How to build (and rebuild) trust | Frances Frei

譯者: Lilian Chiu 審譯者: Yanyan Hong

I want to talk to you about how to build and rebuild trust,

我想要和大家討論的是 如何建立和重新建立信任，

because it's my belief that trust

因為我相信，我們所做的一切

is the foundation for everything we do,

都是以信任為基礎，

and that if we can learn to trust one another more,

而且如果我們能夠 學會更相信別人，

we can have unprecedented human progress.

我們就能達成 史無先例的人類進展。

But what if trust is broken?

但如果信任被破壞了呢？

What if your CEO is caught on video, disparaging an employee?

如果你公司的執行長被逮到 蔑視員工，且有影片為證，怎麼辦？

What if your employees experience a culture of bias, exclusion and worse?

如果你的員工遇到偏見、排擠， 或更糟的文化，怎麼辦？

What if there's a data breach,

如果發生資料洩漏，

and it feels an awful lot like a cover-up than seriously addressing it?

且感覺起來非常像是在掩飾， 不是要認真處理此問題，怎麼辦？

And most tragically,

最悲劇的是，

what if a technological fail leads to the loss of human life?

如果技術上的錯誤造成了 人命的損失，怎麼辦？

If I was giving this talk six months ago,

如果我做這場演講是在六個月前，

I would have been wearing an Uber T-shirt.

我會穿著 Uber（優步）的 T 恤來。

I'm a Harvard Business School professor,

我是哈佛商學院的教授，

but I was super attracted to going to an organization

但我超級想要去一間，可說是，

that was metaphorically and perhaps quite literally on fire.

也許真的是，如火中燒的組織。

I had read everything that was written in the newspaper,

我把報紙的內容通通都讀過了，

and that was precisely what drew me to the organization.

正因為如此，我才被這間組織吸引。

This was an organization that had lost trust

這間組織失去了所有

with every constituent that mattered.

重要成員的信任。

But there's a word about me that I should share.

但我應該和大家分享 一個關於我的詞。

My favorite trait is redemption.

我最喜歡的特質是救贖。

I believe that there is a better version of us around every corner,

我相信，在每一個轉角， 我們都能遇見最好的自己，

and I have seen firsthand

我親眼見過

how organizations and communities

組織、社區，以及個人

and individuals change at breathtaking speed.

如何用驚人的速度改變。

I went to Uber with the hopes that a turnaround there

我去 Uber 希望能夠扭轉局面，

could give license to the rest of us

希望我們其他人

who might have narrower versions of their challenges.

得以縮小所面對挑戰的範圍。

But when I got to Uber, I made a really big mistake.

到 Uber 之後，我犯了一個大錯。

I publicly committed to wearing an Uber T-shirt every day

我公開承諾每天 都要穿 Uber T 恤，

until every other employee was wearing an Uber T-shirt.

直到所有其他員工都穿上 Uber T 恤為止。

I had clearly not thought that through.

很顯然，我沒想清楚就承諾了。

(Laughter)

（笑聲）

It was 250 days of wearing an Uber T-shirt.

結果 250 天都穿著 Uber T 恤。

Now I am liberated from that commitment,

現在我已經從那承諾解脫了，

as I am back at HBS,

我回到哈佛商學院，

and what I'd like to do is share with you

而我想要和各位分享的是

how far I have taken that liberty,

我帶著這份自由走了多遠，

which, it's baby steps,

這距離是用寶寶步伐來衡量的，

(Laughter)

（笑聲）

but I would just say I'm on my way.

但我只會說，我正在走這段路。

(Laughter)

（笑聲）

Now, trust, if we're going to rebuild it,

如果我們要重新建立信任的話，

we have to understand its component parts.

我們得要了解它的組成。

The component parts of trust are super well understood.

信任的組成是非常清楚的。

There's three things about trust.

信任有三個重點。

If you sense that I am being authentic,

如果你感覺到我很真實，

you are much more likely to trust me.

你就非常有可能會相信我。

If you sense that I have real rigor in my logic,

如果你感覺到我的邏輯很嚴謹，

you are far more likely to trust me.

你更有可能會相信我。

And if you believe that my empathy is directed towards you,

如果你相信我同理的對象就是你，

you are far more likely to trust me.

你更有可能會相信我。

When all three of these things are working,

當這三個重點都發揮作用時，

we have great trust.

我們就會有很棒的信任。

But if any one of these three gets shaky,

但如果三項當中有一項不穩固了，

if any one of these three wobbles,

如果三項當中有一項在動搖了，

trust is threatened.

