How Great Leaders Innovate Responsibly | Ken Chenault | TED

譯者: Lilian Chiu 審譯者: Helen Chang

I’m Whitney Pennington Rodgers, I’m TED’s current affairs curator.

我是惠妮‧潘尼頓‧羅傑斯， TED 的時事策展人。

今天的來賓不僅本身 是位心理上很明智的領導者，

And the guest who's joining us now

is not only a psychologically wise leader himself,

but he looks to develop psychologically wise leaders

他也盼能培養出心理上 明智的領導者到世界各地發揮。

to put them out into the world.

From 2001 to 2018, he was the CEO and chairman of American Express,

2001 年到 2018 年，他是 美國運通的執行長和董事長，

and now he is the managing director and chairman of General Catalyst,

現在他是「通用催化」的 總經理和董事長，

a venture capital firm which seeks to develop organizations

這是間創投公司，旨在培養為世界

that put out positive change into the world.

帶來正面改變的組織。

He's also the cofounder of OneTen,

他也是「OneTen」的共同創辦人，

which is a coalition of leading executives who have joined together

這個聯盟集結領導級主管，

to upskill, hire and advance one million Black Americans in 10 years.

期望在十年內提升美國

一百萬名黑人的技能，並僱用他們。

Please welcome Ken Chenault.

讓我們歡迎肯‧錢納特。

Thank you for being here.

肯，謝謝你來這裡。

肯：我很榮幸能來。

Ken Chenault: It's great to be here.

惠：有句話你常說：

WPR: You have a quote that you often say:

「領導者的角色，就是要 定義現實以及給予希望。」

"The role of a leader is to define reality and give hope."

In this time that we're living in,

在我們所生活的這個時代， 新冠肺炎肆虐且勞動力大大改變，

with COVID and massive changes in the workforce,

how do you think about this idea of change,

你怎麼看待

關於改變的想法， 以及你的說法要如何應用在此？

and how does this quote apply to that?

KC: The question is, how can you give people concrete reasons,

肯：該問的是，

你要如何給予大家

具體的理由

and also inspiration to be hopeful.

以及靈感，

讓他們有希望。

And in uncertain times,

在充滿不確定的時代，

I think what's very important

我認為非常重要的

is the leader has to be grounded in some core values.

是領導者必須要建立牢固的基礎，

要有核心價值。

Because, to me, what’s most critical about leadership

因為，對我來說，

在不確定的時代，領導職

and leading in uncertain times --

和領導，最關鍵的是——我且要強調

and I would emphasize that I think anyone at any level can be a leader,

我認為任何階層的人 都能成為領導者，

in their business, civic life, personal life --

在他們的事業中、公民生活中、 個人生活中領導——

and what they have to recognize is if you want to lead,

他們必須要了解，

如果你想要領導，

you have to be willing to serve.

你必須要願意服務。

So you've got to have that servant leadership mentality.

你必須要有獻身領導的心態。

But what you have to do is stand for something.

但，你要做的， 是你必須要代表什麼。

And organizations are guided

引導組織的

by values and behaviors.

是價值觀和行為。

That's the way you're creating a culture.

那就是你創造文化的方式。

And so in a time of uncertainty, what do you need to do?

所以，在不確定的時代，

你需要做什麼？

One is you need to give people context.

其一是你必須要讓大家知道情境。

What's happening?

發生了什麼事？

You can admit that you're anxious,

你可以承認你很焦慮，

that there are reasons, in fact, to be nervous.

事實上，感到緊張是有理由的。

But what's important is you need to emphasize to people

但，重要的是，

你必須要向大家強調

the reasons why you think that we can get to the other side.

你為什麼會認為

我們能度過難關。

WPR: Could you talk a little bit about your work now

惠：能否談談你現在做的工作、

and what is General Catalyst,

通用催化是什麼、

what are you looking to do with that organization?

你希望透過那個組織達成什麼？

KC: General Catalyst is a venture capital firm,

肯：通用催化是一間創投公司，

and we're very focused on building companies.

