because it's my belief that trust

我想要和大家討論的是 如何建立和重新建立信任，

is the foundation for everything we do,

因為我相信，我們所做的一切

and that if we can learn to trust one another more,

都是以信任為基礎，

we can have unprecedented human progress.

而且如果我們能夠 學會更相信別人，

But what if trust is broken?

我們就能達成 史無先例的人類進展。

What if your CEO is caught on video, disparaging an employee?

但如果信任被破壞了呢？

What if your employees experience a culture of bias, exclusion and worse?

如果你公司的執行長被逮到 蔑視員工，且有影片為證，怎麼辦？

What if there's a data breach,

如果你的員工遇到偏見、排擠， 或更糟的文化，怎麼辦？

and it feels an awful lot like a cover-up than seriously addressing it?

如果發生資料洩漏，

And most tragically,

且感覺起來非常像是在掩飾， 不是要認真處理此問題，怎麼辦？

what if a technological fail leads to the loss of human life?

最悲劇的是，

If I was giving this talk six months ago,

如果技術上的錯誤造成了 人命的損失，怎麼辦？

I would have been wearing an Uber T-shirt.

如果我做這場演講是在六個月前，

I'm a Harvard Business School professor,

我會穿著 Uber（優步）的 T 恤來。

but I was super attracted to going to an organization

我是哈佛商學院的教授，

that was metaphorically and perhaps quite literally on fire.

但我超級想要去一間，可說是，

I had read everything that was written in the newspaper,

也許真的是，如火中燒的組織。

and that was precisely what drew me to the organization.

我把報紙的內容通通都讀過了，

This was an organization that had lost trust

正因為如此，我才被這間組織吸引。

with every constituent that mattered.

這間組織失去了所有

But there's a word about me that I should share.

重要成員的信任。

My favorite trait is redemption.

但我應該和大家分享 一個關於我的詞。

I believe that there is a better version of us around every corner,

我最喜歡的特質是救贖。

and I have seen firsthand

我相信，在每一個轉角， 我們都能遇見最好的自己，

how organizations and communities

我親眼見過

and individuals change at breathtaking speed.

組織、社區，以及個人

I went to Uber with the hope of a turn around there

如何用驚人的速度改變。

could give license to the rest of us

我去 Uber 希望能夠扭轉局面，

who might have narrower versions of their challenges.

希望我們其他人

But when I got to Uber, I made a really big mistake.

得以縮小所面對挑戰的範圍。

I publicly committed to wearing an Uber T-shirt every day

到 Uber 之後，我犯了一個大錯。

until every other employee was wearing an Uber T-shirt.

我公開承諾每天 都要穿 Uber T 恤，

I had clearly not thought that through.

直到所有其他員工都穿上 Uber T 恤為止。

(Laughter)

很顯然，我沒想清楚就承諾了。

It was 250 days of wearing an Uber T-shirt.

（笑聲）

Now I am liberated from that commitment,

結果 250 天都穿著 Uber T 恤。

as I am back at HBS,

現在我已經從那承諾解脫了，

and what I'd like to do is share with you

我回到哈佛商學院，

how far I have taken that liberty,

而我想要和各位分享的是

which, it's baby steps,

我帶著這份自由走了多遠，

(Laughter)

這距離是用寶寶步伐來衡量的，

but I would just say I'm on my way.

（笑聲）

(Laughter)

但我只會說，我正在走這段路。

Now, trust, if we're going to rebuild it,

（笑聲）

we have to understand its component parts.

如果我們要重新建立信任的話，

The component parts of trust are super well understood.

我們得要了解它的組成。

There's three things about trust.

信任的組成是非常清楚的。

If you sense that I am being authentic,

信任有三個重點。

you are much more likely to trust me.

如果你感覺到我很真實，

If you sense that I have real rigor in my logic,

你就非常有可能會相信我。

you are far more likely to trust me.

如果你感覺到我的邏輯很嚴謹，

And if you believe that my empathy is directed towards you,

你更有可能會相信我。

you are far more likely to trust me.

如果你相信我同理的對象就是你，

When all three of these things are working,

你更有可能會相信我。

we have great trust.

當這三個重點都發揮作用時，

But if any one of these three gets shaky,

我們就會有很棒的信任。

if any one of these three wobbles,

但如果三項當中有一項不穩固了，

trust is threatened.

如果三項當中有一項在動搖了，

Now here's what I'd like to do.