信任就會受到威脅。

Now here's what I'd like to do.

以下是我想要做的。

I want each of us to be able to engender more trust tomorrow,

我想要我們每個人 明天都能獲得更多的信任，

literally tomorrow, than we do today.

真的，就是明天， 要比今天得到更多信任。

And the way to do that is to understand where trust wobbles for ourselves

對我們自己來說，做法就是去了解 信任是在哪裡出現了動搖，

and have a ready-made prescription to overcome it.

並用現成的處方來克服它。

So that's what I would like to do together.

所以，那就是我希望能一起做的。

Would you give me some sense of whether or not you're here voluntarily?

各位是否能讓我知道一下， 你們是自願來這裡的嗎？

(Laughter)

（笑聲）

Yeah. OK. Alright. Awesome.

好，好極了。

OK. So --

好，那──

(Laughter)

（笑聲）

it's just super helpful feedback.

那是超有幫助的回饋。

(Laughter)

（笑聲）

So the most common wobble is empathy.

所以，最常見的動搖，是同理心。

The most common wobble

最常見的動搖

is that people just don't believe that we're mostly in it for them,

就是大家不願相信 有人會總為他們好，

and they believe that we're too self-distracted.

他們相信我們太自我分心了。

And it's no wonder.

這並不讓人意外。

We are all so busy with so many demands on our time,

我們都好忙碌， 好多事需要我們的時間，

it's easy to crowd out the time and space

很容易就會把同理心所需要的

that empathy requires.

時間和空間排擠掉。

For Dylan to be Dylan, that takes real time.

要讓狄倫是狄倫， 是需要真的花時間的。

And for us, if we have too much to do, we may not have that time.

對我們來說，若有太多事要做， 我們可能就沒有那樣的時間。

But that puts us into a vicious cycle,

但那就讓我們陷入了惡性循環，

because without revealing empathy,

因為沒有表現出同理心，

it makes everything harder.

就會讓一切更困難。

Without the benefit of the doubt of trust, it makes everything harder,

若沒有信任感來相信對方 無法證明的清白，一切會更困難，

and then we have less and less time for empathy, and so it goes.

接著我們能給予同理心的時間 就更少了，以此類推。

So here's the prescription:

所以，處方如下：

identify where, when and to whom

找出哪裡、何時，以及誰

you are likely to offer your distraction.

會讓你想要分心。

That should trace pretty perfectly

那應該就非常能夠讓你追溯到

to when, where and to whom you are likely to withhold your empathy.

在哪裡、從何時，以及誰 讓你想擱置同理心。

And if in those instances,

如果在那樣的情況下，

we can come up with a trigger that gets us to look up,

你能夠想出一種機制， 讓我們能抬頭起來看，

look at the people right in front of us,

看著就在我們面前的人，

listen to them,

傾聽他們，

deeply immerse ourselves in their perspectives,

讓我們自己深深沉浸到 他們的觀點當中，

then we have a chance of having a sturdy leg of empathy.

那麼我們就有機會 能展現穩健的同理心。

And if you do nothing else,

如果你沒有其他事要做，

please put away your cell phone.

請把你的手機收起來。

It is the largest distraction magnet yet to be made,

它是所有被創造出來的東西中， 最會讓人分心的，

and it is super difficult to create empathy and trust in its presence.

當有手機在的時候， 非常難創造同理心和信任。

That takes care of the empathy wobblers.

這樣就能處理好同理心出現的動搖。

Logic wobbles can come in two forms.

邏輯的動搖有兩種形式。

It's either the quality of your logic

可能是你邏輯思維的品質，

or it's your ability to communicate the logic.

也可能是你溝通交流邏輯的能力。

Now if the quality of your logic is at risk,

如果問題出在你的邏輯的品質，

I can't really help you with that.

我實在幫不了你。

(Laughter)

（笑聲）

It's like, not in this much time.

在這點時間內沒辦法。

(Laughter)

（笑聲）

But fortunately, it's often the case that our logic is sound,

但幸運的是，通常問題在於 我們的邏輯聽起來是什麼樣子，

but it's our ability to communicate the logic that is in jeopardy.

處於危險當中的 是我們溝通傳達邏輯的能力。

Super fortunately, there's a very easy fix to this.

幸運地是，有種很簡單的方式 可以解決這個問題。

If we consider that there are two ways to communicate in the world,

如果在這個世界上， 溝通的方式只有兩種，

and Harvard Business School professors are known for two-by-twos --

哈佛商學院教授最知名的 就是用二乘二的表──

nonsense, it's the triangle that rocks.

