TED演讲｜ 五种方式，让你在巨大的压力下仍能够脱颖而出！

5 ways to lead in an era of constant change

你可曾注意过，在你请别人谈谈他们做了什么改变，让自己更好时，他们常常都神采亦亦？无论是做马拉松训练，重拾一项旧嗜好，或是学一项新技能，对许多人而言，自我改造计划总是带出非常正向的情绪。

Self-transformation is empowering, energizing, even exhilarating. I mean just take a look at some of the titles of self-help books: "Awaken the Giant Within," "Practicing the Power of Now," or here's a great one we can all relate to, "You are a Badass: How to Stop Doubting Your Greatness and Start Living an Awesome Life."

自我改造给人自主的感觉，给人活力，甚至令人兴奋。去看看那些自我成长书籍的书名：《唤醒心中的巨人》，《体现当下的力量》，这本最棒，我们都能切身领会，《相信自己很棒》（译注：原名《你是混蛋：如何停止怀疑自己的好，开始活出超棒的生命。》）

When it comes to self-transformation, you can't help but get a sense of the excitement. But there's another type of transformation that occupies a very different emotional space. The transformation of organizations. If you're like most people, when you hear the words "Our organization is going to start a transformation," you're thinking, "Uh-oh."

谈到自我改造，你会不由自主产生兴奋感。但是有另外一种改造，会产生截然不同的情绪。组织改造。如果你像普罗大众，在听到「我们的组织即将开始改造」时，你心里想的是「糟糕！」

"Layoffs." The blood drains from your face, your mind goes into overdrive, frantically searching for some place to run and hide.

「裁员。」你脸色发白，脑部进入超载状态，发狂的想找地方逃走、躲起来。

Well, you can run, but you really can't hide. Most of us spend the majority of our waking hours involved in organizations. And due to changes in globalization, changes due to advances in technology and other factors, the reality is our organizations are constantly having to adapt. In fact, I call this the era of "always-on" transformation.

没错，你可以逃，但是你真的躲不掉。大部分人醒着的时间都在参与组织。因为全球化的改变，或是因为科技进步或其它因素的改变，现实就是我们的组织也跟着一直在变。事实上，我称这个时代为「永远都在改造」。

When I shared this idea with my wife Nicola, she said, "Always-on transformation? That sounds exhausting." And that may be exactly what you're thinking -- and you would be right. Particularly if we continue to approach the transformation of organizations the way we always have been.

我跟我太太妮可拉分享这个想法时，她说：「永远都在改造？听起来累死了！」这大概也是你心中所想的，而你是对的。特别是如果我们继续用以往的方法来改造组织。

But because we can't hide, we need to sort out two things. First, why is transformation so exhausting? And second, how do we fix it?

但是因为我们躲不掉，我们就需要理出两件事。第一，为什么改造感觉这么累？第二，怎么改进呢

First of all, let's acknowledge that change is hard. People naturally resist change, especially when it's imposed on them. But there are things that organizations do that make change even harder and more exhausting for people than it needs to be. First of all, leaders often wait too long to act. As a result, everything is happening in crisis mode. Which, of course, tends to be exhausting.

首先，让我们承认改变很难。人类天生就拒绝改变，尤其是强加在他们身上的改变。然而组织会做一些事让改变难上加难，累上加累。首先，领导者常常等太久才行动。结果就是，每件事都处于危机模式。这样当然很累。

Or, given the urgency, what they'll do is they'll just focus on the short-term results, but that doesn't give any hope for the future. Or they'll just take a superficial, one-off approach, hoping that they can return back to business as usual as soon as the crisis is over.

或是，因为情况危急，他们只专注于短期的效果，却没有给未来带来希望。或者他们就头痛医头、脚痛医脚，希望业务能在危机结束后尽快回到正常。

This kind of approach is kind of the way some students approach preparing for standardized tests. In order to get test scores to go up, teachers will end up teaching to the test. Now, that approach can work; test results often do go up. But it fails the fundamental goal of education: to prepare students to succeed over the long term.

这种方法是某些学生在准备标准化测验的方法。为了让成绩上升，老师只教考试会考的。这个方法有效，考试成绩通常会上升。但是这完全达不到教育的基本目标：培养学生长期性的成功。

So given these obstacles, what can we do to transform the way we transform organizations so rather than being exhausting, it's actually empowering and energizing? To do that, we need to focus on five strategic imperatives, all of which have one thing in common: putting people first.

既然有这些阻碍，我们能做什么来改变组织改造的方式，让大家不至精疲力竭，却能真的给人自主权与活力？要做到这点，我们必须专注于五项策略性规则，这些规则有一个共同点：以人为本。

The first imperative for putting people first is to inspire through purpose. Most transformations have financial and operational goals. These are important and they can be energizing to leaders, but they tend not to be very motivating to most people in the organization. To motivate more broadly, the transformation needs to connect with a deeper sense of purpose.

