What it takes to be a great leader | Roselinde Torres | TED

1,535,901 views ใƒป 2014-02-19

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์•„๋ž˜ ์˜๋ฌธ์ž๋ง‰์„ ๋”๋ธ”ํด๋ฆญํ•˜์‹œ๋ฉด ์˜์ƒ์ด ์žฌ์ƒ๋ฉ๋‹ˆ๋‹ค.

๋ฒˆ์—ญ: Jeong-Lan Kinser ๊ฒ€ํ† : Gemma Lee
00:13
What makes a great leader today?
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์˜ค๋Š˜๋‚  ๋ฌด์—‡์ด ์ข‹์€ ์ง€๋„์ž๋ฅผ ๋งŒ๋“ญ๋‹ˆ๊นŒ?
00:17
Many of us carry this image
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์šฐ๋ฆฌ ์ค‘ ๋Œ€๋‹ค์ˆ˜๋Š”
00:19
of this all-knowing superhero
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์•ž์žฅ์„œ์„œ ์ง€ํœ˜ํ•˜๊ณ 
00:23
who stands and commands
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๊ทธ์˜ ์ถ”์ข…์ž๋“ค์„ ๋ณดํ˜ธํ•˜๋Š”
00:25
and protects his followers.
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์˜์›…๊ฐ™์€ ๋ชจ์Šต์„ ๋– ์˜ฌ๋ฆฝ๋‹ˆ๋‹ค.
00:29
But that's kind of an image from another time,
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ํ•˜์ง€๋งŒ ๊ทธ๋Ÿฐ ๋ชจ์Šต์€ ๋‹ค๋ฅธ ์„ธ๋Œ€์˜ ์ด๋ฏธ์ง€์ด๊ณ ,
00:33
and what's also outdated
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ํ˜„์žฌ์˜ ์„ธ์ƒ์ด๋‚˜
00:35
are the leadership development programs
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์•ž์œผ๋กœ ๋‹ค๊ฐ€์˜ฌ ์„ธ์ƒ์ด ์•„๋‹Œ,
00:38
that are based on success models
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๊ณผ๊ฑฐ์˜ ์„ฑ๊ณต์—์„œ ๋น„๋กฏ๋œ
00:40
for a world that was, not a world that is
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์ง€๋„๋ ฅ ๊ฐœ๋ฐœ ํ”„๋กœ๊ทธ๋žจ๋“ค ๋˜ํ•œ
00:44
or that is coming.
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์‹œ๋Œ€์— ๋’ค์ณ์กŒ์Šต๋‹ˆ๋‹ค
00:46
We conducted a study of 4,000 companies,
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์ €ํฌ๋Š” 4์ฒœ๊ฐœ์˜ ํšŒ์‚ฌ๋“ค์—๊ฒŒ
00:51
and we asked them, let's see the effectiveness
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์ž์‚ฌ์˜ ์ง€๋„๋ ฅ ๊ฐœ๋ฐœ ํ”„๋กœ๊ทธ๋žจ์˜
00:54
of your leadership development programs.
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ํšจ๊ณผ๊ฐ€ ์–ด๋–ป๋ƒ๊ณ  ๋ฌผ์—ˆ์Šต๋‹ˆ๋‹ค.
00:56
Fifty-eight percent of the companies
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๊ทธ ์ค‘ 58%๋Š”
00:59
cited significant talent gaps
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์ค‘๋Œ€ํ•œ ์ง€๋„์ž ์—ญํ• ์— ๋Œ€ํ•œ
01:01
for critical leadership roles.
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ํฐ ์žฌ๋Šฅ ์ฐจ์ด๋ฅผ ์–ธ๊ธ‰ํ–ˆ์Šต๋‹ˆ๋‹ค.
01:03
That means that despite corporate training programs,
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์ด ๋ง์€ ์ฆ‰ ๊ธฐ์—… ์—ฐ์ˆ˜ ํ”„๋กœ๊ทธ๋žจ์ด๋‚˜
01:07
off-sites, assessments, coaching, all of these things,
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ํ˜„์žฅํ•™์Šต, ํ‰๊ฐ€, ์ง€๋„, ์ด ๋ชจ๋“  ๊ฒƒ์—๋„ ๋ถˆ๊ตฌํ•˜๊ณ 
01:11
more than half the companies
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๋ฐ˜ ์ด์ƒ์˜ ํšŒ์‚ฌ๋“ค์ด
01:13
had failed to grow enough great leaders.
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ํ›Œ๋ฅญํ•œ ์ง€๋„์ž๋ฅผ ์ถฉ๋ถ„ํžˆ ๊ธธ๋Ÿฌ๋‚ด์ง€ ๋ชป ํ–ˆ์Šต๋‹ˆ๋‹ค.
01:18
You may be asking yourself,
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์—ฌ๋Ÿฌ๋ถ„์€ ์ž์‹ ์—๊ฒŒ ์ด๋ ‡๊ฒŒ ๋ฌผ์„ ์ˆ˜ ์žˆ์–ด์š”.
01:20
is my company helping me to prepare
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์šฐ๋ฆฌ ํšŒ์‚ฌ๋Š” ๋‚˜๋ฅผ
01:23
to be a great 21st-century leader?
