Chip Conley: Measuring what makes life worthwhile

Prevodilac: Jelena Katic Lektor: Sandra Gojic

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

Govoriću o jednostavnoj istini u liderstvu

in the 21st century.

u 21. veku.

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

U 21. veku treba zapravo da pogledamo --

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

i što vas danas podstičem da učinite --

is to go back to our school days

je da se vratimo u naše školske dane

when we learned how to count.

kada smo učili da brojimo.

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

Ovim mislim da je došlo vreme da razmislimo o tome ŠTA zapravo brojimo.

Because what we actually count

Jer ono što računamo (brojimo)

truly counts.

se zaista računa (ima vrednost - igra reči, prim.prev.)

Let me start by telling you a little story.

Dozvolite mi da započnem jednom pričicom.

This is Van Quach.

Ovo je Van Kuaš

She came to this country in 1986 from Vietnam.

Došla je u ovu zemlju iz Vijetnama, 1986.

She changed her name to Vivian

Promenila je svoje ime u Vivijan

because she wanted to fit in here in America.

jer je želela da se uklopi u američko društvo.

Her first job was at an inner-city motel

Prvi posao je dobila u motelu, u siromašnom delu

in San Francisco as a maid.

San Franciska, kao spremačica.

I happened to buy that motel

Dogodilo se da sam baš ja kupio taj motel

about three months after Vivian started working there.

tri meseca nakon što je Vivijan počela tamo da radi.

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

Tako da Vivijan i ja radimo zajedno već 23 godine.

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

S mladalačkim idealizmom 26-ogodišnjaka,

in 1987,

1987. godine

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

osnovao sam svoju kompaniju i nazvao je "Radost življenja",

a very impractical name,

vrlo nepraktično ime,

because I actually was looking to create joy of life.

ali odgovarajuće, jer sam upravo želeo da stvorim radost življenja.

And this first hotel that I bought, motel,

U tom prvom hotelu, tj. motelu koji sam kupio,

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

sobe su se iznajmljivale na sat, anonimnim gostima

in the inner-city of San Francisco.

u siromašnom delu San Franciska.

As I spent time with Vivian,

Što sam više upoznavao Vivijan,

I saw that she had sort of a joie de vivre

primetio sam da ona ima neku vrstu životne radosti

in how she did her work.

koja se pokazivala u načinu na koji je obavljala svoj posao.

It made me question and curious:

To me je zaintrigiralo i pitao sam se:

How could someone actually find joy

Kako neko uopšte može da nađe radost

in cleaning toilets for a living?

ako za život zarađuje čisteći WC šolje?

So I spent time with Vivian, and I saw that

Tako, provodeći vreme sa Vivijan, video sam da

she didn't find joy in cleaning toilets.

ona nije nalazila radost u samom čišćenju WC-a.

Her job, her goal and her calling

Njen posao, njen cilj i njen poziv

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

nije bio da postane najbolji čistač WC šolja na svetu.

What counts for Vivian was the emotional connection

Ono što je njoj značilo u tom poslu, bio je topao, ljudski odnos

she created with her fellow employees and our guests.

koji je gradila sa svojim kolegama i našim gostima.

And what gave her inspiration and meaning

Inspiraciju i smisao u tom poslu je dobijala

was the fact that she was taking care of people

iz činjenice da je brinula o ljudima

who were far away from home.

koji su bili daleko od svojih domova.

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

Jer Vivijan je znala kako je to kad si daleko od svoje kuće.

That very human lesson,

Ta vrlo ljudska lekcija,

more than 20 years ago,

od pre više od 20 godina,

served me well during the last

bila mi je od velike pomoći tokom ove poslednje

economic downturn we had.

ekonomske krize u kojoj smo se našli.

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

Nakon kraha Internet industrije i 11. septembra,

San Francisco Bay Area hotels

hoteli u San Francisku i zalivskoj oblasti

went through the largest percentage revenue drop

su prošli kroz najveći pad prihoda

in the history of American hotels.

u istoriji američkog hotelijerstva.

