Why being respectful to your coworkers is good for business | Christine Porath

Prevodilac: Dragana Savanovic Lektor: Ivana Krivokuća

Who do you want to be?

Ko želite da budete?

It's a simple question,

Pitanje je prosto,

and whether you know it or not,

i znali vi to ili ne,

you're answering it every day through your actions.

svaki dan svojim postupcima odgovarate na njega.

This one question will define your professional success

Ovo pitanje će definisati vaš poslovni uspeh

more than any other,

više nego bilo šta,

because how you show up and treat people means everything.

jer mnogo znači kako se prikazujete i ophodite prema ljudima.

Either you lift people up by respecting them,

Ili stimulišete ljude poštujući ih,

making them feel valued, appreciated and heard,

čineći da osećaju da ih cenite, uvažavate i čujete,

or you hold people down by making them feel small,

ili sputavate ljude čineći da se osećaju malo,

insulted, disregarded or excluded.

uvređeno, zanemareno ili isključeno.

And who you choose to be means everything.

Ono što izaberete da budete znači mnogo.

I study the effects of incivility on people.

Ja proučavam uticaj neučtivosti na ljude.

What is incivility?

Šta je neučtivost?

It's disrespect or rudeness.

To je nepoštovanje ili neljubaznost.

It includes a lot of different behaviors,

Uključuje mnogo različitih ponašanja,

from mocking or belittling someone

od ruganja ili omalovažavanja nekoga,

to teasing people in ways that sting

preko zadirkivanja ljudi toliko da zaboli

to telling offensive jokes

i pričanja uvredljivih viceva,

to texting in meetings.

do kucanja poruka na sastancima.

And what's uncivil to one person may be absolutely fine to another.

Ono što je neučtivo za jednu osobu može biti skroz normalno drugoj osobi.

Take texting while someone's speaking to you.

Na primer, kucanje poruka dok vam se neko obraća.

Some of us may find it rude,

Jednima je to nepristojno,

others may think it's absolutely civil.

drugima potpuno pristojno.

So it really depends.

Sve zavisi.

It's all in the eyes of the beholder and whether that person felt disrespected.

Sve je u oku posmatrača i zavisi od toga da li se ta osoba oseća uvređeno.

We may not mean to make someone feel that way,

Možda ne želimo da se neko tako oseća,

but when we do, it has consequences.

ali kada to učinimo, to ima posledice.

Over 22 years ago,

Pre više od 22 godine,

I vividly recall walking into this stuffy hospital room.

jasno se sećam kako ulazim u zagušljivu bolničku sobu.

It was heartbreaking to see my dad, this strong, athletic, energetic guy,

Bilo je srceparajuće videti mog tatu, snažnog, atletskog, energičnog čoveka,

lying in the bed with electrodes strapped to his bare chest.

kako leži u krevetu sa elektrodama prikačenim na gole grudi.

What put him there was work-related stress.

Dotle ga je doveo stres na poslu.

For over a decade,

Tokom više od decenije,

he suffered an uncivil boss.

trpeo je neučtivog šefa.

And for me, I thought he was just an outlier at that time.

Što se mene tiče, tada sam mislila da je on bio samo izolovani slučaj.

But just a couple years later,

Ali samo par godina kasnije,

I witnessed and experienced a lot of incivility

bila sam svedok i iskusila neučtivost

in my first job out of college.

na svom prvom poslu nakon fakulteta.

I spent a year going to work every day

Godinu dana sam išla na posao svaki dan

and hearing things from coworkers like,

slušajući od kolega stvari kao što su:

"Are you an idiot? That's not how it's done,"

„Jesi li ti idiot? Ne radi se to tako.“

and, "If I wanted your opinion, I'd ask."

„Da sam hteo tvoje mišljenje, pitao bih.“

So I did the natural thing.

Uradila sam ono što je prirodno.

I quit, and I went back to grad school to study the effects of this.

Dala sam otkaz i vratila se na postdiplomske studije da ovo istražim.

There, I met Christine Pearson.

Tamo sam upoznala Kristinu Pirson.