胡說，三角形才是最厲害的。

(Laughter)

（笑聲）

If we consider that there are two ways to communicate in the world,

如果在這個世界上， 溝通的方式只有兩種：

and the first one is when you take us on a journey,

第一種是，你帶我們踏上一段旅程，

a magnificent journey that has twists and turns

一段壯麗的旅程，有著許多轉折，

and mystery and drama,

有著神秘性與戲劇性，

until you ultimately get to the point,

一直到最終的目的地為止，

and some of the best communicators in the world

世界上一些最棒的溝通

communicate just like this.

就是用像這樣的方式進行的。

But if you have a logic wobble,

但如果你的邏輯是動搖的，

this can be super dangerous.

這就會變得非常危險。

So instead, I implore you,

所以，我反而要懇求各位，

start with your point in a crisp half-sentence,

一開始先用乾淨俐落的句子 來講你的論點，

and then give your supporting evidence.

接著提出支持的證據。

This means that people will be able to get access

這就表示，大家可以接觸到

to our awesome ideas,

我們很棒的點子，

and just as importantly,

同樣重要的是，

if you get cut off before you're done ...

如果你在說完之前就被打斷……

ladies --

女士們──

(Laughter)

（笑聲）

(Applause)

（掌聲）

If you get cut off before you're done,

如果你在說完之前就被打斷，

you still get credit for the idea,

點子還是歸功於你，

as opposed to someone else coming in and snatching it from you.

而不會是其他人跑來 把點子給偷走。

(Applause)

（掌聲）

You just gave me goosebumps.

你們讓我起雞皮疙瘩。

(Laughter)

（笑聲）

The third wobble is authenticity, and I find it to be the most vexing.

第三，對於真實性的動搖， 我覺得它是最讓人傷腦筋的。

We as a human species can sniff out in a moment,

我們人類只要一片刻，

literally in a moment,

真的就是一片刻，

whether or not someone is being their authentic true self.

就能嗅出一個人 是否呈現出真正的自己。

So in many ways, the prescription is clear.

所以，在許多意義上， 處方很明確。

You don't want to have an authenticity wobble? Be you.

你不希望真實性被動搖？ 那就做自己。

Great.

好極了。

And that is super easy to do

當你身邊都是和你很相似的人時，

when you're around people who are like you.

要做到這點很容易。

But if you represent any sort of difference,

但如果你代表著某種差異，

the prescription to "be you" can be super challenging.

「做自己」這個處方 可能會非常有挑戰性。

I have been tempted at every step of my career,

在我職涯中， 我一路上都會受到誘惑，

tempted personally and tempted by coaching of others,

受到個人的誘惑 以及他人指導的誘惑，

to mute who I am in the world.

不要在這個世界上表達出真正的我。

I'm a woman of super strong opinions,

我是個主見超強的女性，

with really deep convictions,

信念很深，

direct speech.

說話很直。

I have a magnificent wife,

我有個很棒的太太，

and together, we have such crazy ambition.

在一起時，我們有很瘋狂的野心。

I prefer men's clothes

我偏好穿男性化的服裝，

and comfortable shoes.

和舒適的鞋子。

Thank you, Allbirds.

謝謝你，Allbirds（鞋子品牌）。

(Laughter)

（笑聲）

In some contexts, this makes me different.

在某些情況中， 這點就會讓我與人不同。

I hope that each person here

我希望這裡的每一個人

has the beautiful luxury of representing difference

都能有美好奢華的機會

來表達自己人生中某些差異的情況。

in some context in your life.

But with that privilege

但若有那樣的特權，

comes a very sincere temptation to hold back who we are,

就表示也會受到真誠誘惑， 讓我們不展現出真正的自我，

and if we hold back who we are,

而若我們不展現出真正的自我，

we're less likely to be trusted.

我們就不太可能會被信任。

And if we're less likely to be trusted,

如果我們不太可能被信任，

we're less likely to be given stretch assignments.

就不太可能會有人想要 給予我們延展型任務。

And without those stretch assignments, we're less likely to get promoted,

若沒有延展型任務， 我們就比較不可能升遷，

and so on and so on until we are super depressed

以此類推，直到我們對於 資深領導階層的人口統計傾向

by the demographic tendencies of our senior leadership.

感到超級沮喪為止。

(Laughter)

（笑聲）

And it all comes back to our being our authentic selves.

最終都還是要回歸到 做最真實的自己。

So here's my advice.

所以，我的建議如下：

Wear whatever makes you feel fabulous.

