Name: 協作式領導力指南｜羅娜-戴維斯 (A guide to collaborative leadership | Lorna Davis)
Uploaded: 2021-01-14T10:09:06.000Z
Duration: 14 min 13 s

Translator: Ivana Korom Reviewer: Krystian Aparta

譯者: Pei-Chen Benson Liu 審譯者: Helen Chang

我那時穿著引人注目的粉色新套裝

1997 年，我上任領導 Griffin's Foods

and I was the new boss of Griffin's Foods,

an iconic cookie and snacks company in New Zealand.

It was my first time as the leader of a company,

and I was on the stage to give a big speech

當時我在台上正要發表重要的演講

I knew exactly what my call to action was,

which was "One in every four times a Kiwi eats a snack,

I emphasized that we knew how to measure our results

我強調公司很清楚 該如何計算成果

最後我說：「不這樣做，還能怎麼做？

不是我們成功，還有誰能成功？

不現在做，還要等到什麼時候？」

and I was really, really pleased with myself.

I wanted to be followed by a devoted team,

A hero selling chips and biscuits in a pink suit.

一個穿著粉色套裝、 賣洋芋片和餅乾的英雄

All of that applause did not lead to action.

Not because they didn't like me or the message.

The problem was that no one knew what they were expected to do.

而是大家不知道 該符合怎麼樣的期待

Now, you may think that this is a classic hero speech,

where I'm going to tell you that I overcame that obstacle and triumphed.

that in a world as complex and interconnected

我會說說我如何 克服困難、大獲全勝

the idea that one person has the answer is ludicrous.

It's not only ineffective, it's dangerous,

because it leads us to believe that it's been solved by that hero,

因為大家會認為，英雄自己能成功

which is just another way of saying we need each other.

Even though other people can be really difficult, sometimes.

I spent decades trying to work out how to be a good leader.

I've lived in seven countries and five continents.

I've spent a lot of time with the B Corp community,

who believe in business as a force for good.

There's a tough certification with about 250 questions

about your social and environmental performance.

to serve the community as well as your shareholders

and you must sign the declaration of interdependence.

必須完成 250 個 社會和環境責任的問題

Now one of the things that inspires me the most

is that they see themselves as part of a whole system.

It's sort of as if they imagine themselves on a big, flowing river of activity,

where, if they are, for example, soft drinks manufacturers,

把自己視為沉浸在 這項活動河流裡

that we call a company which has financial results.

And the flowing continues with consequences.

has led me to see that true collaboration is possible,

And the leaders in this space are doing a few things very differently

這些領導人和傳統英雄型領袖相比

and they have a very different relationship with other people.

A hero sets a goal that can be individually delivered

they use terms like "revenue" and "market share"

Interdependent leaders, on the other hand,

只要聽到「收益」、「市場占有率」

start with a goal that's really important,

but is actually impossible to achieve by one company or one person alone.

I want to give you an example from the clothing industry,

which produces 92 million tons of waste a year.

Patagonia and Eileen Fisher are clothing manufacturers,

但單獨一家公司或一個人無法完成

both of them deeply committed to reducing waste.

They don't see that their responsibility ends

他們一年製造九千兩百萬噸垃圾

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協作式領導力指南｜羅娜-戴維斯 (A guide to collaborative leadership | Lorna Davis)

obesity

passionate

applause

achieve