And she had a theory that small, uncivil actions

Ona je imala teoriju da male, neučtive radnje

can lead to much bigger problems

mogu dovesti do mnogo većih problema

like aggression and violence.

kao što su agresija i nasilje.

We believed that incivility affected performance and the bottom line.

Smatrali smo da neučtivost utiče na učinak i krajnji ishod.

So we launched a study, and what we found was eye-opening.

Pa smo pokrenuli studiju, a ono što smo saznali nam je otvorilo oči.

We sent a survey to business school alumni

Poslali smo anketu diplomcima poslovne škole

working in all different organizations.

koji rade u različitim organizacijama.

We asked them to write a few sentences

Tražili smo da napišu par rečenica

about one experience where they were treated rudely,

o iskustvu kada je neko prema njima postupio neljubazno,

disrespectfully or insensitively,

bez poštovanja ili bezosećajno,

and to answer questions about how they reacted.

i da odgovore na pitanja o tome kako su reagovali.

One person told us about a boss that made insulting statements like,

Jedna osoba nam je pisala o šefu koji je imao uvredljive izjave kao što je:

"That's kindergartner's work,"

„Ovo kao da je predškolac uradio,“

and another tore up someone's work in front of the entire team.

a drugi je pocepao nečiji rad pred celim timom.

And what we found is that incivility made people less motivated:

Saznali smo da neučtivost čini ljude manje motivisanim:

66 percent cut back work efforts,

66 procenata je imalo manji učinak na poslu,

80 percent lost time worrying about what happened,

80 procenata je gubilo vreme brinući o onome što se dogodilo,

and 12 percent left their job.

a 12 procenata je napustilo posao.

And after we published these results, two things happened.

Nakon što smo objavili ove rezultate, dogodile su se dve stvari.

One, we got calls from organizations.

Prvo, pozivale su nas organizacije.

Cisco read about these numbers,

Kompanija Sisko je pročitala ove brojke

took just a few of these and estimated, conservatively,

i samo na osnovu nekoliko njih pažljivo procenila

that incivility was costing them 12 million dollars a year.

da ih je neučtivost koštala 12 miliona dolara godišnje.

The second thing that happened was, we heard from others in our academic field

Drugo, ljudi iz naših akademskih krugova

who said, "Well, people are reporting this, but how can you really show it?

su pitali: „Pa, dobili ste ove podatke, ali kako to zaista možete pokazati?

Does people's performance really suffer?"

Da li učinak ljudi stvarno trpi?“

I was curious about that, too.

I mene je to zanimalo.

With Amir Erez, I compared those that experienced incivility

Sa Amirom Erezom, uporedila sam one koji su iskusili neučtivost

to those that didn't experience incivility.

sa onima koji nisu.

And what we found is that those that experience incivility

Saznali smo da oni koji su iskusili neučtivost

do actually function much worse.

stvarno funkcionišu mnogo gore.

"OK," you may say. "This makes sense.

„Okej“, mogli biste reći. „Ovo ima smisla.

After all, it's natural that their performance suffers."

Uostalom, prirodno je da njihov učinak trpi.“

But what about if you're not the one who experiences it?

Ali šta ako niste vi tome izloženi?

What if you just see or hear it?

Šta ako vi to samo vidite ili čujete?

You're a witness.

Vi ste svedok.

We wondered if it affected witnesses, too.

Pitali smo se da li to utiče i na svedoke.

So we conducted studies

Pa smo sproveli studije

where five participants would witness an experimenter act rudely

u kojima pet učesnika svedoči nepristojnom ponašanju eksperimentatora

to someone who arrived late to the study.

prema nekome ko kasni na studiju.

The experimenter said, "What is it with you?

Eksperimentator je rekao: „Šta je sa tobom?

You arrive late, you're irresponsible.

Kasniš, neodgovoran si.

Look at you! How do you expect to hold a job in the real world?"

Pogledaj se! Kako misliš da zadržiš posao u stvarnom svetu?“

And in another study in a small group,

A u drugoj studiji u maloj grupi,

we tested the effects of a peer insulting a group member.

ispitivali smo uticaj kolege koji vređa člana grupe.

