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

譯者: Lilian Chiu 審譯者: Shelley Tsang 曾雯海

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

我可以跟各位講我的初吻嗎？

(Cheers)

（歡呼）

It sounds like it would be, alright.

聽起來是可以，好。

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

我來自美國的一個小鎮，

and I was working at one of the local spots,

在當地的一個地方工作，

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

這份工作需要我親身去做， 是第一線的工作。

So I'm there, behind the counter.

我人在櫃台後面。

The person I really like, they come in.

我真的很喜歡的人走進來了。

We have a great conversation.

我們談得很開心。

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

我知道這一點，因為我們的 談話以一個吻作結。

(Laughter)

（笑聲）

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

不過，那天的那個吻 可能是那份工作唯一的好處。

The work itself was really, really hard.

那份工作本身非常辛苦。

Most frontline work is,

第一線工作多半很辛苦，

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

如果你開過 Uber 或 Lyft 就會知道，

or if you work as a barista at Starbucks.

或在星巴克當過服務生也會知道。

現今，我所有的時間

Today, I spend all my time

working with some of the world's largest companies,

都在和世界上最大的公司合作，

companies with tens of thousands of frontline workers.

這些公司有數萬名第一線人員。

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

全世界有近三十億人 在做第一線工作。

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

而我的使命是盡可能 讓這類工作變得更好。

It just doesn't take much research

不需要太多研究就能了解 為什麼我們需要改善這類工作。

to realize why we need to improve this job.

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

2023 年，第一線人員有八成 都面臨某種形式的不文明，

and that's translated into anger.

那會轉化為憤怒。

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

全球的成人勞動力中 有四成的人都對工作很火大。

我不是心理學家，

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

但如果有一半的成人都很氣 他們的工作，那不會是好事吧。

when half of the adults are angry at their job.

And that number has doubled from before COVID.

且那個數字是新冠肺炎 疫情前的兩倍。

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

我只是覺得，不見得一定要如此。

I think frontline jobs can be great careers.

我認為第一線工作 也能成為很棒的職業。

Let's talk about how to make that happen.

咱們來談談如何實現它。

For me, it starts at the top.

對我來說，要從頂層做起。

執行長不會知道 第一線工作是什麼樣子的，

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

and they have got to figure it out right now.

而他們現在必須要搞清楚。

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

不知道有沒有人看過 《臥底老闆》這個節目。

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

它很紅，至少在美國紅過一段時間。

Very simple premise --

非常簡單的前提——

executives leave their corner office,

主管要離開他們的頂層辦公室，

they spend some time on the front line,

花點時間在第一線，

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

而他們總是對自己的發現 感到非常震驚。

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

你可能會說：「亞卓安， 他們當然會震驚，這是實境秀。

It's reality TV.

It's American reality TV.

這是美國實境秀。

That is the best of the best."

是最棒的。」

(Laughter)

（笑聲）

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

「這些主管，

他們讀哈佛商學院（HBS）。

They have big offices.

他們有很大的辦公室。

They know what the job is like."

他們知道第一線工作是怎樣的。」

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

這點可能會讓你感到吃驚： 執行長只把 6% 的

工作時間花在第一線。

with the front line.

They spend 70 percent of their time in meetings.

他們的時間有 70% 是在開會。

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

我就是無法相信， 如果你一年只有幾天看到

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

第一線工作，你會有多了解它。

What I would like to see, instead --

我想看到的反而是——

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

我想看到執行長 連續三十天的時間——

也就是一年的 8%，

that's just eight percent of the year,

還是有很多時間可以開會——

tons of time, still, for your meetings --

連續三十天，每天輪值一次班。

30 days straight doing one shift every single day.

且只能花輪值賺到的錢， 沒有其他金錢支援。

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

After this 30 days, ask yourself ...

三十天之後，問問自己……

"Can I make it?

「我能做到嗎？

我會希望我的孩子 從事這種職業嗎？」

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

I think, through this experience,

我認為，透過這種經歷， 你會對第一線工作的問題更敏銳，

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

and you'll also, very importantly,

此外，非常重要的是，你會了解

realize your own employees have a lot of good ideas

你自己的員工

有很多改善這份工作的好點子。

on how to make the job better.

