TED2018
Frances Frei: How to build (and rebuild) trust
弗朗西丝·弗雷: 如何建立与重建信任
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信任是我们做一切事情的基础。但是当信任被破坏时，我们该怎么办？在这个充满启发性的演讲里，哈佛商学院教授弗朗西丝·弗雷为我们带来一堂有关信任的速成课：如何建立信任、维护信任以及重建信任——这也是她在优步工作期间的研究内容。弗雷说，“如果我们能学会彼此之间多一点信任，人类将会取得前所未有的进步。“
Frances Frei - Culture builder
Frances Frei is a professor of technology and operations management at the Harvard Business School. Full bio
Frances Frei is a professor of technology and operations management at the Harvard Business School. Full bio
Double-click the English transcript below to play the video.
00:13
I want to talk to you about
how to build and rebuild trust,
how to build and rebuild trust,
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我想跟大家谈谈
如何建立和重建信任，
如何建立和重建信任，
00:17
because it's my belief that trust
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因为我相信：信任
00:20
is the foundation for everything we do,
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是我们做一切事情的基础，
如果我们学着彼此之间多一些信任，
00:24
and that if we can learn
to trust one another more,
to trust one another more,
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人类将能取得前所未有的进步。
00:29
we can have unprecedented human progress.
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00:35
But what if trust is broken?
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可如果人与人间信任破裂了呢？
00:38
What if your CEO is caught on video,
disparaging an employee?
disparaging an employee?
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假如你的CEO被拍到在贬低一名员工；
假如你的员工感受到的是一种
充满偏见、排挤或更糟糕的企业文化；
充满偏见、排挤或更糟糕的企业文化；
00:45
What if your employees experience
a culture of bias, exclusion and worse?
a culture of bias, exclusion and worse?
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00:53
What if there's a data breach,
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假如发生了数据泄露，
但相应的处理更像在掩盖，
而不是认真想法解决；
而不是认真想法解决；
00:55
and it feels an awful lot like a cover-up
than seriously addressing it?
than seriously addressing it?
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01:02
And most tragically,
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而最不幸的是，
假如技术上的失误最终致人死亡，
当上述情况发生，该怎么办？
当上述情况发生，该怎么办？
01:04
what if a technological fail
leads to the loss of human life?
leads to the loss of human life?
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01:11
If I was giving this talk six months ago,
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如果我是六个月前做这个演讲，
我可能会穿着
优步（Uber）T恤站在这。
优步（Uber）T恤站在这。
01:13
I would have been wearing an Uber T-shirt.
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01:18
I'm a Harvard Business School professor,
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我是哈佛商学院的教授，
不过我超级想去一个组织，
01:20
but I was super attracted
to going to an organization
to going to an organization
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01:25
that was metaphorically
and perhaps quite literally on fire.
and perhaps quite literally on fire.
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可以比喻成，或许真的是
一个如火中烧的组织。
一个如火中烧的组织。
我读了所有的纸媒报道，
01:32
I had read everything
that was written in the newspaper,
that was written in the newspaper,
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正是那些报道驱使我来到这个组织。
01:35
and that was precisely what drew me
to the organization.
to the organization.
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01:39
This was an organization
that had lost trust
that had lost trust
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这是一个已经失去了
所有重要成员信任的组织。
01:42
with every constituent that mattered.
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不过关于我自己，
有一个词必须得分享。
有一个词必须得分享。
01:47
But there's a word about me
that I should share.
that I should share.
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我最喜欢的个人特质是拯救。
01:50
My favorite trait is redemption.
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01:54
I believe that there is a better
version of us around every corner,
version of us around every corner,
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我相信，在每一个转角，
我们都能遇见更好的自己，
我们都能遇见更好的自己，
01:58
and I have seen firsthand
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我也曾亲眼目睹
机构、团体，
02:00
how organizations and communities
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以及个人如何以惊人的速度改变。
02:03
and individuals change
at breathtaking speed.
at breathtaking speed.
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02:08
I went to Uber with the hopes
that a turnaround there
that a turnaround there
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我满怀期待来到优步，
希望优步能扭转现状，
希望优步能扭转现状，
02:12
could give license to the rest of us
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得以缩小我们这些人
02:15
who might have narrower versions
of their challenges.
of their challenges.
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可能面临的挑战范围。
02:21
But when I got to Uber,
I made a really big mistake.
I made a really big mistake.