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21์„ธ๊ธฐ์˜ ์ง€๋„์ž๋กœ ํ‚ค์šธ ์ˆ˜ ์žˆ๋Š”๊ฐ€?
01:26
The odds are, probably not.
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์•„๋งˆ ์•„๋‹ ๊ฒ๋‹ˆ๋‹ค.
01:29
Now, I've spent 25 years of my professional life
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์ €๋Š” 25 ๋…„ ๋™์•ˆ ์ผ์„ ํ•˜๋ฉด์„œ
01:34
observing what makes great leaders.
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๋ฌด์—‡์ด ์œ„๋Œ€ํ•œ ์ง€๋„์ž๋ฅผ ๋งŒ๋“œ๋Š”์ง€ ๊ด€์ฐฐํ•ด์™”์Šต๋‹ˆ๋‹ค.
01:37
I've worked inside Fortune 500 companies,
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์ „ ํฌ์ถ˜ 500 ๊ธฐ์—… ๋‚ด์—์„œ ์ผํ–ˆ๊ณ 
01:39
I've advised over 200 CEOs,
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200๋ช… ์ด์ƒ์˜ ์ตœ๊ณ  ๊ฒฝ์˜์ž๋“ค์—๊ฒŒ ์กฐ์–ธ์„ ํ•ด์คฌ์œผ๋ฉฐ
01:42
and I've cultivated more leadership pipelines
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์—ฌ๋Ÿฌ๋ถ„์ด ์ƒ์ƒํ•˜์‹œ๋Š” ๊ฒƒ๋ณด๋‹ค
01:44
than you can imagine.
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๋” ๋งŽ์€ ์ง€๋„์ž๋“ค๊ณผ ์ธ๋งฅ์„ ์ผ๊ตฌ์–ด ์™”์Šต๋‹ˆ๋‹ค.
01:47
But a few years ago, I noticed a disturbing trend
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ํ•˜์ง€๋งŒ ๋ช‡๋…„ ์ „, ์ €๋Š” ์ง€๋„์ž ํ›„๋ณด๋“ค ์ค‘์—์„œ
01:51
in leadership preparation.
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์ถฉ๊ฒฉ์ ์ธ ์ถ”์„ธ๋ฅผ ์•Œ์•„์ฑ˜์Šต๋‹ˆ๋‹ค.
01:54
I noticed that, despite all the efforts,
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๋ชจ๋“  ๋…ธ๋ ฅ์—๋„ ๋ถˆ๊ตฌํ•˜๊ณ 
01:58
there were familiar stories that kept resurfacing
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๊ฐœ๊ฐœ์ธ์— ๋Œ€ํ•œ ๋น„์Šทํ•œ ์ด์•ผ๊ธฐ๊ฐ€
02:01
about individuals.
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๊ณ„์† ๋– ์˜ฌ๋ž๋˜ ๊ฒ๋‹ˆ๋‹ค.
02:03
One story was about Chris,
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ํ•œ ์ด์•ผ๊ธฐ๋Š” ํฌ๋ฆฌ์Šค์— ๊ด€ํ•œ ๊ฒƒ์ด์—ˆ์–ด์š”.
02:06
a high-potential, superstar leader
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์ž ์žฌ๋ ฅ์ด ํฐ ์Šˆํผ์Šคํƒ€ ์ง€๋„์ž์˜€๋Š”๋ฐ
02:09
who moves to a new unit and fails,
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์ƒˆ๋กœ์šด ๋ถ€์„œ๋กœ ๊ฐ€์„œ๋Š” ์‹คํŒจ๋ฅผ ํ•ด์„œ
02:12
destroying unrecoverable value.
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ํšŒ๋ณต์ด ๋ถˆ๊ฐ€๋Šฅํ•  ์ •๋„๋กœ ์†์‹ค์„ ๋ผ์ณค์Šต๋‹ˆ๋‹ค.
02:15
And then there were stories like Sidney, the CEO,
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์ตœ๊ณ  ๊ฒฝ์˜์ž์ธ ์‹œ๋“œ๋‹ˆ์ฒ˜๋Ÿผ
02:19
who was so frustrated
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์ขŒ์ ˆ๊ฐ์„ ๋Š๋ผ๋Š” ๊ฒฝ์šฐ๋„ ์žˆ์Šต๋‹ˆ๋‹ค.
02:20
because her company is cited
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์ž์‹ ์˜ ํšŒ์‚ฌ๊ฐ€
02:22
as a best company for leaders,
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์ง€๋„์ž๋ฅผ ์œ„ํ•œ ์ตœ๊ณ ์˜ ํšŒ์‚ฌ๋กœ ๊ผฝํ˜”์ง€๋งŒ
02:25
but only one of the top 50 leaders is equipped
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์ƒ์œ„ 50๋ช…์˜ ์ง€๋„์ž ์ค‘ ๋‹จ ํ•œ ๋ช… ๋งŒ์ด
02:29
to lead their crucial initiatives.
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์ค‘์š”ํ•œ ๊ณ„ํš์„ ์ด๋Œ์–ด๋‚˜๊ฐˆ ์ค€๋น„๊ฐ€ ๋˜์—ˆ๊ธฐ ๋•Œ๋ฌธ์ด์ฃ .