信任就會受到威脅。

I want each of us to be able to engender more trust tomorrow,

以下是我想要做的。

literally tomorrow, than we do today.

我想要我們每個人 明天都能獲得更多的信任，

And the way to do that is to understand where trust wobbles for ourselves

真的，就是明天， 要比今天得到更多信任。

and have a ready-made prescription to overcome it.

對我們自己來說，做法就是去了解 信任是在哪裡出現了動搖，

So that's what I would like to do together.

並用現成的處方來克服它。

Would you give me some sense of whether or not you're here voluntarily?

所以，那就是我希望能一起做的。

(Laughter)

各位是否能讓我知道一下， 你們是自願來這裡的嗎？

Yeah. OK. Alright. Awesome.

（笑聲）

OK. So --

好，好極了。

(Laughter)

好，那──

it's just super helpful feedback.

（笑聲）

(Laughter)

那是超有幫助的回饋。

So the most common wobble is empathy.

（笑聲）

The most common wobble

所以，最常見的動搖，是同理心。

is that people just don't believe that we're mostly in it for them,

最常見的動搖

and they believe that we're too self-distracted.

就是大家不願相信 有人會總為他們好，

And it's no wonder.

他們相信我們太自我分心了。

We are all so busy with so many demands on our time,

這並不讓人意外。

it's easy to crowd out the time and space

我們都好忙碌， 好多事需要我們的時間，

that empathy requires.

很容易就會把同理心所需要的

For Dylan to be Dylan, that takes real time.

時間和空間排擠掉。

And for us, if we have too much to do, we may not have that time.

要讓狄倫是狄倫， 是需要真的花時間的。

But that puts us into a vicious cycle,

對我們來說，若有太多事要做， 我們可能就沒有那樣的時間。

because without revealing empathy,

但那就讓我們陷入了惡性循環，

it makes everything harder.

因為沒有表現出同理心，

Without the benefit of the doubt of trust, it makes everything harder,

就會讓一切更困難。

and then we have less and less time for empathy, and so it goes.

若沒有信任感來相信對方 無法證明的清白，一切會更困難，

So here's the prescription:

接著我們能給予同理心的時間 就更少了，以此類推。

identify where, when and to whom

所以，處方如下：

you are likely to offer your distraction.

找出哪裡、何時，以及誰

That should trace pretty perfectly

會讓你想要分心。

to when, where and to whom you are likely to withhold your empathy.

那應該就非常能夠讓你追溯到

And if in those instances,

在哪裡、從何時，以及誰 讓你想擱置同理心。

we can come up with a trigger that gets us to look up,

如果在那樣的情況下，

look at the people right in front of us,

你能夠想出一種機制， 讓我們能抬頭起來看，

listen to them,

看著就在我們面前的人，

deeply immerse ourselves in their perspectives,

傾聽他們，

then we have a chance of having a sturdy leg of empathy.

讓我們自己深深沉浸到 他們的觀點當中，

And if you do nothing else,

那麼我們就有機會 能展現穩健的同理心。

please put away your cell phone.

如果你沒有其他事要做，

It is the largest distraction magnet yet to be made,

請把你的手機收起來。

and it is super difficult to create empathy and trust in its presence.

它是所有被創造出來的東西中， 最會讓人分心的，

That takes care of the empathy wobblers.

當有手機在的時候， 非常難創造同理心和信任。

Logic wobbles can come in two forms.

這樣就能處理好同理心出現的動搖。

It's either the quality of your logic

邏輯的動搖有兩種形式。

or it's your ability to communicate the logic.

可能是你邏輯思維的品質，

Now if the quality of your logic is at risk,

也可能是你溝通交流邏輯的能力。

I can't really help you with that.

如果問題出在你的邏輯的品質，

(Laughter)

我實在幫不了你。

It's like, not in this much time.

（笑聲）

(Laughter)

在這點時間內沒辦法。

But fortunately, it's often the case that our logic is sound,

（笑聲）

but it's our ability to communicate the logic that is in jeopardy.

但幸運的是，通常問題在於 我們的邏輯聽起來是什麼樣子，

Super fortunately, there's a very easy fix to this.

處於危險當中的 是我們溝通傳達邏輯的能力。

If we consider that there are two ways to communicate in the world,

幸運地是，有種很簡單的方式 可以解決這個問題。

and Harvard Business School professors are known for two-by-twos --

如果在這個世界上， 溝通的方式只有兩種，

nonsense, it's the triangle that rocks.

