TED演講者：Megan Reitz / 梅根·萊茲

演講標(biāo)題：How to lead in the new era of employee activism / 如何成為員工行動(dòng)主義新時(shí)代的主宰者

內(nèi)容概要：What does it mean to lead in this new age of employee activism? Megan Reitz offers a four-point crash course on what employees want from their organizations and how leaders can rise to the challenge of building proactive and productive workplaces where every voice and perspective has the chance to make a difference.

要如何理解成為員工行動(dòng)主義新時(shí)代的主宰者這個(gè)概念呢？梅根·萊茲（Magan Reitz）在這個(gè)視頻中給大家上一個(gè)速成課，通過(guò)分享四個(gè)研究成果，你會(huì)得到關(guān)于員工希望從他們的組織中得到什么，以及領(lǐng)導(dǎo)者如何應(yīng)對(duì)挑戰(zhàn)，建立積極主動(dòng)和高效的職場(chǎng)，讓每個(gè)聲音和觀點(diǎn)都有改變職場(chǎng)現(xiàn)狀的機(jī)會(huì)這些問(wèn)題的答案。

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【1】Speak up.

大聲說(shuō)出來(lái)吧。

【2】Bring your whole selves to work.

在職場(chǎng)中做真實(shí)的自己。

【3】Be the difference that you want to see.

做你想要的那個(gè)不一樣的自己。

【4】Sound familiar?

是不是聽(tīng)著很耳熟？

【5】Started to sound very familiar to quite a few employees.

對(duì)于很多員工來(lái)說(shuō)也是如此。

【6】Now many leaders are asking voices of difference to speak up.

現(xiàn)在許多領(lǐng)導(dǎo)者 都在鼓勵(lì)不同的聲音發(fā)聲。

【7】And that's because what gets said, and what doesn't, in our workplaces has a huge consequence for things like ethical conduct, innovation, inclusion, talent retention.

是因?yàn)樵诼殘?chǎng)中,說(shuō)或不說(shuō) 影響著諸如道德規(guī)范, 企業(yè)創(chuàng)新、 包容度和人才保留等問(wèn)題。

【8】So more and more employees at the moment are starting to speak up about social and environmental concerns.

因此現(xiàn)在越來(lái)越多員工敢于發(fā)聲, 并發(fā)表對(duì)社會(huì)和環(huán)境問(wèn)題的看法。

【9】And this is great, but it's not always going quite to plan for everybody.

這當(dāng)然是好事, 但并不適用于每一個(gè)人。

【10】A finance director I've been working with, he's been asking his employees to speak up for quite a while, and now they've started to.

我身邊有位財(cái)務(wù)總監(jiān), 他一度鼓勵(lì)員工暢所欲言, 員工們也這么做了。

【11】So they're saying, OK, let's talk about race.

然后他們說(shuō), 那我們討論種族問(wèn)題吧。

【12】Let's talk about gender equity.

談?wù)勑詣e平等吧。

【13】Climate change, I want to talk about that.

我想聊聊氣候變化。

【14】Modern slavery.

還有現(xiàn)代奴隸制。

【15】And this finance director came to me somewhat stunned and said, "You know, Megan, I've got to admit, when I asked people to speak up,

這位財(cái)務(wù)總監(jiān)來(lái)找我, 臉上微帶著驚訝,然后說(shuō): “梅根你知道嗎,我必須承認(rèn), 每當(dāng)我讓他們發(fā)表意見(jiàn)的時(shí)候,

【16】I was kind of thinking that I'd get more transparency around compliance issues and a few good ideas.

我認(rèn)為公司在合規(guī)問(wèn)題上 變得更加透明的同時(shí) 還得到了一些好主意。

【17】I didn't really bank on getting everything else."

我甚至都沒(méi)有采取其他 手段就得到了想要的東西?！?/p>

【18】But this is an era of employee activism and that's great, but why does it end up on the front pages of the newspaper for the wrong reasons sometimes?