02:31
And then there were stories
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๋˜๋‹ค๋ฅธ ์ด์•ผ๊ธฐ๊ฐ€ ์žˆ์Šต๋‹ˆ๋‹ค.
02:33
like the senior leadership team
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ํ•œ๋•Œ ์ž˜ ๋‚˜๊ฐ€๋˜ ์‚ฌ์—…์„
02:36
of a once-thriving business
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์ด๋ˆ ๊ณ ์œ„ ์ง€๋„์ž ํŒ€์ด
02:38
that's surprised by a market shift,
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์‹œ์žฅ์˜ ๋ณ€ํ™”๋ฅผ ๋”ฐ๋ผ์žก์ง€ ๋ชปํ•ด์„œ
02:41
finds itself having to force the company
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์–ด์ฉ” ์ˆ˜ ์—†์ด ํšŒ์‚ฌ์˜ ๊ทœ๋ชจ๋ฅผ
02:44
to reduce its size in half
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๋ฐ˜์œผ๋กœ ์ค„์ด๊ฑฐ๋‚˜
02:46
or go out of business.
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ํ์—…ํ•œ ๊ฒฝ์šฐ๋„ ์žˆ์Šต๋‹ˆ๋‹ค.
02:49
Now, these recurring stories
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์ด๋ ‡๊ฒŒ ๋˜ํ’€์ด๋˜๋Š” ์‚ฌ๋ก€๋“ค๋กœ ์ธํ•ด
02:52
cause me to ask two questions.
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์ „ ๋‘ ๊ฐ€์ง€ ์งˆ๋ฌธ์„ ๊ฐ€์ง€๊ฒŒ ๋˜์—ˆ์Šต๋‹ˆ๋‹ค.
02:54
Why are the leadership gaps widening
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์ง€๋„๋ ฅ ๊ฐœ๋ฐœ์—
02:57
when there's so much more investment
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์—„์ฒญ๋‚œ ํˆฌ์ž๊ฐ€ ์žˆ์Œ์—๋„ ๋ถˆ๊ตฌํ•˜๊ณ 
02:59
in leadership development?
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์™œ ์ง€๋„๋ ฅ์˜ ์ฐจ์ด๊ฐ€ ๋ฒŒ์–ด์ง€๋Š” ๊ฒƒ์ผ๊นŒ?
03:01
And what are the great leaders doing
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๊ทธ๋ฆฌ๊ณ  ๊ณผ์—ฐ ์œ„๋Œ€ํ•œ ์ง€๋„์ž๋“ค์€
03:04
distinctly different to thrive and grow?
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๋ฒˆ์ฐฝ๊ณผ ์„ฑ์žฅ์„ ์œ„ํ•ด ๋ญ˜ ๋‹ค๋ฅด๊ฒŒ ํ•˜๋Š” ๊ฒƒ์ผ๊นŒ?
03:08
One of the things that I did,
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์ €๋Š”
03:11
I was so consumed by these questions
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์ด ์งˆ๋ฌธ๋“ค์— ๋„ˆ๋ฌด ์‚ฌ๋กœ์žกํ˜€ ์žˆ์—ˆ๊ณ 
03:13
and also frustrated by those stories,
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๊ทธ๋Ÿฐ ์ด์•ผ๊ธฐ๋“ค์— ์ขŒ์ ˆํ•˜์—ฌ
03:16
that I left my job
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์ด ์ฃผ์ œ๋ฅผ ์ „์ ์œผ๋กœ ๊ณต๋ถ€ํ•˜๊ธฐ ์œ„ํ•ด
03:19
so that I could study this full time,
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ํ•˜๋˜ ์ผ์„ ๊ทธ๋งŒ๋’€์Šต๋‹ˆ๋‹ค.
03:21
and I took a year to travel
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1๋…„ ๊ฐ„
03:24
to different parts of the world
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์„ธ๊ณ„ ๊ณณ๊ณณ์„ ์—ฌํ–‰ํ•˜๋ฉฐ
03:26
to learn about effective and ineffective
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๊ธฐ์—…๋“ค๊ณผ ๋‚˜๋ผ๋“ค, ๊ทธ๋ฆฌ๊ณ  ๋น„์˜๋ฆฌ ๋‹จ์ฒด๋“ค์˜
03:28
leadership practices in companies,
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ํšจ๊ณผ์ ์ด๊ณ  ๋˜ํ•œ ๋น„ํšจ๊ณผ์ ์ธ
03:31
countries and nonprofit organizations.
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์ง€๋„๋ ฅ ๊ด€ํ–‰์— ๋Œ€ํ•ด ๋ฐฐ์› ์Šต๋‹ˆ๋‹ค.
03:34
And so I did things like travel to South Africa,
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๋˜ํ•œ ๋‚จ์•„ํ”„๋ฆฌ์นด๋ฅผ ์—ฌํ–‰ํ•˜๋ฉด์„œ
03:38
where I had an opportunity to understand
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๋„ฌ์Šจ ๋งŒ๋ธ๋ผ ์”จ๊ฐ€ ์–ด๋–ป๊ฒŒ ์‹œ๋Œ€๋ฅผ ์•ž์„œ๊ฐ€๋ฉฐ
03:41
how Nelson Mandela was ahead of his time
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๊ทธ์˜ ์ •์น˜์ , ์‚ฌํšŒ์  ๊ทธ๋ฆฌ๊ณ  ๊ฒฝ์ œ์  ๋งฅ๋ฝ์„
03:43
in anticipating and navigating
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์˜ˆ์ƒํ•˜๊ณ  ๋ฐฉํ–ฅ์„ ์žก์•˜๋Š”์ง€
03:45
his political, social and economic context.
