Debbie Lovich: 3 tips for leaders to get the future of work right | TED

Transcriber:

翻译人员: gigide Hulu 校对人员: Helen Chang

当我在1989年从纽约来到波士顿时，

我完全失去了方向感。

然而这并不是因为我，

When I moved from New York to Boston in 1989,

而是因为波士顿那些曲折 和让人摸不着头脑的小路。

I completely lost my sense of direction.

城市奇迹发生在了波士顿，

It wasn't me, though,

人们将牲畜走过的羊肠小道 铺成了今天的公路。

it was those winding, nonsensical Boston roads.

如果你是一个从零开始的城市规划者，

Urban legend has it that in Boston,

they paved over cow paths to form the very roads we have today.

你并不会以牲畜的行进方式来规划道路，

Now, if you're an urban planner designing a city from scratch,

可又转念一想，

这确是我们对待工作的方式。

you would not base it on how the cows wandered.

几百年前，在工业革命时，

And if you think about it,

人们背井离乡， 日复一日地做着同样的工作，

that's exactly what we've done with work.

在固定的时间和工厂地点。

Hundreds of years ago, in the industrial revolution,

当知识工作者出现时，

people left their homes to perform repetitive tasks

我们却还使用着同样的模式，

用着固定的职业描述 和朝九晚五的工作时间。

in the fixed time and place of the factory floor.

And when knowledge workers entered the scene,

全球化和科技发展 并没有办法改变现状。

we kept the same model,

this time with fixed job descriptions and fields of cubicles from nine to five.

固定的时间、地点和职业描述 属于动物的工作方式，

Even globalization and technology did little to change the dynamic.

就像将牲畜走过的路铺成公路一样， 极其荒谬。

Fixed time, place and job descriptions are the cow paths of work.

在过去的十五年中， 我挑战和尝试改变公司的运作方式，

And like cow paths for roads, it just doesn’t make any sense.

先从我自己的公司开始—— 波士顿顾问公司，

I've been challenging and changing how companies work for the past 15 years,

再慢慢到其他的数十家 世界五百强企业。

starting with my own company, Boston Consulting Group,

在此我也想和你们分享一件 在工作时发生的令人惊奇的事，

and then with dozens of other Fortune 500 organizations.

这件事发生在新冠病毒一开始

肆意横行的一段时间里。

And I have to tell you something amazing happened to work

如果你还记得，

所有低价值的工作都消失了。

during the tragedy of COVID-19,

这跟一个人具体的工作无关。

人们跨域孤岛和不同的公司 来一起完成工作，

especially those first weeks and months.

If you remember,

all the low-value work disappeared.

It didn't matter what your job technically was.

随时随地，只要有需要。

People just worked together across silos and even companies

领袖们需要信任自己手下的员工。

to get stuff done wherever, whenever, however it was needed.

他们没有时间面对无休止的指导委员会，

亦或者是ppt所出的问题。

Leaders simply had to trust their people.

我们需要信任员工

They didn't have time for endless steering committees

他们也做到了。

所以现在我有了一个任务。

or death by PowerPoint.

一个想要保留所有好的工作制度的任务，

We just needed to trust people to deliver,

and they did.

并且确保我们的工作制度 不会倒退回原先的时候。

So I'm on a mission.

当然，我想要改变接连不断的视屏会面

A mission to bottle these great work practices

和每天孤单地从白天过渡到黑夜的现状。

and not go back to the old ways.

然而我们要确定我们不会倒退回从前的

And yes, of course, I want to get rid of endless back-to-back zooms

那种死板、结构化、官僚主义

and loneliness and days that blend into evenings.

和懒散的让人失去工作兴趣的方式。

But we have to make sure we don't go back

to the rigid, structured, bureaucratic,

我需要告诉大家的是，

职业的未来不会被从上至下 和以意见主导的布告

sluggish ways that sucked the joy out of work.

而人为创造出来，

And I have to tell you,

来自资历深的业界领袖，他们每天的生活

the future of work is not going to be created

与我们这种时间紧迫、 收入紧迫的双重职业的人不同。

with top-down, opinion-driven edicts

from senior leaders whose day-to-day realities

当然，资深的业界领袖想要回到从前。

don't match those of us dual-career, time-pressed and income-pressed people.

他们熟悉从前的方式。

但他们必须承认在这过去的十八个月里，

Of course, senior leaders want to go back.

员工们体验到了前所未有的 能力、掌控、灵活性、

That worked for them.

But they have to recognize that for 18 months now,

信任和责任感。

their people experienced unprecedented agency, control, flexibility,

人们也不再想要回到从前。

正是因为领导者和员工对此的观念不同，

trust and accountability.

And people don't want to go back.

