8 lessons on building a company people enjoy working for | The Way We Work, a TED series

HR jargon makes me crazy.

譯者: Lilian Chiu 審譯者: 易帆 余

We have to have all these stupid acronyms

that describe things that nobody understands: OKRs and PIPs.

I think we can run our businesses

by just talking to each other like regular human beings.

We might actually get more done.

人力資源行話讓我抓狂。

[The Way We Work]

我們有各式各樣的愚蠢縮寫，

沒人知道是什麼意思： OKRs、PIPs 等等。

I really always wanted to be an HR professional,

I wanted to be able to speak the language of management.

我想，在經營事業時，

其實可以採用一般 人類的交談方式即可。

And you know what I've learned after all this time?

可能還可以搞定更多事。

I don't think any of it matters.

〔我們工作的方式〕

There's all kinds of things that we call "best practices"

that aren't best practices at all.

我一直都很想成為 人力資源的專家，

How do we know it's best? We don't measure this stuff.

我希望能夠說管理階層的語言。

In fact, I've learned that "best practices" usually means

你們知道這段期間我學到什麼嗎？

我認為這一切都不重要。

copying what everybody else does.

Our world is changing and evolving all the time.

有好多我們所謂的「最佳做法」

Here are some lessons to help you adapt.

根本就不是最佳做法。

Lesson one: Your employees are adults.

我們怎麼知道它是最佳的？ 這是無法測量的。

You know, we've created so many layers

事實上，我學到的是， 「最佳做法」通常意謂著

and so many processes and so many guidelines

完全照別人的方式做。

to keep those employees in place

我們的世界時時刻刻 都在改變、演化。

that we've ended up with systems that treat people like they're children.

以下這幾課能夠協助你適應。

第一課：你的員工是成人。

And they're not.

Fully formed adults walk in the door every single day.

我們創造出好多層級、

They have rent payments, they have obligations,

好多流程、好多指南，

they're members of society,

來確保那些員工能做該做的事，

they want to create a difference in the world.

最後結果就是產生出 把人當孩童來對待的體制。

So if we start with the assumption

that everybody comes to work to do an amazing job,

他們不是孩童。

每天走進來的都是 完全長大的成人。

you'd be surprised what you get.

Lesson two: The job of management isn't to control people,

他們有房租要繳， 他們有義務要履行，

他們是社會的一員，

it's to build great teams.

When managers build great teams, here's how you know it.

他們想要在世界上創造出差異。

如果我們一開始就假設

They've done amazing stuff.

大家來工作都是想要 把事情做得很好，

Customers are really happy.

Those are the metrics that really matter.

你會得到很驚人的結果。

第二課：管理工作 並不是在控制人，

Not the metrics of: "Do you come to work on time?"

"Did you take your vacation?" "Did you follow the rules?"

而是在建立優秀的團隊。

如果管理者建立了優秀的團隊， 就會有下列的特徵。

"Did you ask for permission?"

Lesson three: People want to do work that means something.

他們做了很了不起的事。 客戶都真的很開心。

After they do it, they should be free to move on.

那些才是重要的衡量標準。

Careers are journeys.

而不是用這些標準衡量： 「你有準時上班嗎？」

Nobody's going to want to do the same thing for 60 years.

「你有休假嗎？」 「你有遵守規定嗎？」

So the idea of keeping people for the sake of keeping them

「你有取得允許嗎？」

第三課：大家都想要 做有意義的工作。

really hurts both of us.

Instead, what if we created companies that were great places to be from?

做完之後，他們應該 要能自由地繼續走下去。

職涯是旅程。

And everyone who leaves you

沒有人會希望六十年 都做同樣的事。

becomes an ambassador for not only your product,

所以，只為了留住人 而留住人的想法，

but who you are and how you operate.

其實是在傷害雙方。

And when you spread that kind of excitement throughout the world,

換個想法，如果我們創造的公司 也是很棒的跳板，如何？

then we make all of our companies better.

離開你的每一個人，

Lesson four: Everyone in your company should understand the business.

都會成為大使， 不只是宣揚你的產品，

Now, based on the assumption that we've got smart adults here,

也宣揚你的為人以及營運方式。

當你能把那麼讓人興奮的事 散播到全世界，

the most important thing we can teach them is how our business works.

就能讓所有人的公司都變得更好。

When I look at companies that are moving fast,

that are really innovative

第四課：公司中的每一個人 都應該了解公司的事業。

and that are doing amazing things with agility and speed,

根據「大家都是 聰明的成人」這個假設，

it's because they're collaborative.