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

Bili smo najveći lanac hotela u zalivskoj oblasti,

so we were particularly vulnerable.

tako da smo bili posebno ranjivi.

But also back then,

Takođe u to vreme, sećate se,

remember we stopped eating French fries in this country.

prestali smo da jedemo pomfrit (French fries) u ovoj zemlji.

Well, not exactly, of course not.

Pa, dobro, ne baš. Naravno da smo ih i dalje jeli.

We started eating "freedom fries,"

Ali sad se to jelo zvalo "pomfrit slobode" (Freedom fries)

and we started boycotting anything that was French.

Počeli smo da bojkotujemo sve francusko (stranog porekla)

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

Lako možete zaključiti... ime moje firme je bilo Joie de Vivre.

so I started getting these letters

Počela su da mi pristižu pisma

from places like Alabama and Orange County

iz mesta kao što su Alabama i iz Orandž okruga (konzervativna mesta - prim. prev.)

saying to me that they were going to boycott my company

u kojima me obaveštavaju da će nas bojkotovati

because they thought we were a French company.

jer su mislili da smo francuska kompanija.

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

Ja im odgovorim i kažem: "Čekajte. Mi nismo Francuzi.

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

Mi smo američka firma. Sedište nam je u San Francisku."

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

I dobio bih sažet odgovor: "O, to je još gore."

(Laughter)

(Smeh)

So one particular day

Tako, jednog dana,

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

kada sam se osećao pomalo depresivno i nimalo radostan,

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

našao sam se u lokalnoj knjižari, nedaleko od naše kancelarije.

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

Prvo sam otišao u odeljak sa knjigama o biznisu

looking for a business solution.

ne bih li našao rešenje za moju firmu.

But given my befuddled state of mind, I ended up

Međutim, s obzirom da sam bio zbunjen, vrlo brzo sam završio

in the self-help section very quickly.

u odeljku za samo-pomoć.

That's where I got reacquainted with

I tu sam se ponovo susreo sa

Abraham Maslow's "hierarchy of needs."

Maslovljevom hijerarhijom potreba.

I took one psychology class in college,

Izabrao sam nastavu iz psihologije tokom jednog semestra na koledžu,

and I learned about this guy, Abraham Maslow,

gde sam učio o Abrahamu Maslovu,

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

i njegovu teoriju o "hijerarhiji potreba" sa kojom su mnogi od nas ovde upoznati.

But as I sat there for four hours,

Ali dok sam tamo sedeo četiri sata,

the full afternoon, reading Maslow,

celo popodne, čitajući Maslova,

I recognized something

shvatio sam nešto

that is true of most leaders.

što se odnosi na većinu menadžera.

One of the simplest facts in business

A to je, da je jedna od najprostijih istina u poslovanju,

is something that we often neglect,

koju često previđamo,

and that is that we're all human.

činjenica da smo svi - ljudi.

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

I svako od nas, bez obzira na našu ulogu u poslovanju,

has some hierarchy of needs

u stvari ima određenu hijerarhiju potreba

in the workplace.

na radnom mestu.

So as I started reading more Maslow,

Kako sam nastavio da čitam Maslova,

what I started to realize is that

počeo sam da shvatam,

Maslow, later in his life,

da je Maslov zapravo, kasnije u svom životu,

wanted to take this hierarchy for the individual

želeo da ovu hijerarhiju potreba individue

and apply it to the collective,

primeni na grupe,

to organizations and specifically to business.

na organizacije, a posebno na preduzeća.

But unfortunately, he died prematurely in 1970,

Ali na nesreću, umro je prerano, 1970. godine

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

Tako da nije mogao da dosanja taj svoj san do kraja.

So I realized in that dotcom crash

Zaključio sam tako, da je u tom krahu Internet industrije

that my role in life was to channel Abe Maslow.

moja životna uloga bila da postanem "medijum" za Maslova.

And that's what I did a few years ago

I to sam i učinio pre nekoliko godina

when I took that five-level hierarchy of needs pyramid

kada sam uzeo tu petostepenu piramidu potreba

and turned it into what I call the transformation pyramid,

i pretvorio je u ono što sad nazivam piramidom preobražaja,

which is survival, success and transformation.

koja se sastoji iz tri nivoa: opstanka, uspeha i preobražaja.