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์ดํ•ดํ•  ์ˆ˜ ์žˆ๋Š” ๊ธฐํšŒ๋„ ์–ป์—ˆ์Šต๋‹ˆ๋‹ค.
03:48
I also met a number of nonprofit leaders
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๋น„์˜๋ฆฌ๋‹จ์ฒด์˜ ์ง€๋„์ž๋“ค๋„ ์—ฌ๋Ÿฟ ๋งŒ๋‚ฌ์Šต๋‹ˆ๋‹ค.
03:51
who, despite very limited financial resources,
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๊ทธ๋“ค์€ ์ œํ•œ๋œ ์ž๊ธˆ์„ ๊ฐ€์กŒ์Œ์—๋„ ๋ถˆ๊ตฌํ•˜๊ณ 
03:55
were making a huge impact in the world,
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์„ธ์ƒ์— ํฐ ์˜ํ–ฅ์„ ๋ฏธ์น˜๊ณ 
03:58
often bringing together seeming adversaries.
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์ ์œผ๋กœ ๋ณด์ด๋Š” ์‚ฌ๋žŒ๊นŒ์ง€๋„ ๋Œ์–ด๋“ค์ž…๋‹ˆ๋‹ค.
04:02
And I spent countless hours in presidential libraries
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์ €๋Š” ๋Œ€ํ†ต๋ น ๋„์„œ๊ด€์—์„œ ์ˆ˜๋งŽ์€ ์‹œ๊ฐ„์„ ๋ณด๋‚ด๋ฉฐ
04:07
trying to understand how the environment
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ํ™˜๊ฒฝ์ด ์–ด๋–ป๊ฒŒ ํ•ด์„œ
04:10
had shaped the leaders,
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์ง€๋„์ž๊ฐ€ ๋˜๊ฒŒ ํ•˜๊ณ 
04:11
the moves that they made,
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์ง€๋„์ž๋‹ค์šด ํ–‰๋™์„ ํ•˜๊ฒŒ ๋งŒ๋“ค๊ณ 
04:12
and then the impact of those moves
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๊ทธ ํ–‰๋™์ด ์ง€๋„์ž์˜ ์ž„๊ธฐ๊ฐ€ ๋๋‚œ ๋’ค์—๋„
04:14
beyond their tenure.
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์˜ํ–ฅ์„ ๋ฏธ์น˜๊ฒŒ ํ•˜๋Š”์ง€ ์—ฐ๊ตฌํ–ˆ์Šต๋‹ˆ๋‹ค.
04:17
And then, when I returned to work full time,
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๊ทธ๋ฆฌ๊ณ  ์ œ๊ฐ€ ์ผํ•˜๋Ÿฌ ๋Œ์•„์™”์„ ๋•Œ
04:20
in this role, I joined with wonderful colleagues
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๊ทธ ์งˆ๋ฌธ๋“ค์— ๊ด€์‹ฌ์ด ์žˆ๋Š”
04:23
who were also interested in these questions.
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๋ฉ‹์ง„ ๋™๋ฃŒ๋“ค๊ณผ ํ•ฉ๋ฅ˜ํ–ˆ์Šต๋‹ˆ๋‹ค.
04:27
Now, from all this, I distilled
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์ €๋Š” ์ด๋“ค ๊ฒฝํ—˜์—์„œ
04:30
the characteristics of leaders who are thriving
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์ž˜ ์ด๋Œ์–ด๋‚˜๊ฐ€๋Š” ์ง€๋„์ž๋“ค์˜ ํŠน์ง•๊ณผ
04:34
and what they do differently,
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๊ทธ๋“ค์ด ๋‹ค๋ฅด๊ฒŒ ํ•˜๋Š” ์ ์„ ์ฐพ์•„๋ƒˆ๊ณ 
04:35
and then I also distilled
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๋˜ํ•œ
04:38
the preparation practices that enable people
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์‚ฌ๋žŒ๋“ค์˜ ์ž ์žฌ๋ ฅ์„ ํ‚ค์šธ ์ˆ˜ ์žˆ๋Š”
04:41
to grow to their potential.
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์ค€๋น„๋ฒ•๋„ ์ฐพ์•„๋ƒˆ์Šต๋‹ˆ๋‹ค.
04:43
I want to share some of those with you now.
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์ง€๊ธˆ ์—ฌ๊ธฐ์„œ ๋ช‡๊ฐ€์ง€๋“ค ์—ฌ๋Ÿฌ๋ถ„๋“ค๊ณผ ๋‚˜๋ˆ„๊ณ  ์‹ถ์Šต๋‹ˆ๋‹ค.
04:45
("What makes a great leader in the 21st century?")
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("21์„ธ๊ธฐ์—์„œ ์ข‹์€ ์ง€๋„์ž๋ฅผ ๋งŒ๋“œ๋Š” ๊ฑด ๋ฌด์—‡์ผ๊นŒ?")