現(xiàn)在是員工行動(dòng)主義的時(shí)代, 這當(dāng)然好事, 但是為什么有時(shí)它出現(xiàn)在報(bào)紙頭條時(shí) 都是負(fù)面消息呢？

【19】Employees walking out, getting fired, taking to social media.

員工離開(kāi)公司、被解雇, 被掛到網(wǎng)上。

【20】Organizational reputations destroyed or investors seeking change at the top of organizations.

結(jié)果就是企業(yè)名聲毀于一旦, 或者投資者 要求組織內(nèi)高層進(jìn)行轉(zhuǎn)變。

【21】So my research over the past few years with John Higgins has involved interviewing hundreds of activists and leaders and activist leaders.

在過(guò)去幾年在我跟約翰·希金斯 （John Higgins）做的研究里 采訪了上百位行動(dòng)主義者、領(lǐng)導(dǎo)人 以及活動(dòng)領(lǐng)袖。

【22】And our work’s in service of enabling voices of difference to make a difference in the workplace.

我們的工作 是為不同的聲音發(fā)聲而服務(wù) 來(lái)為職場(chǎng)增添不一樣的色彩。

【23】Now today, I'm just going to draw out four key findings, and I'm also going to go through a few dos and don'ts for leaders who want to navigate this territory proactively, productively.

今天在這里, 我只會(huì)闡述四個(gè)主要研究結(jié)果, 同時(shí)給領(lǐng)導(dǎo)者一些建議, 讓他們主動(dòng)且高效地 應(yīng)對(duì)員工行動(dòng)主義的快速發(fā)展。

【24】So let me start with a question.

開(kāi)始之前我先問(wèn)一個(gè)問(wèn)題吧。

【25】When I say the word "activist,"

當(dāng)我說(shuō)到“行動(dòng)主義者”這個(gè)詞,

【26】what comes to mind?

你腦海里浮現(xiàn)出的是什么？

【27】What images, what thoughts, what assumptions?

是什么樣的畫面、想法或者設(shè)想呢？

【28】Well, we've asked thousands of people that question, and I can safely say that the words "activist" and "activism"

我們?cè)?jīng)問(wèn)了上萬(wàn)人這個(gè)問(wèn)題, 我可以確切地說(shuō) “行動(dòng)主義者”和“行動(dòng)主義”

【29】are loaded terms.

這兩個(gè)詞并不僅限于字面的積極意義。

【30】They mean everything from progress and courage and passion and change through to protest, rebellion, violence.

它們承載了從進(jìn)步、 勇氣、激情、蛻變 到抗議、反抗和暴力等 有褒有貶的含義。

【31】It's quite cool to be labeled an activist in some parts of the world and in relation to some issues.

有時(shí)候被稱為行動(dòng)主義者, 并成為活動(dòng)的一份子是很酷的事情。

【32】And in other parts of the world and in relation to other issues, being labelled an activist is life-threatening.

但是有時(shí)在跟某些事情扯上關(guān)系時(shí), 會(huì)被標(biāo)榜為活躍分子則會(huì)危及生命。

【33】So we need to understand the assumptions and the associations that we bring to activism because of course that affects how we respond to it.

所以我們需要理清行動(dòng)主義 跟我們的關(guān)系以及 會(huì)給我們帶來(lái)什么設(shè)想 因?yàn)檫@些跟我們的 應(yīng)對(duì)方式有必然聯(lián)系。

【34】I was working with the board of a health care organization.

我曾經(jīng)跟一家醫(yī)療 保健公司的董事會(huì)合作。

【35】And in the coffee break, they started to talk about an employee who'd been pretty vocal on the internal comms channels about climate change, and he was quite critical of what the organization had been doing.

在茶歇的時(shí)候, 他們開(kāi)始討論一位 時(shí)常直言不諱的員工。 這位員工會(huì)在 國(guó)際平臺(tái)上討論氣候變化, 也會(huì)批判機(jī)構(gòu)正在做的事情。

【36】It was really interesting, because some of the executives labeled him as a troublemaker, kind of wanted to get rid of him.

