The crisis of leadership — and a new way forward | Halla Tómasdóttir and Bryn Freedman

Translator: Leslie Gauthier Reviewer: Krystian Aparta

Prevodilac: Ivana Krivokuća Lektor: Kristina Radosavljević

Bryn Freedman: So you keep talking about leadership

Brin Fridman: Stalno govorite o vođstvu

as a real crisis of conformity.

kao o pravoj krizi konformizma.

Can you explain to us what you mean by that?

Možete li nam objasniti šta time podrazumevate?

What do you see as a crisis of conformity?

Šta vidite kao krizu konformizma?

Halla Tómasdóttir: I think it's a crisis of conformity

Hala Tomasdotir: Mislim da je to kriza konformizma

when we continue to do business and lead in the way we always have,

kada nastavljamo da se bavimo poslom i vodimo ljude na isti način kao i uvek,

yet the evidence is overwhelming

iako su ogromni dokazi

that the world needs us to change our ways.

da je svetu potrebno da promenimo pristup.

So let's look a little bit at that evidence.

Hajde da malo pogledamo te dokaze.

Science has told us that we're facing a climate crisis,

Nauka nam govori da se suočavamo sa klimatskom krizom,

yet 40 percent of board directors

a ipak, 40 posto direktora

don't think climate belongs in the boardroom.

smatra da klima ne pripada u sali za sastanke.

And we have kids marching in the streets now,

I sada imamo decu koja marširaju po ulicama,

asking us to be accountable for their future.

pozivajući nas na odgovornost za njihovu budućnost.

We have a crisis of inequality.

Imamo krizu nejednakosti.

We have Yellow Jackets not just in the streets of France,

Imamo Žute prsluke ne samo na ulicama Francuske,

but all over the world,

već i širom sveta,

and yet we continue to see examples

a ipak i dalje vidimo primere

of businesses and other leaders fueling that anger.

firmi i drugih vođa koji podstiču taj bes.

BF: Do you think the pitchforks are coming?

BF: Mislite da dolazi vreme kuke i motike?

HT: I definitely think this is not sustainable.

HT: Definitivno mislim da ovo nije održivo.

And the reason why it's so difficult

Razlog zbog kojeg je tako teško

for us to deal with these complicated crises that are interrelated

da se izborimo sa ovim složenim i međusobno povezanim krizama

is that we are at the lowest levels of trust we've ever been at.

jeste taj što među nama postoji najniži nivo poverenja ikada.

In the UK, three percent of people trust their government

U Ujedinjenom Kraljevstvu, tri odsto ljudi veruje da će vlast

to solve the Brexit crisis,

rešiti krizu Bregzita,

and that was in December.

a to je bilo u decembru.

I think it's probably gone down since then.

Mislim da je taj broj verovatno opao od tada.

BF: What do you think new leadership actually looks like?

BF: Kako zapravo mislite da izgleda novo vođstvo?

HT: We need courageous leaders,

HT: Potrebne su nam hrabre vođe,

yet they have to be humble.

a opet, moraju biti skromne.

And they have to be guided by a moral compass,

I moraju biti vođeni moralnim kompasom,

and the moral compass is the combination of having a social purpose --

a moralni kompas je kombinacija posedovanja društvene svrhe -

you can't have your license to operate anymore

ne možete više imati dozvolu da radite

without a purpose that contributes to society,

bez svrhe koja doprinosi društvu,

but what, to me, has been missing from that dialogue is a set of principles.

ali ono što, po meni, nedostaje u tom dijalogu je skup principa.

We cannot just define why we exist,

Ne možemo samo da definišemo zašto postojimo,

we have to define how we're going to do business

moramo da definišemo kako ćemo poslovati

and how we're going to lead.

i kako ćemo voditi ljude.

And to us, that has to be to solve these imminent crises:

I mi smatramo da to treba da reši sledeće neminovne krize:

the climate crisis,

klimatsku krizu, krizu nejednakosti i krizu poverenja.

the crisis of inequality

and the crisis of trust.

