Chip Conley: Measuring what makes life worthwhile

翻译人员: tintin luo 校对人员: Felix Chen

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

我要讲述的是在21世纪中关于领导力的一个

in the 21st century.

简单的道理。

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

在21世纪，实际上我们需要看重的--

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

也是我今天鼓励你们考虑的--

is to go back to our school days

回到我们上学的日子，

when we learned how to count.

在那时我们学习了如何算数。

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

但实际上我认为，是时候考虑下我们要算些什么。

Because what we actually count

因为那些我们被我们算的东西

truly counts.

才是真正有价值的。

Let me start by telling you a little story.

先让我给你们讲一个小故事吧。

This is Van Quach.

这是温.果奇。

She came to this country in 1986 from Vietnam.

她在1986年从越南来到美国。

She changed her name to Vivian

她改了个新名字，薇薇安

because she wanted to fit in here in America.

因为这样她想更好地融入美国社会。

Her first job was at an inner-city motel

她的第一份工作是在三藩市市中心的一个汽车旅馆

in San Francisco as a maid.

当女佣。

I happened to buy that motel

在薇薇安在那儿工作了大约三个月后，

about three months after Vivian started working there.

我恰巧买下了那个汽车旅馆。

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

也就是说实际上，我和她一起工作了23年之久。

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

我26岁，正是年轻、充满理想主义情怀的时候

in 1987,

1987年，

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

我创办了我的第一间公司，取名为joie de vivre （法语：生活的乐趣），

a very impractical name,

一个花哨但并不实用的名字，

because I actually was looking to create joy of life.

因为我的本意是想去创造生活的乐趣。

And this first hotel that I bought, motel,

我买下的第一个酒店，是个汽车旅馆，

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

是一个计时付费的，人人都愿意住宿的旅馆。

in the inner-city of San Francisco.

坐落在三藩市的市中心。

As I spent time with Vivian,

在我和薇薇安交往的过程中

I saw that she had sort of a joie de vivre

我发现她总能从她的工作中

in how she did her work.

找到生活的乐趣。

It made me question and curious:

这使我很好奇并且困惑：

How could someone actually find joy

一个人怎么能在清洁厕所这种工作中

in cleaning toilets for a living?

找到乐趣呢？

So I spent time with Vivian, and I saw that

因此我与薇薇安呆在一起，后来我发现

she didn't find joy in cleaning toilets.

她并不是在清洁厕所时找到乐趣。

Her job, her goal and her calling

她所追求的目标和价值

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

并不是成为这世界上最成功的厕所刷洗工。

What counts for Vivian was the emotional connection

对薇薇安来说意义在于

she created with her fellow employees and our guests.

与她的同事和客户之间的情感交流。

And what gave her inspiration and meaning

给予她鼓励和内涵的

was the fact that she was taking care of people

实际上是，她所照顾的

who were far away from home.

那些身在异乡的人们。

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

因为她深知远离家乡是怎样的一种感觉。

That very human lesson,

这非常感人的一课，

more than 20 years ago,

在超过二十年里，

served me well during the last

在这次经济危机中，

economic downturn we had.

更是让我受益良多。

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

在从互联网泡沫和911事件觉醒过来之后，

San Francisco Bay Area hotels

三藩市海湾地区的酒店业

went through the largest percentage revenue drop

经历了在美国酒店业历史上

in the history of American hotels.

最惨重的的收入暴跌。

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

我们曾经是海湾地区最大的酒店运营商

so we were particularly vulnerable.

因此我们的损失尤其惨重。

But also back then,

更糟糕的是，

remember we stopped eating French fries in this country.

我们从那时起停止使用法国薯片.

Well, not exactly, of course not.

而，准确说来，它不是法国的.。

We started eating "freedom fries,"

我们开始吃“自由薯片”

and we started boycotting anything that was French.

