5 ways to lead in an era of constant change | Jim Hemerling

譯者: Regina Chu 審譯者: Freakbill Huang

Have you ever noticed when you ask someone to talk

你可曾注意過，在你請別人談談

about a change they're making for the better in their personal lives,

他們做了什麼改變，讓自己更好時，

they're often really energetic?

他們常常都神采亦亦？

無論是做馬拉松訓練，

Whether it's training for a marathon,

picking up an old hobby,

重拾一項舊嗜好，

or learning a new skill,

或是學一項新技能，

for most people,

對許多人而言，

self-transformation projects occupy a very positive emotional space.

自我改造計畫總是帶出 非常正向的情緒。

Self-transformation is empowering,

自我改造給人自主的感覺，

energizing, even exhilarating.

給人活力，甚至令人興奮。

I mean just take a look at some of the titles of self-help books:

去看看那些自我成長書籍的書名：

"Awaken the Giant Within,"

《喚醒心中的巨人》，

《體現當下的力量》，

"Practicing the Power of Now,"

or here's a great one we can all relate to,

這本最棒，我們都能切身領會，

《相信自己很棒》 （譯注：原名《你是混蛋：

"You are a Badass:

How to Stop Doubting Your Greatness and Start Living an Awesome Life."

如何停止懷疑自己的好， 開始活出超棒的生命。》）

(Laughter)

（笑聲）

談到自我改造，

When it comes to self-transformation,

you can't help but get a sense of the excitement.

你會不由自主產生興奮感。

But there's another type of transformation

但是有另外一種改造，

會產生截然不同的情緒。

that occupies a very different emotional space.

組織改造。

The transformation of organizations.

If you're like most people,

如果你像普羅大眾，

when you hear the words "Our organization is going to start a transformation,"

在聽到「我們的組織即將開始改造」時，

you're thinking, "Uh-oh."

你心裡想的是「糟糕！」

(Laughter)

（笑聲）

"Layoffs."

「裁員。」

The blood drains from your face,

你臉色發白，

your mind goes into overdrive,

腦部進入超載狀態，

frantically searching for some place to run and hide.

發狂的想找地方逃走、躲起來。

沒錯，你可以逃，

Well, you can run,

but you really can't hide.

但是你真的躲不掉。

大部分人醒著的時間

Most of us spend the majority of our waking hours

都在參與組織。

involved in organizations.

因為全球化的改變，

And due to changes in globalization,

或是因為科技進步

changes due to advances in technology

and other factors,

或其它因素的改變，

the reality is our organizations are constantly having to adapt.

現實就是我們的組織 也跟著一直在變。

In fact,

事實上，

I call this the era of "always-on" transformation.

我稱這個時代為「永遠都在改造」。

When I shared this idea with my wife Nicola,

我跟我太太妮可拉分享這個想法時，

she said, "Always-on transformation?

她說：「永遠都在改造？

That sounds exhausting."

聽起來累死了！」

And that may be exactly what you're thinking --

這大概也是你心中所想的，

and you would be right.

而你是對的。

Particularly if we continue to approach the transformation of organizations

特別是如果我們繼續用以往的方法

the way we always have been.

來改造組織。

But because we can't hide,

但是因為我們躲不掉，

we need to sort out two things.

我們就需要理出兩件事。

第一，

First,

why is transformation so exhausting?

為什麼改造感覺這麼累？

第二，怎麼改進呢？

And second, how do we fix it?

First of all,

首先，

let's acknowledge that change is hard.

讓我們承認改變很難。

People naturally resist change,

人類天生就拒絕改變，

especially when it's imposed on them.

尤其是強加在他們身上的改變。

But there are things that organizations do that make change even harder

然而組織會做一些事 讓改變難上加難，

and more exhausting for people than it needs to be.

累上加累。

First of all,

首先，

leaders often wait too long to act.

領導者常常等太久才行動。

結果就是，

As a result,

everything is happening in crisis mode.

每件事都處於危機模式。

Which, of course, tends to be exhausting.

