in the 21st century.

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

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

is to go back to our school days

when we learned how to count.

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

Because what we actually count

truly counts.

Let me start by telling you a little story.

This is Van Quach.

She came to this country in 1986 from Vietnam.

She changed her name to Vivian

because she wanted to fit in here in America.

Her first job was at an inner-city motel

in San Francisco as a maid.

I happened to buy that motel

about three months after Vivian started working there.

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

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

in 1987,

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

a very impractical name,

because I actually was looking to create joy of life.

And this first hotel that I bought, motel,

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

in the inner-city of San Francisco.

As I spent time with Vivian,

I saw that she had sort of a joie de vivre

in how she did her work.

It made me question and curious:

How could someone actually find joy

in cleaning toilets for a living?

So I spent time with Vivian, and I saw that

she didn't find joy in cleaning toilets.

Her job, her goal and her calling

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

What counts for Vivian was the emotional connection

she created with her fellow employees and our guests.

And what gave her inspiration and meaning

was the fact that she was taking care of people

who were far away from home.

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

That very human lesson,

more than 20 years ago,

served me well during the last

economic downturn we had.

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

San Francisco Bay Area hotels

went through the largest percentage revenue drop

in the history of American hotels.

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

so we were particularly vulnerable.

But also back then,

remember we stopped eating French fries in this country.

Well, not exactly, of course not.

We started eating "freedom fries,"

and we started boycotting anything that was French.

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

so I started getting these letters

from places like Alabama and Orange County

saying to me that they were going to boycott my company

because they thought we were a French company.

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

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

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

(Laughter)

So one particular day

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

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

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

looking for a business solution.

But given my befuddled state of mind, I ended up

in the self-help section very quickly.

That's where I got reacquainted with

Abraham Maslow's "hierarchy of needs."

I took one psychology class in college,

and I learned about this guy, Abraham Maslow,

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

But as I sat there for four hours,

the full afternoon, reading Maslow,

I recognized something

that is true of most leaders.

One of the simplest facts in business

is something that we often neglect,

and that is that we're all human.

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

has some hierarchy of needs

in the workplace.

So as I started reading more Maslow,

what I started to realize is that

Maslow, later in his life,

wanted to take this hierarchy for the individual

and apply it to the collective,

to organizations and specifically to business.

But unfortunately, he died prematurely in 1970,

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

So I realized in that dotcom crash

that my role in life was to channel Abe Maslow.

And that's what I did a few years ago

when I took that five-level hierarchy of needs pyramid

and turned it into what I call the transformation pyramid,

which is survival, success and transformation.

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

And we started asking ourselves the questions

about how we were actually addressing

the higher needs, these transformational needs

for our key employees in the company.

These three levels of the hierarchy needs

relate to the five levels

of Maslow's hierarchy of needs.

But as we started asking ourselves about how we were addressing

the higher needs of our employees and our customers,

I realized we had no metrics.

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

So we started asking ourselves:

What kind of less obvious metrics

could we use to actually evaluate

our employees' sense of meaning,

or our customers' sense of emotional connection with us?

For example, we actually started asking our employees,

do they understand the mission of our company,

and do they feel like they believe in it,

can they actually influence it,

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

We started asking our customers,

did they feel an emotional connection with us,

in one of seven different kinds of ways.

Miraculously, as we asked these questions

and started giving attention higher up the pyramid,

what we found is we created more loyalty.

Our customer loyalty skyrocketed.

Our employee turnover dropped

to one-third of the industry average,

and during that five year dotcom bust,

we tripled in size.

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

and asking them how they were getting through that time,

what they told me over and over again

was that they just manage what they can measure.

What we can measure is that tangible stuff

at the bottom of the pyramid.

They didn't even see the intangible stuff

higher up the pyramid.

So I started asking myself the question:

How can we get leaders to start valuing the intangible?

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

and all we can measure is the tangible in life,

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

So I went out and studied a bunch of things,

and I found a survey that showed

that 94 percent

of business leaders worldwide

believe that the intangibles are important in their business,

things like intellectual property,

their corporate culture, their brand loyalty,

and yet, only five percent of those same leaders

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

So as leaders, we understand

that intangibles are important,

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

So here's another Einstein quote:

"Not everything that can be counted counts,

and not everything that counts can be counted."

I hate to argue with Einstein,

but if that which is most valuable

in our life and our business

actually can't be counted or valued,

aren't we going to spend our lives

just mired in measuring the mundane?

It was that sort of heady question about what counts

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

and fly off to the Himalayan peaks.

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

a place some folks call Shangri-La.

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

to becoming a transformational

role model for the world.

I went to Bhutan.

The teenage king of Bhutan was also a curious man,

but this was back in 1972,

when he ascended to the throne

two days after his father passed away.

At age 17, he started asking the kinds of questions

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

On a trip through India,

early in his reign as king,

he was asked by an Indian journalist

about the Bhutanese GDP,

the size of the Bhutanese GDP.

The king responded in a fashion

that actually has transformed us four decades later.

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

and focused with gross domestic product?

Why don't we care more about

gross national happiness?"

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

an alternative definition of success,

what has come to be known as

GNH, or gross national happiness.

Most world leaders didn't take notice,

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

But the king was serious.

This was a notable moment,

because this was the first time a world leader

in almost 200 years

had suggested

that intangible of happiness --

that leader 200 years ago,

Thomas Jefferson with the Declaration of Independence --

200 years later,

this king was suggesting that intangible of happiness

is something that we should measure,

and it's something we should actually value

as government officials.

For the next three dozen years as king,

this king actually started measuring

and managing around happiness in Bhutan --

including, just recently, taking his country

from being an absolute monarchy to a constitutional monarchy

with no bloodshed, no coup.

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

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

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

I got to really understand what they're doing.

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

Over dinner, I asked him an impertinent question.

I asked him,

"How can you create and measure

something which evaporates --

in other words, happiness?"

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

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

We create the conditions for happiness to occur.

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

Wow, that's interesting.

He said that they have a science behind that art,

and they've actually created four essential pillars,

nine key indicators

and 72 different metrics

that help them to measure their GNH.

One of those key indicators is:

How do the Bhutanese feel about

how they spend their time each day?

It's a good question. How do you feel about

how you spend your time each day?

Time is one of the scarcest resources

in the modern world.

And yet, of course,

that little intangible piece of data

doesn't factor into our GDP calculations.

As I spent my week up in the Himalayas,

I started to imagine