Now, what we found was really interesting,

Ono što smo saznali je stvarno zanimljivo,

because witnesses' performance decreased, too --

jer se učinak svedoka takođe pogoršao -

and not just marginally, quite significantly.

i to ne samo marginalno, već značajno.

Incivility is a bug.

Neučtivost je virus.

It's contagious,

Zarazna je,

and we become carriers of it just by being around it.

i mi postajemo nosioci virusa čak i ako smo samo u njegovoj blizini.

And this isn't confined to the workplace.

I to ne važi samo za radno mesto.

We can catch this virus anywhere --

Ovaj virus možemo zakačiti bilo gde -

at home, online, in schools and in our communities.

kod kuće, onlajn, u školama i u našim zajednicama.

It affects our emotions, our motivation, our performance

On utiče na naše emocije, motivaciju, učinak

and how we treat others.

i kako tretiramo druge.

It even affects our attention and can take some of our brainpower.

Utiče čak i na pažnju i može umanjiti naše mentalne sposobnosti.

And this happens not only if we experience incivility

Ovo se ne dešava samo ako iskusimo neučtivost

or we witness it.

ili ako joj svedočimo.

It can happen even if we just see or read rude words.

Može se desiti čak i ako samo vidimo ili čujemo neljubazne reči.

Let me give you an example of what I mean.

Daću vam primer da znate na šta mislim.

To test this, we gave people combinations of words

Da bismo ovo testirali, dali smo ljudima kombinacije reči

to use to make a sentence.

da naprave rečenicu.

But we were very sneaky.

Ali bili smo vrlo lukavi.

Half the participants got a list with 15 words used to trigger rudeness:

Polovina učesnika je dobilla listu od 15 reči koje asociraju na neljubaznost:

impolitely, interrupt, obnoxious, bother.

nepristojno, prekinuti, mrzak, nervirati.

Half the participants received a list of words

Polovina učesnika je dobila listu reči

with none of these rude triggers.

bez onih koje asociraju na neljubaznost.

And what we found was really surprising,

Ono što smo otkrili je vrlo iznenađujuće,

because the people who got the rude words

jer su ljudi koji su dobili grube reči

were five times more likely to miss information right in front of them

imali pet puta veće šanse da previde informaciju koja im je pred nosom

on the computer screen.

na ekranu kompjutera.

And as we continued this research,

Kada smo nastavili istraživanje,

what we found is that those that read the rude words

otkrili smo da je onima koji su čitali grube reči

took longer to make decisions,

trebalo više vremena da donesu odluke,

to record their decisions,

da zabeleže svoje odluke,

and they made significantly more errors.

a napravili su i mnogo više grešaka.

This can be a big deal,

Ovo može biti važno,

especially when it comes to life-and-death situations.

posebno kada se radi o životu ili smrti.

Steve, a physician, told me about a doctor that he worked with

Stiv, lekar, mi je pričao o lekaru koji je s njim radio

who was never very respectful,

i koji nikad nije imao poštovanja,

especially to junior staff and nurses.

posebno prema mlađem osoblju i sestrama.

But Steve told me about this one particular interaction

Ali Stiv mi je ispričao o konkretnoj interakciji

where this doctor shouted at a medical team.

kada je ovaj doktor vikao na medicinski tim.

Right after the interaction,

Odmah nakon te interakcije,

the team gave the wrong dosage of medication to their patient.

tim je dao pogrešnu dozu leka svom pacijentu.

Steve said the information was right there on the chart,

Stiv je rekao da se informacija nalazila u kartonu,

but somehow everyone on the team missed it.

ali svi iz tima su je nekako prevideli.

He said they lacked the attention or awareness to take it into account.

Rekao je da im je manjkalo pažnje ili svesti da to uzmu u obzir.

Simple mistake, right?

Obična greška, zar ne?

Well, that patient died.

E, pa, taj pacijent je umro.

