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Halla Tómasdóttir and Bryn Freedman: The crisis of leadership -- and a new way forward
Hala Tomasdotir i Brin Fridman (Halla Tómasdóttir and Bryn Freedman): Kriza vođstva i novi način za budućnost
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Kako bi moderno vođstvo trebalo da izgleda? Preduzetnica i bivša kandidatkinja za predsednika Islanda, Hala Tomasdotir, smatra da svetske vođe moraju promeniti način na koji rade, u suprotnom rizikuju da postanu nevažni. U razgovoru sa organizatorkom Brin Fridman, ona pokazuje kako bilo ko može da se angažuje i ostvari promenu, čak i ako još nemate moć. „U svakom od nas postoji vođa,“ kaže ona, „i naš najvažniji posao u životu je da oslobodimo tog vođu.“
Halla Tómasdóttir - Change catalyst
Icelandic entrepreneur Halla Tómasdóttir believes that if you’re going to change things, you have to do it from the inside. She infused the world of finance with “feminine values," which helped her survive the financial meltdown in Iceland and nearly made her president. Full bioBryn Freedman - Editorial director and curator, TED Institute
Bryn Freedman helps those who want to give the "talk of their lives" in a clear, passionate and authentic way. Full bio
Icelandic entrepreneur Halla Tómasdóttir believes that if you’re going to change things, you have to do it from the inside. She infused the world of finance with “feminine values," which helped her survive the financial meltdown in Iceland and nearly made her president. Full bioBryn Freedman - Editorial director and curator, TED Institute
Bryn Freedman helps those who want to give the "talk of their lives" in a clear, passionate and authentic way. Full bio
Double-click the English transcript below to play the video.
00:12
Bryn Freedman: So you keep
talking about leadership
talking about leadership
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Brin Fridman: Stalno govorite o vođstvu
00:15
as a real crisis of conformity.
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kao o pravoj krizi konformizma.
00:17
Can you explain to us
what you mean by that?
what you mean by that?
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Možete li nam objasniti
šta time podrazumevate?
šta time podrazumevate?
00:19
What do you see as a crisis of conformity?
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Šta vidite kao krizu konformizma?
00:22
Halla Tómasdóttir:
I think it's a crisis of conformity
I think it's a crisis of conformity
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Hala Tomasdotir:
Mislim da je to kriza konformizma
Mislim da je to kriza konformizma
kada nastavljamo da se bavimo poslom
i vodimo ljude na isti način kao i uvek,
i vodimo ljude na isti način kao i uvek,
00:24
when we continue to do business
and lead in the way we always have,
and lead in the way we always have,
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00:28
yet the evidence is overwhelming
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iako su ogromni dokazi
00:31
that the world needs us
to change our ways.
to change our ways.
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da je svetu potrebno da promenimo pristup.
00:34
So let's look a little bit
at that evidence.
at that evidence.
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Hajde da malo pogledamo te dokaze.
00:37
Science has told us
that we're facing a climate crisis,
that we're facing a climate crisis,
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Nauka nam govori da se suočavamo
sa klimatskom krizom,
sa klimatskom krizom,
00:40
yet 40 percent of board directors
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a ipak, 40 posto direktora
00:42
don't think climate belongs
in the boardroom.
in the boardroom.
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smatra da klima ne pripada
u sali za sastanke.
u sali za sastanke.
00:45
And we have kids marching
in the streets now,
in the streets now,
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I sada imamo decu
koja marširaju po ulicama,
koja marširaju po ulicama,
00:48
asking us to be accountable
for their future.
for their future.
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pozivajući nas na odgovornost
za njihovu budućnost.
za njihovu budućnost.
Imamo krizu nejednakosti.
00:51
We have a crisis of inequality.
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00:54
We have Yellow Jackets
not just in the streets of France,
not just in the streets of France,
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Imamo Žute prsluke
ne samo na ulicama Francuske,
ne samo na ulicama Francuske,
00:56
but all over the world,
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već i širom sveta,
00:58
and yet we continue to see examples
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a ipak i dalje vidimo primere
01:00
of businesses and other leaders
fueling that anger.
fueling that anger.
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firmi i drugih vođa koji podstiču taj bes.
01:04
BF: Do you think
the pitchforks are coming?
the pitchforks are coming?
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BF: Mislite da dolazi vreme kuke i motike?
01:06
HT: I definitely think
this is not sustainable.
this is not sustainable.
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HT: Definitivno mislim
da ovo nije održivo.
da ovo nije održivo.
01:09
And the reason why it's so difficult
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Razlog zbog kojeg je tako teško
01:11
for us to deal with these complicated
crises that are interrelated
crises that are interrelated
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da se izborimo sa ovim složenim
i međusobno povezanim krizama
i međusobno povezanim krizama
01:15
is that we are at the lowest levels
of trust we've ever been at.
of trust we've ever been at.
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jeste taj što među nama postoji
najniži nivo poverenja ikada.
najniži nivo poverenja ikada.
01:19
In the UK, three percent of people
trust their government
trust their government
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U Ujedinjenom Kraljevstvu,
tri odsto ljudi veruje da će vlast
tri odsto ljudi veruje da će vlast
01:22
to solve the Brexit crisis,
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rešiti krizu Bregzita,
01:23
and that was in December.
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a to je bilo u decembru.
01:25
I think it's probably gone
down since then.
down since then.
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Mislim da je taj broj
verovatno opao od tada.
verovatno opao od tada.
01:27
BF: What do you think
new leadership actually looks like?
new leadership actually looks like?