And before I talk about those ideas,

在我開始談這些點子之前，

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

咱們先來為大家處理房間中的 大象（眾所皆知的問題）：報酬。

That's pay.

Wages matter.

工資很重要。

And it drives me crazy

讓我很抓狂的是， 《財富》五百強的一些執行長

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

每天能賺七萬美金，

and it would take their own employees 150 years

他們自己的員工要花一百五十年

to make what they make in one year.

才能賺到他們一年的薪水。

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

這個現象就叫做薪酬不平等，

and it's wrong, and it frustrates me.

這是不對的，這讓我感到很灰心。

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

相信我，這我可以講好幾個小時， 咱們之後再來談吧。

Afterwards, let's go talk about it.

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

但今天，我想分享 我們自己研究的結果。

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

我們對全球各地數萬名 第一線人員做了調查，

Why do they say they quit their own job?

問他們為什麼要辭掉 他們自己的工作。

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

他們說，和情緒上的 需求也很有關係，

than just pay alone.

不只是薪酬的問題。

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

一個很好的例子，是渴望 能有一些排班上的彈性。

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

我向主管提起這點時，我通常聽到：

"Shift flexibility for frontline workers?

「第一線人員的排班彈性？

That can't happen.

不可能發生。他們的工作需要 他們親自到場，太昂貴了。」

Their job requires them to be in person.

Way too expensive."

I don't know if that's true.

我不知道這是否屬實。

One company I worked with for a very long time,

我曾和一家公司合作了很久，

they did some superdramatic things.

他們做了一件超級戲劇性的事。

So, folks, buckle up those seat belts,

所以，各位，繫好安全帶， 他們做了些瘋狂的改變。

these are some crazy changes that they made.

Hold on here.

稍等一下。所以，

So the first thing they did,

他們做的第一件事：

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

他們讓員工早上 有十分鐘的緩衝時間，

so they could drop their kids off on time.

讓他們可以準時送孩子上學。

I know. Crazy, right?

很瘋狂，對吧？我聽到 這點子時超吃驚的，

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

but it gets crazier.

但還有更瘋狂的。

The second thing they did,

他們做的第二件事：

they got rid of their point system.

他們取消了積分制。

Essentially, there's an attendance-policy system

基本上，世界各地大部分的製造工廠

at most manufacturing plants, still, around the world.

都仍然有一種出勤政策制度。

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

如果你上班遲到或沒到，

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

你的名字會被打勾做記號， 就像在幼稚園，

這是公開的，大家都看得到。

It's public, people can see this.

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

他們說：「把它取消吧。」

Good idea.

好點子。

The last thing they did,

他們做的最後一件／第三件事： 這就像要登月的點子一樣，

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

就像次世代人工智慧之類的， 他們決定要做的是……

The thing they decided to do ...

they let their workers end their shifts on time.

他們讓他們的員工準時下班。

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

你的工作時段是九點到五點， 那你五點就可以離開。

It's crazy stuff.

這很瘋狂。

很顯然我在開玩笑， 這明顯是個笑話。

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

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

但很少有公司會做這些微小的改變，

and the results speak for themselves.

而结果不言自明。

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

其中一些工廠的離職率下降了 50%，

There's a 40 percent reduction in overtime hours,

加班時數少了 40%，

and there's actually more perfect attendance than ever.

實際上出勤狀況也比過往都更完美。

Another company we worked with for a long time,

還有一家和我們合作很久的公司，

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

我們過去時看到那裡的人很常受傷。

Like, physically injured on the job.

我指的是工作中受到身體傷害。

And we quickly realize

我們很快了解到，

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

發給員工的個人防護裝備

it's made for only one body type.

只針對一種體型設計。

You can probably guess what body type.

各位應該猜得出是哪種體型。

It's the white male body type.

白種男性的體型。

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

我們說：「那樣做不太聰明，

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

我們要提供適合 多種體型的安全裝備。」

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

除此之外，再加上一些小改變，

safety incidents were down 40 percent.

安全意外下降了 40%。

And when I bring these examples to executives,

當我向主管舉出這些例子時， 他們通常會說：「這很有道理，

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

這相當吸引我。

I'm very compelled by this.