这才因此成为过去几个月里 推动强烈抵制回归办公室宣令的

And it's this difference in perspective from senior leaders and their people

主要诱因之一。

that's one of the main reasons driving so much backlash

雇员在社交媒体上发泄对此的不满，

同时大量的离职也造成了“大辞职”风潮。

to all these return-to-office announcements over the past months,

我并不埋怨雇员们，这不是他们的错。

with employees venting on social media

但当你们想在社交媒体上发泄和准备离职时，

and quitting in what’s being called the “great resignation.”

不妨试着和领导们沟通，

告诉他们你在这过去十八个月里 最喜欢这种新模式的什么方面。

And employees, I don't blame you.

告诉他们你希望有哪些方面值得保留。

But before you take to social media and walk,

领导们也可能会比你想象中的 更愿意接受你的想法。

try talking to your leaders,

在座的领导者们， 我也想和你们分享三个窍门，

tell them what you loved about the past 18 months.

Tell them what you want to keep.

这三个窍门更倾向于帮助 未来工作顺利的三件必要做的事。

They might be more receptive than you think.

And leaders, let me share three tips --

第一：信任你的员工。

rather three must-do’s -- to get the future of work right.

数以百万计的员工从2020年三月起

Number one, trust your people.

就已经证明了他们能够被领导者们信任。

尽管这样，还是有那么多的领导们 想要回到新冠肆虐前的工作方式。

Millions of workers and employees have proved their trustworthiness

作为我工作的一部分， 我和诸多领导者在过去的18个月里

since March 2020.

有过交流，

But even with that, so many leaders want to go backwards.

我也因此收到很多有些疯狂的问题。

As part of the work I do, I've spoken with hundreds of leaders

其一是：“黛比，我如何知道 我的员工在家工作时

over the past 18 months,

是有效率的呢？”

and I get some really crazy questions.

我也只能回复，

One is, "Well, Debbie, how can I tell if my workers are productive

“那你是又是如何知道他们在办公室里工作时

是有效率的呢？”

when they're working from home?"

就算员工在你的眼皮子底下， 你也不能笃定地说他们是否有效率。

And I can't help but say,

我爱这个，“在员工能够 安全回到办公室上班的时候，

"Well, how do you know they were productive

when they were in the office?"

我们还是会让大家每周在家办公两天，

Just because you could see someone, doesn't mean they're productive.

当然不能是周一和周五，

Or I have to love this, "You know, when it's safe to go back to the office,

因为我们不敢信任员工能够不懈怠， 也不延长他们的周末。”

we're going to let people work from home two days a week,

这又说明了信任氛围的什么？

as long as it's not a Monday or Friday

会有人借机滥用吗？

当然，很一小部分的人会这么做。

because we don't trust them not to slack off and take long weekends."

所以那又为什么要为大部分 在过去18个月里获得你信任的人

What does that say about the culture of trust?

再添新的规定约束他们呢？

Will there be abusers? Of course, but they'll be a tiny few.

彼此信任的氛围不仅有吸引力， 还能更好地鞭策和激励你们的员工，

So why make rules for the vast majority

who've earned your trust every day for the past 18 months?

这也节省了很多 为了服从规定而花的时间。

A trusting culture will not only attract, retain and motivate your people,

这就是第一点。

相信你的下属。

第二：依靠数据。

it'll also save you a lot of time enforcing rules.

我们所有人都有对于如何工作的想法，

So that's number one.

Trust your people.

当我们更资历更深时， 我们更容易被自己的意见说服，

Number two, be data-driven.

相信这些意见为事实，为真理。

We all have our opinions about how work should be done,

但新冠肺炎教导我们了一件事， 那就是每个人都很不一样。

and the more senior we are, the more we're convinced

that our opinions are not just opinion, but they're fact, they're truth.

我有一对同卵双胞胎的儿子， 亚伯拉罕和博阿斯，

But one thing COVID’s taught us is that people are so different.

在此我想强调“同卵”，

I have genetically identical 17-year-old twin boys, Abraham and Boaz,

因为他们非常不同。

亚伯拉罕在家上网课的时候遇到了困境。

and I emphasize the point "genetically identical,"

他尝试了所有能想到的方法，

because these two guys could not be more different.

去做户外活动， 在聚会时保持良好的社交距离，

Abraham really struggled when school went online.

尤其是因为我儿子已经17了， 不能再称作这游玩了。

He did everything he could

（笑声）

to engineer outdoor, socially distant get-togethers

但他的兄弟，博阿斯，热爱这样的日子！

“妈，这简直太好了！

because you can't call them playdates when the boys are 17.

我再也不需要离开我的床了！“

(Laughter)

But his brother, Boaz -- Bo was loving life!

