The Breakthrough Power of Young Leaders | Mohan Sivaloganathan | TED

譯者: Lilian Chiu 審譯者: Shelley Tsang 曾雯海

My first job out of school was at Procter and Gamble.

我離開學校後的 第一份工作是在寶僑。

Shortly after launching my career,

展開職涯後不久，我就 和我父母一起去一家餐廳。

I sat down at a restaurant with my parents,

Sri Lankan immigrants who came to the country poor,

他們是斯里蘭卡移民， 來到美國時很貧窮，身無分文，

nothing in their pockets,

但擔任公職讓他們變得非常成功。

but became immensely successful through careers in public service,

my mom is a teacher, my dad with the US government.

我媽媽是老師， 爸爸為美國政府工作。

And it gave me this opportunity to be able to lean across the table

這次聚餐讓我有機會 隔著桌子傾身向前

and tell them that my vision for my career

告訴他們我對我職涯的願景

was to become the CEO of Procter and Gamble.

是成為寶僑的執行長。

(Laughter)

（笑聲）

And just like y'all, we all took it in.

和各位一樣，我們 都接受了這個願景。

(Laughter)

（笑聲）

深吸了一口氣。

Took a deep breath.

But I knew I could do it.

但我知道我可以做到。

I had the skills. I had the ambition.

我有技能，我有野心。

I'd even taken the Myers-Briggs personality test.

我甚至做了邁爾斯 布里格斯人格測試。

(Laughter)

（笑聲）

Right?

對吧？

I was assessed as an ENTJ,

我的評估結果是 ENTJ，

which meant that I was extroverted, intuitive, thinking, judging,

意思就是我是外向型、

直覺型、思考型、判斷型的人，

or some might call it, “The Commander.”

有些人可能稱之為「指揮官」型。

(Laughter)

（笑聲）

Studies have shown that ENTJs

研究顯示，ENTJ 型的人 是最常見的執行長人格類型。

are the most common personality types among CEOs.

So I had it in me.

我身上有這種人格。

And I researched what is it that CEOs do, and I found a certain blueprint.

我也研究了執行長是什麼樣子的， 並發現了某種藍圖，

I found that they're assertive, directive,

我發現他們很果決，是指導型，

there's a real command and control to how they show up.

他們出現的方式帶著 真正的指揮權和控制權。

So I tried to apply that blueprint to my first job at Procter and Gamble,

所以我試著將這藍圖運用在 我在寶僑的第一份工作上，

and I was surprised by the results.

而結果讓我感到驚訝。

(Laughter)

（笑聲）

Because I was magnificently,

因為我宏偉地、

spectacularly ...

壯觀地……

failing.

失敗了。

(Laughter)

（笑聲）

The response to my, quote unquote, leadership

大家對我的「領導力」的反應

was so toxic

非常負面，

以致於我被納入了 一個績效改善計畫中。

that I was placed on a performance improvement plan.

(Laughter)

（笑聲）

You can't make this stuff up.

這種事是無法編造出來的。

So for y'all who don't know,

跟不清楚的人說明一下：

you're on a performance improvement plan,

被納入績效改善計畫的人比較 接近被開除而不是成為執行長。

you are closer to being fired than being CEO.

(Laughter)

（笑聲）

Alright? First job out of school.

離開學校後的第一份工作。

Clearly, I had to make some changes.

顯然，我得做些改變， 別誤解，我仍然要成為指揮官，

I'm still going to be the commander, don't get me wrong,

but I had to make some adjustments along the way.

但我得在過程中做一些調整。

我不得不做一些修改。 最終，我成了執行長。

Had to make some tweaks.

And ultimately, I became CEO.

Not of Procter and Gamble, granted,

不是寶僑的，沒錯，

不然我今天就會坐私人飛機來這裡 而不是跟各位一樣搭地鐵了。

because I would have flown in here on a private jet today

instead of taking the subway like y'all.

（笑聲）

(Laughter)

But CEO of an organization called Our Turn.

我是「輪到我們了」 這個組織的執行長，

A movement that uplifts the voices and change-making ability of young people

它是一項運動，旨在提升 年輕人的聲音與變革能力，

讓他們能創造出 蓬勃發展的教育系統。

to be able to create a thriving education system.

There are two things I discovered upon becoming a CEO.

我成為執行長時，發現了兩件事。

First, one does not simply walk into Mordor.

第一，人不可能隨便就走進魔多。

(Laughter)

（笑聲）

Everything you've heard, in other words,

換言之，你所聽到所有關於執行長 不太光明面的說法都是真的。

about the less than glamorous side of being a CEO, it's true.

You lose your cover.

你會失去你的掩護。

事情發展順利時都是別人的功勞。

So whenever something goes well, it's everybody else.

It's because of them.

Whenever something goes wrong, it's on you.

