3 ways to measure your adaptability -- and how to improve it | Natalie Fratto

I met 273 start-up founders last year.

Susrela sam se sa 273 osnivača startap firmi prošle godine.

And each one was looking for money.

I svaki od njih je tražio novac.

As a tech investor,

Kao ulagačica u tehnologiju,

my goal was to sort through everyone that I met

cilj mi je bio da prođem kroz podatke svih onih koje sam upoznala

and make a quick determination

i da donesem brzu odluku

about which ones had the potential to make something really big.

koji od njih imaju potencijal da stvore nešto zaista veliko.

But what makes a great founder?

Ali šta čini velikog osnivača?

This is a question I ask myself daily.

Pitam se to svakog dana.

Ponekad preduzetnički kapitalisti vrše ulaganja

Some venture capitalists place bets

based on a founder's previous background.

zavisno od osnivačevog prethodnog iskustva.

Did they go to an Ivy League school?

Jesu li pohađali ugledan fakultet?

Have they worked at a blue-chip company?

Jesu li radili u firmi visoke tržišne vrednosti?

Have they built out a big vision before?

Jesu li dosad već stvarali veliku viziju?

Effectively, how smart is this person?

Konačno, koliko je ta osoba pametna?

Other VCs asses a founder's emotional quotient, or EQ.

Drugi ulagači analiziraju osnivačev emocionalni kvocijent, EQ.

How well will this person build teams

Koliko dobro ova osoba gradi timove,

and build rapport across customers and clients?

i kako gradi bliskost sa korisnicima i klijentima?

I have a different methodology to assess start-up founders, though,

Ja imam drugačiju metodologiju za procenu osnivača startapa,

and it's not complicated.

i nije komplikovana.

I look for signs of one specific trait.

Tražim znakove jedne specifične osobine.

Ne kvocijent inteligencije, niti emocionalni kvocijent.

Not IQ, not EQ.

It's adaptability:

Nego prilagodljivost:

how well a person reacts to the inevitability of change,

koliko dobro osoba reaguje na neizbežnost promene,

and lots of it.

i to puno promena.

That's the single most important determinant for me.

To je najvažnija odrednica za mene.

I subscribe to the belief

Zalažem se za verovanje

that adaptability itself is a form of intelligence,

da je prilagodljivost sama po sebi oblik inteligencije,

and our adaptability quotient, or AQ,

a naš kvocijent prilagodljivosti, AQ

is something that can be measured, tested and improved.

se može meriti, testirati i poboljšati.

AQ isn't just useful for start-up founders, however.

Međutim AQ ne koristi samo startap osnivačima.

I think it's increasingly important for all of us.

Smatram da je sve više važan za svakoga od nas.

Because the world is speeding up.

Jer svet je sve ubrzaniji.

We know that the rate of technological change is accelerating,

Znamo da se brzina tehnoloških promena uvećava,

which is forcing our brains to react.

što prisiljava naš mozak da reaguje.

Whether you're navigating changing job conditions

Bilo da se probijate kroz sve novije uslove rada

brought on by automation,

koje je donela automatizacija,

shifting geopolitics in a more globalized world,

promenljivu geopolitiku u sve globalizovanijem svetu,

or simply changing family dynamics and personal relationships.

ili jednostavno promenljivu porodičnu dinamiku i lične odnose.

Each of us, as individuals, groups,

Svako od nas, pojedinci, grupe,

corporations and even governments

korporacije, čak i vlade

are being forced to grapple with more change

prisiljeni su da se nose sa više promena

than ever before in human history.

nego ikada pre u ljudskoj istoriji.

So, how do we assess our adaptability?

Pa, kako da procenimo svoju prilagodljivost?

I use three tricks when meeting with founders.

Koristim tri trika kada se sastajem sa osnivačima.

Here's the first.

Evo prvog.

Think back to your most recent job interview.

Prisetite se svog poslednjeg razgovora za posao.

What kind of questions were you asked?

Kakva pitanja su vam bila postavljana?

Probably some variation of, "Tell me about a time when," right?

Verovatno neku varijaciju na "Ispričajte mi o prilici kada", zar ne?