我的儿子不能更不同了， 所以我相信你们的下属也是这样。

"Ma, this is fantastic!

我们必须要获得数据。

I don't ever have to leave my bed!"

怎么做到呢？不妨试一下这个。

My boys couldn't be more different, and so are your workers,

让你最好的员工们聚集在一起， 问问他们，

so we must get data.

“你们最喜欢过去这18个月的那些部分？

How? Well, try this.

又有什么地方无法忍受？

如果我们给你们一个魔法杖，

Get some of your best people together and ask them,

你们可以用这个魔法杖 创造出一个完美的工作环境，

"What did you love about these last 18 months?

那你们的工作日又会是什么样的？”

What did you hate?

If we were to give you a magic wand

接下来等待实验结果。是的，实验结果。

and you could create the perfect work environment for you,

很多人说新冠肺炎是历史上 最大型的工作环境实验。

what would your days, weeks and months look like?"

And then experiment. Yes. Experiment.

我并不认同这种说法。

我不是科学家，但我知道

所有前瞻性实验都有假设、控制组、

So many people are saying COVID's been the biggest work experiment ever.

数据采集、学习循环和修订。

I beg to differ.

I'm not a scientist, but I know

我们没有这样做。

that prospective experiments have hypotheses, control groups,

所以现在是做实验的时候了。

我们不需要等到 能够安全回到办公室的时候。

data collection, learning loops and revisions.

现在就可以开始实验。

让两组做同样的工作，

We didn't do that.

And so now’s the time to experiment.

让其中一组自由选择什么时候工作， 要怎么工作，

And we don’t have to wait until it’s safe to go back to the office.

We could do it now.

让另一组在固定时间里工作。

Take two teams that do similar work,

你需要他们在线上办公。

let one flex and work whenever and however they need,

接着只要测量和记录。

每一周都调查他们的工作情况。

每个人都说员工们被过度调查了。

and another, give them fixed times.

但是在这个问题上没有人是被过度调查的。

You want them online and you want them working.

And then measure.

他们想要他们的意见被听取。

Survey them every week.

所以我们只需问：“怎么样了？ 你有在创造价值吗？

Everyone says people are oversurveyed.

People are not oversurveyed when it comes to this topic.

和其他组员合作的好吗？ 你的工作和生活平衡得怎么样？

They want to have their opinions heard.

你有什么喜欢或者讨厌的地方吗？”

So ask them, "How's it going? Are you delivering value?

把这些学习到的部分，散播开来。

Are you able to collaborate well? How's your work-life balance?

对所有人来说这一切都是全新的。

我们在前几次的尝试中

What do you love? What do you hate?"

可能都无法做对。

And take those learning and spread them around.

但配合上沟通、数据和实验，

This is new for all of us.

We're not going to get it right

我们能学到各人工作更美好的未来。

the first, second, third or even fourth time.

这是其二。

But together with conversation and data, and experiments,

首先，相信你的下属。

其次，以数据说话。

接下来是第三点。

we're going to learn our way to a better future of work.

不要局限于时间表的限制。

So that's number two.

职业的未来不再是

Number one, trust your people.

能够每周在家办公两天。

Number two, be data-driven.

Here's number three.

这是我们的机会

Think beyond the schedule.

去大胆地重新构想、减少、替换， 甚至消除一些事物，

Guess what? The future of work

is not two days that you get to work from home.

This is our chance right now

比如长时间的通勤，

无休止的大型会面，

to reimagine, reduce, replace or even eliminate things

重复且不消停的会议，

同步的工作、生活， 指挥控制型的领导者，

like long commutes,

endless meetings with too many people there,

行政——

这些都是挤满我们个人日程的 低价值的事物。

recurring meetings that never go away,

synchronous work, silos, command-and-control leaders,

换句话来说，我们可以 停止让工作扭曲我们的生活，

administrivia --

that's my word for the low-value stuff that clogs our calendars.

而其实可以重铸我们的工作 去更好地贴合我们的生活。

In other words, we could stop contorting our lives around work,

这就是我想强调的第三点。

不要局限于时间表的限制。

but we could actually reshape work to better fit our lives.

现在很多公司也理解了这点。

以Dropbox为例。

So that's number three.

在新冠发生之前，Dropbox 只有百分之三的员工

Think beyond the schedule.

And guess what, a lot of companies are getting it right.

在家办公。

他们使用远程优先模式稳步前进，

Take Dropbox, for example.

Before COVID, Dropbox only had three percent of their workers

尝试推动尽可能多的异步和远程工作。

working from home.

同时为了和他们的模式相辅相成，

They're now moving forward with a remote-first model

他们设定了和时区有关的核心协作时间，

and trying to push as much asynchronous work as possible.

