in the 21st century.

領導的簡單的小道理

In the 21st century, we need to actually look at --

現在是21世紀，我們應該要看的東西

and what I'm actually going to encourage you to consider today --

和我今天鼓勵大家去想想的事情

is to go back to our school days

要回溯到我們上學的時候

when we learned how to count.

回溯到我們學算數的時候

But I think it's time for us to think about what we count.

我認為該想想我們到底數了些什麼

Because what we actually count

因為我們真正在意的事

truly counts.

才算數

Let me start by telling you a little story.

我先從小故事說起

This is Van Quach.

這是范姱嬬

She came to this country in 1986 from Vietnam.

1986年的時候從越南移民到這

She changed her name to Vivian

把名字改成薇薇安

because she wanted to fit in here in America.

希望能夠融入這裡的生活

Her first job was at an inner-city motel

她的第一份工作

in San Francisco as a maid.

是在舊金山市中心的汽車旅館當清潔人員

I happened to buy that motel

事實上，她工作三個月後

about three months after Vivian started working there.

我恰巧買了那間旅館

So Vivian and I have been working together for 23 years.

所以薇薇安跟我共事了23年

With the youthful idealism of a 26-year-old,

那時候是1987年

in 1987,

我26歲，心理充滿了理想

I started my company and I called it Joie de Vivre,

我開始經營飯店，稱為「人生之樂」

a very impractical name,

這是個非常不切實際的名字

because I actually was looking to create joy of life.

因為我想創造生活的快樂

And this first hotel that I bought, motel,

這就是我第一個收購的旅館，

was a pay-by-the-hour, no-tell motel

是以時計費，供人「休息」的汽車旅館

in the inner-city of San Francisco.

在舊金山的市區内。

As I spent time with Vivian,

我跟薇薇安一起工作的時候

I saw that she had sort of a joie de vivre

我發現她工作的方式

in how she did her work.

有「人生之樂」的特質。

It made me question and curious:

這讓我既疑惑又好奇

How could someone actually find joy

怎麼可能有人

in cleaning toilets for a living?

會喜歡以掃廁維生

So I spent time with Vivian, and I saw that

所以我就觀察薇薇安，發現

she didn't find joy in cleaning toilets.

她並非以掃廁所為樂

Her job, her goal and her calling

她的目標、職志

was not to become the world's greatest toilet scrubber.

並不是成為世界第一的廁所清潔工

What counts for Vivian was the emotional connection

她在意的是情感的聯繫

she created with her fellow employees and our guests.

是同事、顧客、和自己間的關係。

And what gave her inspiration and meaning

鼓舞並讓她覺得有意義的是

was the fact that she was taking care of people

她的工作，而這份工作

who were far away from home.

其實是照顧異鄉遊子。

Because Vivian knew what it was like to be far away from home.

因為薇薇安深知離鄉背井的感受。

That very human lesson,

這二十幾年前

more than 20 years ago,

人性溫暖的例子

served me well during the last

幫助我度過上一個

economic downturn we had.

經濟衰退。

In the wake of the dotcom crash and 9/11,

網路股泡沫化以及911事件開始的時候

San Francisco Bay Area hotels

讓舊金山的灣區酒店的收入

went through the largest percentage revenue drop

大幅減少

in the history of American hotels.

是美國史上的新低。

We were the largest operator of hotels in the Bay Area,

當時我們是灣區最大的業者

so we were particularly vulnerable.

所以受到的衝擊非常大。

But also back then,

也同樣是那時候

remember we stopped eating French fries in this country.

美國國内抵制吃薯條

Well, not exactly, of course not.

其實也不盡然，

We started eating "freedom fries,"

應該說，我們不吃「法式薯條」開始吃「自由薯條」

and we started boycotting anything that was French.

抵制全部跟法國有關的東西

Well, my name of my company, Joie de Vivre --

我公司的名字「人生之樂」就是法文

so I started getting these letters

所以我就陸續收到

from places like Alabama and Orange County

從阿拉巴馬和橘郡等地來的信

saying to me that they were going to boycott my company

說要抵制我的公司

because they thought we were a French company.