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BF: Kako zapravo mislite
da izgleda novo vođstvo?
da izgleda novo vođstvo?
01:31
HT: We need courageous leaders,
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HT: Potrebne su nam hrabre vođe,
01:33
yet they have to be humble.
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a opet, moraju biti skromne.
01:34
And they have to be guided
by a moral compass,
by a moral compass,
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I moraju biti vođeni moralnim kompasom,
01:37
and the moral compass is the combination
of having a social purpose --
of having a social purpose --
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a moralni kompas je kombinacija
posedovanja društvene svrhe -
posedovanja društvene svrhe -
01:41
you can't have your license
to operate anymore
to operate anymore
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ne možete više imati dozvolu da radite
01:44
without a purpose
that contributes to society,
that contributes to society,
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bez svrhe koja doprinosi društvu,
01:47
but what, to me, has been missing
from that dialogue is a set of principles.
from that dialogue is a set of principles.
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ali ono što, po meni, nedostaje
u tom dijalogu je skup principa.
u tom dijalogu je skup principa.
01:51
We cannot just define why we exist,
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Ne možemo samo da definišemo
zašto postojimo,
zašto postojimo,
01:54
we have to define
how we're going to do business
how we're going to do business
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moramo da definišemo kako ćemo poslovati
01:57
and how we're going to lead.
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i kako ćemo voditi ljude.
01:58
And to us, that has to be
to solve these imminent crises:
to solve these imminent crises:
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I mi smatramo da to treba
da reši sledeće neminovne krize:
da reši sledeće neminovne krize:
02:02
the climate crisis,
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klimatsku krizu, krizu nejednakosti
i krizu poverenja.
i krizu poverenja.
02:03
the crisis of inequality
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02:05
and the crisis of trust.
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U Timu B, mi prihvatamo održivost,
02:06
So at The B Team,
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02:07
we embrace sustainability, equality
and accountability as our principles.
and accountability as our principles.
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jednakost i odgovornost
kao svoje principe.
kao svoje principe.
02:12
BF: Do you think this whole question
of purpose is really window dressing --
of purpose is really window dressing --
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BF: Mislite li da čitavo ovo pitanje svrhe
zapravo služi da se zamažu oči -
zapravo služi da se zamažu oči -
02:17
they're saying what they think
people want to hear,
people want to hear,
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oni govore ono što misle
da ljudi žele da čuju,
da ljudi žele da čuju,
02:20
but they're actually not making
the fundamental changes
the fundamental changes
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ali zapravo ne stvaraju suštinske promene
02:22
that are necessary?
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koje su nužne?
02:24
HT: A lot of people feel that way,
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HT: Mnogi tako misle,
i mislim da to sve više uzima maha.
02:25
and I think there's a growing
momentum behind that.
momentum behind that.
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Zato mislim da svet
sada traži odgovorno vođstvo,
sada traži odgovorno vođstvo,
02:28
So I think the world is calling
for responsible leadership now,
for responsible leadership now,
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02:31
and any leader who wants
to be around for the 21st century
to be around for the 21st century
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i bilo koji vođa koji želi
da ostane prisutan u 21. veku
da ostane prisutan u 21. veku
zaista treba da počne
da razmišlja hrabro i holistički
da razmišlja hrabro i holistički
02:34
really needs to start thinking
courageously and holistically
courageously and holistically
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02:37
how they're going
to be part of the solution
to be part of the solution
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o tome kako će postati deo rešenja,
02:39
and not window-dress anymore.
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a ne samo prodavati maglu.
Sada morate to stvarno da radite.
02:41
You have to do it for real now.
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02:42
BF: Do you see anybody
out there who's doing it
out there who's doing it
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BF: Vidite li da postoji neko ko to radi
02:45
in a way that you think
is actually effective
is actually effective
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na način koji smatrate zaista delotvornim
02:48
and has a real, long-term impact?
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i koji ima stvarni dugoročni uticaj?
02:50
HT: Fortunately, we have
some great leaders out there.
some great leaders out there.
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HT: Srećom, postoje neke sjajne vođe.
Samo da dam jedan primer,
02:53
And just to give one example,
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Emanuel Faber, jedan
od najnovijih članova Tima B,
od najnovijih članova Tima B,
02:54
Emmanuel Faber, who's one of the newest
members of The B Team,
members of The B Team,
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direktor Danona,
02:57
he's the CEO of Danone,
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najvećeg proizvođača jogurta na svetu
i velike prehrambene kompanije -
i velike prehrambene kompanije -
02:59
the world's largest yogurt-maker
and major food company --
and major food company --
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03:01
a real global company.
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prave globalne kompanije.
03:03
He's so committed to sustainability
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Toliko je posvećen održivosti
03:05
that he's not only changing the ways
of his own business,
of his own business,
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da ne samo da menja
načine na koje posluje,
načine na koje posluje,
03:08
but his entire supply chain.
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već i čitav lanac nabavke.
Toliko je posvećen ravnopravnosti da je,
kada je postao direktor
kada je postao direktor
03:10
He's so committed to equality
that when he took on as CEO
that when he took on as CEO
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i kada je rekao da je bitna
ravnoteža polova,
ravnoteža polova,
03:13
and he said gender balance matters,
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03:14
he created a gender-balanced
executive team
executive team
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napravio izvršni tim uravnotežen po polu
03:17
and gave men and women
equal maternity and paternity leave.
equal maternity and paternity leave.
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i dao je muškarcima i ženama
jednako porodiljsko i očinsko odsustvo.
jednako porodiljsko i očinsko odsustvo.