我们开始抵制一切来自法国的东西

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

而，我公司的名字，joie de vivre，

so I started getting these letters

所以我开始收到许多来

from places like Alabama and Orange County

自阿拉巴马和橘郡的信件，

saying to me that they were going to boycott my company

通知我他们即将要抵制我的公司，

because they thought we were a French company.

原因在于他们以为我们是一家法国公司。

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

然后我给他们回信说，“等等，我们不是法国公司。

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

我们是美国公司，我们的公司总部在三藩市。“

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

然后我接到一个精炼的回答：那更糟糕！

(Laughter)

（笑声）

So one particular day

在一个特别的日子，

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

我感觉异常沮丧甚至找不到生活的乐趣时，

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

我走进了一间坐落在我们办公室楼边的本地书店。

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

我先去看了和经商有关的书籍，

looking for a business solution.

寻找一个商业解决方案。

But given my befuddled state of mind, I ended up

可是我感觉到头昏脑胀，

in the self-help section very quickly.

我快速浏览了有关自助的书籍。

That's where I got reacquainted with

在那儿，我重新认识了

Abraham Maslow's "hierarchy of needs."

亚伯拉罕.马斯洛的人类需求等级的理论。

I took one psychology class in college,

我在大学里上过一门心理学的课程，

and I learned about this guy, Abraham Maslow,

正如你们很多人一样，

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

我从亚伯拉罕.马斯洛那儿学到了“需求层次理论”。

But as I sat there for four hours,

我在那里坐了四个小时，

the full afternoon, reading Maslow,

整个下午都在阅读读马斯洛的经典，

I recognized something

我确实意识到一些

that is true of most leaders.

适用于多数领导者的东西。

One of the simplest facts in business

而商业中最简单的事实之一是

is something that we often neglect,

一些通常被我们忽略的东西。

and that is that we're all human.

我们都是人。

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

我们每个人，无论我们在商场上扮演着怎样的角色，

has some hierarchy of needs

在工作岗位上，我们都有着

in the workplace.

一些不同层次的需求。

So as I started reading more Maslow,

所以当我更多阅读马斯洛的著作时，

what I started to realize is that

我开始意识到

Maslow, later in his life,

马斯洛在晚年的时候

wanted to take this hierarchy for the individual

尝试着将这种个人的需求的不同层级

and apply it to the collective,

应用在集体层面，

to organizations and specifically to business.

应用在组织中，尤其在商业企业中。

But unfortunately, he died prematurely in 1970,

但不幸的是，他在1970年早逝了

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

所以他不能见证这一梦想的实现。

So I realized in that dotcom crash

所以我意识到在互联网爆炸后，

that my role in life was to channel Abe Maslow.

传承马斯洛的理论，成了我生命中的一项重要的任务。

And that's what I did a few years ago

这我几年前开始

when I took that five-level hierarchy of needs pyramid

把他的五级需求金字塔

and turned it into what I call the transformation pyramid,

转变成了我的三级转变金字塔——

which is survival, success and transformation.

生存，成功和转变

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

这不只是商业的根本，它也是生活的根本。

And we started asking ourselves the questions

我们开始问自己，

about how we were actually addressing

如何才能真正的解决

the higher needs, these transformational needs

更高级的需求，我们公司核心

for our key employees in the company.

员工的转变的需求。

These three levels of the hierarchy needs

需求层级中的这三个层次

relate to the five levels

实际上与马斯洛的五级需求

of Maslow's hierarchy of needs.

紧密联系。

But as we started asking ourselves about how we were addressing

但当我们开始问自己如何解决

the higher needs of our employees and our customers,

我们公司员工和客户的更高层次需求时，

I realized we had no metrics.

我意识到我们没有任何衡量标准

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

我们不知道我们怎样做才是对的。

So we started asking ourselves:

因此我们开始自问：

What kind of less obvious metrics

什么样的不明显的衡量标准

could we use to actually evaluate

能被我们用来评估

our employees' sense of meaning,

我们的雇员的归属感，

or our customers' sense of emotional connection with us?