因為他們認為我們是法國公司

And I'd write them back, and I'd say, "What a minute. We're not French.

然後我就回信說

We're an American company. We're based in San Francisco."

我們不是法商！我們是在舊金山的美國公司！

And I'd get a terse response: "Oh, that's worse."

接著我收到了一封回信說：「噢！那更糟！」

(Laughter)

（笑聲）

So one particular day

所以有一天

when I was feeling a little depressed and not a lot of joie de vivre,

我覺得有點鬱悶，不太快樂

I ended up in the local bookstore around the corner from our offices.

我就到辦公室附近的書店逛逛

And I initially ended up in the business section of the bookstore

一開始我只在商業叢書區

looking for a business solution.

找尋解決方法

But given my befuddled state of mind, I ended up

但是我的頭腦真是太混亂了

in the self-help section very quickly.

所以我很快就逛到勵志叢書區

That's where I got reacquainted with

就在那，我再讀了

Abraham Maslow's "hierarchy of needs."

亞伯拉罕·馬斯洛的需求層次理論。

I took one psychology class in college,

我大學時候修了門心理學

and I learned about this guy, Abraham Maslow,

學到了亞伯拉罕·馬斯洛

as many of us are familiar with his hierarchy of needs.

很多人都熟悉他的需求層次理論

But as I sat there for four hours,

我在那坐了四個小時

the full afternoon, reading Maslow,

整個下午都在讀馬斯洛的書

I recognized something

使我體認到了一些

that is true of most leaders.

大部分領袖都具備共同的特質。

One of the simplest facts in business

在企業内最簡單清楚的事實之一

is something that we often neglect,

卻也是我們常忽略的

and that is that we're all human.

那就是：「我們都是人。」

Each of us, no matter what our role is in business,

不管我們在事業上的角色為何

has some hierarchy of needs

在職場上

in the workplace.

都有自己的需求層次。

So as I started reading more Maslow,

接著我讀了更多馬斯洛的書

what I started to realize is that

我漸漸發現

Maslow, later in his life,

其實馬斯洛稍後

wanted to take this hierarchy for the individual

想把個人的需求層次理論

and apply it to the collective,

套用到群體

to organizations and specifically to business.

套用到組織，特別是商業組織

But unfortunately, he died prematurely in 1970,

但不幸的是馬斯洛英在1970年英年早逝

and so he wasn't really able to live that dream completely.

所以他並沒能完全實現那夢想。

So I realized in that dotcom crash

我發覺網路股泡沫化的時候

that my role in life was to channel Abe Maslow.

我人生的階段任務就是跟馬斯洛對話。

And that's what I did a few years ago

這也是幾年前我所做的

when I took that five-level hierarchy of needs pyramid

把需求層次理論的五層金字塔

and turned it into what I call the transformation pyramid,

變成我所謂的「轉型金字塔」

which is survival, success and transformation.

包括生存、成功、轉型

It's not just fundamental in business, it's fundamental in life.

這金字塔不只是事業的基石，更是人生的基石。

And we started asking ourselves the questions

我們開始問自己

about how we were actually addressing

要如何滿足公司内

the higher needs, these transformational needs

主要員工高階的需求

for our key employees in the company.

也就是轉型需求

These three levels of the hierarchy needs

這三層的需求層次

relate to the five levels

其實跟馬斯洛的

of Maslow's hierarchy of needs.

五階層需求層次有關

But as we started asking ourselves about how we were addressing

可是當我們要著手衡量

the higher needs of our employees and our customers,

員工和顧客的高階需求的時候

I realized we had no metrics.

我才發現，我們沒有衡量標準。

We had nothing that actually could tell us whether we were actually getting it right.

不知道怎樣衡量才是對的。

So we started asking ourselves:

所以我們反問自己

What kind of less obvious metrics

還有什麼我們看不見的變數

could we use to actually evaluate

可以用來實際地評估

our employees' sense of meaning,

員工的感覺

or our customers' sense of emotional connection with us?