有什麼地方出錯，都會推到你頭上。

The second thing I learned was that in order to be an effective CEO,

我學到的第二件事是： 為了成為有效率的執行長，

I needed to follow the lead of young people.

我得跟隨年輕人的領導。

You think about the past few years,

想想過去幾年，

我們的思想、文化、 學校、政治有多大程度

how much our minds, our culture, schools, politics

have been absorbed by the idea of critical race theory.

已經被批判性種族理論的 想法給吸收了。

And what's ironic is,

且，諷刺的是，

it's not just that adults have dominated the argument,

不僅是成人主導了這些論點，

but that adults have basically been throwing

且成人基本上還一直來回 對彼此丟出相同的論點。

the same argument back and forth at each other.

One side says, “You’re bringing politics and indoctrination into the classroom.”

一方說：「你是在把政治 和思想灌輸帶進教室裡。」

And then the other side says,

接著另一方說：

“You’re bringing politics and indoctrination into the classroom.”

「你是在把政治 和思想灌輸帶進教室裡。」

(Laughter)

（笑聲）

"I'm a parent. I know what's right in education."

「我是家長，我知道 教育該怎樣才對。」

"No, I'm a parent. I know what's right in education."

「不，我是家長，我知道 教育該怎樣才對。」

“You’re making my kid hate themself, and my culture is under attack.”

「你會讓我的孩子痛恨自己， 我的文化正在受到攻擊。」

“No, you’re making my kid hate themself, and my culture is under attack.”

「不，你會讓我的孩子痛恨自己， 我的文化正在受到攻擊。」

You basically had the equivalent of the Spider-Man pointing meme.

基本上這就像是蜘蛛人 互指的迷因一樣。

每個人都互相指來指去。

Everybody pointing back and forth at each other. Right?

But young people are having a very different conversation.

但年輕人的談話非常不同。

They are talking about the need for accurate history in their education.

他們正在談論他們的教育中 需要有正確的歷史。

The need to be seen as full, well-rounded individuals,

他們需要被視為完整、全面的個體，

to be able to build community with one another.

才能與彼此一同建立群體。

There was a conference that took place, with 300-plus education leaders,

有一場大會，與會者 是三百多名教育領袖，

and the person who stole the show was a student named Jaylen Adams.

最搶眼的是一名學生， 潔蘭‧亞當斯。

On a panel discussion,

在座談會上，她分享了 她五年級時的經驗，

she shared an experience from the fifth grade,

where her teacher made everybody in the class

那時，她的老師要班上的每個人

go on the carpet in the middle, line up in rows

到中央的地毯上排隊，

and pretend to be on a slave ship.

假裝身在奴隸船上。

Some of the kids were appointed to be overseers.

有些孩子被指派為監督者。

Which meant that if anybody said something or did something that was out of line,

意思就是，任何人

只要有越界的言行舉止 就可能會被丟下船。

they could be thrown off the ship.

Jaylen told us about how she came back home that night crying profusely.

潔蘭告訴我們她那天晚上 回到家痛哭流涕。

Feeling traumatized.

她覺得她受到了創傷。

Wondering why did she have to go through that dehumanizing experience.

她很納悶她為什麼得走過 這種不人性化的經歷。

There was another gathering, 2,500 people participating

另外還有一場虛擬媒體記者會， 有兩千五百人參加，

in a virtual press conference, talking about the need

談論的是學校需要 有文化包容的課程。

for culturally inclusive curriculum in schools.

Once again, the person who stole the show was a student named Sydney Griffin.

最搶眼的人同樣也是名 學生，席妮‧葛里芬。

She illustrated why it's so critical

她說明了讓有色人種孩童了解 自身歷史是多麼重要的事，

for young children of color to learn about their own history,

and how when you expose children to new cultures and new experiences,

以及若能讓孩子接觸 新文化及新體驗，

ultimately they all feel more seen, more accepted.

最終他們都會感到 更被看見、更被接受。

It forges a new generation of pioneers towards equity.

這樣故能打造朝公平 邁進的新一代先鋒。

That vision of a new generation of pioneers towards equity

「朝公平邁進的新一代 先鋒」這個遠景

is what inspired young leaders to create a campaign at Our Turn called Truth(Ed).

鼓舞了「輪到我們了」的年輕領袖 創造了「真相」這個活動，

They created toolkits so that young people from coast to coast

他們創造了一些工具包，讓從東岸 到西岸的年輕人能提升他們的故事、

could elevate their stories, organize, speak out at school board meetings.

組織起來，並在學校 董事會會議上發言。

They fostered spaces for young folks to be able to collaborate,

他們打造了一些空間， 讓年輕人能夠合作，

而不是分裂和對抗成人領袖，

not divide and antagonize, adult leaders like superintendents,

如監管者、學校 董事會成員、慈善家，

school board members, philanthropists,

where they could forge that new future together.