Instead, to interview for adaptability,

Umesto toga, kod intervjuisanja za prilagodljivost

I like to ask "what if" questions.

radije pitam pitanja "Šta ako".

What if your main revenue stream were to dry up overnight?

Šta ako vaš glavni izvor prihoda preko noći presuši?

What if a heat wave prevented every single customer

Šta ako zbog toplotnog talasa nijedan kupac

from being able to visit your store?

ne dođe u vašu radnju?

Asking "what if," instead of asking about the past,

Pitajući "Što ako" umesto pitanja o prošlosti

forces the brain to simulate.

tera mozak na simuliranje.

To picture multiple possible versions of the future.

Da predoči višestruke moguće verzije budućnosti.

The strength of that vision,

Snaga takve vizije,

as well as how many distinct scenarios someone can conjure, tells me a lot.

kao i koliko različitih scenarija osoba može proizvesti, mnogo mi govori.

Practicing simulations is a sort of safe testing ground

Vežbanje simuliranja je, na neki način, sigurno područje za testiranje

for improving adaptability.

za poboljšanje prilagodljivosti.

Instead of testing how you take in and retain information,

Umesto testiranja kako usvajate i zadržavate informacije,

like an IQ test might,

poput testa inteligencije,

it tests how you manipulate information,

ono testira kako baratate informacijama

given a constraint,

uz zadata ograničenja

in order to achieve a specific goal.

u svrhu postizanja određenog cilja.

The second trick that I use to assess adaptability in founders

Drugi trik koji koristim za procenu prilagodljivosti kod osnivača

is to look for signs of unlearning.

jeste da tražim naznake odbacivanja naučenog.

Active unlearners seek to challenge what they presume to already know,

Aktivni odbacivači naučenog preispituju ono što misle da već znaju

and instead, override that data with new information.

i umesto toga, zamene te podatke novim informacijama.

Kind of like a computer running a disk cleanup.

Baš kao postupak čišćenja diska na računaru.

Take the example of Destin Sandlin,

Pogledajmo primer Destina Sendlina,

who programed his bicycle to turn left when he steered it right

koji je programirao svoj bicikl da skreće levo kada okreće upravljač udesno

and vice versa.

i obrnuto.

Nazvao ga je "bicikl za obrnuti mozak"

He called this his Backwards Brain Bike,

and it took him nearly eight months

i trebalo mu je gotovo osam meseci

just to learn how to ride it kind of, sort of normally.

samo da bi naučio da ga vozi onako, recimo normalno.

The fact that Destin was able to unlearn his regular bike

Činjenica da je Destin uspeo da se oduči vožnje običnog bicikla

in favor of a new one, though,

u korist novog, uz sve ostalo,

signals something awesome about our adaptability.

govori nešto izuzetno o našoj prilagodljivosti.

It's not fixed.

Ona nije nepromenljiva.

Instead, each of us has the capacity to improve it,

U stvari, svako od nas ima sposobnost da je poboljša

through dedication and hard work.

putem posvećenosti i marljivog rada.

On the last page of Gandhi's autobiography, he wrote,

Na poslednjoj stranici autobiografije Gandi je napisao:

"I must reduce myself to zero."

"Moram sam sebe svesti na nulu."

At many points in his very full life,

Mnogo puta u svom zaista ispunjenom životu

he was still seeking to return to a beginner's mindset, to zero.

on je i dalje tražio način da se vrati u um početnika, na nulu.

To unlearn.

Da se oduči.

In this way, I think it's pretty safe to say

Na taj način, mislim da mogu sa sigurnošću reći,

Gandhi had a high AQ score.

Gandi je imao visok kvocijent prilagodljivosti.

(Laughter)

(Smeh)

The third and final trick

Treći i konačni trik

that I use to assess a founder's adaptability

kojim se služim za procenu osnivačeve prilagodljivosti

is to look for people who infuse exploration

jeste da tražim ljude koji provlače istraživanje

into their life and their business.

kroz svoj život i posao.

There's a sort of natural tension between exploration and exploitation.

Postoji određena prirodna netrpeljivost između istraživanja i iskorišćavanja.