03:21
He's so committed to accountability
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Toliko je posvećen odgovornosti
03:23
that he turned his US operations
into a B Corporation.
into a B Corporation.
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da je pretvorio svoje aktivnosti
u SAD-u u „korporaciju B“.
u SAD-u u „korporaciju B“.
03:27
Now many of you may not know what that is,
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Mnogi među vama ne znaju šta je to,
03:29
but that's a company
that holds itself responsible
that holds itself responsible
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ali to je kompanija
koja sebe drži odgovornom
koja sebe drži odgovornom
03:31
for not just profit but its impact
on people and the planet,
on people and the planet,
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ne samo za profit, već i za svoj uticaj
na ljude i na planetu,
na ljude i na planetu,
03:35
and transparently reports
on their performance on all of that.
on their performance on all of that.
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i koja otvoreno izveštava
o svom delovanju u vezi sa svim tim.
o svom delovanju u vezi sa svim tim.
03:38
It's the largest B Corp in the world.
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To je najveća korporacija B na svetu.
03:40
So to me, that's holistic,
courageous leadership,
courageous leadership,
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Za mene je to holističko, hrabro vođstvo,
03:43
and it's really the vision
we all need to hold.
we all need to hold.
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i to je zaista vizija
koje svi treba da se pridržavamo.
koje svi treba da se pridržavamo.
03:46
BF: Is this "Back to the Future"?
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BF: Da li je ovo „Povratak u budućnost“?
03:47
I mean, I wonder,
when I think about companies --
when I think about companies --
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Mislim, pitam se,
kada razmišljam o kompanijama -
kada razmišljam o kompanijama -
03:50
Anheuser-Busch comes to mind in America --
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Enhajzer-Buš mi pada na pamet u Americi -
kompanija stara 100 godina
koja je ulagala u svoju zajednicu,
koja je ulagala u svoju zajednicu,
03:53
a 100-year-old company
that invested in its community,
that invested in its community,
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koja je davala ljudima prihod
03:56
that gave a living wage
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03:57
before it ended up, you know,
losing and getting sold.
losing and getting sold.
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sve dok nije na kraju, znate,
izgubila i bila prodata.
izgubila i bila prodata.
04:00
Are we really looking now for companies
that are global and community citizens,
that are global and community citizens,
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Da li sada zaista tražimo kompanije
koje su građani sveta i zajednice,
koje su građani sveta i zajednice,
04:05
or is that something that is not
even useful anymore?
even useful anymore?
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ili to više nije nešto što je korisno?
04:09
HT: Well, you can do this for the reason
that it's risky, actually,
that it's risky, actually,
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HT: Pa, možete ovo raditi
iz razloga što je u stvari rizično
iz razloga što je u stvari rizično
04:13
to continue without doing
the right thing now.
the right thing now.
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da nastavite, a da ne uradite pravu stvar.
04:15
You can't attract the right talent,
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Ne možete privući prave talente,
ne možete privući klijente
04:17
you can't attract customers
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i sve više nećete moći
da privučete kapital.
da privučete kapital.
04:18
and increasingly,
you won't be able to attract capital.
you won't be able to attract capital.
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Možda ćete to uraditi zbog rizika,
04:21
You might do it for risk reasons,
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možda zbog poslovnih prilika,
04:22
you might do it for business
opportunity reasons,
opportunity reasons,
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04:25
because this is where the growth is,
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jer u tom pravcu postoji razvoj,
i to jeste razlog zbog kojeg
mnoge vođe rade pravu stvar.
mnoge vođe rade pravu stvar.
04:27
which is why many leaders
are doing the right thing.
are doing the right thing.
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04:30
But at the end of the day,
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Ali na kraju krajeva,
04:31
we need to ask ourselves:
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moramo da se zapitamo:
04:33
"Who are we holding
ourselves accountable for?"
ourselves accountable for?"
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„Zbog koga držimo sebe odgovornim?“
04:36
And if that isn't the next generation,
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Ako to nije naredna generacija,
04:37
I don't know who.
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ne znam ko drugi.
04:39
So I want to just make very clear,
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Dakle, samo da razjasnim,
04:41
because we tend to think about leadership
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jer mi često razmišljamo o vođstvu
04:43
as only those who sit
in positions of power.
in positions of power.
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samo kao o onima koji se nalaze
na položajima moći.
na položajima moći.
04:46
To me, leadership is not at all like that.
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Vođstvo za mene uopšte nije takvo.
04:48
There's a leader inside
every single one of us,
every single one of us,
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U svakom od nas postoji vođa,
04:51
and our most important work in life
is to release that leader.
is to release that leader.
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i naš najvažniji posao u životu
je da oslobodimo tog vođu.
je da oslobodimo tog vođu.
04:55
And I think one of the greatest
global examples we have
global examples we have
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Mislim da je jedan od najboljih
svetskih primera koji imamo
svetskih primera koji imamo
04:57
of someone who didn't --
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kao nekog ko nije -
05:00
no one gave her power --
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niko joj nije dao moć -
05:01
is the 16-year-old girl
called Greta Thunberg.
called Greta Thunberg.
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je devojka od 16 godina
po imenu Greta Tanberg.
po imenu Greta Tanberg.
Ona je iz Švedske,
05:04
She's from Sweden,
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05:05
and a few years ago, she really became --
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i pre nekoliko godina je zaista postala -
ona ima Aspergerov sindrom
05:08
she has Asperger's,
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05:09
and she became passionate
about our climate crisis --
about our climate crisis --
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i postala je ostrašćena
u vezi sa klimatskom krizom -
u vezi sa klimatskom krizom -
05:12
learned everything about it.