結(jié)果很有趣,因?yàn)橐恍└吖?稱他為麻煩制造者, 像是試圖要跟他撇的一干二凈。

【37】But there were a few executives that saw him as a trailblazer, and actually a couple that wanted to invite him into the board to educate them.

但是有不少高層視他為先驅(qū)者, 甚至有一對(duì)夫妻 想要邀請(qǐng)他給董事會(huì)上課。

【38】OK?

事情就是這樣。

【39】So we've got to the first key point for our leaders is to understand that activism is in the eye of the beholder, as Ruchika Tulshyan, an author and activist, told us:

此時(shí)要引出第一個(gè)給領(lǐng)導(dǎo)層的關(guān)鍵點(diǎn) 是他們要明白行動(dòng) 主義是見(jiàn)仁見(jiàn)智的東西, 正如作家和活動(dòng)分子魯奇卡·圖拉什揚(yáng) （Ruchika Tulshyan）所說(shuō):

【40】“What looks like rebellion to you is another person’s basic human rights.” So the first thing you've got to do is really become aware of the kind of assumptions and judgments that you and your colleagues bring to activism in order that you can then respond with more awareness and more mindfulness.

”你眼里的反抗不過(guò) 是他人的基本人權(quán)罷了。“ 因此我們第一件要做的 是要意識(shí)到那些 你跟你的同事從行動(dòng)主義中 獲得的設(shè)想和判斷 來(lái)方便你可以在做出回應(yīng)的時(shí)候 多加留意,多加思考。

【41】Second point, leaders can find themselves in an optimism bubble, we sometimes call a “delusion bubble.”

第二點(diǎn), 有時(shí)候領(lǐng)導(dǎo)人 會(huì)陷入樂(lè)觀主義泡沫當(dāng)中, 我們稱之為“妄想的怪圈”。

【42】As you get more senior, you overestimate the degree to which other people are speaking up.

當(dāng)你的職位越高, 你聽(tīng)到的來(lái)自員工的 聲音沒(méi)有你想象中多。

【43】You overestimate your approachability, and you overestimate your listening skills.

你高估了他人對(duì)你傾訴時(shí)的安全感, 以及你傾聽(tīng)不同觀點(diǎn)的能力。

【44】And that all means that you underestimate the strength of feeling that might exist with some of your employees.

這一切都意味著你低估了 員工在面臨問(wèn)題時(shí)的感受。

【45】Now, one of the key reasons for this is something we call an “advantage blindness.” So when we have the labels and titles that convey status and authority

為什么會(huì)出現(xiàn)這樣的情況呢？ 其中一個(gè)誘因是 我們所說(shuō)的“優(yōu)勢(shì)盲區(qū)”。 當(dāng)我們被貼上代表 地位和權(quán)力的標(biāo)簽和頭銜,

【46】in a particular context like hierarchy, for example, we're often the last person to realize the impact that those labels have on how other people are able to speak up to us.

尤其是身處在等級(jí)制度之中, 我們常常是最后一個(gè)意識(shí)到那些標(biāo)簽 影響著別人跟我們 交談方式與社交距離。

【47】In fact, it's not until we don't have those labels that we can kind of look at them and go, "Gosh, they make a difference to how people can voice around here."

事實(shí)上,只有我們 撕下那些標(biāo)簽的時(shí)候 我們才能看到這些問(wèn)題,并意識(shí)到: “原來(lái)它們影響著 人們是否能暢所欲言?！?/p>

【48】So this point for leaders is all about understanding, you know, are you in one of these optimism bubbles?

對(duì)于領(lǐng)導(dǎo)層的人,要去反思 你是不是陷入樂(lè)觀主義 泡沫的一份子呢？

【49】Are you a bit detached?

你是否已經(jīng)跟現(xiàn)實(shí)脫節(jié)了？

【50】How do you know what your employees find matters in their organizations?