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但到优步后，
我犯了一个大错误。
我犯了一个大错误。
02:26
I publicly committed
to wearing an Uber T-shirt every day
to wearing an Uber T-shirt every day
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我公开承诺每天穿优步T恤，
直到所有员工都穿上为止。
02:31
until every other employee
was wearing an Uber T-shirt.
was wearing an Uber T-shirt.
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02:36
I had clearly not thought that through.
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很显然我太冲动了。
（笑声）
02:39
(Laughter)
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足足穿了 250 天优步T恤。
02:40
It was 250 days
of wearing an Uber T-shirt.
of wearing an Uber T-shirt.
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02:46
Now I am liberated from that commitment,
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现在我从那个承诺中解脱了，
因为我又回到了哈佛商学院，
02:50
as I am back at HBS,
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而我想跟各位分享的是
02:52
and what I'd like to do is share with you
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02:56
how far I have taken that liberty,
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我带着这份自由走了多远，
03:01
which, it's baby steps,
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嗯，也就刚迈出几步吧，
（笑声）
03:04
(Laughter)
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03:05
but I would just say I'm on my way.
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不过我只想说，
我总算恢复自由身了。
我总算恢复自由身了。
03:07
(Laughter)
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（笑声）
03:09
Now, trust, if we're going to rebuild it,
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现在来看信任，
如果我们想重建它，
如果我们想重建它，
我们得了解它的构成。
03:12
we have to understand its component parts.
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03:15
The component parts of trust
are super well understood.
are super well understood.
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非常好理解。
信任由三部分构成。
03:19
There's three things about trust.
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03:24
If you sense that I am being authentic,
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第一，真实性。
如果你察觉到我是真实的，
如果你察觉到我是真实的，
你就会更容易信任我。
03:28
you are much more likely to trust me.
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03:32
If you sense that I have
real rigor in my logic,
real rigor in my logic,
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第二，逻辑。
如果你认为我的逻辑确实合理,
如果你认为我的逻辑确实合理,
你就会更容易信任我。
03:37
you are far more likely to trust me.
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03:40
And if you believe that my empathy
is directed towards you,
is directed towards you,
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第三，同理心。
如果你相信我和你有共鸣，
如果你相信我和你有共鸣，
你就会更容易信任我。
03:45
you are far more likely to trust me.
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当三部分都状态正常，
03:48
When all three
of these things are working,
of these things are working,
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人与人之间会建立很深的信任。
03:51
we have great trust.
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但假如其中任何一部分不稳固，
03:54
But if any one of these three gets shaky,
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任何一部分松动了，
03:57
if any one of these three wobbles,
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04:01
trust is threatened.
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信任就会受到威胁。
04:04
Now here's what I'd like to do.
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接下来就是我想做的。
我想让每一个人明天，
04:06
I want each of us to be able
to engender more trust tomorrow,
to engender more trust tomorrow,
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没错，就是明天，
都能比今天创造更多信任。
都能比今天创造更多信任。
04:11
literally tomorrow, than we do today.
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04:15
And the way to do that is to understand
where trust wobbles for ourselves
where trust wobbles for ourselves
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做法就是弄清自己的
信任三角哪里出现了松动，
信任三角哪里出现了松动，
再拿出实用的对策去解决它。
04:21
and have a ready-made
prescription to overcome it.
prescription to overcome it.
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04:24
So that's what I would like
to do together.
to do together.
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这正是我想和大家一起做的。
04:28
Would you give me some sense
of whether or not you're here voluntarily?
of whether or not you're here voluntarily?
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方便让我知道下，
你们是自愿来这儿的吗？
你们是自愿来这儿的吗？
04:31
(Laughter)
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（笑声）
哇哦，好，不错，非常好。
04:33
Yeah. OK. Alright. Awesome.
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所以，你们——
04:35
OK. So --
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04:36
(Laughter)
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（笑声）
你们的反馈太给力了。
04:38
it's just super helpful feedback.
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04:40
(Laughter)
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（笑声）
04:42
So the most common wobble is empathy.
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那么，最常见的是同理心的松动。
04:49
The most common wobble
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这种最常见的松动
04:50
is that people just don't believe
that we're mostly in it for them,
that we're mostly in it for them,
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是指人们总不相信
我们通常是跟他们站在一边的，
我们通常是跟他们站在一边的，
他们认为我们总是被自己扰乱。
04:55
and they believe
that we're too self-distracted.
that we're too self-distracted.
