听力课堂TED音频栏目主要包括TED演讲的音频MP3及中英双语文稿，供各位英语爱好者学习使用。本文主要内容为演讲MP3+双语文稿:协作领导指南，希望你会喜欢！

[演讲者及介绍]Lorna Davis

商业领袖洛娜•戴维斯(Lorna Davis)激励、指导和激励领导者们将企业作为一种力量，使其向好的方向发展。

[演讲主题]协作领导的指南

[中英文字幕]

翻译者 Ivana Korom 校对者 Krystian Aparta

00:13

It was a fantastic new pink suit with bigbuttons and shoulder pads. It was 1997, and I was the new boss of Griffin'sFoods, an iconic cookie and snacks company in New Zealand. It was my first timeas the leader of a company, and I was on the stage to give a big speech aboutour ambitious new goals.

我穿着崭新靓丽的粉红套装，上面有大大的纽扣和垫肩。那是 1997 年，我刚成为 Griffin’s Foods 的新领导，这是新西兰的一家饼干零食龙头企业。那是我第一次担任一家公司的领导，记得当时我站在台上发言，介绍着我们野心勃勃的新目标。

00:38

I knew exactly what my call to action was,which was "One in every four times a Kiwi eats a snack, it will be one ofours." I emphasized that we knew how to measure our results and that ourfuture was in our control. Embarrassingly enough, I finished up with "Ifnot this, what? If not us, who? And if not now, when?"

我非常清楚我的行动纲领是什么，那就是“新西兰人所吃的饼干中，每四块就有一块将会是我们家的。”我强调说我们知道如何衡量我们的结果，未来就在我们手中。最尴尬的还在后头，我是这样结尾的“不然呢？ 舍我其谁？ 更待何时？”

01:03

I got this huge round of applause and I wasreally, really pleased with myself. I wanted so much to be a good leader. Iwanted to be followed by a devoted team, I wanted to be right. In short, Iwanted to be a hero. A hero selling chips and biscuits in a pink suit.

随之我收获了阵阵掌声，我对自己感到特别特别满意。我太想成为一个好领导了。我太想拥有一支忠诚的团队了。我希望自己所做的一切都是正确的。总而言之，我想成为一个英雄。穿着粉红套装卖薯片和饼干的英雄。

01:25

(Laughter)

（笑声）

01:28

What happened after that speech? Nothing.

演讲之后发生什么了呢？什么都没发生。

01:33

All of that applause did not lead to action.Nothing changed. Not because they didn't like me or the message. The problemwas that no one knew what they were expected to do. And most importantly, theydidn't know that I needed them.

那些掌声都没有转化成行动。没有任何改变。并不是因为他们不喜欢我或者我所传递的信息。问题在于没有人知道他们应该做什么。最重要的是，他们并不知道我需要他们。

01:49

Now, you may think that this is a classichero speech, where I'm going to tell you that I overcame that obstacle andtriumphed. Actually, I'm going to tell you that in a world as complex andinterconnected as the one we live in, the idea that one person has the answeris ludicrous. It's not only ineffective, it's dangerous, because it leads us tobelieve that it's been solved by that hero, and we have no role.

听完你可能觉得这可真是个典型的英雄故事，我马上就要告诉你们，我克服了重重困难并取得了成功。实话说，接下来我要说的是，在我们所生活的这样一个复杂又相互关联的世界里，“会有一个无所不能的人”这样的想法很不靠谱。没用且不说，而且很危险。因为它让我们相信问题都被英雄解决了，没有我们什么事了。

02:17

We don't need heroes. We need radicalinterdependence, which is just another way of saying we need each other. Eventhough other people can be really difficult, sometimes.

我们需要的不是英雄。我们需要的是完全的共同依存，换言之，也就是我们需要彼此。哪怕有时候有些人非常难相处。

02:30

I spent decades trying to work out how tobe a good leader. I've lived in seven countries and five continents. And inrecent years, I've spent a lot of time with the B Corp community, originally asa corporate participant and more recently as an ambassador.