Researchers in Israel have actually shown

Istraživači u Izraelu su zapravo pokazali

that medical teams exposed to rudeness

da medicinski timovi izloženi neučtivosti

perform worse not only in all their diagnostics,

imaju lošiji učinak, ne samo u dijagnostici,

but in all the procedures they did.

već i u svim procedurama koje vrše.

This was mainly because the teams exposed to rudeness

Ovo je uglavnom zato što timovi izloženi neučtivosti

didn't share information as readily,

nisu tako rado delili informacije

and they stopped seeking help from their teammates.

i prestali su da traže pomoć od svojih kolega.

And I see this not only in medicine but in all industries.

Ovo nisam primetila samo u medicini, već i svim drugim branšama.

So if incivility has such a huge cost,

Pa ako neučtivost ima toliku cenu,

why do we still see so much of it?

zašto je i dalje toliko ima?

I was curious, so we surveyed people about this, too.

Bila sam radoznala, pa smo anketirali ljude i o ovome.

The number one reason is stress.

Najčešći uzrok je stres.

People feel overwhelmed.

Ljudi se osećaju preopterećeno.

The other reason that people are not more civil

Drugi razlog što ljudi nisu učtiviji

is because they're skeptical and even concerned

je to što su skeptični i čak i zabrinuti

about being civil or appearing nice.

da budu učtivi ili fini.

They believe they'll appear less leader-like.

Oni veruju da će delovati manje sposobno da budu vođe.

They wonder: Do nice guys finish last?

Pitaju se da li fini ljudi završe na poslednjem mestu.

Or in other words: Do jerks get ahead?

Drugim rečima: da li kreteni napreduju?

(Laughter)

(Smeh)

It's easy to think so,

Lako je to pomisliti,

especially when we see a few prominent examples

pogotovo kada vidimo par istaknutih primera

that dominate the conversation.

koji dominiraju razgovorom.

Well, it turns out, in the long run, they don't.

E, pa, ispostavlja se da, na duže staze, ne napreduju.

There's really rich research on this by Morgan McCall and Michael Lombardo

Postoji obilno istraživanje o tome

koje su sproveli Morgan Makol i Majkl Lombardo

when they were at the Center for Creative Leadership.

u Centru za kreativno liderstvo.

They found that the number one reason tied to executive failure

Otkrili su da je najvažniji razlog vezan za neuspeh rukovodilaca

was an insensitive, abrasive or bullying style.

bio bezosećajan, grub ili nasilan stil ponašanja.

There will always be some outliers that succeed despite their incivility.

Uvek će biti nekih izuzetaka koji će uspeti uprkos neučtivosti.

Sooner or later, though,

Ipak, pre ili kasnije,

most uncivil people sabotage their success.

većina neučtivih ljudi sabotiraju svoj uspeh.

For example, with uncivil executives,

Na primer, neučtivim rukovodiocima

it comes back to hurt them when they're in a place of weakness

se to obije o glavu u trenutku kada se osećaju nemoćno

or they need something.

ili kada im nešto treba.

People won't have their backs.

Ljudi im neće čuvati leđa.

But what about nice guys?

A šta je sa finim ljudima?

Does civility pay?

Da li se učtivost isplati?

Yes, it does.

Isplati se.

And being civil doesn't just mean that you're not a jerk.

Biti učtiv ne znači samo da nisi kreten.

Not holding someone down isn't the same as lifting them up.

Kada nekog ne sputavaš nije isto kao kada ga stimulišeš.

Being truly civil means doing the small things,

Biti zaista učtiv znači činiti sitnice,

like smiling and saying hello in the hallway,

da se nasmešite nekome i pozdravite ga u prolazu,

listening fully when someone's speaking to you.

da zaista slušate nekoga kada vam se obraća.

Now, you can have strong opinions,

Možete imati jako mišljenje,

disagree, have conflict or give negative feedback civilly,

neslaganja, ući u konflikt ili učtivo dati negativan komentar,

with respect.

sa poštovanjem.

Some people call it "radical candor,"

Neki to zovu radikalnom iskrenošću,

where you care personally,

kada lično brinete,

but you challenge directly.

ali direktno osporavate.

So yes, civility pays.

