TED演講者：Gitte Frederiksen / 吉特·弗雷澤里克森

演講標題：Great leadership is a network, not a hierarchy / 優(yōu)秀的領(lǐng)導架構(gòu)是網(wǎng)狀的，而不是等級制的

內(nèi)容概要：What if leadership at work wasn't for a select few, but rather shared among many? Management consultant Gitte Frederiksen gives us the recipe for "distributed leadership" -- dynamic, multidimensional networks of leaders that tap into everyone's knowledge and creativity -- and shows how it allows teams to do more and do it better.

如果職場的領(lǐng)導權(quán)不在少數(shù)人手中，而是由多人分享，怎么樣？管理顧問吉特·弗雷澤里克森（Gitte Frederiksen）給我們分享了“分布式領(lǐng)導”的配方：動態(tài)、多維的網(wǎng)狀領(lǐng)導結(jié)構(gòu)，充分利用每個人的知識和創(chuàng)造力，她展示了這種結(jié)構(gòu)如何讓團隊做得更多、做得更好。

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

在我開始之前,我想問問, 現(xiàn)場誰說了算？

【2】Is it me?

是我嗎？

【3】Is it you?

是你嗎？

【4】Is it someone behind the curtain?

還是幕布后的某個人？

【5】My point is, we think of leadership as a role for the few and the rest get to just lean back.

我想說的是,我們會把“領(lǐng)導” 看作少數(shù)人的工作, 其他人只需要靠邊站就行。

【6】Now, that, of course, might be OK for an event like this, but I believe that leadership by the few, it's not going to help us solve the problems ahead.

雖然像這樣的活動, 這么做沒什么問題, 但是我相信, 少數(shù)人占據(jù)領(lǐng)導地位, 無法解決我們之后要面臨的問題。

【7】These problems are complex and coming at us faster and faster.

這些問題錯綜復雜, 而且正日漸迫近。

【8】So we really need to get many minds together, more resources, more capabilities, and we need to do it effectively and sustainably.

所以我們真的得集思廣益, 匯集更多的資源、 更多的能力, 以高效、可持續(xù)的方式解決它們。

【9】What if leadership could be for the many?

如果可以由很多人來領(lǐng)導, 如何？

【10】That's scary.

聽起來有點嚇人。

【11】And for all you leaders out there thinking it won't work, maybe in some cases it won't.

覺得這不可行的各位領(lǐng)導們, 也許在某些情況下, 它確實不可行。

【12】But when it does, we have better outcomes and happier people, with everyone leaning in, even if just a bit more.

但是一旦可行,就能 讓結(jié)果更好,讓人更快樂, 讓每個人都參與進來, 即使只是多那么一點點。

【13】I'm a physicist turned management consultant working with global companies on strategy, artificial intelligence and digital transformation.

我曾經(jīng)是個物理學家, 轉(zhuǎn)行到了管理顧問, 與各國企業(yè)一起研究戰(zhàn)略、 人工智能和數(shù)字化轉(zhuǎn)型。

【14】I'm trained as an engineer, so when I started in this job, everything was new to me.

我接受的是工程師相關(guān)的教育, 所以剛開始這份工作時, 對我來說一切都是全新的。

【15】And I have to admit something.

我必須承認。

【16】At work, whenever a task is my idea, I do it a bit better than when it's someone else telling me.

工作時, 如果這個任務(wù)是我自己的想法, 我會做得比別人灌輸給我的 更好一點。

【17】(Laughter) Unless, of course, it's my boss.

（笑聲） 當然,除非這人是我的老板。

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

那我就會逐漸證明 這活沒法干。

【19】(Laughter) Being curious and complacent, I often ask: Why do we do things this way?

（笑聲） 我是個好奇又自滿的人, 于是我經(jīng)常會問: 我們?yōu)槭裁匆@么做呢？

【20】Most times I do find good answers, but whenever the answers seem outdated, I try to come up with new solutions.

大多數(shù)時候我都能得到不錯的答案, 但是答案太老套的時候, 我就會試著想出新方案。

【21】Like with leadership.

就比如領(lǐng)導方法。

【22】A typical view of leadership is a hierarchical organization chart.

領(lǐng)導結(jié)構(gòu)的典型形式是 一張等級分明的組織架構(gòu)圖。

【23】Either you're a leader or you're not.

你要么是個領(lǐng)導,要么不是。

【24】Most people are being led, not taking lead.

大多數(shù)人都是被領(lǐng)導, 而不是領(lǐng)導別人。

【25】Communication often flows from top to bottom along just one line, which means it doesn't match the complexity of problems which move in several directions at once.

溝通通常由上至下, 一條直線, 意味著它無法 與問題的復雜程度相匹配, 問題可能會在同一時間 向多個方向發(fā)展。

【26】Decisions are left to one person, the leader, who, being only human, can become a bottleneck of speed and scale.