我花了数十年尝试着找到成为一个好领导的方法。我曾经在五大洲、七个国家生活过。最近几年，我在 B Corp（共益企业）社群上倾注了很多精力，一开始只是作为企业参与者，而最近已经成为了大使。

02:47

Now, B Corps are a group of companies whobelieve in business as a force for good. There's a tough certification withabout 250 questions about your social and environmental performance. You mustlegally declare your intention to serve the community as well as yourshareholders and you must sign the declaration of interdependence.

现在很多公司成为了 B Corp 的一员，他们相信商业是一种向善的力量。B Corp 有一个严格的认证程序，一共 250 道问题，关于你的社会及环境表现。你必须合法地表明你愿意服务社群及利益相关者。你还得签订共同依存声明。

03:10

Now one of the things that inspires me themost about the companies in this movement is that they see themselves as partof a whole system. It's sort of as if they imagine themselves on a big, flowingriver of activity, where, if they are, for example, soft drinks manufacturers,they understand that upstream from them, there's water and sugar, and farmersthat grow that sugar, and plastic and metal and glass, all of which flows intothis thing that we call a company which has financial results. And the flowingcontinues with consequences. Some of them intended, like refreshment andhydration, and some unintended, like garbage and obesity.

参与这个运动的企业最让我茅塞顿开的是，他们把自己看作整个系统的一部分。就像是他们想象自己漂浮在一条名为商业活动的宽广的河流上，在这条河流上，假设他们是饮料制造商，他们知道他们的上游有水和糖的制造商，种植糖的农民，塑料，金属和玻璃制造商，这一切都汇聚到一个我们称之为“企业”的追求业绩的地方。这一流程包含着各种各样后果。有意为之的有提神和补水产品，无意为之的有垃圾和肥胖。

04:01

Spending time with leaders in this spacehas led me to see that true collaboration is possible, but it's subtle and it'scomplex. And the leaders in this space are doing a few things very differentlyfrom traditional heroic leaders. They set goals differently, they announcethose goals differently and they have a very different relationship with otherpeople.

在这个空间与不同的领导者在一起让我看到了真正协作的可能性。但是这很微妙，很复杂。这里的领导者们对于某些事情的做法与传统的英雄型领导者截然不同。他们制定目标的方式不同，宣告目标的方式不同，与他人的关系也很不一样。

04:25

Let's begin with the first difference. Ahero sets a goal that can be individually delivered and neatly measured. Youcan recognize a heroic goal -- they use terms like "revenue" and"market share" and are often competitive. I mean, remember pink-suitday? Interdependent leaders, on the other hand, start with a goal that's reallyimportant, but is actually impossible to achieve by one company or one personalone.

我们先来谈谈第一个不同点。英雄设定一个大家能独自完成的目标，且能被很好地测量。一个英雄型目标很好辨认——他们用诸如“收益”和“市场份额”这样的术语，而且往往有竞争含义。还记得刚提到的粉红套装那天吧？共同依存型领导者则不然，他们设定一个很重要的目标，但是那确实不是一个公司或一个人就能完成的。

04:57

I want to give you an example from theclothing industry, which produces 92 million tons of waste a year. Patagoniaand Eileen Fisher are clothing manufacturers, both of them B Corps, both ofthem deeply committed to reducing waste. They don't see that theirresponsibility ends when a customer buys their clothes. Patagonia encouragesyou not to buy new clothes from them, and will repair your old clothes forfree. Eileen Fisher will pay you when you bring back your clothes, and eithersell them on or turn them into other clothes. While these two companies arecompetitive in some ways, they work together and with others in the industry tosolve shared problems. They take responsibility for things that happen upstreamas well.