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naučila je sve o tome.
Suočena sa dokazima,
05:13
And faced with the evidence,
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toliko je bila razočarana u svoje vođstvo
05:14
she just felt so disappointed
in her leadership
in her leadership
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05:17
that she started striking
in front of the Swedish parliament.
in front of the Swedish parliament.
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da je počela da štrajkuje
ispred švedskog parlamenta.
ispred švedskog parlamenta.
I sada je započela svetski pokret,
05:21
And now she has started a global movement,
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i stotine i hiljade đaka izlazi na ulice
05:23
and hundreds and thousands
of school kids are out in the streets
of school kids are out in the streets
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05:26
asking us to hold ourselves
accountable for their future.
accountable for their future.
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pozivajući nas na odgovornost
prema njihovoj budućnosti.
prema njihovoj budućnosti.
05:29
No one gave her that authority,
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Niko joj nije dao odobrenje za to,
05:32
and she now speaks to the leaders
of the world, heads of state,
of the world, heads of state,
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a sada se obraća svetskim vođama,
šefovima država,
šefovima država,
05:35
and really is impacting the world.
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i zaista vrši uticaj na svet.
05:37
So I really think that when we think
about leadership today,
about leadership today,
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Tako da zaista mislim da,
kada razmišljamo o današnjem vođstvu,
kada razmišljamo o današnjem vođstvu,
05:41
it can't be defined
to those in positions of power
to those in positions of power
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ono se ne može definisati
onima na položajima moći,
onima na položajima moći,
05:44
though they have disproportionately
greater responsibility.
greater responsibility.
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iako je na njima
nesrazmerno veća odgovornost.
nesrazmerno veća odgovornost.
05:47
But all of us need to think about,
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Ali svi mi moramo da razmislimo:
05:49
"What am I doing?"
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„Šta ja radim?“ „Kako ja doprinosim?“
05:50
"How am I contributing?"
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I moramo da oslobodimo
tog unutrašnjeg vođu
tog unutrašnjeg vođu
05:52
And we need to release that leader inside
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05:54
and actually start making
the positive impact
the positive impact
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i da zaista počnemo
da vršimo pozitivan uticaj
da vršimo pozitivan uticaj
05:56
this world is calling for right now.
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na koji nas ovaj svet poziva
u ovom trenutku.
u ovom trenutku.
05:58
BF: But we have such
hierarchical leadership.
hierarchical leadership.
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BF: Ali imamo tako hijerarhijsko vođstvo.
06:01
I mean, I understand what you're saying --
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Mislim, razumem o čemu govorite -
06:03
it's nice to release the leader inside --
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lepo je osloboditi unutrašnjeg vođu -
06:05
but in these corporations,
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ali u ovim korporacijama,
06:07
the truth is, it's extremely hierarchical.
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istina je da su izuzetno hijerarhijske.
06:09
What can companies do
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Šta kompanije mogu da urade
da bi stvorile odnose
da bi stvorile odnose
06:11
to create less vertical
and more horizontal relationships?
and more horizontal relationships?
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koji su manje vertikalni,
a više horizontalni?
a više horizontalni?
06:16
HT: Well, I'm a big believer
and I've long been passionate
and I've long been passionate
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HT: Pa, ja snažno verujem
i dugo imam strast
i dugo imam strast
prema ukidanju jaza između polova,
06:19
about closing the gender gap,
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06:20
and I really believe gender-balanced
leadership is the way to go
leadership is the way to go
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i zaista verujem da je vođstvo
uravnoteženo po polu pravi put
uravnoteženo po polu pravi put
06:24
in order to embrace a leadership style
that has been shown to be more powerful,
that has been shown to be more powerful,
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da bismo prihvatili stil vođstva
za koji se pokazalo da je moćniji,
za koji se pokazalo da je moćniji,
06:29
and that's when both men and women embrace
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a to je kada i muškarci i žene prisvoje
06:31
both masculine and feminine values.
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vrednosti koje su i muške i ženske.
Zapravo je kroz istraživanje potvrđeno
06:34
It actually is proven in research
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06:35
that that's the most
effective leadership style.
effective leadership style.
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da je to najdelotvorniji stil vođstva.
06:39
But I'm increasingly now thinking
about how we close the generational gap,
about how we close the generational gap,
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Ali sada sve više razmišljam o tome
kako da ukinemo jaz između generacija,
kako da ukinemo jaz između generacija,
06:43
because look at these young children
in the streets around the world --
in the streets around the world --
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jer pogledajte tu decu
na ulicama širom sveta -
na ulicama širom sveta -
traže od nas da vodimo.
06:46
they're asking us to lead.
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Kofi Anan je govorio:
„Nikada nisi previše mlad da bi vodio.“
„Nikada nisi previše mlad da bi vodio.“
06:48
Kofi Annan used to say,
"You're never too young to lead."
"You're never too young to lead."
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06:51
And then he would add,
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A zatim bi dodao:
06:53
"Or too old to learn."
