Don't Be a Jerk to Your Barista — and Other Thoughts on Frontline Work | Adriann Negreros | TED

翻译人员: Zonn Kim 校对人员: Laixi Kang

Would it be alright if I told you all about my first kiss?

如果我把我的初吻故事 告诉你们，可以吗？

(Cheers)

（欢呼声）

It sounds like it would be, alright.

听起来好像没问题，好吧。

So I'm from a small town in the United States,

我来自美国的一个小镇，

and I was working at one of the local spots,

当时我在当地的一个地方工作，

a job that required me to be in person, a frontline job.

这份工作需要我亲自到场， 是一线工作。

So I'm there, behind the counter.

所以我去到上班的地方， 站在柜台后面。

The person I really like, they come in.

然后我非常喜欢的那个人进来了。

We have a great conversation.

我们聊得很开心。

And I know this, because it ends with a kiss.

我知道这一点， 因为我们的谈话以一个吻结束。

(Laughter)

（笑声）

Perhaps that kiss that day, though, was the only good thing about the job.

但是，也许那天的那个吻 是这份工作唯一的好处。

The work itself was really, really hard.

这项工作本身真的非常难。

Most frontline work is,

大多数一线工作都是难的，

and you know this if you drive for Uber or Lyft,

如果你为优步（Uber）或 来福车（Lyft）开车，

or if you work as a barista at Starbucks.

或者在星巴克当咖啡师， 你就会明白这一点。

Today, I spend all my time

如今，我把所有的时间

working with some of the world's largest companies,

都花在为一些世界上 最大的公司工作上，

companies with tens of thousands of frontline workers.

这些公司拥有 成千上万的一线员工。

Nearly three billion of us around the world do this work,

全世界有将近 30 亿人 从事一线工作，

and it's my mission to make that job as good as possible.

我的使命是 使这份工作尽可能地好做。

It just doesn't take much research

我们不需要太多的研究就能明白

to realize why we need to improve this job.

为什么需要改进这类工作。

80 percent of frontline workers faced some form of incivility in 2023,

2023 年，80％的一线员工 面临过某种形式的不文明行为，

and that's translated into anger.

这转化为愤怒。

40 percent of the global adult workforce is mad at work.

全球 40％的成年劳动力 对工作感到愤怒。

Now, I'm not a psychologist, but I can't imagine it's good

我不是心理学家， 但我无法想象

when half of the adults are angry at their job.

有一半的成年人对自己的工作 感到愤怒是件好事。

And that number has doubled from before COVID.

与新冠之前相比， 这个数字翻了一番。

I just don't think this has to be the case.

我只是认为情况不一定非得这样。

I think frontline jobs can be great careers.

我认为一线工作 可以是很棒的职业。

Let's talk about how to make that happen.

让我们来谈谈如何实现。

For me, it starts at the top.

对我来说，它从上层决策开始。

CEOs don't know what the frontline job is like,

首席执行官们不知道 一线工作是什么样子的，

and they have got to figure it out right now.

他们现在必须弄清楚。

I'm not sure if any of you have seen the show "Undercover Boss."

我不确定你们当中有没有人看过 《卧底老板》这个节目。

It was hot, at least in the United States, for a while.

它有段时间很火， 至少在美国是这样。

Very simple premise --

非常简单的前提——

executives leave their corner office,

高管离开他们的大办公室，

they spend some time on the front line,

在一线待一段时间，

and they're always really, really shocked what they find.

他们对发现的结果总是 感到非常非常震惊。

And you might say, "Adriann, of course they're shocked.

你可能会说： “亚德利安，他们当然会很震惊。

It's reality TV.

这是电视真人秀。

It's American reality TV.

这是美国的电视真人秀。

That is the best of the best."

这可是真人秀的秀中豪杰。”

(Laughter)

（笑声）

"These executives, they went to Harvard Business School, that's HBS.

“这些高管从哈佛商学院毕业， 也就是我们说的 HBS。

They have big offices.

他们有很大的办公室。

They know what the job is like."

他们知道这份工作是什么样子的。”

You might be shocked to find CEOs spend just six percent of their working hours

你可能会很惊讶地发现， 首席执行官们只将工作时间的 6％

with the front line.

