A guide to collaborative leadership | Lorna Davis

Translator: Ivana Korom Reviewer: Krystian Aparta

翻译人员: Archi Xiao 校对人员: Yolanda Zhang

It was a fantastic new pink suit

我穿着崭新靓丽的粉红套装，

with big buttons and shoulder pads.

上面有大大的纽扣和垫肩。

It was 1997,

那是 1997 年，

and I was the new boss of Griffin's Foods,

我刚成为 Griffin‘s Foods 的新领导，

an iconic cookie and snacks company in New Zealand.

这是新西兰的一家 饼干零食龙头企业。

It was my first time as the leader of a company,

那是我第一次 担任一家公司的领导，

and I was on the stage to give a big speech

记得当时我站在台上发言，

about our ambitious new goals.

介绍着我们野心勃勃的新目标。

I knew exactly what my call to action was,

我非常清楚我的行动纲领是什么，

which was "One in every four times a Kiwi eats a snack,

那就是“新西兰人所吃的饼干中， 每四块就有一块

it will be one of ours."

将会是我们家的。”

I emphasized that we knew how to measure our results

我强调说我们知道 如何衡量我们的结果，

and that our future was in our control.

未来就在我们手中。

Embarrassingly enough,

最尴尬的还在后头，

I finished up with "If not this, what?

我是这样结尾的 “不然呢？

If not us, who?

舍我其谁？

And if not now, when?"

更待何时？”

I got this huge round of applause

随之我收获了阵阵掌声，

and I was really, really pleased with myself.

我对自己感到特别特别满意。

I wanted so much to be a good leader.

我太想成为一个好领导了。

I wanted to be followed by a devoted team,

我太想拥有一支忠诚的团队了。

I wanted to be right.

我希望自己所做的一切都是正确的。

In short, I wanted to be a hero.

总而言之，我想成为一个英雄。

A hero selling chips and biscuits in a pink suit.

穿着粉红套装 卖薯片和饼干的英雄。

(Laughter)

（笑声）

What happened after that speech?

演讲之后发生什么了呢？

Nothing.

什么都没发生。

All of that applause did not lead to action.

那些掌声都没有转化成行动。

Nothing changed.

没有任何改变。

Not because they didn't like me or the message.

并不是因为他们不喜欢 我或者我所传递的信息。

The problem was that no one knew what they were expected to do.

问题在于没有人知道 他们应该做什么。

And most importantly,

最重要的是，

they didn't know that I needed them.

他们并不知道我需要他们。

Now, you may think that this is a classic hero speech,

听完你可能觉得 这可真是个典型的英雄故事，

where I'm going to tell you that I overcame that obstacle and triumphed.

我马上就要告诉你们， 我克服了重重困难并取得了成功。

Actually, I'm going to tell you

实话说，接下来我要说的是，

that in a world as complex and interconnected

在我们所生活的这样一个

as the one we live in,

复杂又相互关联的世界里，

the idea that one person has the answer is ludicrous.

“会有一个无所不能的人” 这样的想法很不靠谱。

It's not only ineffective, it's dangerous,

没用且不说，而且很危险。

because it leads us to believe that it's been solved by that hero,

因为它让我们相信 问题都被英雄解决了，

and we have no role.

没有我们什么事了。

We don't need heroes.

我们需要的不是英雄。

We need radical interdependence,

我们需要的是完全的共同依存，

which is just another way of saying we need each other.

换言之， 也就是我们需要彼此。

Even though other people can be really difficult, sometimes.

哪怕有时候 有些人非常难相处。

I spent decades trying to work out how to be a good leader.

我花了数十年尝试着找到 成为一个好领导的方法。

I've lived in seven countries and five continents.

我曾经在五大洲、 七个国家生活过。

And in recent years,

最近几年，

I've spent a lot of time with the B Corp community,

我在 B Corp（共益企业） 社群上倾注了很多精力，

originally as a corporate participant

一开始只是作为企业参与者，

and more recently as an ambassador.