So at The B Team,

U Timu B, mi prihvatamo održivost,

we embrace sustainability, equality and accountability as our principles.

jednakost i odgovornost kao svoje principe.

BF: Do you think this whole question of purpose is really window dressing --

BF: Mislite li da čitavo ovo pitanje svrhe zapravo služi da se zamažu oči -

they're saying what they think people want to hear,

oni govore ono što misle da ljudi žele da čuju,

but they're actually not making the fundamental changes

ali zapravo ne stvaraju suštinske promene

that are necessary?

koje su nužne?

HT: A lot of people feel that way,

HT: Mnogi tako misle,

and I think there's a growing momentum behind that.

i mislim da to sve više uzima maha.

Zato mislim da svet sada traži odgovorno vođstvo,

So I think the world is calling for responsible leadership now,

and any leader who wants to be around for the 21st century

i bilo koji vođa koji želi da ostane prisutan u 21. veku

really needs to start thinking courageously and holistically

zaista treba da počne da razmišlja hrabro i holistički

how they're going to be part of the solution

o tome kako će postati deo rešenja,

and not window-dress anymore.

a ne samo prodavati maglu.

Sada morate to stvarno da radite.

You have to do it for real now.

BF: Do you see anybody out there who's doing it

BF: Vidite li da postoji neko ko to radi

in a way that you think is actually effective

na način koji smatrate zaista delotvornim

and has a real, long-term impact?

i koji ima stvarni dugoročni uticaj?

HT: Fortunately, we have some great leaders out there.

HT: Srećom, postoje neke sjajne vođe.

And just to give one example,

Samo da dam jedan primer,

Emmanuel Faber, who's one of the newest members of The B Team,

Emanuel Faber, jedan od najnovijih članova Tima B,

he's the CEO of Danone,

direktor Danona,

najvećeg proizvođača jogurta na svetu i velike prehrambene kompanije -

the world's largest yogurt-maker and major food company --

a real global company.

prave globalne kompanije.

He's so committed to sustainability

Toliko je posvećen održivosti

that he's not only changing the ways of his own business,

da ne samo da menja načine na koje posluje,

but his entire supply chain.

već i čitav lanac nabavke.

Toliko je posvećen ravnopravnosti da je, kada je postao direktor

He's so committed to equality that when he took on as CEO

i kada je rekao da je bitna ravnoteža polova,

and he said gender balance matters,

he created a gender-balanced executive team

napravio izvršni tim uravnotežen po polu

and gave men and women equal maternity and paternity leave.

i dao je muškarcima i ženama jednako porodiljsko i očinsko odsustvo.

He's so committed to accountability

Toliko je posvećen odgovornosti

that he turned his US operations into a B Corporation.

da je pretvorio svoje aktivnosti u SAD-u u „korporaciju B“.

Now many of you may not know what that is,

Mnogi među vama ne znaju šta je to,

but that's a company that holds itself responsible

ali to je kompanija koja sebe drži odgovornom

for not just profit but its impact on people and the planet,

ne samo za profit, već i za svoj uticaj na ljude i na planetu,

and transparently reports on their performance on all of that.

i koja otvoreno izveštava o svom delovanju u vezi sa svim tim.

It's the largest B Corp in the world.

To je najveća korporacija B na svetu.

So to me, that's holistic, courageous leadership,

Za mene je to holističko, hrabro vođstvo,

and it's really the vision we all need to hold.

i to je zaista vizija koje svi treba da se pridržavamo.

BF: Is this "Back to the Future"?

BF: Da li je ovo „Povratak u budućnost“?

I mean, I wonder, when I think about companies --

Mislim, pitam se, kada razmišljam o kompanijama -

Anheuser-Busch comes to mind in America --

Enhajzer-Buš mi pada na pamet u Americi -

a 100-year-old company that invested in its community,

kompanija stara 100 godina koja je ulagala u svoju zajednicu,

that gave a living wage

koja je davala ljudima prihod

before it ended up, you know, losing and getting sold.

sve dok nije na kraju, znate, izgubila i bila prodata.