或我们的客户与我们公司的情感维系程度？

For example, we actually started asking our employees,

例如，我们开始询问问我们的员工，

do they understand the mission of our company,

是否理解我们公司的目标，

and do they feel like they believe in it,

他们是否对此表示认同，

can they actually influence it,

他们能否确实的影响到它，

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

他们能否感到他们的工作能够实实在在地实现着为这些目标。

We started asking our customers,

我们开始问我们的客户，

did they feel an emotional connection with us,

问他们是否感觉到与我们之间的情感联系，

in one of seven different kinds of ways.

七种不同情感联系方式之一。

Miraculously, as we asked these questions

出乎意料的是，当我们问这些问题，

and started giving attention higher up the pyramid,

并开始关注我们的金字塔顶端的更高层次需求时，

what we found is we created more loyalty.

我们发现我们我们拥有了更多的忠诚。

Our customer loyalty skyrocketed.

我们客户的忠诚度暴涨。

Our employee turnover dropped

我们的员工离职率降至

to one-third of the industry average,

酒店行业平均职工流动率的三分之一。

and during that five year dotcom bust,

在五年的互联网危机中，

we tripled in size.

我们的企业规模翻了三倍。

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

现在，我走出来，花时间与其他领导者交流

and asking them how they were getting through that time,

问他们是如何度过这个困难时期的时候，

what they told me over and over again

他们一次又一次的告诉我

was that they just manage what they can measure.

他们只是管理那些他们可以衡量的东西，

What we can measure is that tangible stuff

而那些位于金字塔底部

at the bottom of the pyramid.

可以衡量的有形的东西。

They didn't even see the intangible stuff

他们甚至不看金字塔中

higher up the pyramid.

更高层的那些无形的东西。

So I started asking myself the question:

所以我开始问自己：

How can we get leaders to start valuing the intangible?

如何我们才能让领导者开始重视无形的的东西？

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

如果领导者们只是被教育去管理那些可以衡量的，

and all we can measure is the tangible in life,

并且所有我们所能衡量的是生命中有形的东西，

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

我们就失去了位于金字塔顶部的整个部分。

So I went out and studied a bunch of things,

所以我又去学习一些事情。

and I found a survey that showed

我发现在一份报告，其中显示

that 94 percent

世界上百分之九十四的

of business leaders worldwide

商业领袖

believe that the intangibles are important in their business,

相信无形资产对于他们企业至关重要，

things like intellectual property,

例如知识产权、

their corporate culture, their brand loyalty,

企业文化、品牌忠诚度等。

and yet, only five percent of those same leaders

然而这些领袖中只有5%的人

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

有办法衡量这些在企业中的无形资产.

So as leaders, we understand

所以我们作为领袖，我们明白

that intangibles are important,

无形资产的重要性，

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

但是如何实际的去衡量它们，我们没有什么头绪。

So here's another Einstein quote:

在此我想引用爱因斯坦的一句话：

"Not everything that can be counted counts,

不是所有有价值的都能被计算，

and not everything that counts can be counted."

并且，不是所有能计算的都有价值。“

I hate to argue with Einstein,

我并不想与爱因斯坦争论，

but if that which is most valuable

但是如果那些在我们

in our life and our business

生命和商业中最有价值的

actually can't be counted or valued,

实际上并不能被计数或估价，

aren't we going to spend our lives

我们是否要让我们的一生

just mired in measuring the mundane?

深陷于衡量那些平淡和不重要的事情呢？

It was that sort of heady question about what counts

正是这类关于什么才有价值的难题

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

使我撇下CEO的身份在一星期内

and fly off to the Himalayan peaks.

飞向喜马拉雅山脉的顶端

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

我飞向了一个几个世纪以来一直充满了无限迷团的地方，

a place some folks call Shangri-La.

一个叫做香格里拉的地方

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

这实际上是一个从金字塔的的生存基础

to becoming a transformational

成为一个世界的

role model for the world.