以人为本的第一个规则是透过目的来启发。大部分的改造都有财务或营运上的目标。这些目标很重要，领导者会觉得精力充沛，但是对于组织内的众人这些目标却不是那么有力。要更加激励众人，改造需要有更深的使命感。

Take LEGO. The LEGO Group has become an extraordinary global company. Under their very capable leadership, they've actually undergone a series of transformations. While each of these has had a very specific focus, the North Star, linking and guiding all of them, has been Lego's powerful purpose: inspire and develop the builders of tomorrow.

拿乐高为例。乐高集团已成为一个极为出众的全球性公司。在相当有能耐的领导力之下，他们经历了一系列的改造计划。每一项改造都有非常具体的重点，他们的「北极星」，连结及带领众人，已成为乐高强有力的目标：启发并发展未来的积木玩家。

Expanding globally? It's not about increasing sales, but about giving millions of additional children access to LEGO building bricks. Investment and innovation? It's not about developing new products, but about enabling more children to experience the joy of learning through play. Not surprisingly, that deep sense of purpose tends to be highly motivating to LEGO's people.

全球性地扩张？这不是为了增加销售量，而是让其他数百万儿童都能玩到乐高积木。投资与创新？这不是为了开发新产品，而是让更多孩童经历到玩中学的乐趣。不出所料，深深的使命感更加激励乐高的员工。

The second imperative for putting people first is to go all in. Too many transformations are nothing more than head-count cutting exercises; layoffs under the guise of transformation. In the face of relentless competition, it may well be that you will have to take the painful decision to downsize the organization, just as you may have to lose some weight in order to run a marathon.

以人为本的第二项规则就是全体投入。太多改造只是减少人员数量的措施；改造只是裁员的幌子。面对无情的竞争，你可能必须做出痛苦的决定要缩编组织，就像你可能要减肥才能跑马拉松。

But losing weight alone will not get you across the finish line with a winning time. To win you need to go all in. You need to go all in. Rather than just cutting costs, you need to think about initiatives that will enable you to win in the medium term, initiatives to drive growth, actions that will fundamentally change the way the company operates, and very importantly, investments to develop the leadership and the talent.

但是单单减肥不会让你在胜利时刻穿过终点线。要赢，你得全体投入。你要全体投入。与其降低成本，你不如想想有什么举措，能让你赢得中期目标，有什么举措能推动成长，能彻底改变公司营运，还有一项非常重要的，要投资在发展领导力及才能上。

The third imperative for putting people first is to enable people with the capabilities that they need to succeed during the transformation and beyond. Over the years I've competed in a number of triathlons. You know, frankly, I'm not that good, but I do have one distinct capability; I am remarkably fast at finding my bike.

第三项以人为本的规则，是要培养大家在改造期间及改造之后，成功所需要的能力。过去几年我比过几个三项全能竞赛。你知道，坦白说，我没那么厉害，但是我的确有一项很独特的能力：我在找我的自行车这方面超快。

By the time I finish the swim, almost all the bikes are already gone.

我游泳完之后，几乎所有的自行车都不在了。

Real triathletes know that each leg -- the swim, the bike, the run -- really requires different capabilities, different tools, different skills, different techniques. Likewise when we transform organizations, we need to be sure that we're giving our people the skills and the tools they need along the way.

真的三项铁人都知道每段赛程──游泳、自行车、跑步──都需要不同的能力，不同的工具，不同的技巧，不同的技术。我们改造组织时也一样，我们需要确保我们有给员工在期间所需的技巧及工具。

Chronos, a global software company, recognized the need to transfer from building products -- software products --to building software as a service. To enable its people to take that transformation, first of all they invested in new tools that would enable theire mployees to monitor the usage of the features as well as customer satisfaction with the new service.

Chronos一家全球软件公司，他们知道他们必须转型，从制造产品──写软件产品──转变到打造「软件即服务」。要让公司人员接受这项转变，他们首先投资在新工具上，让他们的员工能监控功能的使用，以及顾客对新服务的满意度。

They also invested in skill development, so that their employees would be able to resolve customer service problems on the spot. And very importantly, they also reinforced the collaborative behaviors that would be required to deliver an end-to-end seamless customer experience. Because of these investments, rather than feeling overwhelmed by the transformation, Chronos employees actually felt energized and empowered in their new roles.

他们也投资在提升技能上，所以他们的员工可以当场就解决客服问题。还有一件非常重要的，他们也加强协作行为，以打造无缝的端对端顾客体验。因为这些投资，他们不但没有被改造压倒，他们的员工还觉得很有活力，对他们的新角色有自主感。

In the era of "always-on" transformation, change is a constant. My fourth imperative therefore is to instill a culture of continuous learning. When Satya Nadella became the CEO of Microsoft in February 2014, he embarked on an ambitious transformation journey to prepare the company to compete in a mobile-first, cloud-first world.