你怎么知道你的員工們 認(rèn)為在組織里哪些事非常重要呢？

【51】Do you? How?

你真的知道嗎？如何得知的呢？

【52】I was talking to the head of a retail organization, and she was saying that her leadership team spend a lot of time in stores, listening.

我之前跟一位 零售組織的負(fù)責(zé)人聊天, 她說(shuō)她的領(lǐng)導(dǎo)團(tuán)隊(duì) 花了很多時(shí)間親自到 店里去傾聽(tīng)員工的聲音。

【53】And she said something I thought was really interesting.

她告訴了我一些很有趣的事情。

【54】She said, "You can't delegate your listening responsibility to pulse surveys."

她說(shuō): “你不能用員工滿意度調(diào)查 替你完成傾聽(tīng)這一步驟?！?/p>

【55】You've got to show up with your ears wide open.

你需要親自到場(chǎng),用心傾聽(tīng)。

【56】So what this means is, don't assume you know what matters.

這意味著, 不要假裝你都知道什么是重要的。

【57】You know, sharpen your antennae.

讓自己變得敏感一點(diǎn)。

【58】Try and figure out.

嘗試傾聽(tīng)然后再去解決問(wèn)題。

【59】We've written about lots of ways that you can do that.

我們寫了很多 可以實(shí)現(xiàn)這個(gè)目標(biāo)的建議。

【60】But underlying all of those methods is an understanding that it’s almost inevitable that you’re detached a bit, and you need to do a lot more work, actually, to really find out what matters to employees.

但是這些方法的根本 是要清楚你幾乎 無(wú)可避免地會(huì)與現(xiàn)實(shí)脫節(jié), 而你需要下更多功夫, 去找到對(duì)于員工來(lái)說(shuō) 到底什么才是重要的。

【61】So third point, inaction is as political as action.

第三點(diǎn)是, 無(wú)論是否作為都有政治意義。

【62】We’ve met quite a few leaders that say that they’re neutral on certain issues or apolitical.

有不少領(lǐng)導(dǎo)人說(shuō)他們 在某些問(wèn)題上會(huì)保持中立 或者避免任何政治傾向,

【63】There's no such thing.

但這種事情不存在的。

【64】Inaction on things like climate change is as political as action.

在諸如氣候變化這種問(wèn)題上, 無(wú)論站在哪一方都有政治意義。

【65】I was working with an HR director in the construction industry right at the moment where a competitor had said some fairly disparaging things about women in the industry.

我先前跟建筑 公司的人力資源總監(jiān)一起工作, 那個(gè)時(shí)候他們一位競(jìng)爭(zhēng)對(duì)手發(fā)表了 一些相當(dāng)詆毀該行業(yè)內(nèi) 女性工作者的言論。

【66】It's a huge controversy.

這是非常有爭(zhēng)議的話題。

【67】And this HR director really didn't want to get involved.

因此人力總監(jiān)不想?yún)⑴c其中,

【68】He just wanted to avoid the conflict, stay out of it.

他只想置身事外, 避免陷入這場(chǎng)爭(zhēng)論。

【69】But his employees wouldn’t let him because his silence would have communicated complicity.

但是他的老板不讓他這么做 因?yàn)樗某聊瑫?huì)有站隊(duì)的嫌疑。

【70】Now what I am not saying, even though I am often accused of saying it, what I am not saying is that therefore you need to act on every issue that's out there.

我的意思是, 雖然我經(jīng)常在 說(shuō)這個(gè)事的時(shí)候被指責(zé), 但是我并不是說(shuō)你需要 對(duì)每件事都做出行動(dòng)來(lái)回應(yīng)。

【71】Of course you don't.

當(dāng)然你也不會(huì)這么做。

【72】And of course you can't, it's infeasible.

你也不能這么做,這不現(xiàn)實(shí)。

【73】What I am saying, as a leader, is that you need to make conscious, coherent, authentic choices about what you will make a stand on and what you won't.