角色转换模型。

I went to Bhutan.

我去了不丹

The teenage king of Bhutan was also a curious man,

那个年轻的国王也是个有好奇心的人，

but this was back in 1972,

但这要回到1972年，

when he ascended to the throne

他在他父亲去世两天后

two days after his father passed away.

登上国王的宝座。

At age 17, he started asking the kinds of questions

在他17岁的时，他开始问这样一些问题：

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

一些你也许认为幼稚的问题。

On a trip through India,

在去印度的旅途中，

early in his reign as king,

在他称帝的早期，

he was asked by an Indian journalist

他被一个印度记者问到

about the Bhutanese GDP,

关于不丹的GDP，

the size of the Bhutanese GDP.

不丹GDP的大小的问题。

The king responded in a fashion

这位国王的回答方式

that actually has transformed us four decades later.

在四十年之后的今天仍然让我们受益匪浅。

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

他这样说：“我们为什么要如此痴迷

and focused with gross domestic product?

于国内生产总值呢？

Why don't we care more about

为什么我们不多关注一下

gross national happiness?"

一个国家国民的快乐呢？”

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

现在，从本质上来说，这位国王是在让我们去考虑

an alternative definition of success,

对成功的另外一种定义

what has come to be known as

这是就是

GNH, or gross national happiness.

GNH, 国民幸福总值

Most world leaders didn't take notice,

这个世界上的多少领导者对此并不关心

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

那些有考虑过这些的人认为这些只是“佛教经济学”

But the king was serious.

但是那位国王是认真的

This was a notable moment,

这其实是一个值得关注的时刻，

because this was the first time a world leader

因为这是近两百年来第一次

in almost 200 years

有一个世界的领导者

had suggested

提出

that intangible of happiness --

这种不可见的快乐——

that leader 200 years ago,

再次提出，200年前

Thomas Jefferson with the Declaration of Independence --

汤马斯.杰佛逊在他的独立宣言中

200 years later,

200年之后

this king was suggesting that intangible of happiness

这位国王提出了这种无形的快乐

is something that we should measure,

是我们应该衡量的，

and it's something we should actually value

也是作为政府领导人真正

as government officials.

应该重视的。

For the next three dozen years as king,

在接下来他当国王的36年中，

this king actually started measuring

这位国王甚至开始衡量

and managing around happiness in Bhutan --

和管理不丹的快乐。

including, just recently, taking his country

也包括最近，把这个国家

from being an absolute monarchy to a constitutional monarchy

从一个完全的君主专政政体转变为了一个君主立宪政体

with no bloodshed, no coup.

没有流血，没有屠杀。

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

不丹，对那些不了解这个国家的人来说

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

是一个新型的民主政体，仅仅始于两年前。

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

所以当我与这些提倡国民幸福总值运动的领袖们交流，

I got to really understand what they're doing.

我才逐渐明白他们在做些什么。

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

当我与这位总理相处时，

Over dinner, I asked him an impertinent question.

在一次晚饭时，我问了他一个毫不相干的问题。

I asked him,

我问他，

"How can you create and measure

”你是怎样创造和度量

something which evaporates --

一些空泛易蒸发的东西，

in other words, happiness?"

换句话来说，快乐？“

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

他是充满智慧的人，他回答说：

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

“佛祖的目的并不是去创造快乐，

We create the conditions for happiness to occur.

我们创造那些让快乐能够存在的条件。

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

也就是说，我们创造了快乐的栖息地。”

Wow, that's interesting.

哇，这真是有趣。

He said that they have a science behind that art,

而且他说他们在这种艺术的背后有一种科学

and they've actually created four essential pillars,

他们实际上创造了四个重要的支柱，

nine key indicators

9个核心指标

and 72 different metrics

和72个不同的度量标准

that help them to measure their GNH.

