The One Question Every Aspiring Leader Needs To Ask | Constance Hockaday | TED

譯者: Lilian Chiu 審譯者: Shelley Tsang 曾雯海

Most of what we know about performing leadership

關於領導力的執行， 我們所知的大部分

is made up of these practiced postures

都是這些練習來的姿勢、

passed down in the West through a white, male embodiment of power.

在西方，透過白人男性的

權力具體化傳承下來，

These have become so intertwined with actually having power,

這些行為和實際擁有權力緊緊 交纏在一起，導致模仿這些行為

that imitating these behaviors

kind of feels like the only way to show up with authority.

感覺就像是能展現權威的唯一方式。

We can obviously do better than that.

很顯然我們可以做得更好。

I work in organizational and leadership development

我的工作領域是組織及領導力發展，

and I'm an artist.

且我是藝術家。

I believe artists are leaders in expressing things

我相信藝術家是領導者，

引領如何表達人類通常 還不知道如何說出來的東西。

that humankind often doesn't know how to say yet.

So that's why I invited a bunch of artists

那就是為什麼我邀請了一票藝術家，

to do a leadership makeover.

來做領導力大變身。

They wrote public addresses.

他們撰寫公開致詞稿。

They made leadership portraits.

他們畫出領導力畫像。

I call them the Artists in Presidents.

我稱他們為駐總裁職位藝術家。

(Laughter)

（笑聲）

Since 2020,

2020 年起，

over 70 Artists in Presidents have contributed to the digital archive.

超過七十名駐總裁職位藝術家 對數位典藏做出貢獻。

They're North American, Indigenous,

包括北美人、原住民、

international and stateless,

國際人士、無國籍人士、

they're artists with disabilities,

有殘疾的藝術家、酷兒。

they're queer.

They made beautiful attempts at embodying

他們做出美麗的嘗試，試圖具體呈現

inclusive performances of leadership and power.

領導力和權力如何 以包容的方式實行。

Some sung,

有些人唱歌，有些人尋求修復過去，

others looked to repair the past,

one person used artificial intelligence to write her speech,

有一個人用人工智慧 來撰寫她的演講稿，

and one person just straight up wrote a curse.

還有一個人真的寫了一段咒罵。

And so many more.

還有好多別的。

But what really surprised me,

但，真正讓我感到驚訝的，

was that a lot of us struggled to say something new.

就是有很多人都很難說出新東西來，

To articulate what we want with authority.

很難清楚表達我們 希望權威是怎樣的。

Blame it on the millennia of humans colonizing humans,

怪罪於數百年來人類 對人類的殖民，但，

but it seems like we don't believe we can have the things we want.

似乎我們並不相信我們能 擁有我們想要的東西。

The things that we need to live and work with dignity.

我們若要帶著尊嚴生活 和工作所需要的東西。

So I think as leaders

所以我認為，身為領導人，

interested in investing in an equitable society,

若有興趣投資平等的社會，

modeling agency is one of the most important things

我們能為我們的社區 和組織做的事情當中，

that we can do for our communities and organizations.

最重要的其中之一 就是做能動性的榜樣。

But it's hard.

但很困難。

How do you move towards believing in your own agency?

你要如何朝向相信 自己的能動性邁進？

The way that I learned to do this

我學會這麼做的方式， 來自一個很不尋常的地方。

came in a really unusual place.

When I was in my early 20s,

我二十歲初頭的時候，

I met Captain Betsy.

我遇到了貝琪船長。

I was queer, depressed, feeling totally alone

我那時很古怪、憂鬱， 覺得自己完全孤單一人，

in my tiny south Texas town on the Gulf of Mexico.

那時我在墨西哥灣的 一個南德州小鎮。

And by the time Betsy landed in my town,

貝琪在我的小鎮停靠時，

she had been living on homemade rafts for decades,

她已經在自製的木筏上 生活了數十年，

with a group called the Floating Neutrinos.

和「漂浮微中子」 這個團體生活在一起。

She had captained over a dozen rafts,

她是船長，指揮十多艘木筏，

including one across the Atlantic Ocean.

包括一艘橫越大西洋的木筏，

In that thing.

搭那個東西呢。

(Laughter)

（笑聲）

So the Floating Neutrinos believe

所以，漂浮微中子

that the most important thing a person needs to know how to do

相信在人們需要知道 怎麼做的事情當中，最重要的

is articulate their own desires.

就是清楚表達自己的慾望。

To break out of being solely in reaction to the systems that contain us,

脫離單純只是對於控制我們的體制

做出反應，

like the economic system and the education system.

比如經濟體制和教育體制。

So that we can allow our deepest desires

這樣我們才能讓我們最深的慾望成為

to be the thing that bring direction and urgency to our lives.