04:47
In a 21st-century world, which is more global,
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21์„ธ๊ธฐ๋Š” ๋ณด๋‹ค ๋” ์„ธ๊ณ„์ ์ด๊ณ 
04:51
digitally enabled and transparent,
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๋””์ง€ํ„ธ ๋ฐฉ์‹์ด ๊ฐ€๋Šฅํ•˜๊ณ , ํˆฌ๋ช…ํ•˜๋ฉฐ
04:53
with faster speeds of information flow and innovation,
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์ •๋ณด์˜ ํ๋ฆ„๊ณผ ํ˜์‹ ์ด ๋” ๋น ๋ฅด๊ณ 
04:57
and where nothing big gets done
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๋ณต์žกํ•œ ๊ณ„์‚ฐ์„ ํ•˜์ง€ ์•Š๊ณ ๋Š”
04:59
without some kind of a complex matrix,
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ํฐ ์ผ์„ ํ•  ์ˆ˜ ์—†์Šต๋‹ˆ๋‹ค.
05:02
relying on traditional development practices
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์ „ํ†ต์ ์ธ ๊ฐœ๋ฐœ ๋ฐฉ์‹์— ์˜์กดํ•ด์„œ๋Š”
05:06
will stunt your growth as a leader.
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์ง€๋„์ž๋กœ์„œ ์„ฑ์žฅํ•  ์ˆ˜ ์—†์Šต๋‹ˆ๋‹ค.
05:09
In fact, traditional assessments
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์‚ฌ์‹ค ์ „ํ†ต์ ์ธ ํ‰๊ฐ€๋ฒ•์ธ
05:11
like narrow 360 surveys or outdated performance criteria
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360๋„ ํ‰๊ฐ€๋‚˜ ๋‚ก์€ ํ‰๊ฐ€ ๊ธฐ์ค€์€
05:16
will give you false positives,
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์ž˜๋ชป๋œ ์ ์ˆ˜๋ฅผ ์ค˜์„œ
05:18
lulling you into thinking that you are more prepared
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๋‹น์‹ ์ด ์‹ค์ œ๋ณด๋‹ค ๋” ์ž˜ ์ค€๋น„๋˜์—ˆ๋‹ค๊ณ 
05:21
than you really are.
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์ƒ๊ฐํ•˜๊ฒŒ ํ•˜์—ฌ ์•ˆ์ผํ•˜๊ฒŒ ๋งŒ๋“ค๊ฒ ์ฃ .
05:23
Leadership in the 21st century is defined
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21์„ธ๊ธฐ์˜ ์ง€๋„๋ ฅ์€
05:27
and evidenced by three questions.
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3๊ฐ€์ง€ ์งˆ๋ฌธ์œผ๋กœ ์ •์˜๋˜๊ณ  ์ฆ์–ธ๋ฉ๋‹ˆ๋‹ค.
05:30
Where are you looking
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๋‹น์‹ ์˜ ์‚ฌ์—… ๋ชจ๋ธ์ด๋‚˜ ์ธ์ƒ์—์„œ
05:32
to anticipate the next change
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๋‹ค์Œ ๋ณ€ํ™”๋ฅผ ์˜ˆ์ƒํ•˜๊ธฐ ์œ„ํ•ด
05:35
to your business model or your life?
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์–ด๋””๋ฅผ ๋ณด์‹ญ๋‹ˆ๊นŒ?
05:38
The answer to this question is on your calendar.
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์ด ์งˆ๋ฌธ์— ๋Œ€ํ•œ ๋‹ต์€ ๋‹ฌ๋ ฅ์— ์žˆ์Šต๋‹ˆ๋‹ค.
05:43
Who are you spending time with? On what topics?
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๋ˆ„๊ตฌ์™€ ์‹œ๊ฐ„์„ ๋ณด๋‚ด์‹ญ๋‹ˆ๊นŒ? ์–ด๋–ค ์ฃผ์ œ๋กœ์š”?
05:47
Where are you traveling? What are you reading?
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์–ด๋””๋กœ ์ด๋™ํ•˜์‹œ์ฃ ? ๋ญ˜ ์ฝ์œผ์‹œ๋‚˜์š”?
05:50
And then how are you distilling this
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๊ทธ๋ฆฌ๊ณ  ์ด๋Ÿฐ ๊ฒฝํ—˜์„ ๋ฐ”ํƒ•์œผ๋กœ
05:51
into understanding potential discontinuities,
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๋ณ€ํ™” ๊ฐ€๋Šฅ์„ฑ์„ ์ดํ•ดํ•˜๊ณ 
05:55
and then making a decision to do something
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๋‹น์žฅ ๋ฌด์—‡์„ ํ• ์ง€ ๊ฒฐ์ •ํ•ด์„œ
05:57
right now so that you're prepared and ready?
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์ค€๋น„๋ฅผ ๊ฐ–์ถœ ์ˆ˜ ์žˆ์Šต๋‹ˆ๊นŒ?