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04:59
And it's no wonder.
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这不奇怪。
我们终日奔忙，分秒必争，
05:01
We are all so busy
with so many demands on our time,
with so many demands on our time,
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05:04
it's easy to crowd out the time and space
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很容易就挤掉同理心所需要的
时间和空间。
05:08
that empathy requires.
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05:10
For Dylan to be Dylan,
that takes real time.
that takes real time.
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迪伦成为迪伦需要花费时间，
05:15
And for us, if we have too much to do,
we may not have that time.
we may not have that time.
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而如果我们有太多事要忙，
我们可能就没有那个时间。
我们可能就没有那个时间。
但那会令我们陷入一个恶性循环，
05:20
But that puts us into a vicious cycle,
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因为没有表现出同理心，
05:22
because without revealing empathy,
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每件事都更困难。
05:25
it makes everything harder.
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没有了“暂且信任你”，
每件事都更困难，
每件事都更困难，
05:27
Without the benefit of the doubt of trust,
it makes everything harder,
it makes everything harder,
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05:31
and then we have less and less time
for empathy, and so it goes.
for empathy, and so it goes.
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然后留给同理心的时间
就愈发减少，这样周而复始。
就愈发减少，这样周而复始。
05:36
So here's the prescription:
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怎么办，方法在这里：
05:39
identify where, when and to whom
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确定在何时、何地、对谁
你想要匀出自己的部分精力。
05:46
you are likely to offer your distraction.
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05:51
That should trace pretty perfectly
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那一定能非常精确地跟踪到
你可能会在何时、何地、对谁
隐藏自己的同理心。
隐藏自己的同理心。
05:54
to when, where and to whom
you are likely to withhold your empathy.
you are likely to withhold your empathy.
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06:01
And if in those instances,
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一旦遇到这些情况，
采用这个方法，
采用这个方法，
我们就会像碰到触发器一样，
它促使我们抬起头，
它促使我们抬起头，
06:03
we can come up with a trigger
that gets us to look up,
that gets us to look up,
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看看面前的人，
06:10
look at the people right in front of us,
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听听他们在说什么，
06:13
listen to them,
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认真换位思考，
06:14
deeply immerse ourselves
in their perspectives,
in their perspectives,
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这样我们就能获得信任三角中
牢固的一边：同理心。
牢固的一边：同理心。
06:19
then we have a chance of having
a sturdy leg of empathy.
a sturdy leg of empathy.
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06:24
And if you do nothing else,
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如果你做不了别的，
06:27
please put away your cell phone.
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那请先把手机收起来。
06:31
It is the largest distraction magnet
yet to be made,
yet to be made,
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手机是迄今为止制造出来的
最会使人们分心的东西，
最会使人们分心的东西，
它的存在使得同理心
和信任的产生异常困难。
和信任的产生异常困难。
06:36
and it is super difficult to create
empathy and trust in its presence.
empathy and trust in its presence.
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06:44
That takes care of the empathy wobblers.
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它控制住了那些同理心松动的人。
06:48
Logic wobbles can come in two forms.
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逻辑松动有两种形式：
06:52
It's either the quality of your logic
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一种体现在逻辑能力上，
06:56
or it's your ability
to communicate the logic.
to communicate the logic.
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另一种体现在表达逻辑的能力上。
07:00
Now if the quality
of your logic is at risk,
of your logic is at risk,
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如果你的逻辑能力不行，
那我真的无能为力。
07:04
I can't really help you with that.
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（笑声）
07:06
(Laughter)
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07:07
It's like, not in this much time.
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至少在这么短时间内不行。
07:09
(Laughter)
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（笑声）
不过幸运的是，
通常我们的逻辑都是正常的，
通常我们的逻辑都是正常的，
07:12
But fortunately, it's often the case
that our logic is sound,
that our logic is sound,
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07:17
but it's our ability to communicate
the logic that is in jeopardy.
the logic that is in jeopardy.
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但是表达逻辑的能力有问题。
万幸的是，
这有一个简单的解决方法。
这有一个简单的解决方法。
07:23
Super fortunately,
there's a very easy fix to this.
there's a very easy fix to this.
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07:27
If we consider that there are
two ways to communicate in the world,
two ways to communicate in the world,
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如果我们认为世界上有两种表达方式，
07:33
and Harvard Business School professors
are known for two-by-twos --
are known for two-by-twos --
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而哈佛商学院教授
以2乘2方式闻名——
以2乘2方式闻名——
07:36
nonsense, it's the triangle that rocks.
