A guide to collaborative leadership | Lorna Davis

Translator: Ivana Korom Reviewer: Krystian Aparta

譯者: Pei-Chen Benson Liu 審譯者: Helen Chang

It was a fantastic new pink suit

我那時穿著引人注目的粉色新套裝

with big buttons and shoulder pads.

上面有大鈕扣和墊肩

It was 1997,

1997 年，我上任領導 Griffin's Foods

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

我們在紐西蘭家喻戶曉

an iconic cookie and snacks company in New Zealand.

專門出產餅乾和點心

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

那是我頭一次帶領整間公司

and I was on the stage to give a big speech

當時我在台上正要發表重要的演講

about our ambitious new goals.

主題是公司嶄新的雄心壯志

I knew exactly what my call to action was,

我早就想好口號了

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

「紐西蘭人每吃四次點心

it will be one of ours."

就會有一次吃到我們的產品」

I emphasized that we knew how to measure our results

我強調公司很清楚 該如何計算成果

and that our future was in our control.

還有往後一切都在掌握之中

Embarrassingly enough,

現在想想真是尷尬

I finished up with "If not this, what?

最後我說：「不這樣做，還能怎麼做？

If not us, who?

不是我們成功，還有誰能成功？

And if not now, when?"

不現在做，還要等到什麼時候？」

I got this huge round of applause

我獲得熱烈掌聲

and I was really, really pleased with myself.

對自己的表現也很滿意

I wanted so much to be a good leader.

我很想當個成功的領導者

I wanted to be followed by a devoted team,

想帶領團隊灌注全力

I wanted to be right.

我想做正確的事情

In short, I wanted to be a hero.

也就是說，我想當個英雄

A hero selling chips and biscuits in a pink suit.

一個穿著粉色套裝、 賣洋芋片和餅乾的英雄

(Laughter)

（笑聲）

What happened after that speech?

演講後有什麼事發生嗎？

Nothing.

什麼也沒有

All of that applause did not lead to action.

那些鼓掌的人並沒付諸行動

Nothing changed.

始終如一

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

問題不在於我

那次演講的內容也並無不妥

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

而是大家不知道 該符合怎麼樣的期待

And most importantly,

最重要的是

they didn't know that I needed them.

眾人不知道我需要他們

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

你一定覺得

這是典型的英雄式演講

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

我會說說我如何 克服困難、大獲全勝

Actually, I'm going to tell you

我要為各位講的其實是

that in a world as complex and interconnected

我們活在如此複雜交錯的世界

as the one we live in,

the idea that one person has the answer is ludicrous.

想單憑匹夫之力成功非常可笑

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

沒效率又很危險

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

因為大家會認為，英雄自己能成功

and we have no role.

我們使不上力

We don't need heroes.

其實，我們不需要英雄

We need radical interdependence,

徹底相互依賴才是重要

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

換句話說，我們需要彼此

Even though other people can be really difficult, sometimes.

縱然有些人偶爾很難相處

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

這幾十年間，我都在探討

如何做位成功的領導者

I've lived in seven countries and five continents.

我在七個國家、五大洲生活過

And in recent years,

最近這幾年

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

我很常在共益企業（B Corps）

這個領域打滾

originally as a corporate participant

原先擔任企業參與者

and more recently as an ambassador.

最近則是做著大使的工作

Now, B Corps are a group of companies

共益企業相信

who believe in business as a force for good.

企業能為公益推波助瀾

There's a tough certification with about 250 questions

有一項認證，要取得很困難

about your social and environmental performance.

必須完成 250 個 社會和環境責任的問題

You must legally declare your intention

法人和持股人得通過法律途徑

to serve the community as well as your shareholders

聲明將為此領域出一份力

and you must sign the declaration of interdependence.

還需簽署相互依賴聲明

Now one of the things that inspires me the most

其中最為鼓舞我的是

about the companies in this movement

這些企業把自身

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

納入整個系統的一部份

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

把自己視為沉浸在 這項活動河流裡

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

例如飲料生產商

they understand that upstream from them,

他們知道上游供應者提供了

there's water and sugar,

像水和糖物料

and farmers that grow that sugar,

農夫種植糖的原料

and plastic and metal and glass,

還有塑膠、金屬、玻璃

all of which flows into this thing

全都集中到這家公司

that we call a company which has financial results.

