to know my dad to appreciate this, but he says,

Yah, Anda harus kenal ayahku dulu untuk menghargai ini, tapi dia berkata,

"What the hell took so long?"

“Kenapa baru sekarang?”

(Laughter)

(Tertawa)

Thank you.

Terima kasih.

(Cheers and applause)

(Sorak-sorai dan tepuk tangan)