而最近已经成为了大使。

Now, B Corps are a group of companies

现在很多公司成为了 B Corp 的一员，

who believe in business as a force for good.

他们相信商业 是一种向善的力量。

There's a tough certification with about 250 questions

B Corp 有一个严格的认证程序， 一共 250 道问题，

about your social and environmental performance.

关于你的社会及环境表现。

You must legally declare your intention

你必须合法地表明

to serve the community as well as your shareholders

你愿意服务社群及 利益相关者。

and you must sign the declaration of interdependence.

你还得签订共同依存声明。

Now one of the things that inspires me the most

参与这个运动的企业

about the companies in this movement

最让我茅塞顿开的是，

is that they see themselves as part of a whole system.

他们把自己看作 整个系统的一部分。

It's sort of as if they imagine themselves on a big, flowing river of activity,

就像是他们想象自己漂浮在一条 名为商业活动的宽广的河流上，

where, if they are, for example, soft drinks manufacturers,

在这条河流上， 假设他们是饮料制造商，

they understand that upstream from them,

他们知道他们的上游有

there's water and sugar,

水和糖的制造商，

and farmers that grow that sugar,

种植糖的农民，

and plastic and metal and glass,

塑料，金属和玻璃制造商，

all of which flows into this thing

这一切都汇聚到

that we call a company which has financial results.

一个我们称之为“企业”的 追求业绩的地方。

And the flowing continues with consequences.

这一流程包含着各种各样后果。

Some of them intended,

有意为之的有

like refreshment and hydration,

提神和补水产品，

and some unintended,

无意为之的有

like garbage and obesity.

垃圾和肥胖。

Spending time with leaders in this space

在这个空间 与不同的领导者在一起

has led me to see that true collaboration is possible,

让我看到了真正协作的可能性。

but it's subtle and it's complex.

但是这很微妙，很复杂。

And the leaders in this space are doing a few things very differently

这里的领导者们 对于某些事情的做法

from traditional heroic leaders.

与传统的英雄型领导者截然不同。

They set goals differently,

他们制定目标的方式不同，

they announce those goals differently

宣告目标的方式不同，

and they have a very different relationship with other people.

与他人的关系也很不一样。

Let's begin with the first difference.

我们先来谈谈第一个不同点。

A hero sets a goal that can be individually delivered

英雄设定一个 大家能独自完成的目标，

and neatly measured.

且能被很好地测量。

You can recognize a heroic goal --

一个英雄型目标很好辨认——

they use terms like "revenue" and "market share"

他们用诸如“收益”和 “市场份额”这样的术语，

and are often competitive.

而且往往有竞争含义。

I mean, remember pink-suit day?

还记得刚提到 的粉红套装那天吧？

Interdependent leaders, on the other hand,

共同依存型领导者则不然，

start with a goal that's really important,

他们设定一个很重要的目标，

but is actually impossible to achieve by one company or one person alone.

但是那确实不是一个公司或 一个人就能完成的。

I want to give you an example from the clothing industry,

接下来我举一个 服装行业的例子。

which produces 92 million tons of waste a year.

这个行业每年产生 9200 万吨废料。

Patagonia and Eileen Fisher are clothing manufacturers,

Patagonia 和 Eileen Fisher 是服装制造商，

both of them B Corps,

都是 B Corp 的成员，

both of them deeply committed to reducing waste.

也都致力于减少废料。

They don't see that their responsibility ends

他们觉得自己的责任并不止于

when a customer buys their clothes.

消费者购买他们的衣服，

Patagonia encourages you not to buy new clothes from them,

Patagonia 鼓励人们 不要从他们那里购买新衣服，

and will repair your old clothes for free.

而是采用他们提供的 修补衣服的免费服务。

Eileen Fisher will pay you when you bring back your clothes,

Eileen Fisher 会出钱 回购你的旧衣服，

and either sell them on or turn them into other clothes.

然后把你的旧衣服卖出去 或者改造成其他衣服。

While these two companies are competitive in some ways,

尽管这两家公司 在某些方面存在着竞争关系，

they work together and with others in the industry

他们却能联手， 跟业内的企业合作

to solve shared problems.