我想說(shuō)的是, 作為領(lǐng)導(dǎo)人, 你需要做出慎重、有條理, 以及真實(shí)可靠的決定。 決定你在面對(duì)不同 事情的時(shí)候站在哪個(gè)立場(chǎng),

【74】And do that in conjunction with your stakeholders and, of course, your employees are one of your key stakeholders there.

并且你們的董事需要與你統(tǒng)一戰(zhàn)線。 當(dāng)然了,這時(shí)候你的 員工們也是“董事”之一了。

【75】Final point is that it's useful to understand what your employees think your response has been to activist issues so far.

最后一點(diǎn)也是十分有用的一點(diǎn)是 到目前為止你的員工們 對(duì)于你在積極分子 的問(wèn)題回應(yīng)上有什么看法。

【76】Not what you think it is, but what do your employees think it's been?

注意,不是你的想法, 而是你的員工有什么看法。

【77】And in our research, we came up with a kind of taxonomy of different leadership responses.

我們的研究發(fā)現(xiàn) 不同領(lǐng)導(dǎo)對(duì)此事有不同反應(yīng)。

【78】It starts with nonexistent or, "Activism?

首先是否認(rèn)存在 他們會(huì)說(shuō),“行動(dòng)主義？

【79】What activism?"

什么行動(dòng)主義？”

【80】We talked to a chief executive in the manufacturing industry.

我們跟制造業(yè)的首席執(zhí)行官聊過(guò)天。

【81】And midway through our conversation, I asked him about climate change and his strategy and stance on environmental issues.

在聊天的過(guò)程中, 我提起了氣候變化這個(gè)話題, 問(wèn)他在這個(gè)問(wèn)題上的立場(chǎng)和策略。

【82】And he looked at me utterly baffled.

他不解地看向我。

【83】It was nowhere on the agenda.

因?yàn)樽h程上并沒(méi)有這一環(huán)節(jié)。

【84】Now, that looks increasingly inconceivable, actually, but it certainly still happens.

現(xiàn)在看來(lái), 這種事情實(shí)際上非常難以置信, 但仍然會(huì)發(fā)生。

【85】And then you get suppression.

因?yàn)轭I(lǐng)導(dǎo)者會(huì)干脆閉口不談。

【86】Or, "Let's just expel those voices before it spreads."

或者,“把那些 聲音扼殺在搖籃里吧?！?/p>

【87】Now this is where leaders explicitly silence or implicitly, because employees know that if they do speak up, it will probably cost them their next promotion.

這個(gè)時(shí)候領(lǐng)導(dǎo)就會(huì)有意無(wú)意地保持沉默, 不想做出任何行動(dòng), 因?yàn)閱T工們清楚一旦發(fā)表了意見(jiàn), 可能會(huì)對(duì)下一次的晉升有影響。

【88】Or indeed, if they do speak up, they might be ignored.

或者說(shuō),就算他們說(shuō)了, 這些聲音也會(huì)被忽略。

【89】We surveyed just over 3,000 employees in a recent project, and just over one in five employees expect to be ignored if they speak up about wider social and environmental concerns.

我們?cè)谧罱恼{(diào)查中 訪問(wèn)了 3000 多位雇員, 超過(guò)五分之一的人 希望他們的聲音 在發(fā)表社會(huì)和環(huán)境 問(wèn)題看法時(shí)被忽略掉。

【90】After that comes something that we call "facadism"

面對(duì)這種情況 他們會(huì)做一些“表面工夫”

【91】or, "Let's just say the right things."

比如,“說(shuō)一些政治正確的東西?！?/p>

【92】This is when leaders make proclamations about what’s important, and they may even say what they're going to do about it, but nothing happens.

當(dāng)領(lǐng)導(dǎo)宣布重要事項(xiàng)時(shí), 員工們甚至可能會(huì)說(shuō) 他們將要采取什么樣的行動(dòng), 但最終什么也沒(méi)改變。

【93】In the wake of George Floyd's murder, there were many organizations that made statements of support for the Black Lives Matter movement.