这些能够帮助测量GNH。

One of those key indicators is:

实际上，其中一个核心指标是

How do the Bhutanese feel about

如何让不丹人感觉到

how they spend their time each day?

他们是如何度过他们的每一天的呢？

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

这是一个不错的问题。如何感觉

how you spend your time each day?

你的每一天是如何度过的呢？

Time is one of the scarcest resources

在现代社会社会中，时间是一种

in the modern world.

最稀缺的资源。

And yet, of course,

可是，诚然

that little intangible piece of data

这微小的不可见的数据

doesn't factor into our GDP calculations.

并不影响我们对GDP的计算。

As I spent my week up in the Himalayas,

所以当我把时间花在喜马拉雅山脉的时候，

I started to imagine

我开始想象

what I call an emotional equation.

我所谓的一种情感方程式。

And it focuses on something I read long ago

这是很久以前我从拉比. 海曼. 斯佳特尔

from a guy named Rabbi Hyman Schachtel.

读到的。

How many know him? Anybody?

有多少人知道他？有人知道么？

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

在1954年，他写过一本书，叫做《生活的真正乐趣》

and he suggested that happiness

他提出快乐

is not about having what you want;

并不在于得到你所想要的。

instead, it's about wanting what you have.

而在于你想往你所拥有的。

Or in other words, I think the Bhutanese believe

也就是说，我认为不丹人相信

happiness equals wanting what you have --

快乐等同于想往你所拥有的东西

imagine gratitude --

想象一下感恩

divided by having what you want --

分割成拥有你所想要的东西

gratification.

满足感。

The Bhutanese aren't on some aspirational treadmill,

不丹人的志趣不至于一些有抱负但枯燥无趣的工作上

constantly focused on what they don't have.

持续关注与那些他们没有的事物。

Their religion, their isolation,

他们的宗教，他们的与世隔离，

their deep respect for their culture

他们深深的对自己文化的尊重

and now the principles of their GNH movement

以及现在GNH运动的原则，

all have fostered a sense of gratitude

这所有的一切都培养了一种对他们所拥有的

about what they do have.

感恩的情结。

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

我们之中有多少人，作为TED的拥护者，

spend more of our time

把更多的时间花在

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

这个方程式的底端，分母上呢？

We are a bottom-heavy culture

我们总是一种底端受重文化所逼迫

in more ways than one.

在很多方面都是如此

(Laughter)

（笑声）

The reality is, in Western countries,

事实上是，在西方国家，

quite often we do focus on the pursuit of happiness

通常我们注重对快乐的追求

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

正如快乐是一种我们必须非常从外部才能得到的

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

一种我们我们理应得到的东西，和很多其他的东西一样

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

而事实上，如果你查查字典看一下的话，

many dictionaries define pursuit

许多字典把这种追求定义为

as to "chase with hostility."

“带着敌意的追逐”。

Do we pursue happiness with hostility?

我们是带着对抗的情绪追求快乐的么？

Good question. But back to Bhutan.

问的好。再回到不丹。

Bhutan's bordered on its north and south

实际上，在不丹南边和北边的边境

by 38 percent of the world's population.

生存着这个世界百分之38的人口。

Could this little country,

这个小国

like a startup in a mature industry,

在一个成熟的工业社会中刚刚起步，

be the spark plug that influences

就放出万丈光芒，影响了

a 21st century

整个二十一世纪

of middle-class in China and India?

的中国和印度的中产阶级？

Bhutan's created the ultimate export,

不丹实际上创造了一种终极的输出，

a new global currency of well-being,

一种新的全球通用的福祉。

and there are 40 countries around the world today

这个世界上有40个国家

that are studying their own GNH.

正在研究他们自己的GNH。

You may have heard, this last fall

你也许听过，去年的秋天

Nicolas Sarkozy in France

法国的尼古拉·萨科齐，

announcing the results of an 18-month study

宣布了获得了诺贝尔奖的经济学家一项

by two Nobel economists,

18个月研究的研究结果，

focusing on happiness and wellness in France.