Are we really looking now for companies that are global and community citizens,

Da li sada zaista tražimo kompanije koje su građani sveta i zajednice,

or is that something that is not even useful anymore?

ili to više nije nešto što je korisno?

HT: Well, you can do this for the reason that it's risky, actually,

HT: Pa, možete ovo raditi iz razloga što je u stvari rizično

to continue without doing the right thing now.

da nastavite, a da ne uradite pravu stvar.

You can't attract the right talent,

Ne možete privući prave talente,

you can't attract customers

ne možete privući klijente

and increasingly, you won't be able to attract capital.

i sve više nećete moći da privučete kapital.

You might do it for risk reasons,

Možda ćete to uraditi zbog rizika,

you might do it for business opportunity reasons,

možda zbog poslovnih prilika,

because this is where the growth is,

jer u tom pravcu postoji razvoj,

which is why many leaders are doing the right thing.

i to jeste razlog zbog kojeg mnoge vođe rade pravu stvar.

But at the end of the day,

Ali na kraju krajeva,

we need to ask ourselves:

moramo da se zapitamo:

"Who are we holding ourselves accountable for?"

„Zbog koga držimo sebe odgovornim?“

And if that isn't the next generation,

Ako to nije naredna generacija,

I don't know who.

ne znam ko drugi.

So I want to just make very clear,

Dakle, samo da razjasnim,

because we tend to think about leadership

jer mi često razmišljamo o vođstvu

as only those who sit in positions of power.

samo kao o onima koji se nalaze na položajima moći.

To me, leadership is not at all like that.

Vođstvo za mene uopšte nije takvo.

There's a leader inside every single one of us,

U svakom od nas postoji vođa,

and our most important work in life is to release that leader.

i naš najvažniji posao u životu je da oslobodimo tog vođu.

And I think one of the greatest global examples we have

Mislim da je jedan od najboljih svetskih primera koji imamo

of someone who didn't --

kao nekog ko nije -

no one gave her power --

niko joj nije dao moć -

is the 16-year-old girl called Greta Thunberg.

je devojka od 16 godina po imenu Greta Tanberg.

She's from Sweden,

Ona je iz Švedske,

and a few years ago, she really became --

i pre nekoliko godina je zaista postala -

she has Asperger's,

ona ima Aspergerov sindrom

and she became passionate about our climate crisis --

i postala je ostrašćena u vezi sa klimatskom krizom -

learned everything about it.

naučila je sve o tome.

And faced with the evidence,

Suočena sa dokazima,

she just felt so disappointed in her leadership

toliko je bila razočarana u svoje vođstvo

that she started striking in front of the Swedish parliament.

da je počela da štrajkuje ispred švedskog parlamenta.

I sada je započela svetski pokret,

And now she has started a global movement,

i stotine i hiljade đaka izlazi na ulice

and hundreds and thousands of school kids are out in the streets

asking us to hold ourselves accountable for their future.

pozivajući nas na odgovornost prema njihovoj budućnosti.

No one gave her that authority,

Niko joj nije dao odobrenje za to,

and she now speaks to the leaders of the world, heads of state,

a sada se obraća svetskim vođama, šefovima država,

and really is impacting the world.

i zaista vrši uticaj na svet.

So I really think that when we think about leadership today,

Tako da zaista mislim da, kada razmišljamo o današnjem vođstvu,

it can't be defined to those in positions of power

ono se ne može definisati onima na položajima moći,

though they have disproportionately greater responsibility.

iako je na njima nesrazmerno veća odgovornost.

But all of us need to think about,

Ali svi mi moramo da razmislimo:

"What am I doing?"

„Šta ja radim?“ „Kako ja doprinosim?“

"How am I contributing?"

