Because they're the best, the best, the best, the best.

因為他們是最棒的，最棒的，最棒的，最棒的。

And they drew a graph for me, and on one side, they wrote the word "performance," and on the other side, they wrote the word "trust." The way they define the terms is performance on the battlefield and performance off the battlefield.

他們給我畫了一張圖，一邊寫著 "表現"，另一邊寫著 "信任"。他們對這兩個詞的定義是 戰場上的表現和戰場外的表現

So this is your skills.

這就是你的技能。

This is, did you make your quarterly earnings, whatever, however you want to translate it, right?

這就是，你是否賺到了季度收益，不管你怎麼翻譯，對吧？

Performance, it's traditional.

性能，這是傳統。

This is, how are you off the battlefield?

這就是，你在戰場之外過得如何？

What kind of person are you?

你是什麼樣的人？

The way they put it is, "I may trust you with my life, but do I trust you with my money and my wife?" This is what they told me.

他們的說法是："我可以把生命託付給你，但我能把錢和妻子託付給你嗎？"這就是他們告訴我的

Nobody wants this person, the low performer of low trust, of course.

沒有人想要這個人，當然是低信任度的低表現者。

Of course, everybody wants this person, the high performer of high trust, of course.

當然，每個人都希望有這樣的人，當然是高信任度的高績效者。

What they learned is that this person, the high performer of low trust, is a toxic leader and a toxic team member.

他們瞭解到，這個低信任度的高績效者是一個有毒的領導者，也是一個有毒的團隊成員。

And they would rather have a medium performer of high trust, sometimes even a low performer of high trust, it's a relative scale, over this person.

他們寧願要一個表現中等、信任度高的人，有時甚至是一個表現低、信任度低的人，這是一個相對的尺度，而不是這個人。

This is the highest performing organization on the planet, and this person is more important to them than this person.

這是地球上績效最高的組織，這個人對他們來說比這個人更重要。

And the problem in business is we have lopsided metrics.

企業的問題在於我們的衡量標準一邊倒。

We have a million and one metrics to measure someone's performance, and negligible to no metrics to measure someone's trustworthiness.

我們有一百萬零一個衡量標準來衡量一個人的表現，而衡量一個人是否值得信賴的標準卻微乎其微，甚至根本沒有。

And so what we end up doing is promoting or bonusing toxicity in our businesses, which is bad for the long game because it eventually destroys the whole organization.

是以，我們最終的做法是在企業中助長或鼓勵毒性，這對長遠發展不利，因為它最終會毀掉整個組織。

The irony is, it's unbelievably easy to find these people.

諷刺的是，要找到這些人簡直易如反掌。

Go to any team and say, "Who's the asshole?" and they'll...

如果你問任何一支球隊 "誰是混蛋？"，他們會...

They will all point to the same person.

它們都會指向同一個人。

Equally, if you go to any team and say, "Who do you trust more than anybody else?

同樣，如果你對任何團隊說："你們最信任誰？

Who's always got your back?

誰一直在支持你？

And when the chips are down, they will be there with you." They will also all point to the same person.

而在關鍵時刻，他們會與你同在"。他們也都會指向同一個人。

It's the best gifted natural leader who's creating an environment for everybody else to succeed, and they may not be your most individual highest performer.

最有天賦的天生領導者才能為其他人創造成功的環境，而他們可能並不是你個人表現最好的人。

But that person, you better keep them on your team.

但那個人，你最好把他留在你的團隊裡。