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„Niti previše star da bi učio.“
06:54
And I think we have now entered this era
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Mislim da smo sada ušli u ovo doba
06:57
where we need the wisdom
of those with experience,
of those with experience,
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kada nam je potrebna mudrost
onih sa iskustvom,
onih sa iskustvom,
ali nam trebaju i oni iz mlađe generacije
kojima je digitalno okruženje prirodno
kojima je digitalno okruženje prirodno
07:01
but we need the digital natives
of the young generation
of the young generation
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07:04
to co-mentor or to mentor us
just as much as we can help
just as much as we can help
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da bismo se zajedno savetovali
ili koji bi savetovali nas
ili koji bi savetovali nas
isto kao što mi možemo pomoći
mudrošću starijih ljudi.
mudrošću starijih ljudi.
07:08
with wisdom from the older people.
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07:11
So it's a new reality,
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Dakle, to je nova stvarnost,
07:12
and these old, sort of hierarchical
ways to think about things,
ways to think about things,
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i ti stari, nekakvi hijerarhijski načini
razmišljanja o stvarima
razmišljanja o stvarima
07:15
they're increasingly coming
under pressure in this reality.
under pressure in this reality.
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sve više podležu pritisku
u ovakvoj stvarnosti.
u ovakvoj stvarnosti.
07:18
BF: And you've actually called
that the hubris syndrome.
that the hubris syndrome.
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BF: To ste zapravo nazvali
sindromom oholosti.
sindromom oholosti.
Možete li reći nešto o tome?
07:21
Can you talk about that?
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HT: Pa, da, mislim da je oholost
naš rak u vođstvu.
naš rak u vođstvu.
07:22
HT: Well, yes, I think hubris
is our cancer in leadership.
is our cancer in leadership.
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07:27
That's when leaders
think they know it all,
think they know it all,
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To je kada vođe misle da sve znaju,
07:29
can do it all, have all the answers
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da sve mogu, da imaju sve odgovore
07:31
and don't think they need
to surround themselves
to surround themselves
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i misle da ne moraju da se okruže
ljudima koji će ih učiniti boljim,
07:33
with people who will make them better,
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što bi za mene, u nekim slučajevima,
bilo više žena, mlađih ljudi
bilo više žena, mlađih ljudi
07:35
which to me would, in some cases,
be more women and younger people
be more women and younger people
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07:38
and people who are diverse
and have different opinions in general.
and have different opinions in general.
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i ljudi koji su različiti
i uopšte imaju različita mišljenja.
i uopšte imaju različita mišljenja.
07:42
Hubris syndrome is so present
in leadership still,
in leadership still,
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Sindrom oholosti je i dalje
toliko prisutan u vođstvu
toliko prisutan u vođstvu
07:46
and we know many examples of them,
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i znamo mnogo primera toga,
ne moram ni da ih imenujem.
ne moram ni da ih imenujem.
07:47
I don't need to name them.
And the problem with that --
And the problem with that --
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A problem sa time -
07:50
(Laughter)
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(Smeh)
07:51
Yeah, we know them -- all over the world,
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Da, znamo ih - širom sveta,
ne samo u ovoj zemlji.
07:54
not just in this country.
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07:55
But that kind of leadership
doesn't unleash leaders in others.
doesn't unleash leaders in others.
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Ali takva vrsta vođstva
ne oslobađa vođe u drugima.
ne oslobađa vođe u drugima.
08:00
No one person,
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Ne postoji samo jedna osoba,
08:02
or no one sector even has the solutions
we now need to come up with --
we now need to come up with --
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pa čak ni samo jedan sektor sa rešenjima
koja sada moramo da smislimo -
koja sada moramo da smislimo -
08:06
the creativity and collaboration we need.
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uz kreativnost i saradnju
koji su nam potrebni.
koji su nam potrebni.
08:10
The bold and the brave leadership
we need to come up with solutions
we need to come up with solutions
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Smelo i hrabro vođstvo koje nam treba
da bismo došli do rešenja
da bismo došli do rešenja
08:14
that cross government, private sector,
civil society, young people, older people,
civil society, young people, older people,
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i koje ukršta vlast, privatni sektor,
civilno društvo, mlade i stare,
civilno društvo, mlade i stare,
08:19
people of all different backgrounds
coming together is the way
coming together is the way
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ljude najrazličitijeg porekla
koji se udružuju je pravi način
koji se udružuju je pravi način
08:23
to solve the issues
that are in front of us.
that are in front of us.
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za rešavanje problema koji su pred nama.
08:25
BF: Do you see that kind of leadership
coming from the bottom-up
coming from the bottom-up
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BF: Da li smatrate da takvo vođstvo
kreće odozdo nagore
kreće odozdo nagore
08:29
or the top-down,
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1224
ili odozgo nadole,
08:30
or do you think a crisis
is going to force us
is going to force us
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ili mislite da će nas kriza primorati
08:33
into a reexamination of all of this?
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da sve to preispitamo?
08:35
HT: Well, as someone who lived through
the most infamous financial meltdown
the most infamous financial meltdown
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HT: Pa, kao neko koje je prošao
kroz najozloglašeniji finansijski krah
kroz najozloglašeniji finansijski krah
u svojoj domovini, Islandu,
08:39
in my home country, Iceland,
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nadam se da nam ne treba još jedna kriza
da bismo naučili ili se probudili.
da bismo naučili ili se probudili.
08:40
I hope we don't need another one
to learn or to wake up.
to learn or to wake up.
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08:44
But I do see that we can't choose
one or the other.
one or the other.
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Ali uviđam da ne možemo
da odaberemo jedno ili drugo.
da odaberemo jedno ili drugo.