在这个「永远都在改造」时代，改变是恒常的。因此我的第四个规则，就是要持续灌输不断学习的文化。萨蒂亚·纳德拉于2014年二月就职微软总裁时，他发起了一项雄心万丈的蜕变之旅，要预备整个公司能在行动优先、云端优先的世界竞争。

This included changes to strategy, the organization and very importantly, the culture. Microsoft's culture at the time was one of silos and internal competition -- not exactly conducive to learning.

这包括改变策略，改变组织，及很重要的部分，要改变文化。当时的微软是闭门造车的筒仓文化与内部竞争——对学习不太有利。

Nadella took this head-on. Hera llied his leadership around his vision for a living, learning culture, shifting from a fixed mindset, where your role was to show up as the smartest person in the room, to a growth mindset, where your role was to listen, to learn and to bring out the best in people. Well, early days, Microsoft employees already noticed this shift in the culture -- clear evidence of Microsoft putting people first.

纳德拉正面迎击。他整合领导团队支持他的远见，创造一个活的、会学习的文化，从定型心态，就是你只要当公司里最聪明的人，转变到成长心态，也就是你要倾听、学习，以带出员工最好的那面。所以初期，微软员工早就注意到这种文化上的转变——这是微软以人为本的清楚证据。

My fifth and final imperative is specifically for leaders. In a transformation, a leader needs to have a vision, a clear road map with milestones, and then you need to hold people accountable for results. In other words, you need to be directive. But in order to capture the hearts and minds of people, you also need to be inclusive. Inclusive leadership is critical to putting people first.

我的第五也是最后一项规则特别要给领导者们。任何一场改造里，领导者必须要有远见，要有清晰的计划及里程碑，而且你还要有人为结果负责。换句话说，你要能下指令。但是要抓住众人的心，你也要有包容性。要以人为本，包容性的领导极为重要。

I live in the San Francisco Bay area. And right now, our basketball team is the best in the league. We won the 2015championship, and we're favored to win again this year. There are many explanations for this. They have some fabulous players, but one of the key reasons is their head coach, Steve Kerr, is an inclusive leader. When Kerr came to the Warriors in 2014, the Warriors were looking for a major transformation. They hadn't won a national championship since 1975.

我住在旧金山湾区。现在，我们的篮球队是联盟里最棒的。我们赢了2015的冠军，我们今年也是胜算最大的队伍。这点可以有很多解释。他们有最棒的球员，但是最关键的原因之一是他们的总教练，史蒂芬·科尔是具包容性的领导者。科尔于2014年加入勇士队时，勇士队正想做重大改造。他们自1975年后就再也没赢过一场总冠军。

Kerr came in, and he had a clear vision, and he immediately got to work. From the outset, he reached out and engaged the players and the staff. He created an environment of open debate and solicited suggestions. During games he would often ask, "What are you seeing that I'm missing?"

科尔加入了，他有很清楚的远见，而且他立刻开始着手。从一开始，他就与球员和职员接触、交流。他创造出公开辩论的环境，并征求意见。比赛的时候他经常会问：「你有没有看到什么是我没看到的？」

One the best examples of this came in game four of the 2015 finals. The Warriors were down two games to one when Kerr made the decision to change the starting lineup; a bold move by any measure. The Warriors won the game and went on to win the championship. And it is widely viewed that that move was the pivotal move in their victory.

最好的例子是2015年总决赛第四场。勇士队二败一胜，科尔决定要换首发阵容；怎么看都是非常大胆的举动。勇士队赢了那场比赛，也赢得总冠军。大家一致认为那就是胜利的关键之举。

Interestingly, it wasn't actually Kerr's idea. It was the idea of his 28-year-old assistant, Nick U'Ren. Because of Kerr's leadership style, U'Ren felt comfortable bringing the idea forward. And Kerr not only listened, but he implemented the idea and then afterwards, gave U'Ren all the credit -- actions all consistent with Kerr's highly inclusive approach to leadership.

有意思的是，那并非科尔的点子。那是他28岁的助理，尼克屋伦的想法。因为科尔的领导风格，屋伦可以自在地说出他的想法。科尔不仅听到了，他还执行了这个点子，而且之后，还完全归功给屋伦，完全符合科尔具高度包容性的领导方式。

In the era of "always-on" transformation, organizations are always going to be transforming. But doing so does not have to be exhausting. We owe it to ourselves, to our organizations and to society more broadly to boldly transform our approach to transformation. To do that, we need to start putting people first.Thank you.

在这个「永远都在改造」的时代，组织永远都要改变。但是做这件事不必累死人。我们应该为自己，为组织，甚至大范围的说为社会，大胆改变改造的方法。要做到这点，我们要以人为本。谢谢。