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瞎说，三角形才是最棒的。
07:39
(Laughter)
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（笑声）
07:42
If we consider that there are
two ways to communicate in the world,
two ways to communicate in the world,
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如果我们认为世界上
有两种表达方式，
有两种表达方式，
第一种就像你带我们去旅行，
07:47
and the first one is when
you take us on a journey,
you take us on a journey,
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07:51
a magnificent journey
that has twists and turns
that has twists and turns
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一次华丽的旅行，
沿途有盘旋，有转弯
沿途有盘旋，有转弯
有神秘莫测，有戏剧性的转变，
07:56
and mystery and drama,
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07:59
until you ultimately get to the point,
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终于你言归正传了，
08:03
and some of the best
communicators in the world
communicators in the world
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世界上一些最棒的交流者，
08:06
communicate just like this.
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就是这样与人交流的。
08:09
But if you have a logic wobble,
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可如果你有逻辑松动，
这样做就非常危险。
08:11
this can be super dangerous.
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08:15
So instead, I implore you,
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所以，相反，我恳请各位，
08:19
start with your point
in a crisp half-sentence,
in a crisp half-sentence,
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一开始你就要用
干脆利落的半句话点明主题，
干脆利落的半句话点明主题，
08:25
and then give your supporting evidence.
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接着再给出你的支持证据。
08:29
This means that people
will be able to get access
will be able to get access
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这样做意味着别人能够接触到
08:32
to our awesome ideas,
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我们那些超棒的点子，
08:34
and just as importantly,
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同样重要的是，
08:37
if you get cut off before you're done ...
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即使在结束前就被打断——
就像这样，女士们
（没说先生们）——
（没说先生们）——
08:41
ladies --
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08:43
(Laughter)
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（笑声）
08:45
(Applause)
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（鼓掌）
即使还没结束你就被打断，
08:52
If you get cut off before you're done,
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你仍会因为这个点子得到称赞，
08:56
you still get credit for the idea,
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而不是有哪个人突然闯进来
抢走你的这个点子。
抢走你的这个点子。
08:58
as opposed to someone else coming in
and snatching it from you.
and snatching it from you.
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（鼓掌）
09:01
(Applause)
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你们让我有点受宠若惊。
09:08
You just gave me goosebumps.
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09:09
(Laughter)
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（笑声）
09:11
The third wobble is authenticity,
and I find it to be the most vexing.
and I find it to be the most vexing.
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第三种是真实性出现松动，
我发现这是最让人头疼的。
我发现这是最让人头疼的。
09:17
We as a human species
can sniff out in a moment,
can sniff out in a moment,
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我们人类在一瞬间，
真的就是一瞬间，
09:21
literally in a moment,
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就能判断出一个人
表现出的是否是真实的自我。
表现出的是否是真实的自我。
09:23
whether or not someone
is being their authentic true self.
is being their authentic true self.
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09:27
So in many ways,
the prescription is clear.
the prescription is clear.
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既然这样，从很多方面来看，
解决方法也很明确。
解决方法也很明确。
09:30
You don't want to have
an authenticity wobble? Be you.
an authenticity wobble? Be you.
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你不想出现真实性松动，是不是？
那就“做自己”吧。
那就“做自己”吧。
09:35
Great.
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很好。
09:38
And that is super easy to do
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当周围都是和你类似的人，
09:40
when you're around people
who are like you.
who are like you.
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“做自己”非常容易。
09:45
But if you represent
any sort of difference,
any sort of difference,
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但假如你表现出
任何一种与众不同，
任何一种与众不同，
09:50
the prescription to "be you"
can be super challenging.
can be super challenging.
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“做自己”就相当有难度。
09:57
I have been tempted
at every step of my career,
at every step of my career,
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在事业生涯的每一步，
我都曾经被诱惑，
我都曾经被诱惑，
被个人和他人的指导诱惑，
10:02
tempted personally
and tempted by coaching of others,
and tempted by coaching of others,
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10:05
to mute who I am in the world.
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想要弱化自己的身份。
10:08
I'm a woman of super strong opinions,
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我是一个相当有主见的女人，
信念坚定，
10:11
with really deep convictions,
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10:14
direct speech.