08:47
We do have to transform the way we lead --
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Moramo da promenimo način na koji vodimo -
08:52
from the top, the boardroom, the CEOs --
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od vrha, sala za donošenje
odluka i direktora -
odluka i direktora -
08:54
we really do have to transform that,
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zaista to treba da promenimo,
08:56
but increasingly, we will transform that,
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ali sve ćemo više to menjati
08:58
because we have these social
movements coming from the bottom
movements coming from the bottom
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jer imamo društvene pokrete
koji dolaze odozdo
koji dolaze odozdo
09:01
and throughout society.
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i kroz čitavo društvo.
09:03
And the solutions exist.
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A rešenja postoje.
09:05
The only thing that's missing is will.
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Jedino što nedostaje je volja.
09:08
So if we just all find a way to embrace
a moral compass of our own
a moral compass of our own
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Dakle, ako bismo svi samo pronašli način
da se priklonimo svom moralnom kompasu
da se priklonimo svom moralnom kompasu
09:14
to figure out why we exist
and how we're going to lead,
and how we're going to lead,
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da bismo otkrili zašto postojimo
i kako ćemo voditi,
i kako ćemo voditi,
09:19
and if we embrace courage
and humility in equal amounts,
and humility in equal amounts,
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i ako podjednako prigrlimo
hrabrost i skromnost,
hrabrost i skromnost,
09:23
each one of us can be part
of this 10-year period
of this 10-year period
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svako od nas može postati deo
ovog desetogodišnjeg perioda
ovog desetogodišnjeg perioda
09:28
where we can dramatically transform
the world we live in,
the world we live in,
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u kome možemo drastično promeniti
svet u kome živimo,
svet u kome živimo,
09:31
and make it just,
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učiniti ga pravednim
09:32
and make it about humanity
and not just the financial markets.
and not just the financial markets.
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i posvetiti ga ljudskosti,
a ne samo finansijskom tržištu.
a ne samo finansijskom tržištu.
09:36
BF: Well, we have a lot of people here
who I bet have questions for you,
who I bet have questions for you,
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BF: Pa, ovde imamo mnogo ljudi
koji sigurno imaju pitanja za vas,
koji sigurno imaju pitanja za vas,
09:39
and we have a few minutes for questions,
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i imamo nekoliko minuta za pitanja,
09:41
so is there anybody that would like
to ask Halla a question?
to ask Halla a question?
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pa ima li nekog ko bi hteo
da postavi Hali pitanje?
da postavi Hali pitanje?
09:46
Audience: Hello, my name is Cheryl.
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Publika: Zdravo, zovem se Šeril.
09:48
I'm an aspiring leader,
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Ja sam vođa u povoju
09:50
and I have a question about how you lead
when you have no influence.
when you have no influence.
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i imam pitanje o tome kako voditi
kada nemate nikakav uticaj.
kada nemate nikakav uticaj.
09:57
If I'm just an analyst,
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Ako sam samo analitičarka
09:59
and I want to speak to senior management
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i želim da razgovaram
sa višim rukovodstvom
sa višim rukovodstvom
10:01
about a change that I feel
will affect the whole company,
will affect the whole company,
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o promeni za koju smatram
da će uticati na čitavu kompaniju,
da će uticati na čitavu kompaniju,
10:04
how do I go about changing their minds
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kako da promenim njihovo mišljenje
10:06
when they feel as if they've had
relationships that are set,
relationships that are set,
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kada oni misle da imaju veze
koje su ustaljene,
koje su ustaljene,
10:10
that their way of business is set?
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da je njihov način poslovanja učvršćen?
10:13
How do you change minds
when you have no influence?
when you have no influence?
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Kako promeniti mišljenje
kada nemate nikakav uticaj?
kada nemate nikakav uticaj?
10:16
HT: Well, thank you very much
for that fantastic question.
for that fantastic question.
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HT: Pa, hvala vam
na tom fantastičnom pitanju.
na tom fantastičnom pitanju.
Dakle, ponekad ljudi na vrhu
neće da slušaju,
neće da slušaju,
10:19
So sometimes people
at the top won't listen,
at the top won't listen,
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10:21
but it's interesting that with the low
trust we have in society right now,
trust we have in society right now,
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ali zanimljivo je da, uz nisko poverenje
koje trenutno imamo u društvo,
koje trenutno imamo u društvo,
10:25
the greatest trust we have
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najveće poverenje koje imamo
10:27
is actually between the employee
and the employer,
and the employer,
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je zapravo između zaposlenog i poslodavca,
10:31
according to recent research.
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prema skorijem istraživanju.
10:32
So I think that relationship
may be the most powerful way
may be the most powerful way
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Zato mislim da ta veza
može biti najmoćniji način
može biti najmoćniji način
10:36
to actually transform
the way we do things.
the way we do things.
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da se zapravo preokrene
način na koji radimo stvari.
način na koji radimo stvari.
10:39
So I would start by trying to build
a coalition for your good idea.
a coalition for your good idea.
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Počela bih pokušajima da napravim savez
koji se zalaže za vašu dobru ideju.
koji se zalaže za vašu dobru ideju.
10:43
And I don't know a single leader today
who will not listen to a concern
who will not listen to a concern
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Ne znam nijednog vođu danas
koji neće saslušati stvar koja se tiče
koji neće saslušati stvar koja se tiče
10:49
that many of their employees hold.
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mnogo zaposlenih.
10:51
I'll give you an example
from another B Team leader,
from another B Team leader,
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Daću vam primer drugog vođe Tima B,
Marka Beniofa, direktora Sejlsforsa.
10:54
Marc Benioff, the CEO of Salesforce.
