Great Leadership Is a Network, Not a Hierarchy | Gitte Frederiksen | TED

譯者: Lilian Chiu 審譯者: C Leung

Before I start, I'd like to know who's in charge today?

開始之前，我想先知道 今天這裡是誰當家？

Is it me?

是我嗎？

Is it you?

是你嗎？

Is it someone behind the curtain?

是布幕後面的人嗎？

My point is, we think of leadership as a role for the few

我的重點是，我們認為 領導者是少數人的角色，

and the rest get to just lean back.

其他人只要舒服坐著就好了。

Now, that, of course, might be OK for an event like this,

對於像現場這種活動，可能沒關係，

but I believe that leadership by the few,

但我認為由少數人領導的方式

it's not going to help us solve the problems ahead.

並無法協助我們解決將來要面對的問題。

These problems are complex and coming at us faster and faster.

這些問題越來越複雜，出現速度也越快。

So we really need to get many minds together,

我們真的很需要集思廣益，

more resources, more capabilities,

結合更多資源、更多才能，

and we need to do it effectively and sustainably.

且必須要有效率地及持之以恆去處理。

What if leadership could be for the many?

如果能夠由多人領導呢？

That's scary.

那很駭人。

And for all you leaders out there thinking it won't work,

所有在座認為這招行不通的領導者，

maybe in some cases it won't.

也許某些情況下確實行不通。

But when it does, we have better outcomes and happier people,

但行得通的話，我們會得到

更好的結果和更開心的人，

with everyone leaning in, even if just a bit more.

每個人都會投入更多， 即使只是一點點。

I'm a physicist turned management consultant

我本來是物理學家，後來轉為管理顧問，

working with global companies on strategy,

和全球企業合作，範圍包括策略、

artificial intelligence and digital transformation.

人工智慧及數位轉型。

I'm trained as an engineer, so when I started in this job,

我的背景是工程師， 所以剛開始這份工作時，

everything was new to me.

一切對我都是全新的。

And I have to admit something.

我必須承認一件事：工作時，

At work, whenever a task is my idea,

如果一項任務是我想出來的，

I do it a bit better than when it's someone else telling me.

我就會把它做得比較好， 勝過別人叫我做的任務。

(Laughter)

（笑聲）

Unless, of course, it's my boss.

當然，除非那是我老闆。

Then I might feel like slowly proving it doesn't work.

而我就會想慢慢證明 那個任務根本行不通。

(Laughter)

（笑聲）

Being curious and complacent, I often ask:

因為好奇又自滿，我常會問：

Why do we do things this way?

我們為什麼要用這個做法？

Most times I do find good answers,

通常我會得到很好的答案，

but whenever the answers seem outdated,

但若答案看似過時的話，

I try to come up with new solutions.

我就會嘗試想出新解決方案。

Like with leadership.

領導就是一例。

A typical view of leadership is a hierarchical organization chart.

領導的典型觀點就是階層式組織圖。

Either you're a leader or you're not.

你只能是或不是領導者。

Most people are being led, not taking lead.

大部分人被領導，而不是去領導。

Communication often flows from top to bottom along just one line,

溝通通常是由上至下， 且只有單一條路徑，

which means it doesn't match the complexity of problems

意即它根本搭不上

同時有多個方向發展的問題複雜度。

which move in several directions at once.

Decisions are left to one person, the leader,

決策留給一個人，即領導者， 而領導者也是凡人，

who, being only human,

can become a bottleneck of speed and scale.

他可能會成為速度和規模的瓶頸。

They can miss new ideas,

他可能會錯失

遍佈在組織圖各處的 新想法、多樣化的能力以及潛能。

diverse capabilities and potential that exist all over the chart.

So in a network instead,

若換成是在網路式組織，

everyone's in charge

由所有人當家，

and we replace power of the few with influence of the many.

把少數人的權力換成

多數人的影響力。

Sure it looks more messy,

的確，看起來比較亂，

but I'd argue more beautiful,

但我主張，它更美麗、

more multi-dimensional,

更多維度、更有活力、

more dynamic, more like nature.

更自然。

I believe this model can help us do more

我相信，這個模型能協助我們做得更多，

and be less dependent on each individual.

並減少對個別的依賴。

Which means it’s resilient, and progress is sustainable.