我們的重心在於

打造公司。

What's important is the philosophy of General Catalyst,

重要的是通用催化的哲學，

which brings a level of intentionality,

它會帶出某種程度的意圖性，

which is we want to invest in powerful, positive change

也就是，我們想要投資

強大且正面的改變，

that will endure.

且要能持續。

So our view is, the paradigm, sometimes, that's presented,

所以，

我們的觀點是，

有時呈現出來的範式，

which is you have to choose between profits,

是你得選擇

是要收益、投資報酬，

investment returns

and social good.

還是社會公益。

And we believe that’s a false choice.

我們相信，那是種假選擇。

That, in fact, technology should be a great enabler.

事實上，

科技應該是更好的推手，

But the reality is "What's the intention?"

但，現實是，

「意圓是什麼？」

WPR: I love this idea of "responsible innovation,"

惠：我很喜歡「負責的創新」這想法，

and I'm interested to know what the impetus was

我想了解你會把焦點放在 這個地方，背後的動力是什麼？

for you to really focus in this space.

Were you not seeing enough of this happening?

你覺得這個現象還不足夠嗎？

KC: I would say there were several reasons.

肯：我會說，有好幾個理由。

One is, as I decided in stepping down from American Express,

其一是，

在我決定要離開美國運通時，

of “What would I do next?”

「我接下來要做什麼？」

One, it was very clear to me from all of my experiences

第一，我很清楚，

根據我所有的經驗，

is that technology was the great enabler,

我發現，科技

是／能成為很棒的推手。

and could be.

But I thought we needed to have a force

但我心想，

我們需要有一種力量，

that was acting in a more responsible way.

以更負責的方式運作。

I also frankly thought that technology was not diverse enough,

坦白說，我也認為科技不夠多樣化，

when I looked at the whole sector

當我去看科技、創投，以及私募股權

of technology and venture capital and private equity.

這整個部門時，會有這樣的感覺。

But what was really attractive to me

但真正吸引我的

was that my partners believed very strongly

是我的夥伴非常堅信

in this notion of responsible innovation,

「負責的創新」這個概念，

and they were willing to do what it takes to embrace it.

且他們願意不計代價去擁抱它。

And let me be clear, we're in the early stages of this.

讓我說清楚，我們才剛起步。

But one of the things I'm very proud of, for example,

但，比如，讓我很驕傲的一點是 我們在健康照護上能做的貢獻，

is what we've been able to do in health care,

where we're actually partnering with health care systems.

在這方面，我們真正 和健康照護體系在合作。

So, we're partnering with nonprofit entities,

所以，我們和非營利實體合作，

and our objective is not to disrupt and blow up the health care system,

我們的目標

不是要阻斷和破壞健康照護體系，

it's to innovate and transform the health care system as a partner.

是要把健康照護體系 當作夥伴，將它創新、

轉變。

And so it's recognizing that our objective in health care

所以，

要知道我們在健康照護的目標

is to provide high-quality, lower-cost health care

是要提供品質良好

且成本較低的健康

to all segments.

給所有部門。

And technology can be a great enabler in doing that.

要做到這一點，科技 就會是很重要的推手。

And in addition to that -- it's not an either-or --

除此之外——

不是二選一——

we believe that we're going to generate very attractive returns,

我們相信我們會產生出 很誘人的報酬，

which is important if we're building enduring businesses.

如果我們要建立持久的 企業，這點就很重要。

WPR: This idea of putting people first as you're developing your technology,

惠：你在開發科技時， 把人放在優先的這個想法，

but it's not just about people --

但重點不只是人，也有——

you’re thinking about responsibility in terms of the environment,

你在想的是在環境方面的責任，

對社區的責任。

responsibilities to communities.

Could you talk more about that?

你能談談嗎？

肯：基本上，在這裡，重要的是，

KC: What's critical here, fundamentally, what I have always believed

我向來都相信，

and certainly have articulated over the last 30 years,

在過去三十年間也肯定一直在表達，

is companies exist because society allows us to exist.