在這些空間裡，他們 可以一起打造新未來。

So while you had adults who were out there arguing with one another,

因此，雖然外頭有些成人 在與彼此爭論，

trying to suppress access to knowledge and history through book bans,

試圖用禁書的方式打壓 了解知識和歷史的管道，

young people were able to successfully stop book bans

但年輕人有辦法成功阻止禁書，

in places like Texas and Pennsylvania and beyond.

在德州、賓州等地都有成功案例。

By organizing petitions,

透過組織請願來確保他們的 學校董事會能聽到他們的聲音。

making sure their school boards heard what they had to say.

They even went on offense, creating banned book clubs and libraries,

他們甚至發起攻勢， 創立禁書俱樂部和圖書館，

spaces where community members could be able to come together,

創造空間，讓群體成員 可以聚在一起向彼此學習、

learn from one another,

engage in constructive conversation, and build bridges.

參與有建設性的談話，並建立橋樑。

We're in this time where there is rampant negativity

我們這個時代充斥著 對公共教育的負面情緒。

around public education.

But young people are leading a transcendent movement.

但年輕人正在領導 一項超越性的運動。

It's a movement that people want to be a part of.

這是個大家想要參與的運動。

I've been on the front row to examples of youth leadership time and time again,

我一次又一次親眼見證了 年輕人領導力的例子，

and I've been able to discover four critical lessons

而我發現四個重要的教訓， 能提升我做執行長的能力。

to up my game as a CEO.

First, sure, we've all seen CEOs, people like myself,

第一，

的確，我們都見過執行長， 像我這樣子的人，

who step on stages like this and say,

站上像這樣的舞台，

"I have a grand vision for how we're going to change the world,

說：「對於我們要如何改變世界， 我有一個宏大的願景，

and it's going to happen through a strategic plan."

且會透過一個策略計畫來實現。」

You know, this might be a first in TED history

要知道，這可能是 TED 史上頭一遭，

because I intentionally gave you the opposite of an applause line.

因為我刻意說了一句和會得到 掌聲的台詞相反的話。

(Laughter)

（笑聲）

You can replace strategic plan with logic model

可以把策略計畫改為邏輯模型， 或從企管碩士課程學到的任何名詞，

or anything else you learned in your MBAs,

and that stuff is valuable, don't get me wrong,

別誤會我的意思，這很有價值，

但它沒有鼓舞作用。

but it doesn't inspire.

I recall something I learned from Tati Martinez, a high school senior,

我還記得我從高中生 塔提‧馬丁尼茲身上學到的，

那時，我請他們描述 年輕人的領導力。

when I asked them to describe the leadership of young people.

They said, "We as young people have been through so much,

他們說：「我們年輕人 已經經歷了很多，

seeing the world burn in front of our eyes,

看見世界在我們眼前燃燒，

being locked in our homes from the outside in.

被關在我們的家中，與外界隔絕。

And all of that has made us emotionally intelligent.

這一切讓我們有高更的情緒智慧。

It has made us want to foster empathy and community building."

那就會讓我們希望能促進 同理心和建立群體。」

The breakthrough power of youth leadership

年輕人領導力的突破力量 非常仰賴情緒智慧。

leans heavily on emotional intelligence.

Number two,

第二，我被迫面對 我受困的程度有多嚴重，

I've been forced to confront just how trapped I've been

by frameworks, assessments, personality tests

被框架、評估、人格測驗所困，

that tell me the right way to lead.

靠它們告訴我正確的領導方式。

But young people have boundless ingenuity.

但年輕人有無限的智巧。

I've seen young people drive positive change and results

我看過年輕人用各種方式 推動正面的改變和結果，

through everything from policy resolutions to poetry competitions.

從政策決議到詩歌比賽都有。

And that has motivated me to expand my own toolbox.

這也激勵了我去擴充 我自己的工具箱。

To understand number three,

為了了解第三個教訓，

I want you to picture yourself at a campfire.

我要請各位想像自己在營火旁，

It's been a long journey to get to this point.

你走了很長的路 才到達這裡，你好疲憊，

You're tired, your clothes are maybe caked with dirt, with sweat,

你的衣服可能滿是汙物與汗水，

surrounded by loved ones.

周圍都是家人。

And now can you picture someone leaning forward across that campfire?

現在請想像有人向前傾身靠向營火，

It glows in their face.

他們的臉上被照亮。

They say, "Hey.

他們說：「嘿。

Can you tell me about your Google Sheets metrics dashboard?"

你能談談你的 Google 試算表指標儀表板嗎？

(Laughter)

（笑聲）

Anyone?

有遇過嗎？

I got shade for days, y'all.

各位，這讓我有好幾天的陰影。

Equal opportunity shade distributor.

平等機會陰影的分發者就是我。

That's me.

Now that doesn't happen. People want stories.