意即，它很有韌性

且進步是可持續的。

To empower many more to lead,

要授權讓更多人去帶領，

to move leadership from the few to the many,

把領導權從少數人轉移給多數人，

we each need to let go of a bit of power.

我們每個人都得放掉一點點權力。

Now that's uncomfortable.

那感覺會不自在。

So let's talk about how.

所以，我們來談談怎麼做。

The first thing we can do is remove labels.

我們能做的第一件事，是除去標籤。

Now, imagine your co-worker, Lin, says "We need creative input."

想像一下你的同事 - 林說： 「我們需要有創意的點子。」

And Joe goes, "Let's ask accounting."

然後喬說：「我們來問會計。」

(Laughter)

（笑聲）

Said no one, ever.

從來不會有人這樣說。

(Laughter)

（笑聲）

But maybe we should.

但也許我們該這麼做。

Labels take many forms and shapes like functions, titles,

標籤有許多形式和特徵，比如職能、

頭銜、性別、國籍、教育程度。

genders, nationalities, educational backgrounds.

They are everywhere and help us recognize things.

它們無所不在， 能協助我們識別事物。

And sometimes we even work hard to get that label,

有時我們甚至會努力去取得標籤，

so they are comfortable.

以帶來愉悅感。

But labels come with a high cost of boxing people in,

但標籤的代價很高，把人限制於框架內，

not enabling us to grow outside those boxes.

無法讓我們在框架外成長。

We need to think about diverse skill sets and perspectives as we set teams.

當我們建立團隊時，必須要 考量多樣化的技能和觀點。

But once we have,

一旦建立了，

what if you for a second forgot who's from marketing

如果你一時忘記誰來自行銷部，

or who's the data scientist or who's the leader?

或者誰是資料科學家，

誰是領導者呢？

I have at least been amazed by surprising capabilities in our teams.

至少我對我們團隊的驚人能力感到驚訝。

You don't know what you don't know.

你不清楚你不知道的。

Well, you also don't know what others know.

你也不清楚其他人所知道的。

Accounting might actually have a great marketing idea.

會計可能確實有很棒的行銷點子。

Now that we have gotten rid of those labels,

現在我們擺脫掉了標籤，

I have another uncomfortable idea for you.

我再給各位另一個不自在的想法。

Share everything.

分享一切。

We've learned to share a lot of things like rides, scooters, even our homes.

我們已學會分享很多東西如

共享汽車、機車，甚至住房。

But when it comes to work,

但換到工作上，

we so often end up sitting on information and resources

我們常常最後把資訊和資源佔為己有。

for ourselves.

And have you ever thought to yourself:

你可曾這樣想過：

“I can’t ask that, it’s too stupid?”

「我不能這樣問，那顯得太蠢吧？」

Yeah?

有嗎？或者你試圖把持資訊， 心想那會讓你佔優。

Or maybe you've tried withholding information

thinking it would give you an advantage?

(Laughter)

（笑聲）

Or, you know, the feeling of,

或者這種感覺：

"Had I just known that, I would have done so much better."

「如果早知道，我就可以做得更加好。」

Let's imagine a team working together on a green transition strategy,

試想像有個團隊在做綠色轉型策略，

and the following conversation is inspired by a team I was part of.

下列的對話靈感來自於 我曾經參與過的一個團隊。

And Amine says he's working on a list of emission reduction levers.

艾米恩說

他正在列出一些 減少排放的措施，而他遇到瓶頸，

He's stuck, asking for help.

開口求助。

Isabelle goes, "Do you have this data set?"

伊莎貝爾說： 「你有這個資料集嗎？」

Lisa: "Oh, stated something similar. Shall we combine?"

麗莎：「喔，我剛開始做 類似的事，我們要整合嗎？」

Peter: "Another market worked on this - did you meet?"

彼得：「有另一個市場部同事 也做過——你見過他嗎？」

This is leadership.

這就是領導。

Not in the hierarchical sense,

不是階層式的領導，

but in the sense of taking lead for solving a problem

而是為了解決問題而領導，

by listing questions and involving people.

把問題列出來，並讓大家參與。

Leadership is not about giving answers.

領導的重點不是要給答案，

It is asking the questions.

而是問問題，

It is daring to show vulnerability.