那就是，公司會存在，

是因為社會允許我們存在。

And so we have a responsibility to society.

所以我們對社會有責任。

When we're developing products and services,

當我們在開發產品及服務時，

shouldn't we think about who is in, who are we serving,

我們難道不該想想

會牽涉到誰、我們要服務誰，

and who might be negatively impacted

我們提供的產品或服務可能

by a product or service that we're offering.

會讓誰受到負面的影響。

As we're building companies, let's start at the beginning and say,

當我們在打造公司時，

讓我們從源頭開始，說：

"How do we build a more diverse workforce in that company?"

「我們要如何在那間公司中 打造出更多樣化的勞動力？」

"How are we thinking about the environment?"

「我們對環境有什麼想法？」

So what's very important is,

所以，非常重要的是，

we can do a form, if you will, of social due diligence,

可以說，我們可以做一種 社會盡職調查，

side by side with the financial due diligence.

來搭配財務盡職調查。

But what's important is, as we're building companies today,

但重要的是，現今 我們在打造公司時，

let's have a broader mindset.

我們要有更寬廣的心態。

Let's have a higher level of intentionality.

讓我們提高意圖性的層級。

And no one, I think, most people -- obviously, there's some exceptions --

沒有人，我想，大部分人—— 顯然會有一些例外——

start off building a company, saying,

在開始打造一間公司時會說：

"I want to build a company that will hurt people."

「我想要打造出會傷害人的公司。」

WPR: Right.

惠：是啊。

KC: But that's not enough.

肯：但那還不夠。你得說的是：

What you've got to say is,

"My intention is to build a company

「我的意圖

是要創立一間公司來處理

that will address the following set of issues."

下列這一系列問題。」

And actually, I want to, from the beginning,

事實上，打從最初，我就想要

build a company that will have a positive impact on society,

創立一間對社會有正面影響的公司，

as well as generate attractive economics.

同時也要能產生出 吸引人的經濟誘因。

Now that's simple,

那很簡單，

but it is hard,

但很困難，

and people need guidance, people need the tools,

大家會需要指引，需要工具，

and that's what we're trying to do with responsible innovation.

那就是我們「負責的創新」 試圖要做的事。

WPR: I'd like to pivot for a second to another organization

惠：我想暫時離題一下， 談談另一個組織，

that you're championing, that's really important to you,

你很支持，對你很重要的組織，

which is OneTen.

就是 OneTen。

You're the cofounder of this initiative

你是共同創辦人之一，

that looks to put more Black Americans into sustainable careers.

看起來它能讓更多 美國的黑人擁有永續的職涯。

Tell us a little bit about how OneTen came about.

跟我們談談 OneTen 是怎麼誕生的。

KC: So OneTen came about literally the day after the murder of George Floyd.

肯：OneTen 誕生的日子正是

喬治‧佛洛伊德被謀殺的隔天。

And Ken Frazier, who was a former CEO of Merck,

肯‧佛雷澤

曾在默克擔任執行長，

is still executive chairman of Merck,

現在仍然是默克的執行董事長，

but is also now chairman of Healthcare Assurance Initiatives

現在也在通用催化擔任

健康照護保證計畫的主席。

for General Catalyst.

Obviously, we were devastated about what happened.

很顯然，發生這種事 讓我們感到心力交瘁。

And back to defining reality and giving hope, we said,

回到定義現實

及給予希望，我們說：

"The reality of the situation

「這個情況的現實是

is that Black Americans who do not have a college degree

沒有大學學位的

美國黑人

are a segment of our population

在我們的人口中，是屬於

that we need to address in a more comprehensive way."

我們需要用更全面性的 方式來處理的族群。」

And what we said is we want to do something

我們的意思是，我們想要 採取有影響且能持久的作為，

that is really impactful and enduring.

And we think the private sector, particularly large companies,

而我們認為，

私部門，特別是大型企業，

need to take a more active role.