所有決定都得 由一個人來決定,即領(lǐng)導, 而那個人只是個人而已, 導致了他/她會成為 速度和規(guī)模的瓶頸。

【27】They can miss new ideas, diverse capabilities and potential that exist all over the chart.

他們可能會錯過一些 組織中的新想法、

【28】So in a network instead, everyone's in charge and we replace power of the few with influence of the many.

如果使用一種網(wǎng)狀結(jié)構(gòu), 每個人都有主事權(quán), 用多數(shù)人的影響力 取代少數(shù)人的權(quán)力。

【29】Sure it looks more messy, but I'd argue more beautiful, more multi-dimensional, more dynamic, more like nature.

看起來肯定更混亂了, 但我覺得它更美麗、 更多維、 更動態(tài)、更像大自然。

【30】I believe this model can help us do more and be less dependent on each individual.

我相信這個結(jié)構(gòu) 能讓我們達成更多的成就, 減少對某一特定的人的依賴。

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

也就是說,它是彈性的, 而且過程是可持續(xù)的。

【32】To empower many more to lead, to move leadership from the few to the many, we each need to let go of a bit of power.

要讓更多人踏上領(lǐng)導之位, 讓領(lǐng)導權(quán)從少數(shù)人手中 轉(zhuǎn)移到多數(shù)人手中, 我們每個人都得 放手一部分權(quán)力。

【33】Now that's uncomfortable.

這可讓人不太舒服。

【34】So let's talk about how.

那我們就來談一談 該如何放手。

【35】The first thing we can do is remove labels.

我們能做的第一件事 就是去除標簽。

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

想象一下你的同事林說: “我們得多來點創(chuàng)意?！?/p>

【37】And Joe goes, "Let's ask accounting."

然后喬說:“問問會計吧?！?/p>

【38】(Laughter) Said no one, ever.

（笑聲） 從沒有人這么說過。

【39】(Laughter) But maybe we should.

（笑聲） 但也許我們就該這么說。

【40】Labels take many forms and shapes like functions, titles, genders, nationalities, educational backgrounds.

標簽有很多形式和形態(tài), 比如職能、頭銜、 性別、國籍、教育背景。

【41】They are everywhere and help us recognize things.

它們無處不在, 也讓我們可以識別不同的東西。

【42】And sometimes we even work hard to get that label, so they are comfortable.

有時候我們甚至會 不懈追求這個標簽, 所以擁有這些標簽 是令人舒適的。

【43】But labels come with a high cost of boxing people in, not enabling us to grow outside those boxes.

但是擁有標簽的高昂代價 就是受到限制, 讓人們無法越過這些限制發(fā)展。

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

我們在組建團隊的時候 必須考慮不同的技能和視角。

【45】But once we have, what if you for a second forgot who's from marketing or who's the data scientist or who's the leader?

但是一旦組建完畢, 有沒有那么一瞬間, 你忘記了誰是營銷人員, 誰是數(shù)據(jù)科學家, 誰是領(lǐng)導？

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

至少我自己被我們團隊的 驚人能力驚艷過。

【47】You don't know what you don't know.

你無法知曉你所不知道的事。

【48】Well, you also don't know what others know.

當然你也無法知曉 別人知道的事。

【49】Accounting might actually have a great marketing idea.

會計師也許有一個 很好的營銷點子。

【50】Now that we have gotten rid of those labels, I have another uncomfortable idea for you.

我們現(xiàn)在把這些標簽都拋開了, 我要再給你介紹一個 會讓你不舒服的建議。

【51】Share everything.

分享一切。

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

我們已經(jīng)學會了 分享各種東西,

【53】But when it comes to work, we so often end up sitting on information and resources for ourselves.

但是一到工作上, 我們總是會獨占信息和資源。

【54】And have you ever thought to yourself: “I can’t ask that, it’s too stupid?” Yeah?

你有沒有暗自這樣想過: “我問不出口啊,太傻了?！?對吧？

【55】Or maybe you've tried withholding information thinking it would give you an advantage?

或者你有沒有把信息藏起來, 覺得這能讓你領(lǐng)先于人？

【56】(Laughter) Or, you know, the feeling of, "Had I just known that, I would have done so much better."

（笑聲） 或者是這種感覺: “我要是知道這點, 那我能做得好得多?！?/p>

【57】Let's imagine a team working together on a green transition strategy, and the following conversation is inspired by a team I was part of.

想象有一個團隊 一起制定綠色轉(zhuǎn)型戰(zhàn)略, 以下對話源于我所在的團隊。

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

阿明說,他在研究 一系列減排措施。

【59】He's stuck, asking for help.

但是他卡住了,向大家求助。

【60】Isabelle goes, "Do you have this data set?"