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

Ona je od ključnog značaja ne samo u poslovanju, već i u životu.

And we started asking ourselves the questions

Tada sam počeo da se pitam

about how we were actually addressing

kako sam se zapravo odnosio prema

the higher needs, these transformational needs

višim potrebama, tim transformativnim potrebama

for our key employees in the company.

najvažnijih zaposlenih u mojoj kompaniji.

These three levels of the hierarchy needs

Ova tri nivoa hijerarhije potreba

relate to the five levels

se zapravo odnose na pet nivoa

of Maslow's hierarchy of needs.

Maslovljeve hijerarhije potreba.

But as we started asking ourselves about how we were addressing

Ali kad smo počeli da se pitamo o tome na koji način se bavimo

the higher needs of our employees and our customers,

višim potrebama naših radnika i gostiju,

I realized we had no metrics.

zaključio sam da za to nismo imali merni sistem.

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

Nismo imali ništa što bi moglo da nam kaže da li smo zaista bili uspešni.

So we started asking ourselves:

Tako smo počeli da se pitamo:

What kind of less obvious metrics

Koji bismo manje očigledan merni instrument

could we use to actually evaluate

mogli da upotrebimo da uistinu izmerimo

our employees' sense of meaning,

osećaj smisla naših zaposlenih,

or our customers' sense of emotional connection with us?

ili emocionalnu vezu naših gostiju sa nama kao firmom?

For example, we actually started asking our employees,

Na primer, prvo smo pitali naše radnike,

do they understand the mission of our company,

da li razumeju misiju naše kompanije,

and do they feel like they believe in it,

da li veruju u nju,

can they actually influence it,

imaju li uticaja na nju,

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

i osećaju li da njihov posao može zapravo doprineti misiji kompanije.

We started asking our customers,

Zatim smo pitali naše mušterije,

did they feel an emotional connection with us,

osećaju li emotivnu vezu s nama,

in one of seven different kinds of ways.

na jedan od sedam različitih načina.

Miraculously, as we asked these questions

Čudesan rezultat ovih naših pitanja

and started giving attention higher up the pyramid,

i poklanjanja pažnje višim aspektima piramide potreba,

what we found is we created more loyalty.

stvorilo je više lojalnosti među zaposlenima i gostima.

Our customer loyalty skyrocketed.

Odanost naših mušterija se višestruko uvećala.

Our employee turnover dropped

Obrt radnika je pao

to one-third of the industry average,

na jednu trećinu od proseka za hotelijerstvo.

and during that five year dotcom bust,

I tokom tih pet godina propadanja Internet industrije,

we tripled in size.

mi smo se trostruko uvećali.

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

U to vreme sam počeo da se sastajem i sa drugim menadžerima,

and asking them how they were getting through that time,

interesovalo me je kako su oni prolazili kroz ova teška vremena,

what they told me over and over again

i odgovor koji bih uvek dobio

was that they just manage what they can measure.

glasio je da oni upravljaju samo onim što mogu da izmere.

What we can measure is that tangible stuff

A ono što možemo da izmerimo su samo one opipljive stvari

at the bottom of the pyramid.

na dnu piramide potreba.

They didn't even see the intangible stuff

Nisu čak ni videli one neopipljive stvari

higher up the pyramid.

na višim delovima piramide.

So I started asking myself the question:

Tad sam se zapitao:

How can we get leaders to start valuing the intangible?

Kako navesti rukovodioce da počnu da vrednuju nematerijalne stvari?

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

Ako smo kao menadžeri obučeni da upravljamo samo onim što možemo da izmerimo

and all we can measure is the tangible in life,

a jedino što možemo izmeriti je materijalne prirode,

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

propuštamo puno stvari koje se nalaze u gornjem delu piramide.