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Zaista je otvoreno govorio
o beskućništvu u San Francisku,
o beskućništvu u San Francisku,
10:56
He's really been outspoken
on homelessness in San Francisco,
on homelessness in San Francisco,
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10:59
on LGBTQI rights,
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o pravima LGBTQI zajednice
11:03
and all of the things
that he's been standing up for,
that he's been standing up for,
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i o svim stvarima za koje se zalaže
11:06
he does because his employees
care about them.
care about them.
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zato što je zaposlenima stalo do njih.
11:09
So don't ever think you don't have power
if you don't sit in a position of power.
if you don't sit in a position of power.
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Zato nikada nemojte misliti da nemate moć
samo zato što niste na položaju moći.
samo zato što niste na položaju moći.
11:14
Find the way to go convince him ...
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Nađite način da ga ubedite...
11:16
or her.
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ili je ubedite.
11:17
And Marc, for example, was convinced
to close the gender pay gap by two women
to close the gender pay gap by two women
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4615
Marka su, na primer, ubedile
da ukine razliku u platama između polova
da ukine razliku u platama između polova
dve žene koje su radile
u njegovoj organizaciji
u njegovoj organizaciji
11:22
who worked inside of his organization,
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i koje su mu rekle: „Imamo jaz
u platama između polova.“
u platama između polova.“
11:24
who told him, "We have a gender pay gap."
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11:26
He didn't believe it;
he said, "Bring me the data."
he said, "Bring me the data."
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Nije verovao; rekao je:
„Donesite mi podatke.“
„Donesite mi podatke.“
To su i uradile, a on je bio dovoljno
pametan da zna da mora nešto da preduzme,
pametan da zna da mora nešto da preduzme,
11:29
They did, and he was smart enough to know
he needed to do something about it,
he needed to do something about it,
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i bio je jedan od prvih tehnoloških vođa
koji je istupio i to dobrovoljno.
koji je istupio i to dobrovoljno.
11:32
and was one the first tech leaders
to step up and do so voluntarily.
to step up and do so voluntarily.
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11:36
So don't ever think
that you don't have power,
that you don't have power,
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Zato nemojte nikada misliti da nemate moć,
11:39
even if you don't sit
in a position of power,
in a position of power,
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čak i ako niste na položaju moći,
11:41
but find other people to support you
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već nađite druge ljude koji vas podržavaju
11:44
and make the case.
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i iznesite svoje argumente.
11:47
BF: Thank you.
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BF: Hvala. Još neko? Ima li još pitanja?
11:49
Anybody else? Any other questions?
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Publika: Zdravo,
ja sam izuzetno fascinirana
ja sam izuzetno fascinirana
11:50
Audience: Hi, I'm overwhelmed
by fascination
by fascination
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11:52
with everything you're saying,
so thank you.
so thank you.
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svime što ste rekli, zato vam hvala.
Samo sam želela da vas pitam
11:55
I just wanted to ask how, like,
diversity in opinion and thought
diversity in opinion and thought
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kako je različitost
u stavovima i razmišljanjima,
u stavovima i razmišljanjima,
kao i u poreklu,
11:59
and also background
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12:01
has impacted your leadership ability.
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uticala na vašu sposobnost vođstva.
12:03
And what do you think is the barricade
that is limiting the overflow of diversity
that is limiting the overflow of diversity
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I šta mislite da je prepreka
koja ograničava priliv različitosti
koja ograničava priliv različitosti
12:08
in all business settings,
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na sve okolnosti poslovanja,
12:10
and what do you think can impact
the change in that setting
the change in that setting
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i šta mislite da može da utiče
na promenu u tom aspektu,
na promenu u tom aspektu,
12:13
but also to disrupt the overflow
of generations of people staying in place?
of generations of people staying in place?
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ali takođe i da ometa priliv
generacija ljudi koji stoje u mestu?
generacija ljudi koji stoje u mestu?
12:19
And what do you think is the next step
to breaking several glass ceilings?
to breaking several glass ceilings?
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I šta mislite da je sledeći korak
da bi se prekinule prakse diskriminacije?
da bi se prekinule prakse diskriminacije?
12:24
BF: We're going to do an entire Salon
just on that question.
just on that question.
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BF: Moraćemo čitav Salon
da posvetimo samo tom pitanju.
da posvetimo samo tom pitanju.
12:27
(Laughter)
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(Smeh)
12:28
HT: I think Bryn said it well,
but let me try and touch on it.
but let me try and touch on it.
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HT: Mislim da je Brin u pravu,
ali hajde da probam na trenutak.
ali hajde da probam na trenutak.
12:31
So the way I see gender,
it is a spectrum --
it is a spectrum --
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Kako ja vidim rod, to je spektar -
znate, muškarci takođe imaju rod.
12:36
you know, men also have gender.
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Ponekad to zaboravljamo.
12:38
We sometimes forget about that.
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12:40
(Laughter)
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(Smeh)
12:41
We sometimes forget about that.
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Ponekad to zaboravljamo.
12:43
And I actually played a very masculine
woman early in my career,
woman early in my career,
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Ja sam u stvari glumila
vrlo muževnu ženu na početku karijere,
vrlo muževnu ženu na početku karijere,
12:46
because those were the rules of the game.
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jer to su bila pravila igre.
Time sam postigla izvestan uspeh,
12:48
And I achieved some success with it,
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ali sam, srećom, stigla dotle
12:50
but fortunately, I got to a place
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da sam počela da prihvatam
i svoju ženstvenu stranu.
i svoju ženstvenu stranu.
12:52
where I started embracing
my feminine side as well.
my feminine side as well.