Tako da se učtivost isplati.

In a biotechnology firm, colleagues and I found

U biotehnološkoj firmi, kolege i ja smo otkrili

that those that were seen as civil

da su oni koji su smatrani učtivim

were twice as likely to be viewed as leaders,

imali duplo veće šanse da budu smatrani vođama,

and they performed significantly better.

i obavljali su funkciju znatno bolje.

Why does civility pay?

Zašto se učtivost isplati?

Because people see you as an important -- and a powerful --

Jer ljudi vide u vama važnu i moćnu

unique combination of two key characteristics:

jedinstvenu kombinaciju dve ključne osobine:

warm and competent, friendly and smart.

srdačan i sposoban, druželjubiv i pametan.

In other words, being civil isn't just about motivating others.

Drugim rečima, učtivost ne znači samo motivisanje drugih.

It's about you.

Do vas je.

If you're civil, you're more likely to be seen as a leader.

Ako ste učtivi, veće šanse su da vas smatraju liderom.

You'll perform better, and you're seen as warm and competent.

Imaćete bolji učinak i smatraće vas srdačnim i sposobnim.

But there's an even bigger story about how civility pays,

Postoji još važniji razlog zašto se učtivost isplati,

and it ties to one of the most important questions around leadership:

i vezan je za jedno od najvažnijih pitanja o liderstvu:

What do people want most from their leaders?

Šta ljudi najviše žele od svojih lidera?

We took data from over 20,000 employees around the world,

Prikupili smo podatke od preko 20 000 zaposlenih širom sveta,

and we found the answer was simple:

i otkrili smo da je odgovor jednostavan:

respect.

poštovanje.

Being treated with respect was more important

Biti poštovan je važnije

than recognition and appreciation,

od priznanja i uvažavanja,

useful feedback,

korisnih povratnih informacija,

even opportunities for learning.

čak i prilika za učenje.

Those that felt respected were healthier,

Oni koji su se osećali poštovano su bili zdraviji,

more focused,

fokusiraniji,

more likely to stay with their organization

imali su veće šanse da ostanu u organizaciji

and far more engaged.

i bili su znatno angažovaniji.

So where do you start?

Pa, kako početi?

How can you lift people up and make people feel respected?

Kako stimulisati i poštovati ljude?

Well, the nice thing is, it doesn't require a huge shift.

Pa, dobra stvar je što to ne zahteva veliku promenu.

Small things can make a big difference.

Male stvari mnogo znače.

I found that thanking people,

Otkrila sam da zahvaljivanje ljudima,

sharing credit,

pripisivanje zasluga,

listening attentively,

pažljivo slušanje,

humbly asking questions,

skromno postavljanje pitanja,

acknowledging others and smiling

prihvatanje drugih i upućivanje osmeha

has an impact.

ima uticaja.

Patrick Quinlan, former CEO of Ochsner Health [System],

Patrik Kvinlan, bivši direktor Zdravstvenog sistema Ošner,

told me about the effects of their 10-5 way,

pričao mi je o efektima njihovog sistema 3-1.5,

where if you're within 10 feet of someone,

prema kome, ako ste udaljeni od nekoga tri metra,

you make eye contact and smile,

uspostavićete kontakt očima i nasmejati se,

and if you're within five feet,

a ako ste udaljeni 1,5 metar,

you say hello.

reći ćete zdravo.

He explained that civility spread,

Objasnio je da se učtivost proširila,

patient satisfaction scores rose,

pacijenti su bili zadovoljniji,

as did patient referrals.

a i više su ih preporučivali drugima.

Civility and respect can be used to boost an organization's performance.

Učtivost i poštovanje mogu se koristiti da bi se povećao učinak organizacije.

When my friend Doug Conant took over as CEO of Campbell's Soup Company in 2001,

Kada je moj prijatelj Dag Konant postao direktor kompanije „Kembelova supa“ 2001,

the company's market share had just dropped in half.

tržišni udeo firme je bio opao za pola.

Sales were declining,

Prodaja je bila u opadanju,

lots of people had just been laid off.

mnogo ljudi je bilo otpušteno.