So I went out and studied a bunch of things,

Nastavio sam da studiram

and I found a survey that showed

i tako došao do jedne anketu koja je pokazala

that 94 percent

da 94 procenta

of business leaders worldwide

poslovnih lidera širom sveta

believe that the intangibles are important in their business,

veruju da su nematerijalne stvari važne u njihovom poslu,

things like intellectual property,

stvari kao što su intelektualna svojina,

their corporate culture, their brand loyalty,

njihova korporativna kultura, lojalnost brendu, etc.

and yet, only five percent of those same leaders

Pa ipak, svega pet procentata od tih istih lidera

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

je zapravo imalo način kako da izmeri neopipljivo u njihovom biznisu.

So as leaders, we understand

Dakle, kao menadžeri, mi shvatamo

that intangibles are important,

da su nematerijalne stvari važne,

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

ali nemamo pojma o tome kako da ih izmerimo.

So here's another Einstein quote:

Ovde ću citirati Ajnštajna:

"Not everything that can be counted counts,

"Ne računa se sve što možemo da izračunamo,

and not everything that counts can be counted."

niti sve što se računa, može biti izračunato."

I hate to argue with Einstein,

Ne volim da se raspravljam sa Ajnštajnom,

but if that which is most valuable

ali ukoliko ono što je zaista najvrednije

in our life and our business

u našem životu i biznisu

actually can't be counted or valued,

ne može biti izbrojano ili vrednovano,

aren't we going to spend our lives

zar nismo onda osuđeni da provedemo živote

just mired in measuring the mundane?

mereći samo zemaljsko?

It was that sort of heady question about what counts

Upravo ta vrsta nametljivog pitanja o vrednosti neopipljivog

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

navela me je da skinem moju menadžersku kapu na nedelju dana

and fly off to the Himalayan peaks.

i odletim do vrhova Himalaja.

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

Otišao sam u zemlju koja je vekovima bila zaogrnuta velom tajne,

a place some folks call Shangri-La.

zemlju koju neki nazivaju Šangri La.

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

A koja se upravo odvojila od osnovice piramide vezane za opstanak

to becoming a transformational

i postala model preobražaja

role model for the world.

za ceo svet.

I went to Bhutan.

Otišao sam, dakle, u Butan.

The teenage king of Bhutan was also a curious man,

Kralj Butana bio je tinejdžer ali i radoznao čovek,

but this was back in 1972,

međutim, to je bilo još 1972. godine

when he ascended to the throne

kada je on došao na presto

two days after his father passed away.

dva dana nakon smrti njegovog oca.

At age 17, he started asking the kinds of questions

U 17-oj godini, počeo je da postavlja vrstu pitanja

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

koja ne biste očekivali od jednog početnika.

On a trip through India,

Na proputovanju ovog mladog kralja kroz Indiju,

early in his reign as king,

na samom početku njegove vladavine,

he was asked by an Indian journalist

indijski novinar mu je postavio pitanje

about the Bhutanese GDP,

o butanskom BDP-u (Bruto domaćem proizvodu),

the size of the Bhutanese GDP.

o veličini butanskog BDP-a.

The king responded in a fashion

I mladi kralj je odgovorio u stilu

that actually has transformed us four decades later.

koji će nas sve promeniti četiri decenije kasnije.

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

Odgovoro je sledećim rečima: "Zašto smo toliko opsednuti

and focused with gross domestic product?

i usmereni na bruto domaći proizvod?

Why don't we care more about

Zašto ne bismo više brinuli o

gross national happiness?"

bruto nacionalnoj sreći?

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

Dakle, u suštini, kralj je od nas tražio da razmotrimo

an alternative definition of success,

alternativnu definiciju uspeha,

what has come to be known as

što je kasnije postalo poznato pod imenom

GNH, or gross national happiness.

BNS, ili Bruto nacionalne sreće.

Most world leaders didn't take notice,

Većina svetskih lidera nije obratila pažnju,

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

a i oni koji jesu, mislili su da je to samo "budistička ekonomija".

But the king was serious.

Ali kralj je to ozbiljno mislio.