I moramo da oslobodimo tog unutrašnjeg vođu

And we need to release that leader inside

and actually start making the positive impact

i da zaista počnemo da vršimo pozitivan uticaj

this world is calling for right now.

na koji nas ovaj svet poziva u ovom trenutku.

BF: But we have such hierarchical leadership.

BF: Ali imamo tako hijerarhijsko vođstvo.

I mean, I understand what you're saying --

Mislim, razumem o čemu govorite -

it's nice to release the leader inside --

lepo je osloboditi unutrašnjeg vođu -

but in these corporations,

ali u ovim korporacijama,

the truth is, it's extremely hierarchical.

istina je da su izuzetno hijerarhijske.

What can companies do

Šta kompanije mogu da urade da bi stvorile odnose

to create less vertical and more horizontal relationships?

koji su manje vertikalni, a više horizontalni?

HT: Well, I'm a big believer and I've long been passionate

HT: Pa, ja snažno verujem i dugo imam strast

prema ukidanju jaza između polova,

about closing the gender gap,

and I really believe gender-balanced leadership is the way to go

i zaista verujem da je vođstvo uravnoteženo po polu pravi put

in order to embrace a leadership style that has been shown to be more powerful,

da bismo prihvatili stil vođstva za koji se pokazalo da je moćniji,

and that's when both men and women embrace

a to je kada i muškarci i žene prisvoje

both masculine and feminine values.

vrednosti koje su i muške i ženske.

It actually is proven in research

Zapravo je kroz istraživanje potvrđeno

that that's the most effective leadership style.

da je to najdelotvorniji stil vođstva.

But I'm increasingly now thinking about how we close the generational gap,

Ali sada sve više razmišljam o tome kako da ukinemo jaz između generacija,

because look at these young children in the streets around the world --

jer pogledajte tu decu na ulicama širom sveta -

they're asking us to lead.

traže od nas da vodimo.

Kofi Annan used to say, "You're never too young to lead."

Kofi Anan je govorio: „Nikada nisi previše mlad da bi vodio.“

And then he would add,

A zatim bi dodao:

"Or too old to learn."

„Niti previše star da bi učio.“

And I think we have now entered this era

Mislim da smo sada ušli u ovo doba

where we need the wisdom of those with experience,

kada nam je potrebna mudrost onih sa iskustvom,

but we need the digital natives of the young generation

ali nam trebaju i oni iz mlađe generacije kojima je digitalno okruženje prirodno

to co-mentor or to mentor us just as much as we can help

da bismo se zajedno savetovali ili koji bi savetovali nas

isto kao što mi možemo pomoći mudrošću starijih ljudi.

with wisdom from the older people.

So it's a new reality,

Dakle, to je nova stvarnost,

and these old, sort of hierarchical ways to think about things,

i ti stari, nekakvi hijerarhijski načini razmišljanja o stvarima

they're increasingly coming under pressure in this reality.

sve više podležu pritisku u ovakvoj stvarnosti.

BF: And you've actually called that the hubris syndrome.

BF: To ste zapravo nazvali sindromom oholosti.

Can you talk about that?

Možete li reći nešto o tome?

HT: Well, yes, I think hubris is our cancer in leadership.

HT: Pa, da, mislim da je oholost naš rak u vođstvu.

That's when leaders think they know it all,

To je kada vođe misle da sve znaju,

can do it all, have all the answers

da sve mogu, da imaju sve odgovore

and don't think they need to surround themselves

i misle da ne moraju da se okruže

with people who will make them better,

ljudima koji će ih učiniti boljim,

which to me would, in some cases, be more women and younger people

što bi za mene, u nekim slučajevima, bilo više žena, mlađih ljudi

and people who are diverse and have different opinions in general.

i ljudi koji su različiti i uopšte imaju različita mišljenja.

Hubris syndrome is so present in leadership still,

Sindrom oholosti je i dalje toliko prisutan u vođstvu

and we know many examples of them,

i znamo mnogo primera toga, ne moram ni da ih imenujem.