花在一线。

They spend 70 percent of their time in meetings.

他们将 70％的时间 花在会议上。

I just don't believe you can actually understand the job

我只是不相信 在你每年只花几天时间

when you spend just a few days a year seeing it.

接触这份工作的情况下， 你能真正理解这份工作。

What I would like to see, instead --

相反，我希望看到的是，

I would like to see a CEO spend 30 days straight --

首席执行官连续花 30 天——

that's just eight percent of the year,

这只是一年中的 8%，

tons of time, still, for your meetings --

还有大量的时间留给你开会——

30 days straight doing one shift every single day.

连续 30 天，每天轮班一次。

And then spend only the money you make from that shift, with no backups.

然后只花你从轮班中赚到的钱， 不要用备用金。

After this 30 days, ask yourself ...

在这 30 天之后，问问自己……

"Can I make it?

“我能成功吗？

Would I want this job to be my kids' career?"

我希望这份工作 成为我孩子的事业吗？”

I think, through this experience,

我认为，通过这种经历，

you'll be a lot more attuned to the problems with the job,

你能更清晰地意识到工作中的问题，

and you'll also, very importantly,

而且非常重要的是，你还会

realize your own employees have a lot of good ideas

意识到自己的员工

on how to make the job better.

对如何改善工作有很多好主意。

And before I talk about those ideas,

在我谈论这些想法之前，

let's address the elephant in the room for everyone.

让我们先为大家讲讲 那头房间里的大象。

That's pay.

那就是报酬。

Wages matter.

工资很重要。

And it drives me crazy

令我抓狂的是，

that some CEOs in the Fortune 500 are making 70,000 dollars a day,

财富 500 强中的一些首席执行官 每天的收入为 7 万美元，

and it would take their own employees 150 years

而他们的员工需要 150 年才能赚到

to make what they make in one year.

他们在一年里所赚的钱。

There's a word for this, it's pay inequity,

有个词可以形容这个现象， 就是薪酬不平等，

and it's wrong, and it frustrates me.

这现象是错误的，这让我感到沮丧。

And I could talk about this for hours, believe me.

相信我，这事我可以聊上几个小时。

Afterwards, let's go talk about it.

之后，我们再去谈谈。

But today, I want to share something from our own research.

但是今天，我想分享一下 我们的研究成果。

We've surveyed tens of thousands of frontline workers around the globe.

我们对全球成千上万的 一线员工进行了调查。

Why do they say they quit their own job?

让他们说说为什么辞掉了工作？

They say it has to do a lot more with emotional needs

他们说，这更多是跟情感需求有关，

than just pay alone.

而不仅仅是薪酬本身。

A really good example is a high desire for some shift flexibility.

一个非常好的例子是 员工们强烈渴望更灵活的轮班制度。

And when I bring this up with executives, I often hear:

当我向高管提起这个问题时， 我经常听到：

"Shift flexibility for frontline workers?

“让一线员工灵活轮班？

That can't happen.

那不可能发生。

Their job requires them to be in person.

他们的工作需要他们亲自到场。

Way too expensive."

太贵了。”

I don't know if that's true.

我不知道这是否属实。

One company I worked with for a very long time,

我在一家公司工作了 很长时间，

they did some superdramatic things.

他们做了一些很引人注目的事情。

So, folks, buckle up those seat belts,

所以，各位坐稳听好了，

these are some crazy changes that they made.

这些是他们做的疯狂改变。

Hold on here.

稍等一下。

So the first thing they did,

他们做的第一件事就是

they gave their workers a ten-minute buffer in the morning

在早上给员工十分钟的缓冲时间，

so they could drop their kids off on time.

这样他们就可以准时送孩子上学。

I know. Crazy, right?

我知道。疯了，对吧？

My mind was blown when this came up as an idea,

but it gets crazier.

但它变得更疯狂了。

The second thing they did,

他们做的第二件事，

they got rid of their point system.

取消了积分系统。

Essentially, there's an attendance-policy system

基本上，世界各地大多数的制造工厂

at most manufacturing plants, still, around the world.

仍然存在考勤制度。

If you're late to work or don't show up,

如果你上班迟到或者没来，

you get a little check mark by your name, like in kindergarten.