这项研究关注于法国的快乐和幸福。

Sarkozy suggested that

萨科奇提出

world leaders should stop

世界的领导人应该停止

myopically focusing on GDP

目光短浅地只关注GDP

and consider a new index,

关注一种新的指数，

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

法国人称之为“幸福指数”

I like it.

我喜欢这个提法。

Co-branding opportunities.

一个品牌合作的机会。

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

就在三天前，在我来的TED的三天前，

we had a simulcast of David Cameron,

我们和大卫.喀麦隆有一个同时联播节目，

potentially the next prime minister of the UK,

他可能是下任英国首相，

quoting one of my favorite speeches of all-time,

引用了一个我最爱的一句演讲，

Robert Kennedy's poetic speech from 1968

罗伯特 肯尼迪在1968年的诗歌演讲

when he suggested that we're

当时他提出我们

myopically focused on the wrong thing

只把目光放在那些错误的事情上

and that GDP is a misplaced metric.

GDP是一个错位的度量标准。

So it suggests that the momentum is shifting.

这预示着动机发生了转变。

I've taken that Robert Kennedy quote,

我也曾经用过罗伯特 肯尼迪的这句话，

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

我也曾经把它转变成一种新的衡量收支平衡的办法。

This is a collection of things

这实际上是事物的一种结合

that Robert Kennedy said in that quote.

罗伯特 肯尼迪在他的

GDP counts everything from air pollution

GDP可以计算空气污染

to the destruction of our redwoods.

红木的污染

But it doesn't count the health of our children

但它并没儿童的健康考虑在内，

or the integrity of our public officials.

没把公务员的正直程度考虑在内。

As you look at these two columns here,

当你看在这两栏的时候

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

难道你不觉得这正是我们

to start figuring out a new way to count,

应该开始从新创造一种新的方式去衡量么

a new way to imagine

一种方式去真正地想象

what's important to us in life?

什么才是生活中最重要的东西？

(Applause)

（掌声）

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

诚然，罗伯特肯尼迪在他的演讲的末尾提出了完全一致的号召。

He said GDP "measures everything in short,

他说，GDP计算了一切短暂的东西

except that which makes life worthwhile."

而没有包涵那些使生命变得有价值的东西

Wow.

哇。

So how do we do that?

那么我们怎么办呢？

Let me say one thing we can just start doing

在我们开始这么做之前，让我先告诉大家一件事

ten years from now, at least in this country.

两年前的今天，至少是在这个国家，

Why in the heck in America

为什么在美国

are we doing a census in 2010?

我们做了2010年的人口普查

We're spending 10 billion dollars on the census.

我们花了10亿美元在这个人口普查上面

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

我们只是问了10个非常简单的问题

But all of those questions are tangible.

但是所有的这些问题都是可以触摸的

They're about demographics.

他们都是关于人口统计学特征的

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

他们是关于你在哪里居住，你和多少人一起住

and whether you own your home or not.

还有你是否拥有你所居住的房子。

That's about it.

也就是这些

We're not asking meaningful metrics.

我们并不被问及有意义的度量

We're not asking important questions.

我们并不被问及重要的问题

We're not asking anything that's intangible.

我们没有问及任何不可见的事物。

Abe Maslow said long ago

马斯洛很久以前说过的

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

一些我们以前听说过的，但是你以前并不意识到是他说的

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

他说，“手里拿着个锤子

everything starts to look like a nail."

看什么都像是钉子。“

We've been fooled by our tool.

我们被我们的工具所愚弄。

Excuse that expression.

这个表述或许不恰当

(Laughter)

（笑声）

We've been fooled by our tool.

我们被我们的工具所愚弄

GDP has been our hammer.

GDP就像是我们的锤子。

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

我们的钉子是从19世纪到20世纪的

industrial-era model of success.