I don't need to name them. And the problem with that --

A problem sa time -

(Laughter)

(Smeh)

Yeah, we know them -- all over the world,

Da, znamo ih - širom sveta,

not just in this country.

ne samo u ovoj zemlji.

But that kind of leadership doesn't unleash leaders in others.

Ali takva vrsta vođstva ne oslobađa vođe u drugima.

No one person,

Ne postoji samo jedna osoba,

or no one sector even has the solutions we now need to come up with --

pa čak ni samo jedan sektor sa rešenjima koja sada moramo da smislimo -

the creativity and collaboration we need.

uz kreativnost i saradnju koji su nam potrebni.

The bold and the brave leadership we need to come up with solutions

Smelo i hrabro vođstvo koje nam treba da bismo došli do rešenja

that cross government, private sector, civil society, young people, older people,

i koje ukršta vlast, privatni sektor, civilno društvo, mlade i stare,

people of all different backgrounds coming together is the way

ljude najrazličitijeg porekla koji se udružuju je pravi način

to solve the issues that are in front of us.

za rešavanje problema koji su pred nama.

BF: Do you see that kind of leadership coming from the bottom-up

BF: Da li smatrate da takvo vođstvo kreće odozdo nagore

or the top-down,

ili odozgo nadole,

or do you think a crisis is going to force us

ili mislite da će nas kriza primorati

into a reexamination of all of this?

da sve to preispitamo?

HT: Well, as someone who lived through the most infamous financial meltdown

HT: Pa, kao neko koje je prošao kroz najozloglašeniji finansijski krah

in my home country, Iceland,

u svojoj domovini, Islandu,

I hope we don't need another one to learn or to wake up.

nadam se da nam ne treba još jedna kriza da bismo naučili ili se probudili.

But I do see that we can't choose one or the other.

Ali uviđam da ne možemo da odaberemo jedno ili drugo.

We do have to transform the way we lead --

Moramo da promenimo način na koji vodimo -

from the top, the boardroom, the CEOs --

od vrha, sala za donošenje odluka i direktora -

we really do have to transform that,

zaista to treba da promenimo,

but increasingly, we will transform that,

ali sve ćemo više to menjati

because we have these social movements coming from the bottom

jer imamo društvene pokrete koji dolaze odozdo

and throughout society.

i kroz čitavo društvo.

And the solutions exist.

A rešenja postoje.

The only thing that's missing is will.

Jedino što nedostaje je volja.

So if we just all find a way to embrace a moral compass of our own

Dakle, ako bismo svi samo pronašli način da se priklonimo svom moralnom kompasu

to figure out why we exist and how we're going to lead,

da bismo otkrili zašto postojimo i kako ćemo voditi,

and if we embrace courage and humility in equal amounts,

i ako podjednako prigrlimo hrabrost i skromnost,

each one of us can be part of this 10-year period

svako od nas može postati deo ovog desetogodišnjeg perioda

where we can dramatically transform the world we live in,

u kome možemo drastično promeniti svet u kome živimo,

and make it just,

učiniti ga pravednim

and make it about humanity and not just the financial markets.

i posvetiti ga ljudskosti, a ne samo finansijskom tržištu.

BF: Well, we have a lot of people here who I bet have questions for you,

BF: Pa, ovde imamo mnogo ljudi koji sigurno imaju pitanja za vas,

and we have a few minutes for questions,

i imamo nekoliko minuta za pitanja,

so is there anybody that would like to ask Halla a question?

pa ima li nekog ko bi hteo da postavi Hali pitanje?

Audience: Hello, my name is Cheryl.

Publika: Zdravo, zovem se Šeril.

I'm an aspiring leader,

Ja sam vođa u povoju

and I have a question about how you lead when you have no influence.

i imam pitanje o tome kako voditi kada nemate nikakav uticaj.