06:02
There's a leadership team that does a practice
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์–ด๋–ค ์ง€๋„์ž ํŒ€์€
06:05
where they bring together each member
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ํŒ€์˜ ๊ฐ ๊ตฌ์„ฑ์›์ด
06:08
collecting, here are trends that impact me,
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์ž์‹ ์—๊ฒŒ ์˜ํ–ฅ์„ ์ฃผ๋Š” ์ถ”์„ธ,
06:10
here are trends that impact another team member,
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๋˜ ๋‹ค๋ฅธ ๊ตฌ์„ฑ์›์—๊ฒŒ ์˜ํ–ฅ์„ ์ฃผ๋Š” ์ถ”์„ธ๋ฅผ ๋ชจ์•„
06:13
and they share these,
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๊ณต์œ ํ•˜๊ณ 
06:14
and then make decisions, to course-correct a strategy
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์ „๋žต์˜ ๊ถค๋„๋ฅผ ๋ฐ”๊พธ๊ฑฐ๋‚˜
06:17
or to anticipate a new move.
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์ƒˆ๋กœ์šด ๊ณ„ํš์„ ๋งŒ๋“œ๋Š” ๊ฒฐ์ •์„ ๋‚ด๋ฆฝ๋‹ˆ๋‹ค.
06:20
Great leaders are not head-down.
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ํ›Œ๋ฅญํ•œ ์ง€๋„์ž๋“ค์€ ๊ณ ๊ฐœ๋ฅผ ์ˆ™์ด๊ณ  ์žˆ์ง€ ์•Š์•„์š”.
06:23
They see around corners,
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๊ทธ๋“ค์€ ๋ชจํ‰์ด ์ฃผ์œ„๋ฅผ ๋ณด๊ณ 
06:26
shaping their future, not just reacting to it.
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๋‹จ์ง€ ๋ฐ˜์‘ํ•˜๊ธฐ ๋ณด๋‹จ ๊ทธ๋“ค์˜ ๋ฏธ๋ž˜๋ฅผ ๋นš์Šต๋‹ˆ๋‹ค.
06:29
The second question is,
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๋‘๋ฒˆ์งธ ์งˆ๋ฌธ์€
06:31
what is the diversity measure
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์–ด๋–ป๊ฒŒ ํ•ด์„œ ๊ฐœ์ธ์  ๊ทธ๋ฆฌ๊ณ  ์ „๋ฌธ์ ์ธ
06:33
of your personal and professional stakeholder network?
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์ดํ•ด๊ด€๊ณ„์ž ์ธ๋งฅ์„ ๋‹ค์–‘ํ•˜๊ฒŒ ๋งŒ๋“œ๋Š”๊ฐ€ ์ž…๋‹ˆ๋‹ค.
06:37
You know, we hear often about good ol' boy networks
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์•„์‹œ๋‹ค์‹œํ”ผ ์šฐ๋ฆฌ๋Š” ํ•™์—ฐ์— ๋Œ€ํ•ด ์ž์ฃผ ๋“ฃ๊ณ 
06:40
and they're certainly alive and well in many institutions.
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๊ทธ๊ฒƒ๋“ค์€ ํ™•์‹คํžˆ ๋งŽ์€ ๊ธฐ๊ด€ ๋‚ด์—์„œ ์ž˜ ์‚ด์•„์žˆ์Šต๋‹ˆ๋‹ค.
06:44
But to some extent, we all have a network
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ํ•˜์ง€๋งŒ ์ €ํฌ์—๊ฒ ์–ด๋Š ์ •๋„
06:46
of people that we're comfortable with.
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์ €ํฌ์—๊ฒŒ ํŽธํ•œ ์‚ฌ๋žŒ๋“ค์ด ์žˆ์Šต๋‹ˆ๋‹ค.
06:48
So this question is about your capacity
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๊ทธ๋ž˜์„œ ์งˆ๋ฌธ์€ ๊ฒฐ๊ตญ
06:51
to develop relationships with people
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์—ฌ๋Ÿฌ๋ถ„๊ณผ ์ „ํ˜€ ๋‹ค๋ฅธ ์‚ฌ๋žŒ๋“ค๊ณผ
06:54
that are very different than you.
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์ธ๋งฅ์„ ๊ฐœ๋ฐœํ•˜๋Š” ๋Šฅ๋ ฅ์ž…๋‹ˆ๋‹ค.
06:55
And those differences can be biological,
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์—ฌ๊ธฐ์„œ ์ฐจ์ด์ ์€ ์ƒ๋ฌผํ•™์ ,
06:58
physical, functional, political, cultural, socioeconomic.
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์‹ ์ฒด์ , ๊ธฐ๋Šฅ์ , ์ •์น˜์ , ๋ฌธํ™”์ , ํ˜น์€ ์‚ฌํšŒ๊ฒฝ์ œ์ ์ผ ์ˆ˜ ์žˆ์ฃ .
07:03
And yet, despite all these differences,
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๊ทธ๋Ÿฌํ•œ ์ฐจ์ด์ ๋“ค์—๋„ ๋ถˆ๊ตฌํ•˜๊ณ 
07:07
they connect with you
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๊ทธ๋“ค์€ ์—ฌ๋Ÿฌ๋ถ„๊ณผ ์ด์–ด์ง€๋ฉฐ
07:08
and they trust you enough
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๊ณตํ†ต๋œ ๋ชฉํ‘œ๋ฅผ ์œ„ํ•ด
07:10
to cooperate with you
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ํ˜‘๋ ฅํ•  ์ˆ˜ ์žˆ์„ ๋งŒํผ
07:11
in achieving a shared goal.