在喬治·弗洛伊德 （George Floyd）被謀殺后, 很多組織都支持 “黑人的命也是命”運(yùn)動(dòng)。

【94】When the American Marketing Association investigated things shortly after, they found that less than one in 10 had made any concrete changes.

隨后美國(guó)市場(chǎng)營(yíng)銷協(xié)會(huì)調(diào)查此事時(shí), 他們發(fā)現(xiàn)只有不足十分之一 的機(jī)構(gòu)做出了具體改變。

【95】Then you get to something we call defensive engagement, or, "Let's just do what the lawyers tell us."

這就是我們所說(shuō)的“防御性參與”, 也就是,“我們就做 律師讓我們做的事吧。”

【96】Now, this is where leaders do engage on a topic, but only because they really have to.

這時(shí)候領(lǐng)導(dǎo)就參與進(jìn)來(lái)了, 但僅僅是因?yàn)樗麄儽仨氁@么做。

【97】Again, working with a senior team recently in the farmer industry, the issue of diversity and inclusion came up on the agenda.

還有一個(gè)例子是我最近 跟農(nóng)業(yè)行業(yè)的高層團(tuán)隊(duì)工作時(shí), 在議程上安排了多樣性 和包容性話題的討論。

【98】It was dealt with in about five minutes.

大約五分鐘就可以結(jié)束。

【99】And essentially they said, "Let's send everybody on a course and count the number of women."

他們說(shuō), “我們讓每個(gè)人都參與課程 并且看看有多少名女性參與其中。”

【100】That was kind of as far as it got.

這是他們目前能做的事。

【101】They did the bare minimum.

但不多。

【102】And then there's a step change to what we call dialogic engagement or, "Let's sit down, listen and learn."

接下來(lái)發(fā)生了一個(gè)階段性 變化稱之為“對(duì)話參與”。 確切地說(shuō),“坐下來(lái), 傾聽(tīng)并且學(xué)習(xí)?！?/p>

【103】And the reason why it's a step change is because leaders here know that they don’t know the answer, and they really want to find out what they don't know.

之所以認(rèn)為他們邁出了重要的一步 是因?yàn)轭I(lǐng)導(dǎo)們不僅意識(shí)到 他們都不知道問(wèn)題的答案, 并且從未停止探索未知的腳步。

【104】OK?

可以理解嗎？

【105】So we talked to an entrepreneur who had taken over ex-UK car manufacturing plant.

我們認(rèn)識(shí)一位企業(yè)家, 他接管了前英國(guó)汽車制造廠。

【106】And the workers there were very upset about working conditions.

那里的員工對(duì)工作環(huán)境非常不滿。

【107】And so this entrepreneur decided in, General McChrystal's terms, to share information until it was almost illegal.

他便決定沿用 麥克里斯特爾上將的軍事戰(zhàn)略, 盡最大可能做到信息共享。

【108】In other words, he'd gotten the employees and opened up the books, shared information and shared decision making with them about what they needed to do.

換句話說(shuō), 他了解員工在想什么并決定開(kāi)誠(chéng)布公, 就他們需要做的事情 與他們共享信息和決策。

【109】And that was a vastly different leadership style from the ones that they've been used to.

這是一種嶄新的領(lǐng)導(dǎo)方式, 跟以往的截然不同。

【110】Now right at the end, we've got stimulating activism.

最后要提到的是推動(dòng)行動(dòng)主義。

【111】This is when leaders say, "Let's be the activist."

企業(yè)的領(lǐng)導(dǎo)們自己就是行動(dòng)主義者。

【112】This is the Ben and Jerry's and the Patagonias of the world.

本杰理冰激淋和沖鋒衣 品牌巴塔哥尼亞就是很好的例子。

【113】And they recruit activists.

他們將行動(dòng)主義者納入公司。

【114】They promote activists.

提拔他們。

【115】They keep hold of activists in their organizations.