来解决一个共同面临的问题。

They take responsibility for things that happen upstream as well.

同时他们也对 发生在上游的事情负责。

Around the world,

在全世界范围内，

there are around 300 million people who work from home in this industry,

大概 3 亿人 在家从事这个行业，

most of them women,

绝大部分是女性，

many of them in very difficult circumstances

很多人的生存条件堪忧，

with poor lighting,

只能在采光很差的条件下

sewing on buttons and doing detailed stitching.

进行缝纽扣等细致的缝补操作。

Until 2014, there was no protection for these workers.

直到 2014 年之前， 这些工人都得不到保障。

A group of companies got together with a not-for-profit called Nest

一帮企业和 一个叫 Nest 的非盈利机构联手

to create a set of standards

设立了一系列标准，

that's now been adopted by the whole industry.

现在已经被整个行业采用了。

Once you've seen problems like this, you can't unsee them,

一旦你看见了这样的问题， 你就无法视若罔闻，

so you have to ask others to help you to solve them.

你得邀请其他人协助你解决。

These folks take interdependence as a given,

这些人把共同依存 看作一种理所当然，

and said to me,

他们跟我说：

"We don't compete on human rights."

“我们不会在人权问题上竞争。”

The second big difference for collaborators

对于协作者来说， 第二大不同点是

is their willingness to declare their goals before they have a plan.

他们愿意在有计划之前谈目标。

Now the hero only reveals their carefully crafted goal

而英雄只会在 当前道路已经清晰的情况下

when the path to achieve it is clear.

披露谨慎设立的目标。

In fact, the role of the hero announcement is to set the stage for the big win.

事实上，英雄型公告的作用就是为了 给凯旋设立一个舞台。

Hero announcements are full of triumph.

英雄型公告洋溢着胜利。

Interdependent leaders, on the other hand,

相反，共同依存的领导者

want other people to help them,

希望其他人去帮助他们，

so their announcements are often an invitation for co-creation,

所以他们的公告往往是 对共创的邀请，

and sometimes, they're a call for help.

有时候，还是对支援的请求。

At the North American division of the French food company Danone,

在法国食品公司 达能的北美分部，

I announced that we wanted to become a B Corp.

我宣布说我们希望成为 一个共益企业。

And unlike pink-suit day,

和粉红套装之日不同的是，

I had no plan to get there.

我心里并没有任何实施计划。

I remember the day really clearly.

我还很清晰地记得那天的情形。

Everybody in the room gasped,

会议室里所有人都忐忑不安，

because they knew we didn't have a plan.

因为他们知道 我们根本没有任何计划。

But they also knew that we had seen our role

但是同时他们也知道， 我们已经看见

in the river that is the food system,

在食品制造这条河流上 我们所扮演的角色。

and we wanted to make a change.

我们想要做出改变。

Making that declaration without a plan

在毫无计划的情况下 做出此番宣言，

meant that so many young people in our company

意味着我们公司中 很多的年轻人

stepped up to help us,

将会站出来帮助我们，

and B Corps around us all rallied around.

身边的共益公司也将会 站在我们身边。

And the day we became a B Corp

我们成为共益公司的那一天

wasn't just a self-congratulatory moment of a hero company --

并不只是一个英雄型企业的 自我庆祝时刻 ——

it was more like a community celebration.

而更像是一种社群庆祝。

Now when you gave goals that you can't achieve alone,

当你设定一个 自己无法独自完成的目标，

and you've told everyone about them,

而你又已经公告天下的时候，

inevitably, you'll end up at the third big difference,

无可避免的，将会出现 第三大不同，

which is how you see other people,

也就是你如何看待他人，

inside your company and outside.

无论是在公司内部还是外部。

Heroes see everyone as a competitor or a follower.

英雄把其他人 看作对手或者追随者。

Heroes don't want input,

英雄不需要其他人的意见，

because they want to control everything because they want the credit.

因为他们想要控制一切， 想要包揽功劳。

And you can see this in a typical hero meeting.