這樣當然很累。

Or, given the urgency,

或是，因為情況危急，

what they'll do is they'll just focus on the short-term results,

他們只專注於短期的效果，

but that doesn't give any hope for the future.

卻沒有給未來帶來希望。

Or they'll just take a superficial, one-off approach,

或者他們就頭痛醫頭、腳痛醫腳，

希望業務能在危機結束後

hoping that they can return back to business as usual

盡快回到正常。

as soon as the crisis is over.

This kind of approach

這種方法

is kind of the way some students approach preparing for standardized tests.

是某些學生在準備 標準化測驗的方法。

In order to get test scores to go up,

為了讓成績上升，

teachers will end up teaching to the test.

老師只教考試會考的。

這個方法有效，

Now, that approach can work;

test results often do go up.

考試成績通常會上升。

But it fails the fundamental goal of education:

但是這完全達不到教育的基本目標：

to prepare students to succeed over the long term.

培養學生長期性的成功。

So given these obstacles,

既然有這些阻礙，

我們能做什麼

what can we do

來改變組織改造的方式，

to transform the way we transform organizations

so rather than being exhausting,

讓大家不至精疲力竭，

it's actually empowering and energizing?

卻能真的給人自主權與活力？

要做到這點，我們必須 專注於五項策略性規則，

To do that, we need to focus on five strategic imperatives,

all of which have one thing in common:

這些規則有一個共同點：

putting people first.

以人為本。

以人為本的第一個規則

The first imperative for putting people first

is to inspire through purpose.

是透過目的來啟發。

大部分的改造都有 財務或營運上的目標。

Most transformations have financial and operational goals.

These are important and they can be energizing to leaders,

這些目標很重要， 領導者會覺得精力充沛，

但是對於組織內的眾人 這些目標卻不是那麼有力。

but they tend not to be very motivating to most people in the organization.

To motivate more broadly,

要更加激勵眾人，

the transformation needs to connect with a deeper sense of purpose.

改造需要有更深的使命感。

Take LEGO.

拿樂高為例。

The LEGO Group has become an extraordinary global company.

樂高集團已成為一個 極為出眾的全球性公司。

Under their very capable leadership,

在相當有能耐的領導力之下，

they've actually undergone a series of transformations.

他們經歷了一系列的改造計畫。

While each of these has had a very specific focus,

每一項改造都有非常具體的重點，

他們的「北極星」，

the North Star,

linking and guiding all of them,

連結及帶領眾人，

has been Lego's powerful purpose:

已成為樂高強有力的目標：

inspire and develop the builders of tomorrow.

啟發並發展未來的積木玩家。

Expanding globally?

全球性地擴張？

這不是為了增加銷售量，

It's not about increasing sales,

but about giving millions of additional children access to LEGO building bricks.

而是讓其他數百萬兒童 都能玩到樂高積木。

Investment and innovation?

投資與創新？

It's not about developing new products,

這不是為了開發新產品，

but about enabling more children

而是讓更多孩童

to experience the joy of learning through play.

經歷到玩中學的樂趣。

Not surprisingly,

不出所料，

深深的使命感 更加激勵樂高的員工。

that deep sense of purpose tends to be highly motivating to LEGO's people.

以人為本的第二項規則

The second imperative for putting people first

就是全體投入。

is to go all in.

太多改造

Too many transformations

are nothing more than head-count cutting exercises;

只是減少人員數量的措施；

layoffs under the guise of transformation.

改造只是裁員的幌子。

In the face of relentless competition,

面對無情的競爭，

你可能必須做出痛苦的決定

it may well be that you will have to take the painful decision

要縮編組織，

to downsize the organization,

just as you may have to lose some weight in order to run a marathon.

就像你可能要減肥才能跑馬拉松。

但是單單減肥

But losing weight alone

will not get you across the finish line with a winning time.

不會讓你在勝利時刻穿過終點線。

To win

要贏，

你得全體投入。

you need to go all in.

You need to go all in.

你要全體投入。

與其降低成本，

Rather than just cutting costs,

you need to think about initiatives

你不如想想有什麼舉措，

that will enable you to win in the medium term,

能讓你贏得中期目標，

initiatives to drive growth,

有什麼舉措能推動成長，

actions that will fundamentally change the way the company operates,

能徹底改變公司營運，

還有一項非常重要的，

and very importantly,

investments to develop the leadership and the talent.