或是顧客跟我們的情感聯係度

For example, we actually started asking our employees,

舉例來說，我們問員工說

do they understand the mission of our company,

你們了解我們公司的服務宗旨嗎？

and do they feel like they believe in it,

你們認同我們的服務宗旨嗎？

can they actually influence it,

你們能為公司帶來任何改變嗎？

and do they feel that their work actually has an impact on it?

你們真的覺得自己的工作對公司有影響嗎？

We started asking our customers,

我們也問顧客

did they feel an emotional connection with us,

是否覺得和我們有

in one of seven different kinds of ways.

七種程度不同的情感的聯係。

Miraculously, as we asked these questions

神奇的是，藉由問這些問題

and started giving attention higher up the pyramid,

還有漸漸注重金字塔頂端的需求後

what we found is we created more loyalty.

我們竟然讓顧客的忠誠度提高了。

Our customer loyalty skyrocketed.

顧客對我們的忠誠度疾速攀升

Our employee turnover dropped

員工的離職律也降低到

to one-third of the industry average,

產業平均的三分之一。

and during that five year dotcom bust,

網路股泡沫化為期五年

we tripled in size.

那五年裡，我們的營業規模變為三倍。

As I went out and started spending time with other leaders out there

之後我跟其他領導者聊天

and asking them how they were getting through that time,

問他們如何撐過那段時期

what they told me over and over again

我聼到的都是

was that they just manage what they can measure.

他們只管理有形的看得到的

What we can measure is that tangible stuff

他們能看到的就是金字塔底端

at the bottom of the pyramid.

有形的資產

They didn't even see the intangible stuff

大家都沒看倒金字塔上層

higher up the pyramid.

無形的資產。

So I started asking myself the question:

所以我開始問自己

How can we get leaders to start valuing the intangible?

要如何讓大家重視無形的資產？

If we're taught as leaders to just manage what we can measure,

如果大家跟企業家一樣，只管理能夠量化的

and all we can measure is the tangible in life,

也就是人生中有形的資產

we're missing a whole lot of things at the top of the pyramid.

我們就會失去金字塔頂端的所有東西。

So I went out and studied a bunch of things,

所以我繼續作了一些研究

and I found a survey that showed

發現一則調查顯示

that 94 percent

百分之九十四的

of business leaders worldwide

企業領導者相信

believe that the intangibles are important in their business,

對於自己的企業來說，無形資產是很重要的

things like intellectual property,

包括智慧財產

their corporate culture, their brand loyalty,

企業文化、品牌忠誠度。

and yet, only five percent of those same leaders

但是其中只有百分之五的企業主

actually had a means of measuring the intangibles in their business.

真的有一套標準來衡量事業上無形的資產。

So as leaders, we understand

跟企業主一樣，我們也知道

that intangibles are important,

無形資產很重要

but we don't have a clue how to measure them.

但是壓根不知道怎麼衡量無形資產。

So here's another Einstein quote:

愛因斯坦說

"Not everything that can be counted counts,

不是所有算的出來的東西都有意義

and not everything that counts can be counted."

有意義的事情不一定算的出來。

I hate to argue with Einstein,

我不想跟愛因斯坦爭論

but if that which is most valuable

但最有價值的東西

in our life and our business

無論是人生中還是事業上

actually can't be counted or valued,

都算不清，也估不得

aren't we going to spend our lives

難道要任由生命陷在

just mired in measuring the mundane?

對世俗東西的計算嗎？

It was that sort of heady question about what counts

因爲對這量化的問題百思不解

that led me to take my CEO hat off for a week

讓我拋掉執行長的頭銜一個禮拜

and fly off to the Himalayan peaks.

飛到喜馬拉雅山區

I flew off to a place that's been shrouded in mystery for centuries,

這地方已經藏在神祕的面紗後好幾世紀了

a place some folks call Shangri-La.

就是人們口中香格里拉。

It's actually moved from the survival base of the pyramid

香格里拉就是從金字塔底部的生存層

to becoming a transformational

轉型成功的例子

role model for the world.

值得借鏡。

I went to Bhutan.