創造經濟上的成效

And the flowing continues with consequences.

這種流動會帶來持續後果

Some of them intended,

有些在計畫中

like refreshment and hydration,

像是飲料能提神、解渴

and some unintended,

也有些是意料之外

like garbage and obesity.

像是垃圾、肥胖問題

Spending time with leaders in this space

與此領域的領導人合作

has led me to see that true collaboration is possible,

我發現要真正合作並非空談

but it's subtle and it's complex.

但卻非常微妙又複雜

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

這些領導人和傳統英雄型領袖相比

from traditional heroic leaders.

行事風格迥異

They set goals differently,

他們的目標不同

they announce those goals differently

也用不同方法宣布他們的目標

and they have a very different relationship with other people.

人際關係也很獨特

Let's begin with the first difference.

第一個不同之處

A hero sets a goal that can be individually delivered

英雄設下的目標

可以憑個人的力量達成

and neatly measured.

也很容易量測

You can recognize a heroic goal --

只要聽到「收益」、「市場占有率」

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

或是只求贏得競爭

and are often competitive.

那便是英雄式目標

I mean, remember pink-suit day?

記得我穿著粉色套裝那天嗎？

Interdependent leaders, on the other hand,

互賴型領導者

start with a goal that's really important,

反而從很重要的目標下手

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

但單獨一家公司或一個人無法完成

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

有個製衣業者的例子

which produces 92 million tons of waste a year.

他們一年製造九千兩百萬噸垃圾

Patagonia and Eileen Fisher are clothing manufacturers,

Patagonia 和 Eileen Fisher 都是成衣業者

both of them B Corps,

也都是共益企業

both of them deeply committed to reducing waste.

兩間公司都致力減少垃圾

They don't see that their responsibility ends

他們認為自己的責任

不只有讓消費者購買他們的產品

when a customer buys their clothes.

Patagonia encourages you not to buy new clothes from them,

Patagonia 鼓勵顧客 不要跟他們買新衣服

and will repair your old clothes for free.

還免費修補舊衣服

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

只要把帶著舊衣服去店裡

Eileen Fisher 會補償你回饋金

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

他們可以轉售出去

或是加工成其他衣物

While these two companies are competitive in some ways,

也許這兩家公司間有些許競爭關係

they work together and with others in the industry

卻與產業裡的其他部門合作

to solve shared problems.

以解決共同的問題

They take responsibility for things that happen upstream as well.

他們也為在上游發生的事負責

Around the world,

全世界有 3 億人口替這個產業在家工作

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

most of them women,

大部分是女性

many of them in very difficult circumstances

她們很多生活困窘

with poor lighting,

在缺乏足夠照明設備的環境裡

sewing on buttons and doing detailed stitching.

縫製鈕扣、完成精細裁縫工作

Until 2014, there was no protection for these workers.

2014 年前，這些勞工沒受到任何保護

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

多家公司一起創立

非營利組織 Nest 來制定標準

to create a set of standards

that's now been adopted by the whole industry.

現在整個產業都採納了這項標準

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

一旦你知道這樣的問題存在

就沒辦法忽略

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

所以要找其他人一起解決問題

These folks take interdependence as a given,

這些人把相互依賴當作必然之事

and said to me,

他們跟我說

"We don't compete on human rights."

「我們不拿人權當競爭籌碼」

The second big difference for collaborators

這些合作者第二個不同之處在於

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

他們願意在還沒訂定計畫之前

就公布目標

Now the hero only reveals their carefully crafted goal

英雄只公布精心計畫好的目標

when the path to achieve it is clear.

也為執行的方法下了定論

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

英雄式宣布目標其實是為了展示得意成就

Hero announcements are full of triumph.

為了展示滿滿勝利

Interdependent leaders, on the other hand,

互賴型領導者則是請求眾人協助

want other people to help them,

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

他們公布目標

是為了邀請大家一起創造佳績

and sometimes, they're a call for help.