This was a notable moment,

I to je bio značajan momenat,

because this was the first time a world leader

jer je jedan svetski lider, prvi put

in almost 200 years

u poslednjih 200 godina,

had suggested

predložio

that intangible of happiness --

da je neopipljivost sreće --

that leader 200 years ago,

a taj lider od pre 200 godina bio je

Thomas Jefferson with the Declaration of Independence --

Tomas Džeferson sa Deklaracijom o nezavisnosti --

200 years later,

dakle, 200 godina kasnije,

this king was suggesting that intangible of happiness

ovaj kralj je predložio da je neopipljivost sreće

is something that we should measure,

nešto što bi trebalo da merimo,

and it's something we should actually value

i nešto što zapravo treba da vrednujemo

as government officials.

kao vladini zvaničnici.

For the next three dozen years as king,

Tokom sledećih četrdesetak godina svoje vladavine,

this king actually started measuring

ovaj kralj je počeo da meri

and managing around happiness in Bhutan --

sreću u Butanu i upravlja zemljom u skladu s tim.

including, just recently, taking his country

Uključujući i to, što je nedavno, ovu zemlju promenio

from being an absolute monarchy to a constitutional monarchy

iz apsolutne u ustavnu monarhiju

with no bloodshed, no coup.

bez prolivanja krvi, bez puča.

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

A danas je Butan, za one koji to ne znaju,

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

najmlađa demokratija na svetu, od pre dve godine.

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

Provodeći tako vreme sa liderima u pokretu za BNS,

I got to really understand what they're doing.

konačno sam shvatio šta to oni rade.

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

Imao sam mogućnost da provedem neko vreme u razgovoru sa premijerom.

Over dinner, I asked him an impertinent question.

U toku večere, postavio sam mu jedno neugodno pitanje.

I asked him,

Rekao sam,

"How can you create and measure

"Kako možete da stvorite i izmerite

something which evaporates --

nešto što je nepostojano,

in other words, happiness?"

drugim rečima, sreću?"

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

Kao mudar čovek, on mi je odgovorio,

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

"Čujte, cilj Butana nije da stvori sreću.

We create the conditions for happiness to occur.

Mi stvaramo uslove za pojavu sreće.

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

Drugim rečima, mi kreiramo prostor za sreću."

Wow, that's interesting.

Vau! To je zanimljivo.

He said that they have a science behind that art,

Još je dodao da oni imaju naučnu podlogu za tu umetnost.

and they've actually created four essential pillars,

Stvorili su četiri osnovna stuba,

nine key indicators

devet ključnih pokazatelja

and 72 different metrics

i 72 različita merna instrumenta

that help them to measure their GNH.

koji pomažu da se izmeri stvarni nivo BNS.

One of those key indicators is:

Na primer, jedan od tih ključnih pokazatelja je:

How do the Bhutanese feel about

Kako stanovnici Butana ocenjuju

how they spend their time each day?

način na koji provode svoje vreme svakog dana?

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

To je dobro pitanje - kako ocenjujete

how you spend your time each day?

kvalitet vašeg svakodnevno utrošenog vremena?

Time is one of the scarcest resources

Vreme je jedan od najređih resursa

in the modern world.

u današnjem svetu.

And yet, of course,

Ali još uvek, naravno,

that little intangible piece of data

taj mali neopipljiv podatak

doesn't factor into our GDP calculations.

ne ulazi u proračun našeg BND.

As I spent my week up in the Himalayas,

Tokom te nedelje na Himalajima,

I started to imagine

počeo sam da smišljam

what I call an emotional equation.

nešto što sam nazvao emocionalnom jednačinom.

And it focuses on something I read long ago

Ona se oslanja na nešto što je pre više godina

from a guy named Rabbi Hyman Schachtel.

rekao rabin Hajman Šaktel.

How many know him? Anybody?

Koliko vas je čulo za njega? Iko?

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

1954, napisao je knjigu pod naslovom "Stvarno uživanje u životu".

and he suggested that happiness

Tu je ukazao da sreća

is not about having what you want;

nije u tome da imamo sve ono što želimo,

instead, it's about wanting what you have.

već u tome da želimo ono što imamo.