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

但這不會演變成『如果你給了 老鼠一塊餅干』的情況嗎？」

And I would say, one, like,

我會說，第一，執行長， 這是很棒的引據，

CEO, great reference, incredible children's book.

這本童畫很讚，如果你很久 沒看了，去找來讀一讀。

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

And two, and very importantly,

第二，非常重要的是，

yes, it is turning into that situation.

是的，會轉變成那種情況。

You can give your employees the full cookie.

你可以把完整的餅干都給你的員工。

I've talked to hundreds, thousands of workers

過去幾年間，我和 成千上萬名員工談過。

over the last couple of years.

根據員工自己的說法， 他們需要什麼才能成功？

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

They say they need a clean bathroom.

他們說他們需要乾淨的浴室。

They need safety gear that fits.

他們需要合身的安全裝備。

他們需要一點吃午餐的時間。

They need a little time to eat lunch.

他們需要能維生的工資。

And they need a living wage.

And when I talk to executives, I often hear,

當我和主管談時，

我通常會聽到：「嗯，我們 可以提供 A 但不能提供 B。

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

如果提供了 B，我們的 事業就會內爆。」

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

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

對不起，如果你的事業 會內爆是因為你提供員工

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

乾淨的浴室和可維生的工資，

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

那你該再次檢視你的商業模型了。

And ...

且……

(Cheers)

（歡呼）

Yeah.

是啊。

(Cheers and applause)

（歡呼及掌聲）

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

我並不是要批評執行長或公司，

I'm saying this because I have worked with organizations

我這樣說是因為

我曾經和組織合作， 改變它們的商業模型。

to change their business model.

這是非常有可能的。

It is very possible.

你做出這些改變後， 真正的狀況是……

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

it pays for itself.

它自己會回本。

It pays for itself in less overtime,

它回本的形式是：較少加班時數、

less turnover

離職減少，

and happier and much more engaged employees.

且員工更快樂、更投入。

And that's good for your people, CEO,

那對你的人有益，

執行長，那也對你的事業非常有益。

that's also very good for your business.

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

還有一點對我很重要， 我希望各位也都能重視它：

I hope it matters to all of you as well.

It's how we treat each other.

我們對待彼此的方式。

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

我的意思並不是你得 像世界上最樂觀的人

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

泰德‧拉索一樣到世界各地遊蕩。

You can do that, that would be great.

如果你能，那就太棒了。 世上越多泰德，就越有淨正面效應。

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

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

當某品牌讓你有很不好的 體驗時，你可以生氣。

That is OK.

沒關係的。

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

但在你對你面前的員工生氣之前，

I want you to ask yourself,

我希望你先問自己，為什麼 會出現這種有問題的體驗？

why did this breakdown in experience happen?

Because I think these experiences,

因為我認為這些體驗，

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

它們變差的原因來自於高層決策， 遠高於員工薪資階級。

Let me talk a little bit

讓我來談談員工自己本身如何

about how workers themselves are mandated to treat all of us

被強制要求要將我們 所有人視為客人。

as customers.

There are these handbooks workers are given on day one,

第一天，員工會拿到手冊，

and they are filled with rules that employees must follow

手冊中滿是員工必須要遵守的規則，

to provide us good customer service.

旨在提供我們好的客戶服務。

Let me give you some examples.

讓我舉例說明，在某些速食連鎖店，

At some fast-food chains,

employees are told if they see somebody sitting by themselves

員工被要求，如果他們看到 有人獨自坐了十分鐘左右，

for ten minutes or so,

to go check on them.

就要過去查看。

在一些零售店，

At some retail stores,

you must solemnly -- this is written down --

你必須要鎮重地—— 這是有書面記載的——

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

鎮重地發誓，如果有人走到 離你十英尺的範圍內，

you'll make eye contact,

你要看對方的眼睛，

you'll smile at them,

你要對對方微笑，

you'll ask if you can help with anything.

且你要詢問他們是否需要你幫忙。

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

最近我看到一條規則我很喜歡：

some airlines, they mandate how to treat your dog

有些航空公司

要求你在飛機上要如何 把狗當作客人來對待。

as a customer on a plane.