有時也為募集協助

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

Danone 是家法國食品公司

我當時負責美國分部

I announced that we wanted to become a B Corp.

宣布我們要成為共益企業

And unlike pink-suit day,

不像穿著粉色套裝的時候

I had no plan to get there.

我沒先擬好計畫

I remember the day really clearly.

我清楚記得那一天

Everybody in the room gasped,

大家知道我們還沒訂好計畫

because they knew we didn't have a plan.

都倒抽一口氣

But they also knew that we had seen our role

大家卻都知道我們把自身角色定為

in the river that is the food system,

食品產業河流的一部分

and we wanted to make a change.

我們想做出改變

Making that declaration without a plan

一旦宣布了目標卻還沒有計畫

meant that so many young people in our company

代表公司裡很多年輕人

stepped up to help us,

都來幫我們一把

and B Corps around us all rallied around.

其他很多共益企業也一起投入

And the day we became a B Corp

我們成為共益企業那天

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

我們並非慶祝自己成為英雄公司

it was more like a community celebration.

更是整個社群同慶

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

如果你提出目標

單靠自己無法達成

and you've told everyone about them,

也告訴大家這件事

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

必定會面臨第三個不同之處

which is how you see other people,

你會對公司同仁和外人有不同看法

inside your company and outside.

Heroes see everyone as a competitor or a follower.

英雄認定其他人

不是競爭者就是追隨者

Heroes don't want input,

英雄不想要其他人投入

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

因為他們總想掌握一切、獨占鰲頭

And you can see this in a typical hero meeting.

在典型英雄式會議就能看到這幕

Heroes like making speeches.

英雄喜歡訓話

People lean back in their chairs,

大家靠著椅背

maybe impressed but not engaged.

或許印象深刻，但沒有參與其中

Interdependent leaders, on the other hand,

互賴型領導者

understand that they need other people.

則是很清楚他們需要其他人

They know that meetings are not just mindless calendar fillers.

他們知道會議不僅僅是

行程表上不重要的一件事

These are the most precious things you have.

而是需要好好把握的

It's where people collaborate and communicate

大家能夠在會議建立合作、

and share ideas.

互相溝通，也能分享想法

People lean forward in meetings like this,

人們身體向前傾

wondering where they might fit in.

尋找他們能出力的地方

When I was in Shanghai in China,

我住在上海六年的時間

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

管理 Kraft Foods 的業務和銷售

selling, amongst other things, Oreo cookies,

Oreo 餅乾也在我們的業務範圍

we had a problem with hero culture.

遇到一個問題事關英雄文化

We kept on launching new products that failed.

我們推出很多失敗的產品

And we would find out afterwards

之後發現

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

公司裡大家都知道會失敗

they just didn't feel free to tell us.

但覺得告訴我們很不自在

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

我們在創新和籌劃會議上

in two important ways.

做了兩大改變

First of all, language went back to Chinese.

第一個是我們開始在辦公室講中文

Because even though everyone spoke great English,

雖然大家英文都說得很好

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

我參加會議時，大家就會講英文

they focused on me.

他們置我於中心

And I was the foreigner, and I was the boss

我是外國人，也是老闆

and I apparently had that intimidating hero look.

我看起來一定像個英雄人物

這樣很嚇人

The second thing

第二個是我們在會議上

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

尋求每個人的意見

And our understanding of the subtleties of the differences

藉由這次改變

我們更加了解

between American taste and Chinese taste, in this case,

美國人和中國人 口味上有些微差別

really improved,

and our new product success rate radically turned around

我們產品的成功率 180 度大轉彎

and we launched a lot of winners,

很多產品也賣得最好

including the now famous green-tea-flavored Oreos.

像是最近很暢銷的綠茶口味 Oreos

Hero culture sneaks in everywhere.

哪裡都能遇到英雄文化

At Danone, we had a lot of great stuff happening

在地球的這一邊

Danone 發生很多好事

in one part of the world,

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

我們想分享到世界另一邊

But when you put a person in business gear

當人們穿著套裝 對著一大群人做簡報

up in front of a group of people with PowerPoint,

they have the urge to become sort of heroic.