Or in other words, I think the Bhutanese believe

Ili drugim rečima, mislim da Butanci veruju

happiness equals wanting what you have --

da smo srećni onda kada želimo ono što imamo --

imagine gratitude --

zamislite zahvalnost --

divided by having what you want --

podeljenu posedovanjem onoga što želite --

gratification.

zadovoljenjem.

The Bhutanese aren't on some aspirational treadmill,

Butanci kao narod nisu na aspiracionom trenažeru

constantly focused on what they don't have.

stalno usmereni na ono što nemaju.

Their religion, their isolation,

Njihova religija, geografska izolovanost,

their deep respect for their culture

njihovo duboko poštovanje sopstvene kulture

and now the principles of their GNH movement

i sada, principi njihovog pokreta za BNS,

all have fostered a sense of gratitude

sve je doprinelo osećanju zahvalnosti

about what they do have.

za ono što ipak imaju.

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

Koliko nas ovde, kao TEDsteri u publici,

spend more of our time

provodi više svog vremena

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

u donjoj polovini ove jednačine, u imeniocu?

We are a bottom-heavy culture

Pripadamo kulturi teškog dna (pozadine)

in more ways than one.

i to na više načina od jednog.

(Laughter)

(Smeh)

The reality is, in Western countries,

Činjenica je da se u zapadnim zemljama

quite often we do focus on the pursuit of happiness

mi često fokusiramo na stremljenje (poteru) za srećom

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

kao da je sreća nešto za čim treba tragati spolja --

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

neki predmet koji treba da pribavimo ili čak veći broj njih.

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

Zapravo, ukoliko pogledate u rečnik,

many dictionaries define pursuit

mnogi rečnici definišu "stremljenje"

as to "chase with hostility."

kao "neprijateljsku poteru".

Do we pursue happiness with hostility?

Da li stremimo ka sreći na neprijateljski način?

Good question. But back to Bhutan.

Dobro pitanje. Ali da se vratimo na Butan.

Bhutan's bordered on its north and south

Butan se preko svoje severne i južne granice

by 38 percent of the world's population.

graniči sa 38 procenata svetske populacije.

Could this little country,

Može li ova mala zemlja,

like a startup in a mature industry,

kao početnik u zreloj industriji,

be the spark plug that influences

da bude svećica koja zapravo utiče

a 21st century

na 21. vek

of middle-class in China and India?

srednje klase Kine i Indije?

Bhutan's created the ultimate export,

Butan je upravo stvorio najmoderniji izvozni artikal,

a new global currency of well-being,

novu svetsku valutu blagostanja.

and there are 40 countries around the world today

I danas je već 40 zemalja širom sveta

that are studying their own GNH.

posvećeno proučavanju sopstvene BNS.

You may have heard, this last fall

Možda ste čuli, prošle jeseni,

Nicolas Sarkozy in France

Nikolas Sarkozi u Francuskoj,

announcing the results of an 18-month study

objavio je rezultate 18-omesečnog istraživanja

by two Nobel economists,

dvojice ekonomista Nobelovaca,

focusing on happiness and wellness in France.

koji su uzeli u obzir sreću i blagostanje u Francuskoj.

Sarkozy suggested that

Sarkozi je predložio da

world leaders should stop

svetski lideri treba da prestanu

myopically focusing on GDP

sa kratkovidim fokusom na BND

and consider a new index,

i da u obzir uzmu novi indeks

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

koji neki Francuzi nazivaju indeksom "radosti življenja".

I like it.

Sviđa mi se.

Co-branding opportunities.

Eto prilike za ko-brendiranje.

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

I samo pre tri dana ovde na TED-u,

we had a simulcast of David Cameron,

imali smo prenos govora Dejvida Kamerona,

potentially the next prime minister of the UK,

potencijalno, sledećeg premijera Velike Britanije,

quoting one of my favorite speeches of all-time,

koji je citirao jedan od mojih najomiljenijih govora svih vremena,

Robert Kennedy's poetic speech from 1968

poetski govor Roberta Kenedija iz 1968. godine

when he suggested that we're

kada je ukazao da se mi

myopically focused on the wrong thing

kratkovido usmeravamo na pogrešnu stvar

and that GDP is a misplaced metric.

i da je BNP zastareo merni sistem.