你的名字旁边会有一个小勾， 就像在幼儿园一样。

It's public, people can see this.

这是公开的，大家都可以看到。

They said, "Let's get rid of that."

他们说： “让我们摒弃这种东西吧。”

Good idea.

好主意。

The last thing they did,

他们做的最后一件事，

and this is, like, the moon-shot idea, like, a next-gen AI sort of thing.

其大胆创新程度堪比新一代人工智能，

The thing they decided to do ...

他们决定做的事情是

they let their workers end their shifts on time.

让工人按时结束轮班。

You work nine to five, you get to leave at five.

你排班是朝九晚五的话， 五点就能下班。

It's crazy stuff.

这太疯狂了。

Obviously, I'm kidding. Like, this is clearly a joke.

显然，我在开玩笑。 这明显是个笑话。

But these small changes, very few companies are doing that,

但即便是这样微小的改变， 也很少有公司这样做，

and the results speak for themselves.

尽管这些措施的结果不言自明。

At some of these plants, turnover is down 50 percent.

其中一些工厂的 人事变更率下降了 50％。

There's a 40 percent reduction in overtime hours,

加班时间减少了 40％，

and there's actually more perfect attendance than ever.

而出勤率实际上 比以往任何时候都更加完美。

Another company we worked with for a long time,

另一家与我们合作了很久的公司，

we come in and we see people are getting hurt a lot.

我们进去后，发现员工们 受了很多伤害。

Like, physically injured on the job.

我是说在工作中身体受伤。

And we quickly realize

我们很快意识到

the personal protective gear that's issued to the employees,

发放给员工的个人防护装备，

it's made for only one body type.

只适用于一种体型。

You can probably guess what body type.

你大概能猜出什么体型。

It's the white male body type.

那就是白人男性的体型。

And we say, "That's not very smart,

然后我们说：“这样不太好，

so let's get safety gear that fits multiple body types."

那我们购买适合多种体型的 安全装备吧。”

And that, along with a couple other very small changes,

再加上其他一些非常小的改善，

safety incidents were down 40 percent.

安全事故减少了 40％。

And when I bring these examples to executives,

当我向高管举这些例子时，

they often say, "That makes a ton of sense.

他们经常说：“这很有道理。

I'm very compelled by this.

这很吸引人。

But isn't this turning into a 'If You Give a Mouse a Cookie' situation?"

但这难道不会变成 《要是你给老鼠吃饼干》，

让员工得寸进尺吗？”

And I would say, one, like,

我想说的是，首席执行官，

CEO, great reference, incredible children's book.

这是本很好的儿童读物， 您这个比方可好极了。

Go back and read it, if you haven't read it recently.

如果您最近没有读过， 可以回去读一读。

And two, and very importantly,

第二，非常重要的是，

yes, it is turning into that situation.

是的，它就是在变成这种情况。

You can give your employees the full cookie.

你可以给员工完整的饼干。

I've talked to hundreds, thousands of workers

在过去的几年里， 我和成千上万的工人

over the last couple of years.

进行了交谈。

And what do the workers say themselves that they need to be successful?

关于他们需要什么才能成功这个问题， 他们怎么说呢？

They say they need a clean bathroom.

他们说他们需要一间干净的卫生间。

They need safety gear that fits.

他们需要合身的安全装备。

They need a little time to eat lunch.

他们需要一点时间吃午饭。

And they need a living wage.

而且他们需要能维持生活的工资。

And when I talk to executives, I often hear,

当我与高管交谈时，我经常听到：

"Well, we can give A, but we can't give B.

“好吧，我们可以给 A， 但我们不能给 B。

If we give B, our business is going to implode."

如果我们给 B，我们的业务 就会崩溃。”

I'm sorry, if your business is going to implode

对不起，如果你的业务崩溃

because you provide workers, I don't know, a clean bathroom and a living wage,

是因为你为员工提供干净的卫生间 和维持生活的工资的话，

it's time to look at your business model again.

那么你该重新审视一下 你的商业模式了。

And ...

以及……

(Cheers)

（欢呼）

Yeah.

是的。

(Cheers and applause)

（欢呼和掌声）

And I'm not saying this to ding CEOs or companies,

我说这不是为了攻击 首席执行官们或者公司，

I'm saying this because I have worked with organizations

我这样说是因为我与这些机构合作过

to change their business model.