在一个典型的英雄会议中 你就能发现这一点。

Heroes like making speeches.

英雄喜欢发表演讲。

People lean back in their chairs,

人们靠在自己的座位上，

maybe impressed but not engaged.

也许挺佩服，但是心不在焉。

Interdependent leaders, on the other hand,

共同依存的领导者

understand that they need other people.

明白自己需要其他人。

They know that meetings are not just mindless calendar fillers.

他们明白这些会议并非只是 用来漫无目的地填满日程。

These are the most precious things you have.

这些是最为宝贵的东西。

It's where people collaborate and communicate

在这里人们协作，沟通，

and share ideas.

分享主意。

People lean forward in meetings like this,

他们积极参与这样的会议，

wondering where they might fit in.

想知道自己能否融入其中。

When I was in Shanghai in China,

当我在中国上海的时候——

where I lived for six years, running the Kraft Foods business,

我在那住了六年， 运营着卡夫食品公司，

selling, amongst other things, Oreo cookies,

主要销售奥利奥饼干。

we had a problem with hero culture.

我们有个英雄文化问题。

We kept on launching new products that failed.

我们总是发布一些 失败的新产品。

And we would find out afterwards

随后我们才发现

that everyone in the company knew they were going to fail,

其实公司每个人都知道会失败，

但是他们就是不跟我们说。

they just didn't feel free to tell us.

So we changed the way we ran our innovation and planning meetings

所以我们改变了 举行创新和规划会议的形式，

in two important ways.

主要从以下两方面。

First of all, language went back to Chinese.

首先，把会议语言转换成中文。

Because even though everyone spoke great English,

因为尽管 所有人的英文都很流利，

when I was in the room and the meeting was in English,

只要我出现在会议室的时候， 会议便会用英文进行，

they focused on me.

大家会把关注点放在我的身上。

And I was the foreigner, and I was the boss

我是外国人，我是老板，

and I apparently had that intimidating hero look.

很明显我就是一副 令人肃然起敬的英雄的样子。

The second thing

其次，

is we asked every single person in the meeting their opinion.

我们询问了在座每一个人的想法。

And our understanding of the subtleties of the differences

我们对细微差异的理解，

between American taste and Chinese taste, in this case,

比如说美国人口味 和中国人口味的细微不同，

really improved,

得到了相当大的改善，

and our new product success rate radically turned around

我们的新产品成功率 也随之得到极大的扭转，

and we launched a lot of winners,

我们发布了很多成功的产品，

including the now famous green-tea-flavored Oreos.

包括目前大受欢迎的 绿茶口味奥利奥。

Hero culture sneaks in everywhere.

英雄文化无孔不入。

At Danone, we had a lot of great stuff happening

在达能，我们在世界一些地方

in one part of the world,

有过很多很棒的尝试，

and we wanted it to spread to another part of the world.

我们想把这些尝试 扩散到世界的其他地方。

But when you put a person in business gear

但是当你把一个人放到商业引擎里，

up in front of a group of people with PowerPoint,

放到一群人面前， 操控着 PPT，

they have the urge to become sort of heroic.

他们会产生一种 成为英雄的冲动。

And they make everything look super shiny

他们会把一切包装得很华丽，

and they don't tell the truth.

而且不会说实话。

And it's not compelling and it's not even interesting.

这并不能打动人， 甚至并不吸引人。

So, we changed it

于是乎我们改变了这种状况。

and we created these full-day marketplaces,

我们创建了 叫全日制市场的活动，

kind of like a big bazaar.

有点像一个大集市。

And everybody was dressed up in costume,

所有人都穿着特别的装束，

some people a little, some people a lot.

有些人比较低调，有些人比较隆重。

And sellers had to man their stalls

卖方需要管好自己的摊位，

and sell their ideas as persuasively as possible,

以尽可能吸引人的方式 抛售自己的想法，

and people who were convinced bought them with fake check books.

被说服的人得用 假的货币购买这些想法。

Creating just a bit of silliness with the environment

人们营造着一种 带点傻气的氛围，

and a hat or a scarf

用一顶帽子或者一条围巾

drops people's guard and causes ideas to spread like wildfire.