伊莎貝拉說: “你有這個數(shù)據(jù)集嗎？”

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

麗薩說:“哦,我也剛開始做這個。 要不要一起做？”

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

彼得說:“還有一個市場部同事 做過這個。你們聊過嗎？”

【63】This is leadership.

這就是領(lǐng)導。

【64】Not in the hierarchical sense, but in the sense of taking lead for solving a problem by listing questions and involving people.

不是階級分明的, 而是領(lǐng)導大家解決一個問題, 羅列出疑問,讓人們參與進來。

【65】Leadership is not about giving answers.

領(lǐng)導不是給出答案。

【66】It is asking the questions.

而是提出問題。

【67】It is daring to show vulnerability.

是敢于展現(xiàn)自己的不足。

【68】Information is power and information is everything, like questions, but also data, context, emerging insights, work in progress, even water cooler conversations.

信息就是力量, 信息就是一切, 比如問題、數(shù)據(jù)、 背景、新鮮看法、 正在進行的工作, 甚至是茶水間的閑聊。

【69】Sharing means less one-on-one communication, much more crowdsourcing and co-creation in the open, transparent space, real time.

分享意味著一對一的交流變少了, 在開放透明的空間里 集思廣益、共同創(chuàng)造的機會變多了, 而且是實時進行的。

【70】And with more upheaval than you might naturally think of.

可能會有比你想象中 更多的人參與進來。

【71】Wait.

等一下。

【72】Doesn't that get really messy, even chaotic?

真的更雜亂無章、一片混亂了嗎？

【73】Well, we are used to information overload already.

我們其實已經(jīng)對 信息過載習以為常了。

【74】I’m guessing you don’t read everything on social media, and you know quickly how to navigate your way to what's relevant to you.

我猜你不會閱讀 社交媒體上的所有內(nèi)容, 你也知道如何迅速找到 對你有價值的信息。

【75】And if you catch yourself thinking, “I can’t share that,” I want you to test again and ask, why?

如果你發(fā)現(xiàn)自己在想 “我可不能分享這個?！?我想再試一次,問一問, 為什么？

【76】Because the upside of sharing everything is huge.

因為分享的好處在于 一切都會被放大。

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

如果大家都了解情況, 我們就能更好地利用大眾的力量。

【78】It's faster due to less waste and duplicate work and conflicting input in one-on-ones.

這樣更快,因為 減少了一對一交流的浪費、 重復勞動和分歧。

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

另一個原因是我們可以 同時多線進行工作,

【80】It drives better quality when we capture ideas day and night and when we distribute quality assurance across the full team.

這種模式在我們每天捕捉想法 和保障全組的工作質(zhì)量時 可以帶來更高的質(zhì)量。

【81】But the best of it all, we get greater ownership through early involvement of people like customers and stakeholders, avoiding that classic show-and-tell, the one-way presentation.

但是最美妙的一點是, 我們可以通過早期與客戶、 干系人這樣的群體接觸, 獲得任務(wù)更多的所有權(quán), 避免了傳統(tǒng)的你展示、你講述 這種單向的演示方式。

【82】You can probably tell I could go on and on, but there is one more uncomfortable thing we have to do.

你可能看出來了 我可以一直說下去, 但是我們還得做另一件 讓我們不舒服的事。

【83】Be nice to each other.

善待他人。

【84】(Laughter) Kindness.

（笑聲） 善意。

【85】Sure, you say.

你說沒問題啊。

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

但是背后捅人刀子不是更簡單嗎？

【87】And have you tried the opposite of kind, the unkind leader, the one who happily shares blame but not shine?

你有沒有遇到過善良的反面—— 不善良的領(lǐng)導, 那人開心地罵別人 而不是表揚別人？

【88】Or the pretend kind leader.

或者裝作很友好的領(lǐng)導。

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

會說:“我知道已經(jīng)周五下午了。 但我周一早上八點之前要這個。

【90】But don't spend your weekend on it."

但不要周末趕工哦。”

【91】(Laughter) Kind or unkind becomes especially clear when someone makes a mistake.

（笑聲） 善良與否在別人犯錯誤的時候 顯露無疑。

【92】Now take Sara, she spotted a mistake, a quite significant one.

比如薩拉,她發(fā)現(xiàn)了一個錯誤, 一個非常大的錯誤。

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

薩拉很勇敢, 立即與全組分享了這個錯誤。

【94】Wow, the replies.

哇,看看這些回復。

【95】Bharat goes, "Thanks for sharing. That takes courage."

巴拉特說: “謝謝分享。你很勇敢?！?/p>

【96】Samuel, "Better now than never."

薩繆爾說:“現(xiàn)在發(fā)現(xiàn)了 總比沒發(fā)現(xiàn)好?！?/p>

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

珍妮說:“沒問題說明 我們的進展不夠快?！?/p>

【98】The formal leaders in this conversation, they didn't think much about it when this happened, but the team members have later come back and said that this was a truly defining moment for the team culture.