要投資在發展領導力及才能上。

The third imperative for putting people first

第三項以人為本的規則，

is to enable people with the capabilities

是要培養大家

that they need to succeed during the transformation and beyond.

在改造期間及改造之後， 成功所需要的能力。

Over the years I've competed in a number of triathlons.

過去幾年我比過幾個三項全能競賽。

You know, frankly, I'm not that good,

你知道，坦白說，我沒那麼厲害，

but I do have one distinct capability;

但是我的確有一項很獨特的能力：

I am remarkably fast at finding my bike.

我在找我的自行車這方面超快。

(Laughter)

（笑聲）

By the time I finish the swim,

我游泳完之後，

almost all the bikes are already gone.

幾乎所有的自行車都不在了。

(Laughter)

（笑聲）

真的三項鐵人都知道每段賽程──

Real triathletes know that each leg --

the swim, the bike, the run --

游泳、自行車、跑步──

都需要不同的能力，

really requires different capabilities,

different tools,

不同的工具，

different skills, different techniques.

不同的技巧，不同的技術。

Likewise when we transform organizations,

我們改造組織時也一樣，

we need to be sure that we're giving our people

我們需要確保我們有給員工

the skills and the tools they need along the way.

在期間所需的技巧及工具。

Chronos

Chronos,

a global software company,

一家全球軟體公司，

recognized the need to transfer from building products --

他們知道他們必須轉型， 從製造產品──

software products --

寫軟體產品──

轉變到打造「軟體即服務」。

to building software as a service.

To enable its people to take that transformation,

要讓公司人員接受這項轉變，

他們首先投資在新工具上，

first of all they invested in new tools

that would enable their employees to monitor the usage of the features

讓他們的員工能監控功能的使用，

as well as customer satisfaction with the new service.

以及顧客對新服務的滿意度。

They also invested in skill development,

他們也投資在提升技能上，

所以他們的員工可以

so that their employees would be able

to resolve customer service problems on the spot.

當場就解決客服問題。

And very importantly,

還有一件非常重要的，

they also reinforced the collaborative behaviors that would be required

他們也加強協作行為，

to deliver an end-to-end seamless customer experience.

以打造無縫的端對端顧客體驗。

Because of these investments,

因為這些投資，

rather than feeling overwhelmed by the transformation,

他們不但沒有被改造壓倒，

Chronos employees actually felt energized

他們的員工還覺得很有活力，

and empowered in their new roles.

對他們的新角色有自主感。

In the era of "always-on" transformation,

在這個「永遠都在改造」時代，

change is a constant.

改變是恆常的。

My fourth imperative therefore

因此我的第四個規則，

is to instill a culture of continuous learning.

就是要持續灌輸不斷學習的文化。

When Satya Nadella became the CEO of Microsoft

薩蒂亞·納德拉於 2014 年二月

in February 2014,

就職微軟總裁時，

he embarked on an ambitious transformation journey

他發起了一項雄心萬丈的蛻變之旅，

to prepare the company to compete in a mobile-first, cloud-first world.

要預備整個公司能在 行動優先、雲端優先的世界競爭。

This included changes to strategy,

這包括改變策略，

the organization

改變組織，

and very importantly, the culture.

及很重要的部分，要改變文化。

Microsoft's culture at the time was one of silos and internal competition --

當時的微軟是閉門造車的 筒倉文化與內部競爭——

not exactly conducive to learning.

對學習不太有利。

Nadella took this head-on.

納德拉正面迎擊。

He rallied his leadership around his vision

他整合領導團隊支持他的遠見，

創造一個活的、會學習的文化，

for a living, learning culture,

shifting from a fixed mindset,

從定型心態，

where your role was to show up as the smartest person in the room,

就是你只要當公司裡最聰明的人，

轉變到成長心態，

to a growth mindset,

where your role was to listen, to learn and to bring out the best in people.