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Ali ipak bih rekla
da najbolje vođe prihvataju oba,
da najbolje vođe prihvataju oba,
12:54
But I would still say
that the best leaders embrace both,
that the best leaders embrace both,
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i žene i muškarci.
12:57
both women and men.
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Ali takođe vidim rod
12:58
But I see gender, also,
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13:00
as one of the most powerful levers
to shift values in culture.
to shift values in culture.
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kao jednu od najmoćnijih sila
za promenu vrednosti u kulturi.
za promenu vrednosti u kulturi.
Razlog što sam tako strastvena
kada se radi o ženama u vođstvu
kada se radi o ženama u vođstvu
13:04
So the reason I'm so passionate
about women in leadership
about women in leadership
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13:07
and believe that balance is needed
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i što verujem da je ravnoteža neophodna
13:10
is because right now, our definition
of success is incredibly masculine.
of success is incredibly masculine.
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je taj što je današnja definicija uspeha
neverovatno muževna.
neverovatno muževna.
13:16
It's about financial profit alone
or economic growth alone,
or economic growth alone,
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Vezana je samo za finansijsku dobit
ili samo za ekonomski rast,
ili samo za ekonomski rast,
13:20
and we all know that we need
more than money.
more than money.
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a svi znamo da nam treba više od novca.
13:23
I mean, we need wellness:
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Mislim, potrebno nam je blagostanje:
13:25
well-being of people,
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blagostanje ljudi,
13:27
and there is no future
beyond the well-being of our planet.
beyond the well-being of our planet.
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a nema budućnosti
bez blagostanja naše planete.
bez blagostanja naše planete.
13:31
So I think gender may very well be
one of the most powerful levers
one of the most powerful levers
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Tako da mislim da rod
može biti jedna od najmoćnijih sila
može biti jedna od najmoćnijih sila
13:35
to help all of us shift
our economic and social systems
our economic and social systems
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koja će nam pomoći da preokrenemo
naše ekonomske i društvene sisteme
naše ekonomske i društvene sisteme
13:38
to be more welcoming.
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tako da budu gostoljubiviji.
13:40
And the answer to your last part --
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A odgovor na vaš poslednji deo -
13:41
it's so complicated, but let me try
to give you a short one.
to give you a short one.
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toliko je složeno, ali hajde da pokušam
da ukratko odgovorim.
da ukratko odgovorim.
13:45
I believe that the way talent
and consumption is shifting
and consumption is shifting
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Smatram da se će način
na koji se menjaju talenat i potrošnja
na koji se menjaju talenat i potrošnja
13:51
is going to increasingly get companies
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sve više naterati kompanije
13:54
to look at adding difference
into their leadership,
into their leadership,
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da razmotre dodavanje
različitosti svom vođstvu,
različitosti svom vođstvu,
13:58
because sameness is not working --
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jer jednoličnost ne funkcioniše -
14:00
BF: And difference is a superpower.
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BF: I različitost je supermoć.
14:02
HT: Difference is a superpower.
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HT: Različitost je supermoć.
14:04
BF: Thank you very much.
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BF: Mnogo vam hvala.
Hala, mnogo vam hvala, volela bih
da možemo da pričamo ceo dan.
da možemo da pričamo ceo dan.
14:05
Halla, thank you so much,
I wish we could talk to you all day.
I wish we could talk to you all day.
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14:08
(Applause and cheers)
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(Aplauz i ovacije)
14:09
HT: Thank you.
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HT: Hvala.
14:10
(Applause)
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(Aplauz)
ABOUT THE SPEAKERS
Halla Tómasdóttir - Change catalystIcelandic entrepreneur Halla Tómasdóttir believes that if you’re going to change things, you have to do it from the inside. She infused the world of finance with “feminine values," which helped her survive the financial meltdown in Iceland and nearly made her president.
Why you should listen
Tómasdóttir's philosophy is simple: (1) the challenges we're facing today won't be solved by testosterone alone; (2) the world would be a better, safer, more sustainable place if we could infuse finance, business and politics with more gender balance; and (3) it's easier to change things from the inside.
True to this philosophy, Tómasdóttir co-founded Audur Capital in 2008, the world's first investment firm based on "feminine values." Audur was one of few financial companies in Iceland to survive the crash. Tómasdóttir has since been an active change catalyst, advocating for principle-based leadership and more women around decision-making tables.
In 2016, responding to popular demand (and a viral Facebook campaign), Tómasdóttir ran for president of Iceland. A woman in a man's race. Polls initially put Tómasdóttir as an outsider, predicting 1 percent of the vote. A few weeks later, against all odds, Tómasdóttir came in second supported by 28 percent of Icelanders.
Halla Tómasdóttir | Speaker | TED.com
Bryn Freedman - Editorial director and curator, TED Institute
Bryn Freedman helps those who want to give the "talk of their lives" in a clear, passionate and authentic way.
Why you should listen
Award-winning TV producer, investigative journalist and author, Bryn Freedman joined TED in 2014 as the editorial director and curator for the TED Institute. In her work with TED, Freedman creates and executes TED conference events for Fortune 500 companies, overseeing all editorial content as well as managing speaker coaches and determining both the topics for each talk and the overall conference theme. In addition to curating these events, she works as an executive speaker coach for professionals who want to give the "talk of their lives" in a clear, passionate and authentic way.
Freedman is also co-founder of Voices4Freedom, an international organization aimed at eradicating slavery through education and media.
Bryn Freedman | Speaker | TED.com