改变了他们的商业模式。

It is very possible.

这很有可能。

And when you make these changes, what actually happens ...

当你做出这些改变时， 实际会发生什么呢？

it pays for itself.

它可以收回成本。

It pays for itself in less overtime,

通过减少加班时间、

less turnover

减少人员流失

and happier and much more engaged employees.

以及提高员工的满意度和 参与度来收回成本。

And that's good for your people, CEO,

首席执行官，这对你的员工有好处，

that's also very good for your business.

对你的业务也非常有利。

There's another thing that matters to me a lot.

还有另一件事对我来说很重要。

I hope it matters to all of you as well.

我希望这对你们所有人也很重要。

It's how we treat each other.

那就是我们对待彼此的方式。

Now I'm not saying you have to wander the world

我并不是说你必须变得像

as your own version of the world's best optimist, Ted Lasso.

世界上最乐观的泰德·拉索那样。

You can do that, that would be great.

你可以那样做，那当然会很棒。

More Teds in the world, net positive for the world.

泰德那样的人对世人来说多多益善。

You're allowed to be mad if a brand provides you a bad experience.

如果一个品牌给你带来了 不好的体验，你是可以生气的。

That is OK.

没关系。

But before you get mad at the worker in front of you,

但是在你对眼前的 工作人员生气之前，

I want you to ask yourself,

我想让你问问自己，

why did this breakdown in experience happen?

为什么会出现这种体验？

Because I think these experiences,

因为我认为这些体验是

they go bad from decisions way above a worker's pay grade.

从决策时就走偏的， 这些决策远高于员工的薪酬等级。

Let me talk a little bit

让我来谈谈员工，

about how workers themselves are mandated to treat all of us

他们是如何被要求 将我们所有人

as customers.

视为客户的。

There are these handbooks workers are given on day one,

员工在第一天就会 得到这些手册，

and they are filled with rules that employees must follow

里面写满了员工 给我们提供良好的客户服务

to provide us good customer service.

必须遵守的规则。

Let me give you some examples.

让我给你举一些例子。

At some fast-food chains,

在一些快餐连锁店，

employees are told if they see somebody sitting by themselves

员工们被告知，如果看到有人独自

for ten minutes or so,

坐了十分钟或更久，

to go check on them.

要去看看他们。

At some retail stores,

在一些零售店里，

you must solemnly -- this is written down --

你必须庄严地—— 这可是白纸黑字原话——

solemnly swear, if someone comes within ten feet of you,

庄严地发誓，如果有人 处在距离你不到十英尺的地方，

you'll make eye contact,

你要进行眼神交流，

you'll smile at them,

你要对他们微笑，

you'll ask if you can help with anything.

你要问是否需要帮忙。

[One of] my favorite rules I've seen recently,

我最近看到的最喜欢的规则之一，

some airlines, they mandate how to treat your dog

是有些航空公司给员工 指示如何将乘客的狗

as a customer on a plane.

当作飞机上的顾客对待。

And this includes all types of dogs --

这包括所有类型的狗——

big, small, barking, anxious.

大的、小的、吠叫的、焦虑的。

There are rules the flight attendants must follow.

对这些狗，空乘必须遵守一些规则。

I've seen this stuff, I've asked workers about it.

我看过这东西， 我问过员工们。

I asked about it on Reddit a couple of weeks ago,

几周前我在 Reddit 上， 问过这个问题，

and on Reddit, the front line comes out in full force,

在 Reddit 上，一线员工们 踊跃发言，

so go have a look after this.

所以大家之后去看看吧。

The point is,

关键是，

somebody took the time to write down these rules,

有人花时间 写下了这些规则，

and mandated the employees follow them.

并要求员工遵守这些规则。

We also can follow a set of rules

我们也可以遵循另一套规则，

in what I will call the "Handbook of Humanity."

我称之为“人性手册”中的规则。

And I know we can follow these rules.

而且我知道我们可以遵守这些规则。

Let me tell you why.

让我告诉你为什么。

There's this restaurant called the Restaurant of Mistaken Orders.

有一家名为 “下错单” 的餐厅。

I'm not sure if you've heard of it.