If I'm just an analyst,

Ako sam samo analitičarka

and I want to speak to senior management

i želim da razgovaram sa višim rukovodstvom

about a change that I feel will affect the whole company,

o promeni za koju smatram da će uticati na čitavu kompaniju,

how do I go about changing their minds

kako da promenim njihovo mišljenje

when they feel as if they've had relationships that are set,

kada oni misle da imaju veze koje su ustaljene,

that their way of business is set?

da je njihov način poslovanja učvršćen?

How do you change minds when you have no influence?

Kako promeniti mišljenje kada nemate nikakav uticaj?

HT: Well, thank you very much for that fantastic question.

HT: Pa, hvala vam na tom fantastičnom pitanju.

Dakle, ponekad ljudi na vrhu neće da slušaju,

So sometimes people at the top won't listen,

but it's interesting that with the low trust we have in society right now,

ali zanimljivo je da, uz nisko poverenje koje trenutno imamo u društvo,

the greatest trust we have

najveće poverenje koje imamo

is actually between the employee and the employer,

je zapravo između zaposlenog i poslodavca,

according to recent research.

prema skorijem istraživanju.

So I think that relationship may be the most powerful way

Zato mislim da ta veza može biti najmoćniji način

to actually transform the way we do things.

da se zapravo preokrene način na koji radimo stvari.

So I would start by trying to build a coalition for your good idea.

Počela bih pokušajima da napravim savez koji se zalaže za vašu dobru ideju.

And I don't know a single leader today who will not listen to a concern

Ne znam nijednog vođu danas koji neće saslušati stvar koja se tiče

that many of their employees hold.

mnogo zaposlenih.

I'll give you an example from another B Team leader,

Daću vam primer drugog vođe Tima B,

Marka Beniofa, direktora Sejlsforsa.

Marc Benioff, the CEO of Salesforce.

He's really been outspoken on homelessness in San Francisco,

Zaista je otvoreno govorio o beskućništvu u San Francisku,

on LGBTQI rights,

o pravima LGBTQI zajednice

and all of the things that he's been standing up for,

i o svim stvarima za koje se zalaže

he does because his employees care about them.

zato što je zaposlenima stalo do njih.

So don't ever think you don't have power if you don't sit in a position of power.

Zato nikada nemojte misliti da nemate moć samo zato što niste na položaju moći.

Find the way to go convince him ...

Nađite način da ga ubedite...

or her.

ili je ubedite.

And Marc, for example, was convinced to close the gender pay gap by two women

Marka su, na primer, ubedile da ukine razliku u platama između polova

dve žene koje su radile u njegovoj organizaciji

who worked inside of his organization,

who told him, "We have a gender pay gap."

i koje su mu rekle: „Imamo jaz u platama između polova.“

He didn't believe it; he said, "Bring me the data."

Nije verovao; rekao je: „Donesite mi podatke.“

They did, and he was smart enough to know he needed to do something about it,

To su i uradile, a on je bio dovoljno pametan da zna da mora nešto da preduzme,

and was one the first tech leaders to step up and do so voluntarily.

i bio je jedan od prvih tehnoloških vođa koji je istupio i to dobrovoljno.

So don't ever think that you don't have power,

Zato nemojte nikada misliti da nemate moć,

even if you don't sit in a position of power,

čak i ako niste na položaju moći,

but find other people to support you

već nađite druge ljude koji vas podržavaju

and make the case.

i iznesite svoje argumente.

BF: Thank you.

BF: Hvala. Još neko? Ima li još pitanja?

Anybody else? Any other questions?

Audience: Hi, I'm overwhelmed by fascination

Publika: Zdravo, ja sam izuzetno fascinirana

with everything you're saying, so thank you.

svime što ste rekli, zato vam hvala.

Samo sam želela da vas pitam

I just wanted to ask how, like, diversity in opinion and thought

kako je različitost u stavovima i razmišljanjima,

and also background

kao i u poreklu,

has impacted your leadership ability.

uticala na vašu sposobnost vođstva.