是敢於展現脆弱一面。

Information is power

資訊就是力量，

and information is everything, like questions, but also data,

它就是一切，比如問題，

還有資料、

context, emerging insights, work in progress,

情境、新興的洞見、進行中的工作，

even water cooler conversations.

甚至辦公室八卦閒聊。

Sharing means less one-on-one communication,

分享意味著少點一對一的溝通，

much more crowdsourcing and co-creation in the open, transparent space,

但更多在開放、透明的空間的 群眾外包和共同創作，

並即時進行，

real time.

And with more upheaval than you might naturally think of.

而人數比你自然想像的還要多。

Wait.

等等，那不會變得麻煩甚至很混亂嗎？

Doesn't that get really messy, even chaotic?

Well, we are used to information overload already.

其實我們已經習慣了資訊超載。

I’m guessing you don’t read everything on social media,

我猜各位不會讀完 社群媒體上的所有內容，

and you know quickly how to navigate your way to what's relevant to you.

且你很快清楚怎麼找到與你相關的資訊。

And if you catch yourself thinking, “I can’t share that,”

如果你逮到自己在想： 「我不能分享那個。」

I want you to test again and ask, why?

我希望你能再試一次 並問問，為什麼？

Because the upside of sharing everything is huge.

因為分享一切的有利面非常大。

We can leverage the power of the crowd much better when we all have context.

當我們都了解來龍去脈， 就能把群眾力量發揮得更好。

It's faster due to less waste and duplicate work

速度會更快， 因為減少一對一時的浪費，重複工作

and conflicting input in one-on-ones.

及資訊衝突。

But also because we can parallelize work and not just work sequentially.

此外，也因為我們能以 同步進行而非順序方式來作業。

It drives better quality when we capture ideas day and night

當我們整天裡都能得到點子，

and when we distribute quality assurance across the full team.

並把品質保證分配到整個團隊中， 品質便會提升。

But the best of it all,

但最棒的是，

we get greater ownership through early involvement

我們能透過早期讓其他人 去參與以掌握更多所有權，

of people like customers and stakeholders,

包括如客戶以及利害關係人，

avoiding that classic show-and-tell, the one-way presentation.

避免典型的 「展示並講述」式單向簡報。

You can probably tell I could go on and on,

各位應該看得出我可以一直講下去，

but there is one more uncomfortable thing we have to do.

但還有一件不自在的事， 我們必須要去做。

Be nice to each other.

好好對待彼此。

(Laughter)

（笑聲）

Kindness.

仁慈。

Sure, you say.

你當然說沒有問題。 但在當下，

But in the moment, isn't it easier throwing someone else under the bus?

怪罪別人不是比較容易嗎？

And have you tried the opposite of kind,

各位可曾遇過仁慈的反面 -

the unkind leader,

刻薄的領導者，

the one who happily shares blame but not shine?

樂意推卸責任且不願成就他人？

Or the pretend kind leader.

或那些假裝仁慈的領導者。

Like, “I know it’s Friday afternoon, and I need this by Monday 8 am.

就像：「我知道已是 星期五下午了，但我

星期一早上八點前需要這個。

But don't spend your weekend on it."

但別用週末時間來做啊。」

(Laughter)

（笑聲）

Kind or unkind becomes especially clear when someone makes a mistake.

當有人犯錯，仁慈或刻薄就特別清楚了。

Now take Sara, she spotted a mistake,

以莎菈為例，她發現了 一個挺明顯的錯誤。

a quite significant one.

Now Sara is brave and shares that instantly with the full team.

莎菈很勇敢，馬上就 和整個團隊分享這件事。

Wow, the replies.

哇，看看這些回應。

Bharat goes, "Thanks for sharing. That takes courage."

巴拉特說： 「謝謝分享，那很需要勇氣。」

Samuel, "Better now than never."

山謬： 「現在發現總比永遠不知道好。」

Jenny, "No mistakes would mean we weren't moving fast enough."

珍妮：「沒有錯誤的話， 我們的步伐就不會夠快。」

The formal leaders in this conversation,

這段談話中的正式領導者， 當事件發生時沒有想太多，

they didn't think much about it when this happened,

but the team members have later come back

但團隊成員

後來回頭說這真的是

and said that this was a truly defining moment for the team culture.

團隊文化的關鍵時刻。

They felt safe, a sense of growth mindset

他們感到安全可靠，

有成長心態的意識，

and trust that we have each other's back.