很容易會出現英雄的影子

And they make everything look super shiny

他們說話天花亂墜

and they don't tell the truth.

不顧事實

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

這樣的話語無法得到關注

甚至一點也不有趣

So, we changed it

因此我們做出了改變

and we created these full-day marketplaces,

我們打造一處全天的市集

kind of like a big bazaar.

有點像是大型商店街

And everybody was dressed up in costume,

大家會穿著戲服

some people a little, some people a lot.

有些人與平時差不多

有些人穿的很誇張

And sellers had to man their stalls

銷售員需要主導攤位

and sell their ideas as persuasively as possible,

販賣他們的想法，越有說服力越好

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

如果能說服人們

就可以把想法賣出去 賺取模擬的支票

Creating just a bit of silliness with the environment

讓整個環境有點像在玩鬧

and a hat or a scarf

戴上帽子、圍上圍巾

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

大家會放下戒心

想法也會如野火般快速流傳

There's no recipe here,

要這樣做沒什麼既定步驟

but time together has to be carefully curated and created

但必須很謹慎規劃和制訂活動

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

人們才會知道時間很寶貴且重要

and they can bring their best selves to the table.

也才能表現最好的一面

Hero culture is present right here in TED.

有時在 TED 也會看到英雄文化

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

演講這件事讓我看起來

像是我自認是英雄

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

如果我的演講內容讓你這麼想的話

I want to apply these ideas

我想用用這些想法

in an area in which I have zero credibility

提提一個我很陌生的領域

and zero experience.

也沒有任何相關經驗

I'm originally South African,

我來自南非

and I'm deeply passionate about wildlife conservation,

很熱切關注野生動物保育

most particularly rhinos.

尤其是犀牛

Those majestic creatures with big horns.

這些雄偉的生物長著巨大的角

Every day, three rhinos are killed,

每天有三隻犀牛遭殺害

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

因為有些人認為犀牛角非常珍貴

even though they're just made of the same stuff

即使這些犀牛角跟頭髮、指甲

as hair and fingernails.

成份一模一樣

It breaks my heart.

我為此感到痛心

Like all good recovering heroes,

與其他再次奮起的英雄一樣

I did everything I could to reduce this goal

我盡力把這個目標

縮小到我能獨立完成的格局

to something that I could do by myself.

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

要杜絕獵捕犀牛，對我來說

很顯然是個太大的目標

So I'm immediately in interdependence land.

所以我隨即尋求相互依賴

I'm declaring my goal on this stage.

今天我在台上宣布我的目標

I found other people as passionate as I am

發現其他人也很關注這個議題

and I've asked if I could join them.

因此我邀請他們加入我的行列

And after today, there may be more.

也許之後會有更多人跟我站在一起

And we're now in the complex but inspiring process

我們如今正學習著

如何透過複雜 卻啟發人心的過程來合作

of learning how to work together.

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

我希望有天會有講者在這個台上

and tell you how radical interdependence saved my beloved rhinos.

跟大家說徹底的相互依賴

是如何拯救我珍愛的犀牛

Why does hero culture persist,

為什麼英雄文化揮之不去？

and why don't we work together more?

又為什麼我們不多合作一些？

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

我不知道別人怎麼想

but I can tell you why I did it.

但我可以講講我的想法

Interdependence is a lot harder than being a hero.

相互依賴比當個英雄更難

It requires us to be open and transparent and vulnerable,

我們得有開放思想、

要行事透明，還得放下身段

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

很多傳統型領導者沒學過要這樣做

I thought being a hero would keep me safe.

我以為當個英雄

會讓我行事順利

I thought that in the elevation

我以為當個英雄

and separation that comes from heroic leadership,

我能高人一等、保持距離

that I would be untouchable.

也就能立於不敗之地

This is an illusion.

這是謬論

The joy and success that comes from interdependence and vulnerability

相互依賴、放下身段

能帶來樂趣和成功

is worth the effort and the risk.

值得我們努力、冒險

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

如果我們現在

想解決全球層面的問題

we have no alternative,

沒有其他選項

so we had better start getting good at it.

所以我們得開始學著這樣做

Thank you.

謝謝

(Applause)

（掌聲）