接下来我举一个服装行业的例子。这个行业每年产生 9200 万吨废料。Patagonia 和 Eileen Fisher 是服装制造商，都是 B Corp 的成员，也都致力于减少废料。他们觉得自己的责任并不止于消费者购买他们的衣服，Patagonia 鼓励人们不要从他们那里购买新衣服，而是采用他们提供的修补衣服的免费服务。Eileen Fisher 会出钱回购你的旧衣服，然后把你的旧衣服卖出去或者改造成其他衣服。尽管这两家公司在某些方面存在着竞争关系，他们却能联手，跟业内的企业合作来解决一个共同面临的问题。同时他们也对发生在上游的事情负责。

05:49

Around the world, there are around 300million people who work from home in this industry, most of them women, many ofthem in very difficult circumstances with poor lighting, sewing on buttons anddoing detailed stitching. Until 2014, there was no protection for theseworkers. A group of companies got together with a not-for-profit called Nest tocreate a set of standards that's now been adopted by the whole industry.

在全世界范围内，大概 3 亿人在家从事这个行业，绝大部分是女性，很多人的生存条件堪忧，只能在采光很差的条件下进行缝纽扣等细致的缝补操作。直到 2014 年之前，这些工人都得不到保障。一帮企业和一个叫 Nest 的非盈利机构联手设立了一系列标准，现在已经被整个行业采用了。

06:19

Once you've seen problems like this, youcan't unsee them, so you have to ask others to help you to solve them. Thesefolks take interdependence as a given, and said to me, "We don't competeon human rights."

一旦你看见了这样的问题，你就无法视若罔闻，你得邀请其他人协助你解决。这些人把共同依存看作一种理所当然，他们跟我说：“我们不会在人权问题上竞争。”

06:34

The second big difference for collaboratorsis their willingness to declare their goals before they have a plan. Now thehero only reveals their carefully crafted goal when the path to achieve it isclear. In fact, the role of the hero announcement is to set the stage for thebig win. Hero announcements are full of triumph. Interdependent leaders, on theother hand, want other people to help them, so their announcements are often aninvitation for co-creation, and sometimes, they're a call for help.

对于协作者来说，第二大不同点是他们愿意在有计划之前谈目标。而英雄只会在当前道路已经清晰的情况下披露谨慎设立的目标。事实上，英雄型公告的作用就是为了给凯旋设立一个舞台。英雄型公告洋溢着胜利。相反，共同依存的领导者希望其他人去帮助他们，所以他们的公告往往是对共创的邀请，有时候，还是对支援的请求。

07:11

At the North American division of theFrench food company Danone, I announced that we wanted to become a B Corp. Andunlike pink-suit day, I had no plan to get there. I remember the day reallyclearly. Everybody in the room gasped, because they knew we didn't have a plan.But they also knew that we had seen our role in the river that is the foodsystem, and we wanted to make a change.

在法国食品公司达能的北美分部，我宣布说我们希望成为一个共益企业。和粉红套装之日不同的是，我心里并没有任何实施计划。我还很清晰地记得那天的情形。会议室里所有人都忐忑不安，因为他们知道我们根本没有任何计划。但是同时他们也知道，我们已经看见在食品制造这条河流上我们所扮演的角色。我们想要做出改变。

07:42

Making that declaration without a planmeant that so many young people in our company stepped up to help us, and B Corpsaround us all rallied around. And the day we became a B Corp wasn't just aself-congratulatory moment of a hero company -- it was more like a communitycelebration.

在毫无计划的情况下做出此番宣言，意味着我们公司中很多的年轻人 将会站出来帮助我们，身边的共益公司也将会 站在我们身边。我们成为共益公司的那一天 并不只是一个英雄型企业的 自我庆祝时刻 —— 而更像是一种社群庆祝。

08:05

Now when you gave goals that you can'tachieve alone, and you've told everyone about them, inevitably, you'll end upat the third big difference, which is how you see other people, inside yourcompany and outside.