A Gallup manager said it was the least engaged organization

Menadžer Galupa je rekao da je to najneaktivnija firma

that they had surveyed.

koju su anketirali.

And as Doug drove up to work his first day,

Vozeći se na posao prvi dan,

he noticed that the headquarters was surrounded by barbwire fence.

Dag je primetio da je sedište firme okruženo bodljikavom žicom.

There were guard towers in the parking lot.

Na parkingu su bile stražarske kule.

He said it looked like a minimum security prison.

Rekao je da je ličilo na zatvor sa minimalnim obezbeđenjem.

It felt toxic.

Delovalo je toksično.

Within five years, Doug had turned things around.

Za pet godina, Dag je promenio stvari.

And within nine years, they were setting all-time performance records

A za devet, postigli su najbolji učinak

and racking up awards, including best place to work.

i skupili nagrade, čak i onu za najbolje radno mesto.

How did he do it?

Kako je to uradio?

On day one, Doug told employees

Prvog dana, rekao je zaposlenima

that he was going to have high standards for performance,

da će postaviti visoke standarde učinka,

but they were going to do it with civility.

ali će ih postići učtivošću.

He walked the talk, and he expected his leaders to.

Dao je primer svojim ponašanjem, a isto je očekivao i od svojih lidera.

For Doug, it all came down to being tough-minded on standards

Za Daga, poenta je bila da bude čvrsto orijentisan na standarde

and tenderhearted with people.

i meka srca sa ljudima.

For him, he said it was all about these touch points,

Za njega se sve svodilo na dodirne tačke,

or these daily interactions he had with employees,

ili svakodnevne interakcije koje je imao sa zaposlenima,

whether in the hallway, in the cafeteria or in meetings.

bilo da su se odvijale u hodniku, kafeteriji ili na sastancima.

And if he handled each touch point well,

Ako sve to sprovede dobro,

he'd make employees feel valued.

zaposleni će se osećati cenjeno.

Another way that Doug made employees feel valued

Dag je takođe davao zaposlenima osećaj da ih ceni

and showed them that he was paying attention

i pokazivao je da obraća pažnju

is that he handwrote over 30,000 thank-you notes to employees.

tako što je ručno ispisao preko 30 000 zahvalnica zaposlenima.

And this set an example for other leaders.

Tako je dao primer drugim liderima.

Leaders have about 400 of these touch points a day.

Lideri dnevno imaju oko 400 dodirnih tačaka.

Most don't take long, less than two minutes each.

Većina ih ne traje dugo, manje od dva minuta svaka.

The key is to be agile and mindful in each of these moments.

Ključno je da budete agilni i obzirni u svakom od ovih momenata.

Civility lifts people.

Učtivost stimuliše ljude.

We'll get people to give more and function at their best

Ljudi će dati više i raditi bolje

if we're civil.

ako su učtiviji.

Incivility chips away at people and their performance.

Neučtivost oduzima od ljudi i njihovog učinka.

It robs people of their potential,

Umanjuje njihov potencijal,

even if they're just working around it.

čak i ako su samo u njenoj blizini.

What I know from my research is that when we have more civil environments,

Ono što znam iz svojih istraživanja je da, što nam je sredina učtivija,

we're more productive, creative, helpful, happy and healthy.

mi smo produktivniji, kreativniji, korisniji, srećniji i zdraviji.

We can do better.

Možemo bolje.

Each one of us can be more mindful

Svako može da bude obzirniji

and can take actions to lift others up around us,

i može da preduzme nešto kako bi stimulisao druge oko sebe,

at work, at home, online,

na poslu, kod kuće, onlajn,

in schools

u školama

and in our communities.

i u našim zajednicama.

In every interaction, think:

U svakoj interakciji, zapitajte se:

Who do you want to be?

ko želite da budete?

Let's put an end to incivility bug

Zaustavimo virus neučtivosti

and start spreading civility.

i počnimo da širimo učtivost.

After all, it pays.

Uostalom, isplati se.

Thank you.

Hvala vam.

(Applause)

(Aplauz)