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์—ฌ๋Ÿฌ๋ถ„์„ ์‹ ๋ขฐํ•ฉ๋‹ˆ๋‹ค.
07:14
Great leaders understand
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๋›ฐ์–ด๋‚œ ์ง€๋„์ž๋“ค์€
07:16
that having a more diverse network
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๋” ๋‹ค์–‘ํ•œ ์ธ๋งฅ์„ ๊ฐ€์ง€๋Š”๋ฐ
07:19
is a source of pattern identification
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ํญ๋„“๊ฒŒ ํŒจํ„ด์„ ์ธ์‹ํ•ด์„œ
07:23
at greater levels and also of solutions,
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ํ•ด๊ฒฐ์ฑ…์„ ์ฐพ๊ธฐ๋„ ํ•ฉ๋‹ˆ๋‹ค.
07:26
because you have people that are thinking
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์—ฌ๋Ÿฌ๋ถ„๊ณผ ๋‹ค๋ฅด๊ฒŒ
07:27
differently than you are.
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์ƒ๊ฐํ•˜๋Š” ์‚ฌ๋žŒ๋“ค์„ ์•Œ๊ณ  ์žˆ๊ธฐ ๋•Œ๋ฌธ์ด์ฃ .
07:30
Third question: are you courageous enough
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์„ธ๋ฒˆ์งธ ์งˆ๋ฌธ์€
07:33
to abandon a practice that has made you successful in the past?
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๊ณผ๊ฑฐ์— ์—ฌ๋Ÿฌ๋ถ„์ด ์„ฑ๊ณตํ•˜๊ฒŒ ๋งŒ๋“  ๋ฐฉ๋ฒ•์„ ํฌ๊ธฐํ•  ์ˆ˜ ์žˆ๋Š”๊ฐ€ ์ž…๋‹ˆ๋‹ค.
07:39
There's an expression: Go along to get along.
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์ด๋Ÿฌํ•œ ํ‘œํ˜„์ด ์žˆ์Šต๋‹ˆ๋‹ค. ์–ด์šธ๋ฆฌ๊ธฐ ์œ„ํ•ด ์ฐธ์„ ์ค„๋„ ์•Œ์•„๋ผ.
07:43
But if you follow this advice,
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ํ•˜์ง€๋งŒ ์ด ๋ง์„ ๋”ฐ๋ฅธ๋‹ค๋ฉด
07:46
chances are as a leader,
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์—ฌ๋Ÿฌ๋ถ„์€ ์ง€๋„์ž๋กœ์„œ
07:49
you're going to keep doing what's familiar and comfortable.
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์ต์ˆ™ํ•˜๊ณ  ํŽธํ•œ ๊ฒƒ์„ ๊ณ„์† ๋”ฐ๋ฅผ ๊ฒƒ์ž…๋‹ˆ๋‹ค.
07:53
Great leaders dare to be different.
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๋›ฐ์–ด๋‚œ ์ง€๋„์ž๋Š” ๋‹ค๋ฅด๊ฒŒ ํ•ฉ๋‹ˆ๋‹ค.
07:56
They don't just talk about risk-taking,
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๊ทธ๋“ค์€ ์œ„ํ—˜ ๋ถ€๋‹ด์— ๋Œ€ํ•ด์„œ ์–˜๊ธฐ๋งŒ ํ•˜์ง€ ์•Š๊ณ 
07:58
they actually do it.
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ํ–‰๋™์œผ๋กœ ์‹ค์ฒœํ•ฉ๋‹ˆ๋‹ค.
08:00
And one of the leaders shared with me the fact that
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์ง€๋„์ž ํ•œ ๋ช…์€ ์ €์™€ ์ด๋Ÿฐ ์˜๊ฒฌ์„ ๋‚˜๋ˆ„์—ˆ์Šต๋‹ˆ๋‹ค.
08:03
the most impactful development comes
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๊ฐ€์žฅ ์˜ํ–ฅ๋ ฅ ์žˆ๋Š” ๋ฐœ์ „์€
08:05
when you are able to build the emotional stamina
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์—ฌ๋Ÿฌ๋ถ„์˜ ์ƒˆ๋กœ์šด ์•„์ด๋””์–ด์— ๋Œ€ํ•ด
08:08
to withstand people telling you that your new idea
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์ˆœ์ง„ํ•˜๋‹ค๊ฑฐ๋‚˜ ๋ฌด๋ชจํ•˜๊ณ  ํ˜น์€ ๋ฉ์ฒญํ•œ ์ง“์ด๋ผ๊ณ 
08:13
is naรฏve or reckless or just plain stupid.
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์–˜๊ธฐํ•˜๋Š” ์‚ฌ๋žŒ๋“ค์—๊ฒŒ ๋งž์„ค ์ˆ˜ ์žˆ์„ ๋•Œ ์ด๋ฃจ์–ด์ง„๋‹ค๊ณ ์š”.
08:17
Now interestingly, the people who will join you
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ํฅ๋ฏธ๋กญ๊ฒŒ๋„ ์—ฌ๋Ÿฌ๋ถ„๊ณผ ํ•จ๊ป˜ ํ•  ์‚ฌ๋žŒ๋“ค์€
08:21
are not your usual suspects in your network.