也就是你要傾聽、學習， 以帶出員工最好的那面。

Well, early days,

所以初期，

微軟員工早就注意到 這種文化上的轉變——

Microsoft employees already noticed this shift in the culture --

這是微軟以人為本的清楚證據。

clear evidence of Microsoft putting people first.

My fifth and final imperative is specifically for leaders.

我第五也是最後一項規則 特別要給領導者們。

In a transformation,

任何一場改造裡，

a leader needs to have a vision,

領導者必須要有遠見，

要有清晰的計畫及里程碑，

a clear road map with milestones,

and then you need to hold people accountable for results.

而且你還要有人為結果負責。

換句話說，你要能下指令。

In other words, you need to be directive.

But in order to capture the hearts and minds of people,

但是要抓住眾人的心，

you also need to be inclusive.

你也要有包容性。

Inclusive leadership is critical to putting people first.

要以人為本， 包容性的領導極為重要。

I live in the San Francisco Bay area.

我住在舊金山灣區。

And right now,

現在，

our basketball team is the best in the league.

我們的籃球隊是聯盟裡最棒的。

We won the 2015 championship,

我們贏了 2015 的冠軍，

and we're favored to win again this year.

我們今年也是勝算最大的隊伍。

There are many explanations for this.

這點可以有很多解釋。

They have some fabulous players,

他們有最棒的球員，

但是最關鍵的原因之一

but one of the key reasons

is their head coach, Steve Kerr, is an inclusive leader.

是他們的總教練， 史蒂芬·科爾是具包容性的領導者。

When Kerr came to the Warriors in 2014,

科爾於 2014 年加入勇士隊時，

勇士隊正想做重大改造。

the Warriors were looking for a major transformation.

They hadn't won a national championship since 1975.

他們自 1975 年後 就再也沒贏過一場總冠軍。

Kerr came in, and he had a clear vision,

科爾加入了，他有很清楚的遠見，

and he immediately got to work.

而且他立刻開始著手。

From the outset,

從一開始，

he reached out and engaged the players and the staff.

他就與球員和職員接觸、交流。

He created an environment of open debate and solicited suggestions.

他創造出公開辯論的環境， 並徵求意見。

During games he would often ask,

比賽的時候他經常會問：

「你有沒有看到什麼 是我沒看到的？」

"What are you seeing that I'm missing?"

最好的例子是 2015 年 總決賽第四場。

One the best examples of this came in game four of the 2015 finals.

The Warriors were down two games to one

勇士隊二敗一勝，

when Kerr made the decision to change the starting lineup;

科爾決定要換首發陣容；

a bold move by any measure.

怎麼看都是非常大膽的舉動。

The Warriors won the game and went on to win the championship.

勇士隊贏了那場比賽， 也贏得總冠軍。

And it is widely viewed

大家一致認為

that that move was the pivotal move in their victory.

那就是勝利的關鍵之舉。

Interestingly, it wasn't actually Kerr's idea.

有意思的是，那並非科爾的點子。

It was the idea of his 28-year-old assistant, Nick U'Ren.

那是他 28 歲的助理， 尼克屋倫的想法。

因為科爾的領導風格，

Because of Kerr's leadership style,

U'Ren felt comfortable bringing the idea forward.

屋倫可以自在地說出他的想法。

And Kerr not only listened,

科爾不僅聽到了，

but he implemented the idea

他還執行了這個點子，

and then afterwards,

而且之後，

gave U'Ren all the credit --

還完全歸功給屋倫，

actions all consistent with Kerr's highly inclusive approach to leadership.

完全符合科爾 具高度包容性的領導方式。

In the era of "always-on" transformation,

在這個「永遠都在改造」的時代，

organizations are always going to be transforming.

組織永遠都要改變。

But doing so does not have to be exhausting.

但是做這件事不必累死人。

我們應該為自己，

We owe it to ourselves,

to our organizations

為組織，

and to society more broadly

甚至大範圍的說為社會，

大膽改變改造的方法。

to boldly transform our approach to transformation.

To do that,

要做到這點，

we need to start putting people first.

我們要以人為本。

Thank you.

謝謝。

（掌聲）

(Applause)