让人们放下戒备， 让想法像野火般蔓延。

There's no recipe here,

这里没有所谓的秘诀，

but time together has to be carefully curated and created

有的只是精心组织， 用心搭建的让大家相处的时间，

so that people know that their time is valuable and important,

那样人们就会体会到他们的时间 是有价值且重要的，

and they can bring their best selves to the table.

他们可以把最好的自己 展现出来。

Hero culture is present right here in TED.

TED 也存在英雄文化。

This whole process makes it look like I think I'm a hero.

整个流程让我觉得 自己像是一个英雄。

So just in case there's any doubt about the point that I'm trying to make,

为了支持我想要表达的观点，

I want to apply these ideas

我想在一个我并无任何公信力，

in an area in which I have zero credibility

并无任何经验的地方，

and zero experience.

把这些想法用起来。

I'm originally South African,

我是南非裔，

and I'm deeply passionate about wildlife conservation,

我对野生动物保护满怀热情，

most particularly rhinos.

特别是犀牛，

Those majestic creatures with big horns.

那些长着大大的角的神奇动物。

Every day, three rhinos are killed,

每天都有三头犀牛被捕杀，

because there are people who think that those horns are valuable,

因为有些人认为 这些犀牛角是有价值的，

even though they're just made of the same stuff

哪怕这些角的成分跟

as hair and fingernails.

头发和指甲别无二致。

It breaks my heart.

这让我伤透了心。

Like all good recovering heroes,

就像所有好心的英雄，

I did everything I could to reduce this goal

我想尽办法要将 这个宏大的目标降低为

to something that I could do by myself.

凭一己之力就能解决的事情。

But clearly, stopping rhino poaching is a goal way too big for me.

但是很显然，防止捕杀犀牛 对于我来说是个过大的目标。

So I'm immediately in interdependence land.

于是我马上发现， 自己正处在共同依存的空间中。

I'm declaring my goal on this stage.

在这个舞台上， 我宣布了自己的目标。

I found other people as passionate as I am

我找到了跟我一样充满热情的人，

and I've asked if I could join them.

我问过我能否加入他们。

And after today, there may be more.

今天之后这个队伍也许会壮大起来。

And we're now in the complex but inspiring process

我们正处于一个复杂 但是振奋人心的过程当中，

of learning how to work together.

学习如何共事。

My dream is that one day, someone will stand on this stage

我梦想着有一天， 有人能站在这个舞台上，

and tell you how radical interdependence saved my beloved rhinos.

告诉你们完全的共同依存 拯救了我心爱的犀牛。

Why does hero culture persist,

为什么英雄文化坚挺，

and why don't we work together more?

为什么我们不进一步携手合作？

Well, I don't know why everyone else does it,

我不知道 其他人携手合作的原因，

but I can tell you why I did it.

但是我可以告诉你 我这么做的原因。

Interdependence is a lot harder than being a hero.

共同依存比当孤胆英雄困难多了。

It requires us to be open and transparent and vulnerable,

前者需要我们心胸开放， 透明，暴露自己软弱的一面，

and that's not what traditional leaders have been trained to do.

这些都不是传统领导者 所接受的教导。

I thought being a hero would keep me safe.

我曾想过，当一个英雄 能让我得到保护。

I thought that in the elevation

我曾想过英雄型

and separation that comes from heroic leadership,

领导风格所带来的上升与隔离，

that I would be untouchable.

能让我变得不被撼动。

This is an illusion.

但是这是一种幻想。

The joy and success that comes from interdependence and vulnerability

来自于共同依存和暴露软弱的 愉悦与成功

is worth the effort and the risk.

值得我们为之付出，为之冒险。

And if we're going to solve the challenges that the world is facing today,

如果我们想解决 现在世界面临的问题，

we have no alternative,

我们别无他选，

so we had better start getting good at it.

所以我们现在最好 变得更加擅长此道。

Thank you.

谢谢大家。

(Applause)

（掌声）