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说话直接了当。
10:16
I have a magnificent wife,
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我有一位出色的妻子，
在一起我们会有非常疯狂的追求。
10:19
and together, we have such crazy ambition.
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10:23
I prefer men's clothes
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我喜欢穿男式衣服
10:26
and comfortable shoes.
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和舒适的鞋子。
10:29
Thank you, Allbirds.
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谢谢 Allbirds（鞋品牌）。
10:30
(Laughter)
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（笑声）
10:33
In some contexts, this makes me different.
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在某些场合，这让我与众不同。
10:38
I hope that each person here
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我希望在座每一位
10:40
has the beautiful luxury
of representing difference
of representing difference
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都能拥有在人生的某些时候
10:44
in some context in your life.
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表现自己独特一面的奢侈享受。
10:47
But with that privilege
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但是这种荣幸
10:50
comes a very sincere temptation
to hold back who we are,
to hold back who we are,
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会带来一种非常实在的诱惑
并掩盖住我们的真实一面，
并掩盖住我们的真实一面，
而如果我们隐藏真实的自己，
10:55
and if we hold back who we are,
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我们就不容易被信任。
10:58
we're less likely to be trusted.
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如果不容易被信任，
11:00
And if we're less likely to be trusted,
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11:02
we're less likely to be given
stretch assignments.
stretch assignments.
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我们也不大可能得到额外任务。
而没有那些额外任务，
我们也就不大可能得到晋升，
我们也就不大可能得到晋升，
11:05
And without those stretch assignments,
we're less likely to get promoted,
we're less likely to get promoted,
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如此反复，
直到高层领导的年龄分布趋势
直到高层领导的年龄分布趋势
11:08
and so on and so on
until we are super depressed
until we are super depressed
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让我们沮丧不已。
11:12
by the demographic tendencies
of our senior leadership.
of our senior leadership.
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（笑声）
11:15
(Laughter)
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11:16
And it all comes back
to our being our authentic selves.
to our being our authentic selves.
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最后再回到“做真实的自己”。
那我的建议就是：
11:23
So here's my advice.
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11:26
Wear whatever makes you feel fabulous.
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穿戴上任何让你感觉超棒的衣物。
11:30
Pay less attention to what you think
people want to hear from you
people want to hear from you
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少去在意你觉得
别人想从你这听到什么，
别人想从你这听到什么，
11:34
and far more attention to what
your authentic, awesome self needs to say.
your authentic, awesome self needs to say.
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更多的去关注真实的、超棒的自己
需要表达出的那些东西。
需要表达出的那些东西。
11:41
And to the leaders in the room,
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还有这个屋里的领导者，
11:44
it is your obligation
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你们有义务去创造条件，
11:46
to set the conditions that not only
make it safe for us to be authentic
make it safe for us to be authentic
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在这种条件下，
“做真实的自己”不仅是安全的
“做真实的自己”不仅是安全的
也是受到欢迎
11:51
but make it welcome,
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11:54
make it celebrated,
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和可以庆祝的，
11:56
cherish it for exactly what it is,
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珍惜事物本来的样子，
这是我们成功的关键，
让我们有可能到达
让我们有可能到达
12:00
which is the key for us
achieving greater excellence
achieving greater excellence
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未曾了解的更高巅峰。
12:03
than we have ever known is possible.
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12:08
So let's go back to Uber.
What happened at Uber?
What happened at Uber?
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让我们再回到优步。
优步发生了什么？
优步发生了什么？
当我来到优步时，
它到处都在动荡不安。
它到处都在动荡不安。
12:11
When I got there,
Uber was wobbling all over the place.
Uber was wobbling all over the place.
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12:16
Empathy, logic, authenticity
were all wobbling like crazy.
were all wobbling like crazy.
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同理心、逻辑、真实性
都在疯狂动摇。
都在疯狂动摇。
12:22
But we were able to find super effective,
super quick fixes for two of the wobbles.
super quick fixes for two of the wobbles.
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不过对其中两种松动，
我们有能力找到极其快速有效的对策。
我们有能力找到极其快速有效的对策。
12:29
I'll give you an illustration of empathy.
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先来说下同理心。
在优步的内部会议上，
12:32
In the meetings at Uber,
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常见到人们互相发短信——
12:33
it was not uncommon
for people to be texting one another ...
for people to be texting one another ...
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12:38
about the meeting.
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讨论会议内容。
（笑声）
12:40
(Laughter)
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我还从没见过这样的。
12:45
I had never seen anything like it.