So it suggests that the momentum is shifting.

To nam ukazuje da dolazi do promene impulsa.

I've taken that Robert Kennedy quote,

Pozajmio sam taj citat Bobija Kenedija

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

i ovde ga za trenutak pretvorio u novi bilans.

This is a collection of things

To je zapravo zbirka podataka

that Robert Kennedy said in that quote.

koje je Robert Kenedi izneo u tom citatu.

GDP counts everything from air pollution

BND meri sve od zagađenja vazduha

to the destruction of our redwoods.

do razaranja naših stoletnih šuma.

But it doesn't count the health of our children

Ali on ne meri zdravlje naše dece

or the integrity of our public officials.

niti integritet naših javnih zvaničnika.

As you look at these two columns here,

Ukoliko pogledate u ove dve kolone ovde,

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

ne čini li vam se da je krajnje vreme da počnemo

to start figuring out a new way to count,

s pronalaženjem novog načina merenja,

a new way to imagine

novog načina da zamislimo

what's important to us in life?

šta je nam je zapravo važno u životu?

(Applause)

(Aplauz)

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

Naravno, Robert Kenedi je upravo na to ukazao, na kraju svog govora.

He said GDP "measures everything in short,

Rekao je BND "meri sve

except that which makes life worthwhile."

osim onog što život čini vrednim."

Wow.

Vau!

So how do we do that?

Pa onda, kako da to učinimo?

Let me say one thing we can just start doing

Dozvolite mi da predložim jednu stvar koju možemo početi

ten years from now, at least in this country.

za deset godina, bar u ovoj zemlji.

Why in the heck in America

Zašto zaboga u Americi 2010.

are we doing a census in 2010?

sprovodimo popis stanovništva?

We're spending 10 billion dollars on the census.

Trošimo 10 milijardi dolara na to

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

i pitamo 10 jednostavnih pitanja -- to je jednostavnost.

But all of those questions are tangible.

Ali sva ta pitanja su opipljiva.

They're about demographics.

Odnose se na demografiju.

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

Ona su o tome gde živite, koliko ljudi živi s vama u kući,

and whether you own your home or not.

i da li ste vlasnik svog doma ili ne.

That's about it.

I to je to.

We're not asking meaningful metrics.

Mi ne tražimo smisaone pokazatelje.

We're not asking important questions.

Ne postavljamo važna pitanja.

We're not asking anything that's intangible.

Ne pitamo ništa o nematerijalnim vrednostima.

Abe Maslow said long ago

Maslov je davno rekao,

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

što ste sigurno već čuli, ali niste znali da su to njegove reči.

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

Rekao je: "Ukoliko je čekić jedini alat koji imate,

everything starts to look like a nail."

sve na svetu počinje da liči na ekser."

We've been fooled by our tool.

Bili smo zavedeni našim alatom.

Excuse that expression.

Izvinite na tom izrazu. (u drugom smislu, vulg. sleng)

(Laughter)

(Smeh)

We've been fooled by our tool.

Zavedeni smo našim alatom.

GDP has been our hammer.

BND je bio naš čekić.

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

A naš ekser je bio model uspeha industrijske ere

industrial-era model of success.

19. i 20. veka.

And yet, 64 percent

Pa ipak, 64 procenta

of the world's GDP today

današnjeg svetskog BND

is in that intangible industry we call service,

se nalazi u toj neopipljivoj industriji koju nazivamo uslužnom,

the service industry, the industry I'm in.

industustrija uslužnih delatnosti u kojoj i ja radim.

And only 36 percent is in the tangible industries

Dakle, svega 36 procenata se odnosi na materijalnu industriju,

of manufacturing and agriculture.

proizvodnju i poljoprivredu.

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

Znači, vreme je da nabavimo veću kutiju sa alatima, zar ne?