在這個對話里的正式領(lǐng)導們 當時并沒有意識到這一點, 但是組員們之后回想起來, 他們說這是團隊文化的 高光時刻。

【99】They felt safe, a sense of growth mindset and trust that we have each other's back.

他們感受到了安全感、 成長型思維 和我們互相支持的信任。

【100】The team members also encourage each other, whether it's "love it," "spot on" or cute emojis.

組員們互相鼓勵, 回復“贊”、“正解”或者 可愛表情包。

【101】This matters.

這很重要。

【102】People so often roll their eyes when we talk about kindness, but even small words go a long way.

在談?wù)摰健吧埔狻钡臅r候, 人們常常會不屑一顧, 但是只言片語都能綿延萬里。

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

這不代表我們得降低標準, 或者避免談不下去的對話。

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

善意其實可以讓我們 談?wù)摳值脑掝}。

【105】And the results?

結(jié)果如何？

【106】Well, good projects deliver on time as expected.

理想的項目會如期交付。

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

老實說,我想我們都知道 項目不會如期交付。

【108】But by removing labels, sharing everything and being kind, you started seeing a spike.

但是如果我們可以去除標簽、 分享一切、友善待人, 你就會看見飆升的趨勢。

【109】Though more bumpy, we now get exponential growth.

雖然磕磕絆絆, 但是我們得到了指數(shù)式增長。

【110】Results are much better and unexpected.

結(jié)果出人意料地好多了。

【111】Like the team I introduced you to.

就像我之前介紹的這個團隊。

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

人們無法相信我們創(chuàng)造的 影響和主人翁意識。

【113】In just eight weeks.

在僅僅八周之內(nèi)。

【114】And we've seen this across many different problems and very different desired outcomes.

我們在各式各樣的問題和 各式各樣令人滿意的結(jié)果上 都看到了這樣的效果。

【115】Changing how we work, we found amazing results.

改變我們的工作方式, 會產(chǎn)生神奇的結(jié)果。

【116】Even early on in pilots, 80 percent of our people said they experienced more value delivered.

即使是在試運行的時候, 80% 的組員反映 他們感覺創(chuàng)造了更多的價值。

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

60% 的組員得到了更佳的 個人可持續(xù)發(fā)展和工作生活平衡。

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

這還是一個 以高效團隊著稱的公司。

【119】When everyone is a leader, it allows us to do more and do it better.

如果每個人都是領(lǐng)導, 我們能做得更多,做得更好。

【120】Now imagine we took the formal leader out of the team.

想象一下去除團隊里的正式領(lǐng)導。

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

這也確實是我去 休了幾個月產(chǎn)假時的情況。

【122】Nothing happened.

什么也沒發(fā)生。

【123】The team just went on.

團隊該干什么還干什么。

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

甚至連這個演講都不止是 我一個人的想法。

【125】Many people did.

很多人都參與了。

【126】It was crowdsourced and co-created from day one.

從一開始,這就是個 集思廣益、共同創(chuàng)造的作品。

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

分布式領(lǐng)導是 一種超越傳統(tǒng)領(lǐng)導的變革。

【128】People are much more likely to do things if they feel a sense of ownership and "it was my idea" versus being told what to do.

人們更傾向于做那些 讓他們感受到所有權(quán)的事情, “這是我的想法” 相較于被人安排做一件事。

【129】We need to create leaders, not followers.

我們得創(chuàng)造領(lǐng)導, 而不是追隨者。

【130】Now, none of this is magic, but it won't happen if traditional leaders block it.

雖然這些都不是空中樓閣, 但是如果傳統(tǒng)的領(lǐng)導加以阻撓, 我們就做不到這些。

【131】We can't afford having anyone sitting back these days with complex problems coming at us quickly and constantly.

如今,我們已經(jīng)無法容忍 有個人就這么作壁上觀, 目睹著復雜問題勢不可擋、 源源不斷地涌向我們。

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

我們得用上每個人的知識和創(chuàng)造力。

【133】Labels and hierarchies, hiding information, consolidating power, being unkind or pretend kind.

標簽和階級, 隱匿信息,鞏固權(quán)力, 做個壞人或者假裝是個好人。

【134】That's not going to help us do what we need to to create a better future.

這些都對我們努力創(chuàng)造美好未來 毫無助益。

【135】So when I now ask you, who's in charge, who’s the leader today?

我現(xiàn)在再問一遍, 誰說了算, 誰是現(xiàn)場的領(lǐng)導？

【136】I want you all to raise your hands.

我希望你們都能舉起手來。

【137】(Laughter) Yes, you.

（笑聲） 沒錯,就是你。

【138】(Laughter) Thank you.

（笑聲） 謝謝。

【139】(Applause)