当你设定一个自己无法独自完成的目标，而你又已经公告天下的时候，无可避免的，将会出现第三大不同，也就是你如何看待他人，无论是在公司内部还是外部。

08:23

Heroes see everyone as a competitor or afollower. Heroes don't want input, because they want to control everythingbecause they want the credit. And you can see this in a typical hero meeting.Heroes like making speeches. People lean back in their chairs, maybe impressedbut not engaged. Interdependent leaders, on the other hand, understand thatthey need other people. They know that meetings are not just mindless calendarfillers. These are the most precious things you have. It's where peoplecollaborate and communicate and share ideas. People lean forward in meetingslike this, wondering where they might fit in.

英雄把其他人看作对手或者追随者。英雄不需要其他人的意见，因为他们想要控制一切，想要包揽功劳。在一个典型的英雄会议中你就能发现这一点。英雄喜欢发表演讲。人们靠在自己的座位上，也许挺佩服，但是心不在焉。共同依存的领导者明白自己需要其他人。他们明白这些会议并非只是用来漫无目的地填满日程。这些是最为宝贵的东西。在这里人们协作，沟通，分享主意。他们积极参与这样的会议，想知道自己能否融入其中。

09:12

When I was in Shanghai in China, where Ilived for six years, running the Kraft Foods business, selling, amongst otherthings, Oreo cookies, we had a problem with hero culture. We kept on launchingnew products that failed. And we would find out afterwards that everyone in thecompany knew they were going to fail, they just didn't feel free to tell us. Sowe changed the way we ran our innovation and planning meetings in two importantways. First of all, language went back to Chinese. Because even though everyonespoke great English, when I was in the room and the meeting was in English,they focused on me. And I was the foreigner, and I was the boss and Iapparently had that intimidating hero look. The second thing is we asked everysingle person in the meeting their opinion. And our understanding of thesubtleties of the differences between American taste and Chinese taste, in thiscase, really improved, and our new product success rate radically turned aroundand we launched a lot of winners, including the now famous green-tea-flavoredOreos.

当我在中国上海的时候——我在那住了六年，运营着卡夫食品公司，主要销售奥利奥饼干。我们有个英雄文化问题。我们总是发布一些失败的新产品。随后我们才发现其实公司每个人都知道会失败，但是他们就是不跟我们说。所以我们改变了举行创新和规划会议的形式，主要从以下两方面。首先，把会议语言转换成中文。因为尽管所有人的英文都很流利，只要我出现在会议室的时候，会议便会用英文进行，大家会把关注点放在我的身上。我是外国人，我是老板，很明显我就是一副令人肃然起敬的英雄的样子。其次，我们询问了在座每一个人的想法。我们对细微差异的理解，比如说美国人口味和中国人口味的细微不同，得到了相当大的改善，我们的新产品成功率也随之得到极大的扭转，我们发布了很多成功的产品，包括目前大受欢迎的绿茶口味奥利奥。

10:22

Hero culture sneaks in everywhere. AtDanone, we had a lot of great stuff happening in one part of the world, and wewanted it to spread to another part of the world. But when you put a person inbusiness gear up in front of a group of people with PowerPoint, they have theurge to become sort of heroic. And they make everything look super shiny and theydon't tell the truth. And it's not compelling and it's not even interesting.

英雄文化无孔不入。在达能，我们在世界一些地方有过很多很棒的尝试，我们想把这些尝试扩散到世界的其他地方。但是当你把一个人放到商业引擎里，放到一群人面前，操控着 PPT，他们会产生一种成为英雄的冲动。他们会把一切包装得很华丽，而且不会说实话。这并不能打动人，甚至并不吸引人。

10:50

So, we changed it and we created thesefull-day marketplaces, kind of like a big bazaar. And everybody was dressed upin costume, some people a little, some people a lot. And sellers had to mantheir stalls and sell their ideas as persuasively as possible, and people whowere convinced bought them with fake check books. Creating just a bit ofsilliness with the environment and a hat or a scarf drops people's guard andcauses ideas to spread like wildfire.