穿讓你感覺很棒的服裝。

Pay less attention to what you think people want to hear from you

不用太注意你認為 別人想要聽你說些什麼，

and far more attention to what your authentic, awesome self needs to say.

但要學會注意你最真實的、 最棒的自我想要說些什麼。

And to the leaders in the room,

給觀眾中的領導人，

it is your obligation

你的義務是

to set the conditions that not only make it safe for us to be authentic

要讓環境條件不僅讓我們能感到 做真實的自己是安全的，

but make it welcome,

同時也是受歡迎的，

make it celebrated,

是被讚頌的，

cherish it for exactly what it is,

珍惜它真正的樣子，

which is the key for us achieving greater excellence

這就是讓我們能超越 我們認為可能的範圍，

than we have ever known is possible.

達到出類拔萃的關鍵。

So let's go back to Uber. What happened at Uber?

所以，咱們回來談 Uber。 在 Uber 發生了什麼事？

When I got there, Uber was wobbling all over the place.

當我到那裡時， Uber 整個企業都在動搖。

Empathy, logic, authenticity were all wobbling like crazy.

同理心、邏輯、真實性 通通都在嚴重動搖。

But we were able to find super effective, super quick fixes for two of the wobbles.

但針對其中兩項動搖，我們得以 找到超有效、超快速的處理方式。

I'll give you an illustration of empathy.

我來說明一下同理心的部分。

In the meetings at Uber,

在 Uber 的會議上，

it was not uncommon for people to be texting one another ...

經常會看見有人傳簡訊給別人……

about the meeting.

說會議的事。

(Laughter)

（笑聲）

I had never seen anything like it.

我從來沒有見過那樣的情況。

(Laughter)

（笑聲）

It may have done many things,

它可能有很多作用，

but it did not create a safe, empathetic environment.

但並沒有創造出 一個有同理心的安全環境。

The solution though, super clear:

不過，解決方案超級明確：

technology, off and away.

科技，關機並遠離。

And that forced people to look up,

強迫大家抬頭看，

to look at the people in front of them,

看他們面前的人，

to listen to them,

傾聽他們，

to immerse themselves in their perspectives

將自己沉浸到對方的觀點當中，

and to collaborate in unprecedented ways.

以前所未有的方式來合作。

Logic was equally wobbly,

邏輯也同樣在動搖，

and this was because the hypergrowth of the organization

原因是因為該組織的狂飆級成長

meant that people, managers were getting promoted

意味著大家、經理，會得到升遷，

again and again and again.

一而再，再而三地升遷。

Soon, they were put in positions that they had no business being in.

沒多久，他們就會被放到 他們不應擔任的職位。

Their positions outstripped their capability,

他們的職位高於他們的能力，

and it was not their fault.

這不是他們的錯。

The solution: a massive influx of executive education

解決方案：大量導入主管教育訓練，

that focused specifically on logic,

把焦點特別放在邏輯、

on strategy and leadership.

策略，以及領導能力。

It gave people the rigor of the quality of their logic,

這樣能夠讓大家的邏輯更嚴謹精確，

and it turned a whole lot of triangles, right-side up,

且能把許多三角形轉過來， 把對的那一端轉向上，

so people were able to communicate effectively with one another.

這麼一來，大家彼此 就能做有效的溝通。

The last one, authenticity, I'll say it's still mighty wobbly,

最後一項，真實性， 我認為它還是非常動搖，

but honestly, that doesn't make Uber very different

但老實說，那也不會讓 Uber

from all of the other companies I've seen in Silicon Valley and beyond.

跟我所見過矽谷及矽谷之外的 其他公司有多大的不同。

It is still much easier to coach people to fit in.

指導大家融入仍然容易許多。

It is still much easier to reward people

當有人能說出你打算說的話時，

when they say something that you were going to say,

去獎勵他是較容易的。

as opposed to rewarding people when they say something

相對之下，若有人說出的話 和你打算說的話完全不同時，

entirely different than what you were going to say.

還願意獎賞他，就不容易了。

But when we figure out this,

但當我們想通了這點，

when we figure out how to celebrate difference

當我們想通如何讚頌差異，

and how to let people bring the best version of themselves forward,

以及如何讓大家展現出 自己最好的一面，

well holy cow, is that the world I want my sons to grow up in.

老天！我多希望我的孩子 能在這樣的世界長大。

And with the collection of people here,

在座的各位，

it would be a privilege to lock arms with you

能和你們緊密合作是一項殊榮，

and go ahead and rebuild trust in every corner of the globe.

讓我們一起在世界的 每個角落重建信任。

Thank you very much.

非常謝謝。

(Applause)

（掌聲）