挽留他們。

【116】Now, there's many things that I could take out from this taxonomy.

以上就是我想跟大家分享的研究成果。

【117】Let me draw just two key learnings out here.

現(xiàn)在就上述內(nèi)容, 我想提出兩個(gè)建議。

【118】First of all, you need to know where your employees think your response has been so far, not where you think it's been.

首先, 你需要知道你的員工對(duì)你 目前為止的行動(dòng)有什么看法, 而不是你自己的看法。

【119】Because guess what?

為什么呢？

【120】Let's go back to that optimism bubble.

回顧一下我們剛剛 提到的樂(lè)觀主義泡沫的觀點(diǎn)。

【121】The more senior you are, the more likely you are to think that you're in dialogue.

你的職位越高, 你越有可能高估你的對(duì)話參與度。

【122】But if I ask a more junior employee, they're more likely to say, "No, that's a facade."

如果我問(wèn)一位資歷較深的員工, 他們有可能會(huì)說(shuō), “這些都是表面功夫罷了?！?/p>

【123】Or even actually, "I'm scared to speak up."

真正的原因可能是,“我害怕發(fā)聲?！?/p>

【124】And the second key point is dialogue is messy.

第二點(diǎn)是因?yàn)閷?duì)話 背后牽扯到很多東西。

【125】It's jam-packed full of vulnerability, ambiguity, disagreement.

脆弱性, 模凌兩可和分歧。

【126】That's why leaders try and avoid it so much.

這就是為什么 領(lǐng)導(dǎo)人會(huì)對(duì)此閉口不談。

【127】But you can't avoid it any longer, that's not a sustainable strategy.

但是你不可能永遠(yuǎn)都在逃避問(wèn)題, 這不是長(zhǎng)遠(yuǎn)之計(jì)。

【128】So we need to get far better at experimenting, at expecting fallout, about learning from mistakes.

因此我們要在現(xiàn)實(shí)實(shí)踐, 結(jié)果預(yù)測(cè), 以及錯(cuò)誤復(fù)盤上多下功夫。

【129】So in summary, we are entering an age of employee activism.

總的來(lái)說(shuō),我們已經(jīng)進(jìn)入了 員工行動(dòng)主義的時(shí)代。

【130】And if we can't or won't hear voices of difference in our organization, we need to consider that like the canary in the coal mine.

如果我們不去 或者無(wú)法傾聽(tīng)不同的聲音, 就像“煤礦中的金絲雀”。

【131】In other words, a signal of danger.

換句話說(shuō),遲早會(huì)陷入危險(xiǎn)的境地。

【132】Because if we can't talk about stuff that matters to us, but that we differ on, that spells disaster in our organizations.

因?yàn)槿绻覀?不能談?wù)撃切?duì)我們很重要, 但是同時(shí)有分歧的事, 則會(huì)讓我們的組織招來(lái)災(zāi)難。

【133】For things like ethical conduct, innovation, inclusion, talent retention, performance.

對(duì)于道德規(guī)范、創(chuàng)新、包容、 人才保留、 職場(chǎng)表現(xiàn)等方面皆有影響。

【134】So maybe in the face of some of these enormous social and environmental issues, maybe we're finally starting to reassess what good leadership looks like.

所以也許在面對(duì)這些 巨大的社會(huì)和環(huán)境問(wèn)題時(shí)候, 我們才真正開(kāi)始去 重新定義什么是優(yōu)秀的領(lǐng)導(dǎo)才能。

【135】Maybe we're starting to see leadership as activism.

我們才開(kāi)始將領(lǐng)導(dǎo)力 和行動(dòng)主義劃上等號(hào)。

【136】And in doing that, maybe we'll enable voices of difference to make a difference in the workplace by allowing them to speak truth to power.

通過(guò)這些改變, 可能我們會(huì)聽(tīng)到不同的聲音 來(lái)讓職場(chǎng)做出改變。 讓員工們真正“向權(quán)力說(shuō)真話”。

【137】Thank you.