工业时代的成功模型。

And yet, 64 percent

可是，当今世界

of the world's GDP today

百分之六十四的GDP

is in that intangible industry we call service,

是来自于不可见的，称之为服务业的行业

the service industry, the industry I'm in.

服务业，我所在的行业。

And only 36 percent is in the tangible industries

只有百分之三十六来自于可见的行业，

of manufacturing and agriculture.

制造业和农业。

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

所以是时候我们换一个大一点的工具盒了，对吧。

Maybe it's time we get a toolbox that

或者是时候我们事实上需要一个工具盒

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

并不只能量那些很容易被量的，在生活中具体的、可以的触摸的东西，

but actually counts what we most value,

事实上能够量度那些我们最重视的

the things that are intangible.

那些不可度量的东西

I guess I'm sort of a curious CEO.

我想我是个有好奇心的CEO。

I was also a curious economics major as an undergrad.

我过去也只是个对充满好奇心的经济学专业本科生。

I learned that economists measure everything

我学到了经济学衡量一切

in tangible units of production and consumption

可以具体化的单位生产和消费

as if each of those tangible units

好像那些可以被具体化的单位

is exactly the same.

是完全等同的一样

They aren't the same.

他们是不一样的

In fact, as leaders, what we need to learn

事实上，作为领导者，我们需要了解的是

is that we can influence

我们其实可以影响

the quality of that unit of production

每个单位产量的质量

by creating the conditions

通过从实际中创造条件

for our employees to live their calling.

给我们的员工去找到他们的价值

In Vivian's case,

从薇薇安的例子中，

her unit of production

她的单位产量

isn't the tangible hours she works,

并不是可以计算的她工作的每个小时

it's the intangible difference she makes

而是她所做到的那些不可触摸的区别

during that one hour of work.

在那一小时的工作中

This is Dave Arringdale who's actually

这也是为什么大卫.亚玲达尔

been a longtime guest at Vivian's motel.

变成来薇薇安的旅馆的常客的原因

He stayed there a hundred times

他在那里呆了数百次

in the last 20 years,

在近20年中

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

他对这个旅馆的忠诚来自于这层关系

that Vivian and her fellow employees have created with him.

薇薇安和她的同事所创造的与他的这层关系

They've created a habitat of happiness for Dave.

他们创造了一个快乐的栖息地给大卫

He tells me that he can always count

他告诉我他总是可以依赖于

on Vivian and the staff there

薇薇安和那里的所有员工

to make him feel at home.

他们让他感受到了家的感觉

Why is it that

为什么

business leaders and investors

企业领袖、投资者

quite often don't see the connection

通常看不到这层关系

between creating the intangible

创造的不可触摸的

of employee happiness

员工们的快乐

with creating the tangible

以及

of financial profits in their business?

商业中的财政利润

We don't have to choose between

我们并不一定要从中选择

inspired employees and sizable profits,

或是有受激励的员工或巨大的经济利润。

we can have both.

我们可以同时拥有这两者

In fact, inspired employees quite often

事实上，受到鼓舞的员工，很多时候

help make sizable profits, right?

对获得巨大的利润很有帮助

So what the world needs now,

所有，当今我们所需要的，

in my opinion,

我的观点

is business leaders and political leaders

是商界领袖和政界领袖，

who know what to count.

那些知道去衡量些什么的人

We count numbers.

我们计算数字，

We count on people.

我们依靠人，

What really counts is when we actually use our numbers

我们真正看重的是当我们可以用数字

to truly take into account our people.

去真正使我们的顾客收益

I learned that from a maid in a motel

我从一个汽车旅馆的女仆和一个国家的国王那里

and a king of a country.

学到了这个道理。

What can you

什么是你

start counting today?

从今天开始就计算的呢？

What one thing can you start counting today

有一样东西，你今天就可以开始计算

that actually would be meaningful in your life,

会使你一生受用，

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

不管这是为你的工作，还是为了你的生意

Thank you very much.

非常感谢。

(Applause)

（掌声）