能將方向及緊迫性帶到 我們生活中的那樣東西。

The rafts were a tool that the Neutrinos used

微中子用木筏這項工具來讓 他們更接近自己的慾望。

to bring themselves closer to their desires.

So obviously, I was very taken by this,

所以，很顯然，我對此非常感興趣，

not because I wanted to permanently live on a raft,

不是因為我想永遠住在木筏上，

but because I wanted to believe in an extraordinary life.

而是因為我想要相信 一種不凡的人生。

And Betsy was the first person to ever ask me

而貝琪是第一問我 「我想要什麼」的人。

what it is that I wanted.

And she did this using a practice called the three deepest desires.

她問的方式，是用一種稱為 「三種最深的慾望」的做法。

She’d say, “Pretend you’re gonna die.”

她說：「假裝你將要死了。」

You’re gonna die, you’re all gonna die.

你將會死，你們都將會死。

“Pretend that you’re gonna die tomorrow.

「假裝你明天就會死。

What is one thing that you need to do before you die?"

你死你必須要做的 那一件事是什麼？」

And then I would have full-on drama meltdowns

接著我在回答這個問題時 就是完全的戲劇性崩潰，

around answering this question,

因為我無法相信我對 我自己的人生有任何掌控權，

because it was impossible for me to believe that I had any authority

over my own life.

That I could want things

我父母和我們的文化都教導 我們應該要想要什麼，

outside of what my parents and our culture had told us to want.

我無法相信我能想要那以外的東西。

So Betsy finally said, "Look,

貝琪終於說：「聽著，

all you have to do is answer this question for today.

你要做的就只是針對今天 來回答這個問題。

You could say, 'I want to eat the biggest hamburger in the world.'

你可以說『我想要吃 世界上最大的漢堡』。

OK, great. Whatever, write it down.

好，很好，都行，寫下來就是了。

Because you're going to answer this question again tomorrow

因為你明天還要 再回答一次這個問題，

and it's how you answer this question over time that matters."

而重要的是隨著時間過去 你會怎麼回答這個問題。」

And so then I said something super weird, like,

然後我說了超怪的的答案，比如：

"I want to see a waterfall,"

「我想看瀑布。」

because there's no waterfalls in south Texas.

因為南德州沒有瀑布。

And I got much better at it.

我後來更擅長做這件事了。

Saying what we want out loud

大聲說出我們想要什麼，

is something that we have to practice.

是我們必須要練習的。

But the crux of this learning is the believing part.

但要學會的關鍵， 在於「相信」這部分。

Believing. Faith.

相信。

信念。

It's not something that we learn in isolation.

這不是我們在孤立狀態能學會的。

It's something that we learn through imitation.

我們要透過模仿來學習它。

Like, leadership and language.

就像領導力和語言。

So in my life,

在我的人生中，

Betsy modeled for me what it meant to articulate my desires

貝琪示範給我看「清楚表達 我的慾望」的意涵，

and in lending her faith to me,

且把信念放在我身上的同時，

she was also giving it back to herself.

她也是在給她自己回饋。

But she did another thing.

但她還做了一件事。

And this is something that leaders often forget to do.

領導人總是會忘了做這件事。

She listened.

她傾聽。

She sat with me

她陪我坐下，

in the pain and discomfort of my process

在我過程的痛苦和不舒服當中，

and it's from that place, my current reality,

從那個地方，即我當下的現實，

that she guided me towards a vision

她引導我邁向一個遠景，

of possibility and agency in this world.

在這個世界上擁有 可能性和能動性的遠景。

We can choose to model our leadership styles in similar ways.

我們可以選擇用類似的方式 示範我們的領導風格。

It's a commitment to relationality.

那是對關係性的承諾。

It's a process that never ends,

它是個無止盡的過程， 但會帶來益處，

but it pays off because it grows empowered, engaged

因為它會增加有能力、 投入，且有靈感的族群，

and inspired groups of people, focused on a shared vision.

把焦點放在共同的遠景上。

So if what we want is to connect people's priorities

所以，如果我們想要的 是連結大家的優先事項

with our visions for the greater good,

以及我們為了大局好的遠景，

we have to commit to mediating between the truth that is in the room

我們就必須要承諾 去調解房間中的現實

and the aspirational future.

及夢寐以求的未來。

You’re all gonna die.

大家將來都會死。

You could die tomorrow.

你明天有可能會死。

What's one thing that you want to do before you die?

你死之前，想要做的 那一件事是什麼？

What kind of leader do you want to be?

你想要當哪一種領導人？

Thank you.

謝謝。

(Applause)

（掌聲）