And collectively,

A u grupnom smislu

all of us tend to overvalue exploitation.

svi smo mi skloni da precenjujemo iskorišćavanje.

Here's what I mean.

Evo šta pod tim mislim.

In the year 2000,

Godine 2000.

a man finagled his way into a meeting with John Antioco,

jedan muškarac je uspeo da na prevaru ugovori sastanak s Džonom Antiokom,

the CEO of Blockbuster,

glavnim direktorom "Blockbustera"

and proposed a partnership

i predložio je partnerstvo

to manage Blockbuster's fledgling online business.

kako bi upravljao "Blockbusterovim" novim onlajn poslovanjem.

The CEO John laughed him out of the room, saying,

Direktor Džon ga je ismejao i isterao govoreći:

"I have millions of existing customers

"Imam milione postojećih korisnika

and thousands of successful retail stores.

i hiljade uspešnih maloprodajnih objekata.

I really need to focus on the money."

Stvarno moram da se usredsredim na novac".

The other man in the meeting, however,

Međutim, drugi muškarac na tom sastanku

turned out to be Reed Hastings, the CEO of Netflix.

bio je Rid Hejstings, glavni direktor "Netflixa".

In 2018, Netflix brought in 15.8 billion dollars,

Godine 2018. "Netflix" je zaradio 15,8 milijardi dolara,

while Blockbuster filed for bankruptcy in 2010,

dok je "Blockbuster" prijavio bankrot 2010. godine,

directly 10 years after that meeting.

ravno 10 godina nakon tog sastanka.

The Blockbuster CEO

Direktor "Blockbustera"

was too focused on exploiting his already successful business model,

bio je suviše usredsređen na korišćenje svog već uspešnog modela poslovanja,

so much so that he couldn't see around the next corner.

u tolikoj meri da nije video šta će se uskoro desiti.

In that way, his previous success

Na taj način, njegov prethodni uspeh

became the enemy of his adaptability potential.

postao je neprijatelj njegovog potencijala prilagodljivosti.

For the founders that I work with,

Osnivačima s kojima radim

I frame exploration as a state of constant seeking.

predstavljam istraživanje kao stanje stalne potrage.

To never fall too far in love with your wins

Nikada se nemojte previše zaljubljivati u svoje pobede,

but rather continue to proactively seek out what might kill you next.

nego radije nastavite proaktivno misliti o onome što bi vas sledeće moglo ubiti.

When I first started exploring adaptability,

Kada sam tek počinjala da istražujem prilagodljivost

the thing I found most exciting is that we can improve it.

najuzbudljivija stvar bila mi je da prilagodljivost možemo poboljšati.

Each of us has the capacity to become more adaptable.

Svako od nas ima sposobnost da postane prilagodljiviji.

But think of it like a muscle:

Ali gledajte na to kao na mišić:

it's got to be exercised.

morate ga vežbati.

And don't get discouraged if it takes a while.

Nemojte se obeshrabriti ako to potraje neko vreme.

Remember Destin Sandlin?

Sećate se Destina Sendlina?

It took him eight months just to learn how to ride a bike.

Trebalo mu je osam meseci samo da nauči da vozi bicikl.

Over time, using the tricks that I use on founders --

Vremenom, korišćenje trikova koje koristim s osnivačima -

asking "what if" questions, actively unlearning

postavljanje pitanja "Šta ako", aktivno odučavanje

and prioritizing exploration over exploitation

i davanje prednosti istraživanju nad iskorišćavanjem

can put you in the driver's seat --

može vas staviti u dobru poziciju -

so that the next time something big changes,

tako da sledeći put kada se nešto veliko promeni,

you're already prepared.

već ste spremni na to.

We're entering a future where IQ and EQ

Ulazimo u budućnost u kojoj su i IQ i EQ

both matter way less than how fast you're able to adapt.

daleko manje bitni od toga koliko brzo ste spremni da se prilagodite.

So I hope that these tools help you to raise your own AQ.

Nadam se da će vam ovi alati pomoći da podgnete vaš lični AQ.

Thank you.

Hvala.

(Applause)

(Aplauz)