And what do you think is the barricade that is limiting the overflow of diversity

I šta mislite da je prepreka koja ograničava priliv različitosti

in all business settings,

na sve okolnosti poslovanja,

and what do you think can impact the change in that setting

i šta mislite da može da utiče na promenu u tom aspektu,

but also to disrupt the overflow of generations of people staying in place?

ali takođe i da ometa priliv generacija ljudi koji stoje u mestu?

And what do you think is the next step to breaking several glass ceilings?

I šta mislite da je sledeći korak da bi se prekinule prakse diskriminacije?

BF: We're going to do an entire Salon just on that question.

BF: Moraćemo čitav Salon da posvetimo samo tom pitanju.

(Laughter)

(Smeh)

HT: I think Bryn said it well, but let me try and touch on it.

HT: Mislim da je Brin u pravu, ali hajde da probam na trenutak.

So the way I see gender, it is a spectrum --

Kako ja vidim rod, to je spektar -

you know, men also have gender.

znate, muškarci takođe imaju rod.

We sometimes forget about that.

Ponekad to zaboravljamo.

(Laughter)

(Smeh)

We sometimes forget about that.

Ponekad to zaboravljamo.

And I actually played a very masculine woman early in my career,

Ja sam u stvari glumila vrlo muževnu ženu na početku karijere,

because those were the rules of the game.

jer to su bila pravila igre.

And I achieved some success with it,

Time sam postigla izvestan uspeh,

ali sam, srećom, stigla dotle

but fortunately, I got to a place

da sam počela da prihvatam i svoju ženstvenu stranu.

where I started embracing my feminine side as well.

But I would still say that the best leaders embrace both,

Ali ipak bih rekla da najbolje vođe prihvataju oba,

both women and men.

i žene i muškarci.

But I see gender, also,

Ali takođe vidim rod

as one of the most powerful levers to shift values in culture.

kao jednu od najmoćnijih sila za promenu vrednosti u kulturi.

So the reason I'm so passionate about women in leadership

Razlog što sam tako strastvena kada se radi o ženama u vođstvu

and believe that balance is needed

i što verujem da je ravnoteža neophodna

is because right now, our definition of success is incredibly masculine.

je taj što je današnja definicija uspeha neverovatno muževna.

It's about financial profit alone or economic growth alone,

Vezana je samo za finansijsku dobit ili samo za ekonomski rast,

and we all know that we need more than money.

a svi znamo da nam treba više od novca.

I mean, we need wellness:

Mislim, potrebno nam je blagostanje:

well-being of people,

blagostanje ljudi,

and there is no future beyond the well-being of our planet.

a nema budućnosti bez blagostanja naše planete.

So I think gender may very well be one of the most powerful levers

Tako da mislim da rod može biti jedna od najmoćnijih sila

to help all of us shift our economic and social systems

koja će nam pomoći da preokrenemo naše ekonomske i društvene sisteme

to be more welcoming.

tako da budu gostoljubiviji.

And the answer to your last part --

A odgovor na vaš poslednji deo -

it's so complicated, but let me try to give you a short one.

toliko je složeno, ali hajde da pokušam da ukratko odgovorim.

I believe that the way talent and consumption is shifting

Smatram da se će način na koji se menjaju talenat i potrošnja

is going to increasingly get companies

sve više naterati kompanije

to look at adding difference into their leadership,

da razmotre dodavanje različitosti svom vođstvu,

because sameness is not working --

jer jednoličnost ne funkcioniše -

BF: And difference is a superpower.

BF: I različitost je supermoć.

HT: Difference is a superpower.

HT: Različitost je supermoć.

BF: Thank you very much.

BF: Mnogo vam hvala.

Halla, thank you so much, I wish we could talk to you all day.

Hala, mnogo vam hvala, volela bih da možemo da pričamo ceo dan.

(Applause and cheers)

(Aplauz i ovacije)

HT: Thank you.

HT: Hvala.

(Applause)

(Aplauz)