並相信大家都會挺彼此。

The team members also encourage each other,

團隊成員也會彼此鼓勵，

不論是「很棒」、「完全正確」 或可愛表情符號。

whether it's "love it," "spot on" or cute emojis.

This matters.

這十分重要。

People so often roll their eyes when we talk about kindness,

當我們談到仁慈時， 大家通常會翻白眼，

but even small words go a long way.

但簡單的話也能影響深遠。

This doesn't mean lowering the bar or avoiding difficult conversation.

這並不表示降低標準或 避免棘手的談話，事實上，

In fact, kindness allows us to take up even trickier topics.

仁慈讓我們能接受更難搞的話題。

And the results?

而結果呢？

Well, good projects deliver on time as expected.

好的專案計畫如預期準時完成。

Honestly, I think we all know projects that really don't.

老實說，我想我們都知道 有些專案計畫不會如此。

But by removing labels, sharing everything and being kind,

但透過除去標籤、 分享一切，以及待人仁慈，

you started seeing a spike.

你開始看到突然向上的攀升。

Though more bumpy, we now get exponential growth.

雖然比較崎嶇不平， 但我們有了指數式增長。

Results are much better and unexpected.

結果更加好且是出乎意料的。

Like the team I introduced you to.

如我剛才向你介紹的團隊，

People couldn't believe the impact and ownership we created.

大家無法相信，我們創造 出來的影響和所有權概念

In just eight weeks.

僅僅花了八週。

And we've seen this across many different problems

我們在許多不同問題

and very different desired outcomes.

以及非常不同期望結果中都看到了這點。

Changing how we work,

改變工作的方式，

we found amazing results.

我們發現有驚人的結果。

Even early on in pilots,

即使在早期的前導實驗中，

80 percent of our people said they experienced more value delivered.

我們當中也有 80% 人

說他們體驗到有更多價值出現。

Sixty percent found better individual sustainability, work-life balance.

60% 的人發現有更好的

個人可持續發展、工作與生活平衡。

And this is in a company known for high-performing teams.

這還是一家以高效能團隊聞名的公司。

When everyone is a leader,

當每個人都是領導者，

it allows us to do more and do it better.

就會讓我們能做得更多更好。

Now imagine we took the formal leader out of the team.

想像一下，我們把正式的 領導者從團隊中拿掉。

That's in fact, what happened as I went on maternity leave a few months back.

事實上，那正是幾個月前 我請產假的狀況。

Nothing happened.

什麼都沒有發生。

The team just went on.

團隊就繼續運作。

Even this talk, I didn't come up with the ideas on my own.

就連這場演說， 我也不是靠自己想出點子。

Many people did.

是很多人參與的。

It was crowdsourced and co-created from day one.

從第一天起就是靠 群眾智慧和共同創作的。

Distributed leadership is a movement that goes beyond the traditional leader.

分散式領導是個超越傳統領導者的運動。

People are much more likely to do things if they feel a sense of ownership

大家會比較想去做 那些他們能感覺到所有權

and "it was my idea" versus being told what to do.

以及「這是我的點子」的工作， 遠勝過被告知要怎麼做。

We need to create leaders, not followers.

我們需要創造領導者，而非追隨者。

Now, none of this is magic,

這些都不是魔法，

but it won't happen if traditional leaders block it.

但若被傳統領導者阻礙就不會發生。

We can't afford having anyone sitting back these days

如今，我們沒有本錢讓任何人袖手旁觀，

with complex problems coming at us quickly and constantly.

因為複雜的問題源源不絕向我們湧現。

We need to tap into everyone's knowledge and creativity.

我們需要運用每個人的知識和創意。

Labels and hierarchies,

標籤和階層、

hiding information, consolidating power,

藏匿資訊、鞏固權力、

being unkind or pretend kind.

對人刻薄，或假裝仁慈，

That's not going to help us do what we need to

對我們去創造更好未來 需要做的工作沒有幫助。

to create a better future.

So when I now ask you,

所以，現在我再問各位，

who's in charge,

今天誰當家？誰是領導者？

who’s the leader today?

I want you all to raise your hands.

我希望大家都能舉手。

(Laughter)

（笑聲）

Yes, you.

沒錯，就是你。

(Laughter)

（笑聲）

Thank you.

謝謝。

(Applause)

（掌聲）