那沒有發生。

大家想要故事。

Strategies come and go.

策略來來去去。

But stories are forever, and young people are storytellers.

但故事是永恆的，

而年輕人是說故事的人。

They are true tellers.

他們是真正會說的人。

就算是幾個月前我也無法想像我會 公開分享我被納入績效改善計畫中。

Even a few months ago,

I never could have imagined publicly sharing

that I was on a performance improvement plan.

But you needed to know my story.

但各位得要知道我的故事， 各位得要知道我的真相，

You needed to know my truth

to go on this journey with me.

才能和我一起走這段旅程。

And number four,

第四，

just think about how often we've been boxed in by false choices.

想像一下我們有多常 被假選擇給困住。

You could be financially successful, or you can pursue purpose.

你可以選擇取得財務成功 或者選擇追求意義。

You can have well-being, or you can have academic achievement.

你可以選擇幸福或者選擇學術成就。

You’re team Taylor or you’re team Beyoncé.

你可以加入泰勒絲隊或是碧昂絲隊。

(Laughter)

（笑聲）

But young people reject false choices.

但年輕人拒絕假選擇。

They lean into the power of "and."

他們擁抱「以及」的力量。

That breeds inclusivity, which unlocks possibility.

這會產生包容性，

從而開啟可能性。

I've been fortunate to be able to apply these lessons

我很幸運能在過去幾年 將這些教訓運用在多種情境中，

in multiple contexts over the past few years,

這段時間正是環境 發生大改變的時期，

during a time of massive environmental change,

like the Great Resignation.

比如大蕭條。

And what I'm most proud of

我最驕傲的是，

is that in our recent staff survey at Our Turn,

在「輪到我們了」 近期的員工調查中，

100% 的人表示他們會大力推薦 到「輪到我們了」工作。

100 percent of people said

they would strongly recommend Our Turn as a place to work.

I believe that happens when you have a work environment where people feel seen.

我相信這是因為在這個工作環境中 大家能感覺自己被看見，

Where they’re in true community with one another.

他們和彼此形成真正的群體，

Where they can pursue bold ideas without fear.

他們可以大膽追求理想，不用恐懼。

So what can you do?

那麼，各位可以做什麼？

Well, I have three tips.

我有三個祕訣。

One, get proximate.

一、去接近。

Hire young people to your team.

僱用年輕人加入你的團隊。

Attend their events. Learn about their insights.

參加他們的活動。了解他們的洞見。

了解他們的經驗 和他們對未來的建議。

Learn about their experiences and their recommendations for the future.

Number two, change your language.

第二，改變你的語言。

And to be clear,

讓我說清楚，

我不是要各位去學 Z 世代俚語。

I'm not telling you to pick up Gen Z slang.

I don't want you going around saying you watched this talk by Mohan,

我不希望你們到處去說 你們看了莫漢的演說，他說

and he said, like, start saying "lit," "no cap" and "drip."

開始講「超炸」、 「沒鬼扯」，和「有型」。

(Laughter)

（笑聲）

Do not put that on me.

別把這怪在我頭上。

改變你描述領導力的方式。

Change the way you describe leadership.

And number three, hold yourself accountable.

第三，自己扛起責任。

Train yourself up on these skills.

訓練自己掌握這些技能。

Rethink your hiring criteria.

重新思考你的僱用標準。

Rethink your admissions criteria.

重新考慮你的錄取標準。

I was at a convening with other social justice leaders recently,

我最近和其他社會正義領袖 參加了一場集會，

and at the end, someone pulled me to the side.

在尾聲時，有人把我拉到一旁，說：

They said, "Hey, you know, looks like everybody else here,

「嘿，看起來這裡的其他人 都是在做他們的工作。

they're doing jobs,

but you look like you're having fun."

但你看起來玩得很開心。」

I said, “You’re absolutely right.”

我說：「你說的沒錯。

我是玩得很開心。」

Like, I am having fun.

And it's because I have proximity to the leadership of young people.

那是因為我很接近年輕人的領導力。

And it fills me with hope.

那讓我充滿了希望。

年輕人也天天提醒我，

And young people also remind me, day-in and day-out,

that leadership, it's not a title.

領導力不是一個頭銜。

Just being a CEO doesn't make me a leader.

擔任執行長並不會讓我成為領袖。

Leadership is a verb, and it requires action.

領導力是個動詞，

它需要行動。

So if we want to stand on the right side of history

因此，如果我們想站在 歷史正確的那一邊，

and fulfill our responsibilities as leaders,

並履行我們領袖的責任，

then we need to stand with and follow the model of leadership

那麼我們就需要支持

和追隨現在年輕人 所展現出來的領導力模型。

demonstrated by young people right now.

And that's no cap.

沒鬼扯。

Thank you.

謝謝。

(Applause)

（掌聲）