我不确定你是否听说过。

It's based in Tokyo, Japan.

它在日本东京。

Almost all the employees there have dementia.

那里几乎所有的员工都患有痴呆症。

It's a really interesting idea

在一个未来几年中，

in a country where one in five or so people

大约五分之一的人

will be affected by dementia in the next couple of years.

将受到老年痴呆症影响的国家， 这是一个非常有趣的想法。

The restaurant is trying to raise awareness,

餐厅正努力提高人们的认知，

and I might be leading the witness just a little bit here.

我在这里可能有点偏颇。

At the Restaurant of Mistaken Orders,

在 “下错单” 餐厅，

40 percent of the orders are delivered incorrectly.

40% 的订单会出现上菜错误。

You get the wrong food.

给你的食物不是你点的。

(Laughter)

（笑声）

99 percent of people have a really good experience at this restaurant.

99% 的人在这家餐厅 有非常好的体验。

The other one percent filled out the survey wrong.

另外 1% 的人填错了调查表。

You know, the thing is,

你知道，问题是，

you might say, "Adriann, obviously, the Restaurant of Mistaken Orders,

你可能会说：“亚德利安， 很明显，在‘下错单’餐厅，

people know the rules, they know what to expect."

人们知道规则， 他们知道会发生什么。”

Yeah, that's true. And you know what?

是的，确实如此。而且你知道吗？

The rules in the Handbook of Humanity are also written down,

《人性手册》中的规则也写下来了

they're very clear for everyone to follow.

写得很清晰， 让每个人都可以遵守。

Rule number one --

第一条规则——

if I have to spell it out for everyone -- and I will, don't worry,

如果我必须为所有人解释的话—— 我会的，别担心，

I'm not going to leave you hanging --

我不会把你晾在一边——

Number one:

第一条规则是

don't be a jerk.

别当混蛋。

Don't be a jerk when your specialty latte takes a bit too long to brew,

当你的特调拿铁需要长一点时间 才能泡好时，不要当个混蛋，

and don't be a jerk when your flight is delayed

也不要在航班延误， 而登机口工作人员

and the gate agent has to tell you, "Because of the thunderstorm" ...

向你解释 “因为雷暴” 时， 变得混蛋。

No, gate agents cannot control the weather, contrary to popular belief.

不，与普遍的看法相反， 登机口工作人员无法控制天气。

Don't be a jerk, and be a good human.

不要当混蛋，做个好人。

The Handbook of Humanity holds in all of these situations.

《人性手册》适用于所有这些情况。

There's one more group of people I want to talk to you [about] today,

今天，在结束我的演讲之前， 我还想和大家谈谈一群人。

before I end my time.

What is my advice for the three billion of us

对于我们中从事 一线工作的 30 亿人，

that do frontline work?

我的建议是什么呢？

What can frontline workers themselves do to make their experience better?

一线员工自己可以做些什么 来改善他们的工作体验呢？

I've honestly thought about this for a very long time.

老实说，这个问题 我考虑了很长时间。

And I don't think frontline workers need to do anything.

而且我认为一线员工 不需要做任何事情。

All I have to say to the three billion frontline workers that show up every day,

我要对每天亲自到场的 30 亿一线员工说，

in person, and that includes before COVID,

其中包括在新冠之前、

during COVID and even today.

新冠期间甚至今天。

All I have to say,

我要说的是，

and all the CEOs of these companies should be saying,

这也是这些公司的 所有首席执行官都应该说的，

is a massive, massive "thank you."

是一句大大的 “谢谢”。

(Cheers and applause)

（欢呼和掌声）

You should not have to ask for basic human decency,

你们不应该需要讨求基本的人类体面、

comfortable working conditions

舒适的工作条件

and a living wage.

和维持生活的工资。

And you should expect all of us, as leaders of companies,

你应该期望的是我们所有人， 作为公司的领导者，

all of us as customers you interact with,

作为与你互动的客户，

all of us just as basic humans ...

我们所有人仅仅是作为人类，

to do better.

做得更好。

And I am so confident we can do better.

而且我非常有信心 我们可以做得更好。

Let's do better.

让我们做得更好。

Thank you very much.

非常感谢。

(Cheers and applause)

（欢呼声和掌声）