Maybe it's time we get a toolbox that

Možda je vreme da nabavimo kutiju s alatom koji

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

meri ne samo ono što je lako merljivo, materijalno u životu,

but actually counts what we most value,

već pre svega ono što najviše vrednujemo,

the things that are intangible.

stvari koje su neopipljive.

I guess I'm sort of a curious CEO.

Pretpostavljam da pripadam tipu radoznalog CEO-a.

I was also a curious economics major as an undergrad.

Bio sam radoznao i kao student ekonomije

I learned that economists measure everything

i naučio, da ekonomisti mere sve

in tangible units of production and consumption

u opipljivim jedinicama proizvodnje i potrošnje,

as if each of those tangible units

kao da su sve te merljive jedinice

is exactly the same.

potpuno jednake.

They aren't the same.

Ali one to nisu.

In fact, as leaders, what we need to learn

Zapravo, ono što treba da naučimo kao rukovodioci

is that we can influence

jeste da zaista možemo da utičemo

the quality of that unit of production

na kvalitet te jedinice proizvodnje,

by creating the conditions

tako što ćemo stvoriti uslove

for our employees to live their calling.

u kojima naši zaposleni mogu da žive svoj poziv.

In Vivian's case,

Kao u slučaju sa Vivijan,

her unit of production

jedinica njene produktivnosti

isn't the tangible hours she works,

nisu bili merljivi sati njenog rada.

it's the intangible difference she makes

Bio je to nemerljiv značaj koji je ona donosila

during that one hour of work.

tokom tog jednog sata rada.

This is Dave Arringdale who's actually

Ovo je Dejv Aringdejl koji je

been a longtime guest at Vivian's motel.

naš dugogodišnji gost u motelu gde Vivijan radi.

He stayed there a hundred times

Odseo je kod nas sto puta

in the last 20 years,

u poslednjih 20 godina.

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

I on je privržen našem motelu zbog ljudskog odnosa

that Vivian and her fellow employees have created with him.

koji su Vivijan i njene kolege stvorile sa njim.

They've created a habitat of happiness for Dave.

Oni su za Dejva stvorili prostor za sreću.

He tells me that he can always count

Rekao mi je da tu uvek može da računa

on Vivian and the staff there

na Vivijan i ostalo osoblje

to make him feel at home.

koji čine da se oseća kao kod svoje kuće.

Why is it that

Kako to da

business leaders and investors

biznis menadžeri i investitori

quite often don't see the connection

često ne vide vezu

between creating the intangible

između stvaranja nemerljivog --

of employee happiness

zadovoljstva zaposlenih,

with creating the tangible

i stvaranja merljivog --

of financial profits in their business?

finansijskog profita svojih kompanija.

We don't have to choose between

Dakle, ne moramo da se odlučimo između

inspired employees and sizable profits,

motivisanih radnika i velikog profita.

we can have both.

Možemo imati oba.

In fact, inspired employees quite often

I zapravo, motivisani radnici vrlo često

help make sizable profits, right?

pomažu pri stvaranju velikog profita, zar ne?

So what the world needs now,

Ono što je sada potrebno svetu,

in my opinion,

po mom mišljenju,

is business leaders and political leaders

su biznis menadžeri i politički lideri

who know what to count.

koji znaju šta da broje.

We count numbers.

Računamo brojevima,

We count on people.

ali se oslanjamo na ljude.

What really counts is when we actually use our numbers

Ono što se stvarno računa je kada naše brojke koristimo

to truly take into account our people.

da bismo uzeli u obzir naše ljude.

I learned that from a maid in a motel

To sam naučio od spremačice u jednom motelu

and a king of a country.

i kralja jedne zemlje.

What can you

Šta je to što možete

start counting today?

danas početi da brojite?

What one thing can you start counting today

Šta je to što možete početi danas da brojite

that actually would be meaningful in your life,

što će zaista biti smisaono u vašem životu,

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

bilo da je reč o vašem poslu ili preduzetništvu?

Thank you very much.

Veliko hvala na pažnji.

(Applause)

(Aplauz)