我去了不丹

The teenage king of Bhutan was also a curious man,

不丹的國王還是少年，頗具好奇心

but this was back in 1972,

在1972年

when he ascended to the throne

他的父親去世兩天後

two days after his father passed away.

不丹國王便登基

At age 17, he started asking the kinds of questions

那時國王年僅17歲，他開始思考一些問題

that you'd expect of someone with a beginner's mind.

一些聼起來像初學者的問題。

On a trip through India,

在他剛開始統治不丹的時候

early in his reign as king,

有一次去印度拜訪

he was asked by an Indian journalist

有個記者問國王

about the Bhutanese GDP,

不丹的國内生産毛額

the size of the Bhutanese GDP.

不丹的國内生産毛額有多少

The king responded in a fashion

國王的那時的囘答

that actually has transformed us four decades later.

影響了四十年後的我們。

He said the following, he said: "Why are we so obsessed

國王說，我們為什麼那麼執意、

and focused with gross domestic product?

注重國内生産毛額

Why don't we care more about

我們為什麼不多注意，

gross national happiness?"

國内幸福毛額

Now, in essence, the king was asking us to consider

事實上，國王要我們多想想

an alternative definition of success,

成功另外的定義

what has come to be known as

也就是後來的

GNH, or gross national happiness.

GNH，或稱為國内幸福毛額。

Most world leaders didn't take notice,

大多數的國家領導者都不注重GNH

and those that did thought this was just "Buddhist economics."

或者認為這只是「佛教經濟學」

But the king was serious.

但國王卻很認真

This was a notable moment,

這是重要的一刻

because this was the first time a world leader

因為這是第一次

in almost 200 years

在近兩百年來

had suggested

有領導人物提出

that intangible of happiness --

幸福的無形價值。

that leader 200 years ago,

兩百年前也有領導者提過

Thomas Jefferson with the Declaration of Independence --

那人就是提出「獨立宣言」的湯瑪斯傑弗遜

200 years later,

兩百年後

this king was suggesting that intangible of happiness

不丹王提出幸福的無形價值

is something that we should measure,

正是我們該去衡量的

and it's something we should actually value

而且我們是應該要珍視的

as government officials.

身為政府官員，理應如此。

For the next three dozen years as king,

在他執政的三十六年中

this king actually started measuring

確實去衡量

and managing around happiness in Bhutan --

且提昇不丹的幸福指數。

including, just recently, taking his country

不丹國王最近還把自己的國家

from being an absolute monarchy to a constitutional monarchy

從絕對君主制變成君主立憲制

with no bloodshed, no coup.

改革期間沒有傷亡，也沒有政變

Bhutan, for those of you who don't know it,

對那些不太了解不丹的人來說

is the newest democracy in the world, just two years ago.

不丹是世上最年輕的民主國家，現在才兩歲。

So as I spent time with leaders in the GNH movement,

我跟其他領導者參加GNH運動的時候

I got to really understand what they're doing.

才真正了解他們在做什麼。

And I got to spend some time with the prime minister.

我跟首相處了一段時間

Over dinner, I asked him an impertinent question.

晚宴時，問了首相一個很直接的問題

I asked him,

我問首相

"How can you create and measure

「你們怎麼能創造、衡量

something which evaporates --

摸不到的東西

in other words, happiness?"

也就是『幸福』？」

And he's a very wise man, and he said,

首相非常有智慧，跟我說

"Listen, Bhutan's goal is not to create happiness.

我告訴你呀，不丹並不是要創造幸福

We create the conditions for happiness to occur.

我們創造的是環境，讓幸福來臨的環境

In other words, we create a habitat of happiness."

也就是說，我們為幸福建造家園

Wow, that's interesting.

哇！那可真有趣！

He said that they have a science behind that art,

首相又說這藝術的背後，有著科學根據。

and they've actually created four essential pillars,

我們創造了四大項目

nine key indicators

九個關鍵指標

and 72 different metrics

七十二個單位

that help them to measure their GNH.

來計算國民幸福毛額

One of those key indicators is:

其實，其中一種關鍵指標就是

How do the Bhutanese feel about

不丹人覺得

how they spend their time each day?

自己每天怎麼花時間的情況為何