于是乎我们改变了这种状况。我们创建了叫全日制市场的活动，有点像一个大集市。所有人都穿着特别的装束，有些人比较低调，有些人比较隆重。卖方需要管好自己的摊位，以尽可能吸引人的方式抛售自己的想法，被说服的人得用假的货币购买这些想法。人们营造着一种带点傻气的氛围，用一顶帽子或者一条围巾让人们放下戒备，让想法像野火般蔓延。

11:20

There's no recipe here, but time togetherhas to be carefully curated and created so that people know that their time isvaluable and important, and they can bring their best selves to the table.

这里没有所谓的秘诀，有的只是精心组织，用心搭建的让大家相处的时间，那样人们就会体会到他们的时间是有价值且重要的，他们可以把最好的自己展现出来。

11:37

Hero culture is present right here in TED.This whole process makes it look like I think I'm a hero. So just in case there'sany doubt about the point that I'm trying to make, I want to apply these ideasin an area in which I have zero credibility and zero experience.

TED 也存在英雄文化。整个流程让我觉得 自己像是一个英雄。为了支持我想要表达的观点，我想在一个我并无任何公信力，并无任何经验的地方，把这些想法用起来。

11:58

I'm originally South African, and I'mdeeply passionate about wildlife conservation, most particularly rhinos. Thosemajestic creatures with big horns. Every day, three rhinos are killed, becausethere are people who think that those horns are valuable, even though they're justmade of the same stuff as hair and fingernails. It breaks my heart. Like allgood recovering heroes, I did everything I could to reduce this goal tosomething that I could do by myself. But clearly, stopping rhino poaching is agoal way too big for me. So I'm immediately in interdependence land. I'mdeclaring my goal on this stage. I found other people as passionate as I am andI've asked if I could join them. And after today, there may be more. And we'renow in the complex but inspiring process of learning how to work together. Mydream is that one day, someone will stand on this stage and tell you howradical interdependence saved my beloved rhinos.

我是南非裔，我对野生动物保护满怀热情，特别是犀牛，那些长着大大的角的神奇动物。每天都有三头犀牛被捕杀，因为有些人认为这些犀牛角是有价值的，哪怕这些角的成分跟头发和指甲别无二致。这让我伤透了心。就像所有好心的英雄，我想尽办法要将这个宏大的目标降低为凭一己之力就能解决的事情。但是很显然，防止捕杀犀牛对于我来说是个过大的目标。于是我马上发现，自己正处在共同依存的空间中。在这个舞台上，我宣布了自己的目标。我找到了跟我一样充满热情的人，我问过我能否加入他们。今天之后这个队伍也许会壮大起来。我们正处于一个复杂但是振奋人心的过程当中，学习如何共事。我梦想着有一天，有人能站在这个舞台上，告诉你们完全的共同依存拯救了我心爱的犀牛。

13:10

Why does hero culture persist, and whydon't we work together more? Well, I don't know why everyone else does it, butI can tell you why I did it. Interdependence is a lot harder than being a hero.It requires us to be open and transparent and vulnerable, and that's not whattraditional leaders have been trained to do. I thought being a hero would keepme safe. I thought that in the elevation and separation that comes from heroicleadership, that I would be untouchable. This is an illusion.

为什么英雄文化坚挺，为什么我们不进一步携手合作？我不知道 其他人携手合作的原因，但是我可以告诉你 我这么做的原因。共同依存比当孤胆英雄困难多了。前者需要我们心胸开放，透明，暴露自己软弱的一面，这些都不是传统领导者所接受的教导。我曾想过，当一个英雄能让我得到保护。我曾想过英雄型领导风格所带来的上升与隔离，能让我变得不被撼动。但是这是一种幻想。

13:48

The joy and success that comes frominterdependence and vulnerability is worth the effort and the risk. And ifwe're going to solve the challenges that the world is facing today, we have noalternative, so we had better start getting good at it.

来自于共同依存和暴露软弱的愉悦与成功 值得我们为之付出，为之冒险。如果我们想解决 现在世界面临的问题，我们别无他选，所以我们现在最好 变得更加擅长此道。

14:05

Thank you.

谢谢大家。

14:06

(Applause)

（掌声）