我們能教大家的事情當中， 最重要的是我們的事業如何運作。

The best thing that we can do is constantly teach each other what we do,

我看到一些公司進展很快速，

what matters to us, what we measure, what goodness looks like,

真的在做創新，

且很靈活又迅速地 做出很多了不起的事，

so that we can all drive towards achieving the same thing.

都是因為他們懂得合作。

Lesson five: Everyone in your company should be able to handle the truth.

我們最好能做到經常教導彼此， 讓對方知道我們在做什麼、

You know why people say giving feedback is so hard?

我們在乎什麼、

我們的衡量標準是什麼、 什麼才叫做好，

They don't practice.

Let's take the annual performance review.

這樣我們才能一起 朝向共同目標邁進。

What else do you do in your whole life that you're really good at

第五課：公司裡的每一個人 都應該要能夠接受真相。

that you only do once a year?

Here's what I found:

你知道為什麼大家都說 給回饋意見很困難嗎？

humans can hear anything if it's true.

因為他們沒練習。

So let's rethink the word "feedback,"

咱們用年度績效檢討為例。

在你的一生中，有什麼事情 是你一年才做一次，

and think about it as telling people the truth, the honest truth,

就能做得非常好的？

about what they're doing right and what they're doing wrong,

我的發現如下：

只要是真的事情， 人類就可以聽見。

in the moment when they're doing it.

所以，咱們重新思考一下 「回饋」這個詞，

That good thing you just did, whoo!

That's exactly what I'm talking about.

把它想成是告訴別人 真相，誠實的真相，

Go do that again.

And people will do that again, today, three more times.

Lesson six: Your company needs to live out its values.

講出他們做對了什麼、 做錯了什麼，

且當他們在做的時候就要講。

I was talking to a company not long ago, to the CEO.

你剛剛做的那件好事，呼！

就是這樣沒錯。再去做一次。

He was having trouble because the company was rocky

大家今天就會 再做一次，再做三次。

and things weren't getting done on time,

and he felt like things were sloppy.

第六課：你的公司 必須要活出它的價值觀。

This also was a man who, I observed,

不久前，我跟一家公司的 執行長談話。

never showed up to any meeting on time.

他遇到了困難， 因為公司營運很辛苦，

Ever.

If you're part of a leadership team,

the most important thing that you can do to "uphold your values" is to live them.

且事情都無法如期完成，

他覺得一切都很懶散。

People can't be what they can't see.

依我觀察，這個人本身

也從來沒有準時 出席會議。從來沒有。

We say, "Yes, we're here for equality,"

and then we proudly pound our chest

如果你是領導團隊中的一員，

because we'd achieved 30 percent representation of women

若要「維護你的價值觀」， 最重要的就是要以身作則。

on an executive team.

Well that's not equal, that's 30 percent.

大家看不見的，就不會去做。

Lesson seven: All start-up ideas are stupid.

我們說：「我們很重視平等。」

接著，我們驕傲地拍拍胸脯，

I spend a lot of time with start-ups,

因為我們的主管團隊中的 女性比例達到了 30%。

and I have a lot of friends that work in larger, more established companies.

They are always pooh-poohing the companies that I work with.

嗯，那不是平等，那是 30%。

"That is such a stupid idea."

第七課：所有新創的點子都很蠢。

Well, guess what: all start-up ideas are stupid.

If they were reasonable, somebody else would have already been doing them.

我花了很多時間在新創公司上，

且我有很多朋友 在成熟的大公司工作。

Lesson eight: Every company needs to be excited for change.

他們總是很瞧不起我合作的公司。

Beware of the smoke of nostalgia.

「那個點子好蠢。」

If you find yourself saying, "Remember the way it used to be?"

嗯，你猜如何： 所有新創的點子都很蠢。

如果這些點子很合理， 早就會有人去做了。

I want you to shift your thinking to say,

"Think about the way it's going to be."

第八課：每間公司 都得要對改變感到興奮。

If I had a dream company,

要小心懷舊之情的徵兆。

I would walk in the door and I would say,

如果你發現你自己會說： 「還記得以前是怎樣的嗎？」

"Everything's changed, all bets are off.

We were running as fast as we can to the right,

我希望你能轉換思路，改說：

and now we'll take a hard left."

And everybody would go "Yes!"

「想想將來可能會是怎樣的。」

It's a pretty exciting world out there, and it's changing all the time.

我夢想中的公司是這樣的：

The more we embrace it and get excited about it,

當我走進門，說：

「一切都改變了，原來的都不算數。

the more fun we're going to have.

我們本來是全力向右跑， 現在要向左急轉彎。」

而大家都會說「好！」

外頭的世界很刺激， 且隨時在改變。

我們越能擁抱改變、 對改變感到興奮，

我們就能有越多樂趣。