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์ธ๋งฅ์— ๋ป”ํžˆ ๋ณด์ด๋Š” ์‚ฌ๋žŒ๋“ค์ด ์•„๋‹™๋‹ˆ๋‹ค.
08:25
They're often people that think differently
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๊ทธ๋“ค์€ ์ƒ๊ฐ์„ ๋‹ฌ๋ฆฌ ํ•˜์—ฌ
08:28
and therefore are willing to join you
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์šฉ๊ธฐ์žˆ๋Š” ๋„์•ฝ์„ ๊พ€ํ•  ๋•Œ
08:31
in taking a courageous leap.
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๊ธฐ๊บผ์ด ์—ฌ๋Ÿฌ๋ถ„๊ณผ ๊ฐ™์ด ํ•  ์‚ฌ๋žŒ๋“ค์ž…๋‹ˆ๋‹ค.
08:33
And it's a leap, not a step.
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์ด๊ฑด ํ•œ ๊ฑธ์Œ์ด ์•„๋‹Œ ๋„์•ฝ์ž…๋‹ˆ๋‹ค.
08:37
More than traditional leadership programs,
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๊ณ ์ „์ ์ธ ์ง€๋„๋ ฅ ํ”„๋กœ๊ทธ๋žจ๋ณด๋‹จ
08:40
answering these three questions
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์ด ์„ธ ์งˆ๋ฌธ์— ๋‹ตํ•˜๋Š” ๊ฒƒ์ด
08:42
will determine your effectiveness
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์—ฌ๋Ÿฌ๋ถ„์ด 21์„ธ๊ธฐ ์ง€๋„์ž๋กœ์„œ
08:43
as a 21st-century leader.
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์œ ํšจํ•œ์ง€๋ฅผ ๊ฒฐ์ •ํ•  ๊ฒƒ์ž…๋‹ˆ๋‹ค.
08:46
So what makes a great leader in the 21st century?
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๊ทธ๋ž˜์„œ ๋ฌด์—‡์ด 21์„ธ๊ธฐ์˜ ํ›Œ๋ฅญํ•œ ์ง€๋„์ž๋ฅผ ๋งŒ๋“œ๋‚˜์š”?
08:51
I've met many, and they stand out.
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์ „ ๋งŽ์ด ๋งŒ๋‚˜๋ณด์•˜๊ณ  ๊ทธ๋“ค์€ ๋‘๋“œ๋Ÿฌ์ง‘๋‹ˆ๋‹ค.
08:54
They are women and men
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๊ทธ๋“ค์€
08:56
who are preparing themselves
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์–ด์ œ์˜ ์„ฑ๊ณต์— ์•ˆ์ฃผํ•˜์ง€ ์•Š๊ณ 
08:58
not for the comfortable predictability of yesterday
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์˜ค๋Š˜์˜ ํ˜„์‹ค๊ณผ
09:01
but also for the realities of today
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๋˜ ์•Œ ์ˆ˜ ์—†๋Š” ๋‚ด์ผ์˜ ๊ฐ€๋Šฅ์„ฑ์„ ์œ„ํ•ด
09:05
and all of those unknown possibilities of tomorrow.
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์ค€๋น„ํ•˜๋Š” ๋‚จ์„ฑ๋“ค๊ณผ ์—ฌ์„ฑ๋“ค์ž…๋‹ˆ๋‹ค.
09:09
Thank you.
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๊ณ ๋ง™์Šต๋‹ˆ๋‹ค.
09:11
(Applause)
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(๋ฐ•์ˆ˜)
์ด ์›น์‚ฌ์ดํŠธ ์ •๋ณด

์ด ์‚ฌ์ดํŠธ๋Š” ์˜์–ด ํ•™์Šต์— ์œ ์šฉํ•œ YouTube ๋™์˜์ƒ์„ ์†Œ๊ฐœํ•ฉ๋‹ˆ๋‹ค. ์ „ ์„ธ๊ณ„ ์ตœ๊ณ ์˜ ์„ ์ƒ๋‹˜๋“ค์ด ๊ฐ€๋ฅด์น˜๋Š” ์˜์–ด ์ˆ˜์—…์„ ๋ณด๊ฒŒ ๋  ๊ฒƒ์ž…๋‹ˆ๋‹ค. ๊ฐ ๋™์˜์ƒ ํŽ˜์ด์ง€์— ํ‘œ์‹œ๋˜๋Š” ์˜์–ด ์ž๋ง‰์„ ๋”๋ธ” ํด๋ฆญํ•˜๋ฉด ๊ทธ๊ณณ์—์„œ ๋™์˜์ƒ์ด ์žฌ์ƒ๋ฉ๋‹ˆ๋‹ค. ๋น„๋””์˜ค ์žฌ์ƒ์— ๋งž์ถฐ ์ž๋ง‰์ด ์Šคํฌ๋กค๋ฉ๋‹ˆ๋‹ค. ์˜๊ฒฌ์ด๋‚˜ ์š”์ฒญ์ด ์žˆ๋Š” ๊ฒฝ์šฐ ์ด ๋ฌธ์˜ ์–‘์‹์„ ์‚ฌ์šฉํ•˜์—ฌ ๋ฌธ์˜ํ•˜์‹ญ์‹œ์˜ค.

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