哈佛商學院教授最知名的 就是用二乘二的表──

(Laughter)

胡說，三角形才是最厲害的。

If we consider that there are two ways to communicate in the world,

（笑聲）

and the first one is when you take us on a journey,

如果在這個世界上， 溝通的方式只有兩種：

a magnificent journey that has twists and turns

第一種是，你帶我們踏上一段旅程，

and mystery and drama,

一段壯麗的旅程，有著許多轉折，

until you ultimately get to the point,

有著神秘性與戲劇性，

and some of the best communicators in the world

一直到最終的目的地為止，

communicate just like this.

世界上一些最棒的溝通

But if you have a logic wobble,

就是用像這樣的方式進行的。

this can be super dangerous.

但如果你的邏輯是動搖的，

So instead, I implore you,

這就會變得非常危險。

start with your point in a crisp half-sentence,

所以，我反而要懇求各位，

and then give your supporting evidence.

一開始先用乾淨俐落的句子 來講你的論點，

This means that people will be able to get access

接著提出支持的證據。

to our awesome ideas,

這就表示，大家可以接觸到

and just as importantly,

我們很棒的點子，

if you get cut off before you're done ...

同樣重要的是，

ladies --

如果你在說完之前就被打斷……

(Laughter)

女士們──

(Applause)

（笑聲）

If you get cut off before you're done,

（掌聲）

you still get credit for the idea,

如果你在說完之前就被打斷，

as opposed to someone else coming in and snatching it from you.

點子還是歸功於你，

(Applause)

而不會是其他人跑來 把點子給偷走。

You just gave me goosebumps.

（掌聲）

(Laughter)

你們讓我起雞皮疙瘩。

The third wobble is authenticity, and I find it to be the most vexing.

（笑聲）

We as a human species can sniff out in a moment,

第三，對於真實性的動搖， 我覺得它是最讓人傷腦筋的。

literally in a moment,

我們人類只要一片刻，

whether or not someone is being their authentic true self.

真的就是一片刻，

So in many ways, the prescription is clear.

就能嗅出一個人 是否呈現出真正的自己。

You don't want to have an authenticity wobble? Be you.

所以，在許多意義上， 處方很明確。

Great.

你不希望真實性被動搖？ 那就做自己。

And that is super easy to do

好極了。

when you're around people who are like you.

當你身邊都是和你很相似的人時，

But if you represent any sort of difference,

要做到這點很容易。

the prescription to "be you" can be super challenging.

但如果你代表著某種差異，

I have been tempted at every step of my career,

「做自己」這個處方 可能會非常有挑戰性。

tempted personally and tempted by coaching of others,

在我職涯中， 我一路上都會受到誘惑，

to mute who I am in the world.

受到個人的誘惑 以及他人指導的誘惑，

I'm a woman of super strong opinions,

不要在這個世界上表達出真正的我。

with really deep convictions,

我是個主見超強的女性，

direct speech.

信念很深，

I have a magnificent wife,

說話很直。

and together, we have such crazy ambition.

我有個很棒的太太，

I prefer men's clothes

在一起時，我們有很瘋狂的野心。

and comfortable shoes.

我偏好穿男性化的服裝，

Thank you, Allbirds.

和舒適的鞋子。

(Laughter)

謝謝你，Allbirds（鞋子品牌）。

In some contexts, this makes me different.

（笑聲）

I hope that each person here

在某些情況中， 這點就會讓我與人不同。

has the beautiful luxury of representing difference

我希望這裡的每一個人

in some context in your life.

都能有美好奢華的機會

But with that privilege

來表達自己人生中某些差異的情況。

comes a very sincere temptation to hold back who we are,

但若有那樣的特權，

and if we hold back who we are,

就表示也會受到真誠誘惑， 讓我們不展現出真正的自我，

we're less likely to be trusted.

而若我們不展現出真正的自我，

And if we're less likely to be trusted,

我們就不太可能會被信任。

we're less likely to be given stretch assignments.

如果我們不太可能被信任，

And without those stretch assignments, we're less likely to get promoted,

就不太可能會有人想要 給予我們延展型任務。

and so on and so on until we are super depressed

若沒有延展型任務， 我們就比較不可能升遷，

by the demographic tendencies of our senior leadership.

以此類推，直到我們對於 資深領導階層的人口統計傾向

(Laughter)

感到超級沮喪為止。

And it all comes back to our being our authentic selves.