每天都有四小时的时间每个人都在线，

And to help collaboration with their model,

当你想要协作时知道用哪一时段。

they're setting core collaboration hours that very slightly by time zone,

我最喜欢的其中一个例子 是库博格鲁伯先生。

so they have four hours a day

when you know everyone is online in case you need to collaborate.

库博格鲁伯先生被称作 没有听说过的抵押贷款巨头。

One of my favorite examples is the Mr. Cooper Group.

他们大部分的员工，

是呼叫中心的接电话人员。

And Mr. Cooper Group's been described as a mortgage giant no one's heard of.

就像很多其他雇员一样， 在新冠刚出现的前几天，

他们都成功地安全回到了家。

A lot of their workers, a large percentage,

are call center operators.

结果你猜发生了什么？

他们的工作效率更高了，也更开心了。

And like many, in the first days of COVID,

尽管数据支持这一观点， 还有很多领导者想要

they got them all home safely and successfully.

在确认安全以后 尽快召集员工回归办公室。

And guess what?

They were more productive, and they were happier.

领导者们只是无法想象 呼叫中心的接电话工作

But even with that data, many on the leadership team

能够永久地在家完成。

wanted them back in the office as soon as it was safe to do so.

这就是他们的首席人事官凯莉·安·多尔蒂

They just couldn't imagine call center work

出力的时候。

当凯莉·安和她的组员展示他们推荐的

being done from home permanently.

Well, that's where Kelly Ann Doherty,

一个围绕家庭的工作模式时，

their amazing Chief People Officer comes in.

凯莉·安收获了一堆问题。

When Kelly Ann and her team presented their recommendation

“凯莉·安，那入职和培训又怎么办呢？”

for a home-centric working model,

她回复道：“当然， 我们会为此召集所有人。

围绕家庭不代表我们不可以在一起。”

she got a ton of questions.

"Well, Kelly Ann, what about onboarding and training?"

“那每天的辅导和指导又怎么办呢？”

She said, "Of course, we're going to get people together for that.

“我们正在实验用软件让我们的经理

能够更好地做到这样。”

Home-centric doesn't mean we're never together."

“那企业文化怎么办？ 交流呢？那其他的——”

"Well, what about day-to-day coaching and mentoring?"

凯莉·安暂停了他们的问题。

"We're experimenting with software

that allows managers to do that even better."

一瞬过后，她回答：

"Well, what about culture? Communication? What about --"

“我知道你们都想回到办公室。

And she just stopped them

这也是我的想法，但我们需要停一下，

It was a moment, and she said,

也为我们的呼叫中心运营的人员想一想。

"I know you all want to go back to your offices.

他们喜爱这样的灵活性。

So do I, but we have to take a minute

他们能够因为不用通勤而真正地存好钱，

to walk in the shoes of our call center operators.

我们也知道这是一个高周转率的人群。

They are loving the flexibility.

让我们想一想，如果我们的对手 比我们更有灵活性，

They're saving real money by not commuting,

那我们会失去多少员工？”

and we know this is a high-turnover population.

就这样，凯莉·安和她的组员 说服了领导层。

Imagine if one of our competitors is more flexible than us.

他们决定推行一个围绕家庭的工作模式，

How many people are we going to lose?"

他们也投资让公司的经理得到技能培训，

And with that, Kelly Ann and her team had the leadership team on board.

这样他们才能更好地 远程指导和管理他们的工作小组。

They’re moving forward with a home-centric model,

and they're investing in upskilling all of their managers

现在他们也更进了一步。

to be able to coach, mentor and manage their teams remotely.

他们正在利用更灵活的人才库，

像军人配偶一样，

在他们的配偶在调配时 需要非常多的灵活性。

And now they're taking it one step further.

They're tapping into more flexible talent pools,

换句话来说， 凯莉·安和库博先生的公司，

like military spouses,

都是未来工作的城市规划者。

who need a ton of flexibility when their spouses are deployed.

他们相信手底下的员工。

In other words, Kelly Ann and the Mr. Cooper Group

他们使用数据。

他们先于日程表，

are urban planners of the future of work.

选择不要回到旧式的呼叫中心的工作。

They're trusting their people.

They're using data.

他们将工作为他们自己，为他们的公司，

They're thinking beyond the schedule

为他们的顾客和员工变得更好。

to not go back to the old cow paths of call center work.

现在是我们的时刻，

They're making work better for them, for the company,

和我们的雇员和团队一起

the customers and their people.

设计让未来的工作更有参与性，

This is our moment, right now,

更高效和人性化。

to together with our people and our teams

design a future of work that's more engaging,

谢谢。

（掌声）

more productive and more humane.

Thank you.

(Applause)