And this includes all types of dogs --

包括各種型的狗——大狗、 小狗、會吠的狗、焦躁的狗。

big, small, barking, anxious.

There are rules the flight attendants must follow.

空服員必須要遵守規則。

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

我見過這種事，我還有問過員工。

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

幾週前，我在 Reddit 上問過，

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

在 Reddit 上，第一線人員 傾巢而出，之後可以去看看。

so go have a look after this.

The point is,

重點是，

有人花時間寫下這些規則，

somebody took the time to write down these rules,

and mandated the employees follow them.

並強制要求員工遵守。

We also can follow a set of rules

我們也可以遵守一套規則， 我稱之為「人性手冊」。

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

And I know we can follow these rules.

我知道我們能遵守 這些規則，讓我說明原因。

Let me tell you why.

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

有家餐廳叫「搞錯訂單餐廳」。

不知道各位是否聽過它。 它位在日本東京。

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

It's based in Tokyo, Japan.

Almost all the employees there have dementia.

那裡的員工幾乎都有失智症。

It's a really interesting idea

這是個很有趣的點子，

in a country where one in five or so people

因為在日本，有約五分之一的人 在接下來幾年會受失智症影響。

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

The restaurant is trying to raise awareness,

這家餐廳在試圖提升大家的意識，

而我可能有點是在引導證人。

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

At the Restaurant of Mistaken Orders,

在「搞錯訂單餐廳」，

40 percent of the orders are delivered incorrectly.

有四成的訂單都會搞錯。

會送錯食物給你。

You get the wrong food.

(Laughter)

（笑聲）

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

99% 的人在這家餐廳 有很棒的體驗。

The other one percent filled out the survey wrong.

另外 1% 的人在寫調查表時寫錯了。

重點是，

You know, the thing is,

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

你可能會說：「亞卓安，很顯然，

在『搞錯訂單餐廳』，

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

大家知道規則， 他們知道該預期什麼。」

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

是的，沒錯，你知道嗎？

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

在「人性手冊」中的規則 也是白紙黑字記載的，

they're very clear for everyone to follow.

非常明確，讓大家都能遵循。

Rule number one --

規則一——

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

如果我得為每個人解釋的話 ——別擔心，我會的，

我不會吊你胃口的——

I'm not going to leave you hanging --

第一：

Number one:

don't be a jerk.

別當奧客。

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

當你的特製拿鐵花太多時間 沖泡時，別當奧客。

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

當你的班機延誤了， 而登機門的工作人員告訴你

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

「因為有暴風雨」時，別當奧客。

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

不，登機門工作人員不像一般人 所想的能夠無法控制天氣。

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

別當奧客，當個好人。

The Handbook of Humanity holds in all of these situations.

「人性手冊」適用於所有這些情況。

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

今天在我的時段結束前 我還想再跟大家談一個族群。

before I end my time.

What is my advice for the three billion of us

我對從事第一線工作的 三十億人有什麼建議？

that do frontline work?

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

第一線人員可以做什麼， 讓他們自己的感受好一點？

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

關於這個問題，我真的想了很久。

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

我不認為第一線人員需要做任何事。

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

我想對這三十億第一線工作人員說，

每天都親自出勤，

in person, and that includes before COVID,

包括在新冠肺炎疫情之前、 之中，甚至現今都如此的人，

during COVID and even today.

All I have to say,

我要說的就只有，

and all the CEOs of these companies should be saying,

這些公司的執行長也應該要這麼說：

is a massive, massive "thank you."

一個大大的「謝謝你」。

(Cheers and applause)

（歡呼及掌聲）

You should not have to ask for basic human decency,

你不應該還得去索求基本人類尊嚴、

comfortable working conditions

舒適的工作條件，

and a living wage.

及能維生的工資。

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

你應該期望我們所有公司的領導者、

all of us as customers you interact with,

我們所有和你互動的客人、

all of us just as basic humans ...

我們所有的人類……

to do better.

能做得更好。

And I am so confident we can do better.

我很有信心，

我們一定能做得更好。

Let's do better.

咱們就來做得更好吧。

Thank you very much.

非常謝謝。

(Cheers and applause)

（歡呼及掌聲）