（笑聲）

So here's my advice.

最終都還是要回歸到 做最真實的自己。

Wear whatever makes you feel fabulous.

所以，我的建議如下：

Pay less attention to what you think people want to hear from you

穿讓你感覺很棒的服裝。

and far more attention to what your authentic, awesome self needs to say.

不用太注意你認為 別人想要聽你說些什麼，

And to the leaders in the room,

但要學會注意你最真實的、 最棒的自我想要說些什麼。

it is your obligation

給觀眾中的領導人，

to set the conditions that not only make it safe for us to be authentic

你的義務是

but make it welcome,

要讓環境條件不僅讓我們能感到 做真實的自己是安全的，

make it celebrated,

同時也是受歡迎的，

cherish it for exactly what it is,

是被讚頌的，

which is the key for us achieving greater excellence

珍惜它真正的樣子，

than we have ever known is possible.

這就是讓我們能超越 我們認為可能的範圍，

So let's go back to Uber. What happened at Uber?

達到出類拔萃的關鍵。

When I got there, Uber was wobbling all over the place.

所以，咱們回來談 Uber。 在 Uber 發生了什麼事？

Empathy, logic, authenticity were all wobbling like crazy.

當我到那裡時， Uber 整個企業都在動搖。

But we were able to find super effective, super quick fixes for two of the wobbles.

同理心、邏輯、真實性 通通都在嚴重動搖。

I'll give you an illustration of empathy.

但針對其中兩項動搖，我們得以 找到超有效、超快速的處理方式。

In the meetings at Uber,

我來說明一下同理心的部分。

it was not uncommon for people to be texting one another ...

在 Uber 的會議上，

about the meeting.

經常會看見有人傳簡訊給別人……

(Laughter)

說會議的事。

I had never seen anything like it.

（笑聲）

(Laughter)

我從來沒有見過那樣的情況。

It may have done many things,

（笑聲）

but it did not create a safe, empathetic environment.

它可能有很多作用，

The solution though, super clear:

但並沒有創造出 一個有同理心的安全環境。

technology, off and away.

不過，解決方案超級明確：

And that forced people to look up,

科技，關機並遠離。

to look at the people in front of them,

強迫大家抬頭看，

to listen to them,

看他們面前的人，

to immerse themselves in their perspectives

傾聽他們，

and to collaborate in unprecedented ways.

將自己沉浸到對方的觀點當中，

Logic was equally wobbly,

以前所未有的方式來合作。

and this was because the hypergrowth of the organization

邏輯也同樣在動搖，

meant that people, managers were getting promoted

原因是因為該組織的狂飆級成長

again and again and again.

意味著大家、經理，會得到升遷，

Soon, they were put in positions that they had no business being in.

一而再，再而三地升遷。

Their positions outstripped their capability,

沒多久，他們就會被放到 他們不應擔任的職位。

and it was not their fault.

他們的職位高於他們的能力，

The solution: a massive influx of executive education

這不是他們的錯。

that focused specifically on logic,

解決方案：大量導入主管教育訓練，

on strategy and leadership.

把焦點特別放在邏輯、

It gave people the rigor of the quality of their logic,

策略，以及領導能力。

and it turned a whole lot of triangles, right-side up,

這樣能夠讓大家的邏輯更嚴謹精確，

so people were able to communicate effectively with one another.

且能把許多三角形轉過來， 把對的那一端轉向上，

The last one, authenticity, I'll say it's still mighty wobbly,

這麼一來，大家彼此 就能做有效的溝通。

but honestly, that doesn't make Uber very different

最後一項，真實性， 我認為它還是非常動搖，

from all of the other companies I've seen in Silicon Valley and beyond.

但老實說，那也不會讓 Uber

It is still much easier to coach people to fit in.

跟我所見過矽谷及矽谷之外的 其他公司有多大的不同。

It is still much easier to reward people

指導大家融入仍然容易許多。

when they say something that you were going to say,

當有人能說出你打算說的話時，

as opposed to rewarding people when they say something

去獎勵他是較容易的。

entirely different than what you were going to say.

相對之下，若有人說出的話 和你打算說的話完全不同時，

But when we figure out this,

還願意獎賞他，就不容易了。

when we figure out how to celebrate difference

但當我們想通了這點，

and how to let people bring the best version of themselves forward,

當我們想通如何讚頌差異，

well holy cow, is that the world I want my sons to grow up in.

以及如何讓大家展現出 自己最好的一面，