需要扮演更主動的角色。

And so we talked about what we could do.

所以我們談了我們能做什麼。

If you look at the facts,

就事實來說，

80 percent of the jobs 60,000 dollars and above

80% 的工作，收入六萬美金以上，

in companies

在公司裡會需要四年大學的學位。

require a four-year college degree.

Now the reality is ...

現實是……

that a substantial majority of those jobs do not require a college degree.

那些工作有相當大一部分

根本不需要大學學位。

And so, it serves --

所以，它就——

You talk about structural, systemic racism.

談到結構性、制度上的種族歧視，

What happens is it just knocks out a large population.

發生的狀況就是， 很多人就這樣出局了。

And the reality is skills-first is what we should be focused on.

而現實是，

我們應該把焦點放在「技能第一」。

And I want to be clear:

讓我澄清一下，我希望 能上大學的人盡量去讀大學。

I want as many people to go to college as can go to college.

But to be successful,

但要成功，

to have a family-sustaining job,

擁有一個能維持家庭生計的 工作，不應該意味著

should not mean that you have to go to college.

你必須要讀大學。

And so what we decided

於是我們決定，

is we wanted companies to embrace that.

我們想讓公司都能欣然接受這一點。

We had 60 companies sign up

我們找了六十間公司參與，

with hard financial commitments and a commitment to jobs.

做出堅定的財務承諾，

以及對工作的承諾。

我認為很讓人興奮的是，

And here's what I think is exciting, Wendy,

is that people are recognizing,

大家都認同，

because you're looking at the jobs, they're saying,

因為，針對那些工作，他們會說：

"Well, a lot of these jobs don't require a college degree."

「很多這些工作 並不需要大學學位。」

And so here we have an initiative that is geared to Black Americans.

在此，我們有個 適合美國黑人的方案。

But at the end of the day,

但，到頭來，會受益的還是

it's going to end up benefiting all Americans,

所有美國人。

because the jobs, the specifications, the requirements are going to change.

因為，那些工作、

工作規範、

工作要求都會改變。

So in our society, where we have a win-loss mentality,

所以，在我們的社會中，

我們有爭輸贏的心態，

by focusing on this issue,

若能把焦點放在這個議題上，

we actually have opened the aperture of opportunity for everyone.

我們其實是為人人打開了一線機會。

So we are making progress.

所以，我們有所進展。

And I really think that our objective

且我真心認為，我們的目標

is, in 10 years, to have created

是要在十年內

創造出一百萬個

a million family-sustaining jobs.

能養家活口的工作。

WPR: So OneTen is one million jobs in 10 years.

惠：所以 OneTen 的意思 是十年內一百萬個工作。

KC: In 10 years.

肯：十年內。

You know, simple, objective --

簡單的目標——

not easy, right?

不容易，對吧？

Because part of what we're doing

因為我們在做的，有一部分是

is the challenge of matching supply and demand,

解決媒合供應和需求的難題，

the skilling, the reskilling,

就業技術培訓，再就業技術培訓，

all of that, that has to take place.

所有這些都必須要有。

The job supply network is very fragmented.

工作供應網非常零散。

So we've got to put that together.

我們得把它組織好。

So what I think you're seeing

我認為你所看見的是，

is I look at OneTen -- "That's a start-up."

當我去看 OneTen—— 「那是間新創公司」。

But we are mission-driven, we are outcome-driven,

但，我們是使命導向的，

我們是結果導向的，

and we're going to achieve that objective.

且我們會達成那個目標。

WPR: That feels like a great place to end.

惠：感覺這裡很適合畫上句點。

Thank you so much, Ken, for sharing all of this insight and wisdom.

肯，非常謝謝你分享 這些洞見和智慧。

I feel like I've learned so much.

我覺得我學了好多。

I know that everyone watching has probably learned a lot, too.

我知道觀眾可能也學了很多。

KC: Thank you so much. I enjoyed the conversation.

肯：非常謝謝。這場談話很愉快。

WPR: Thank you.

惠：謝謝你。