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（笑声）
12:48
(Laughter)
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12:50
It may have done many things,
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这样做可能会完成很多工作，
12:51
but it did not create a safe,
empathetic environment.
empathetic environment.
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但不能创造一种安全的、
有同理心的环境。
有同理心的环境。
12:55
The solution though, super clear:
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不过解决方案却是相当清楚明了：
12:58
technology, off and away.
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关掉手机，远离科技。
13:00
And that forced people to look up,
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这会迫使人们抬头看，
看看眼前的人，
13:03
to look at the people in front of them,
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听听他们在说什么，
13:06
to listen to them,
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13:07
to immerse themselves
in their perspectives
in their perspectives
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认真的换位思考，
用前所未有的方式共同协作。
13:09
and to collaborate in unprecedented ways.
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13:15
Logic was equally wobbly,
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逻辑也同样在松动，
这是因为优步的飞速扩张
13:18
and this was because
the hypergrowth of the organization
the hypergrowth of the organization
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意味着员工和经理
能一次，一次，又一次的
能一次，一次，又一次的
13:21
meant that people, managers
were getting promoted
were getting promoted
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得到晋升。
13:24
again and again and again.
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13:27
Soon, they were put in positions
that they had no business being in.
that they had no business being in.
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很快，他们被放到不相干的职位上。
而他们的能力无法胜任所在的职位，
13:31
Their positions outstripped
their capability,
their capability,
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13:34
and it was not their fault.
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不过这不是他们的错。
13:36
The solution: a massive influx
of executive education
of executive education
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解决方案：引入大量高管教育项目，
专门针对逻辑、
13:41
that focused specifically on logic,
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策略以及领导能力进行培训。
13:45
on strategy and leadership.
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13:48
It gave people the rigor
of the quality of their logic,
of the quality of their logic,
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它会让人形成严谨的逻辑，
并扭转许多倾斜的三角形，
让它们回归正位，
让它们回归正位，
13:51
and it turned a whole lot
of triangles, right-side up,
of triangles, right-side up,
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13:56
so people were able to communicate
effectively with one another.
effectively with one another.
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这样人们就有能力实现
彼此间的有效沟通。
彼此间的有效沟通。
14:01
The last one, authenticity,
I'll say it's still mighty wobbly,
I'll say it's still mighty wobbly,
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最后一个，真实性，
我会说这部分还是松动的很厉害。
我会说这部分还是松动的很厉害。
14:07
but honestly, that doesn't
make Uber very different
make Uber very different
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不过说实话，
优步并没有因此
优步并没有因此
与我见过的硅谷和硅谷之外的
其他公司产生太大差别。
其他公司产生太大差别。
14:09
from all of the other companies
I've seen in Silicon Valley and beyond.
I've seen in Silicon Valley and beyond.
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14:15
It is still much easier
to coach people to fit in.
to coach people to fit in.
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相比之下，指导人们
去调整适应还是更容易些。
去调整适应还是更容易些。
14:20
It is still much easier to reward people
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当有人说出你想说的话，
你去奖励他们，
14:23
when they say something
that you were going to say,
that you were going to say,
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这比当有人说出
与你想说的不一样的话
与你想说的不一样的话
14:27
as opposed to rewarding people
when they say something
when they say something
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你还要去奖励他们要容易多了。
14:29
entirely different
than what you were going to say.
than what you were going to say.
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14:34
But when we figure out this,
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但是当我们弄清楚这些，
弄清楚如何赞扬差异，
14:36
when we figure out
how to celebrate difference
how to celebrate difference
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如何让人们发掘出自己的最好一面，
14:40
and how to let people bring
the best version of themselves forward,
the best version of themselves forward,
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天呐，多希望我的孩子们
也能在这样的世界长大。
也能在这样的世界长大。
14:43
well holy cow, is that the world
I want my sons to grow up in.
I want my sons to grow up in.
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14:49
And with the collection of people here,
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今天大家聚在这里，
很荣幸能与你们紧密携手，
14:51
it would be a privilege
to lock arms with you
to lock arms with you
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共同前进，在世界上
每一个角落重建信任。
每一个角落重建信任。
14:54
and go ahead and rebuild trust
in every corner of the globe.
in every corner of the globe.
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14:58
Thank you very much.
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非常感谢。
15:00
(Applause)
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（鼓掌）
ABOUT THE SPEAKER
Frances Frei - Culture builderFrances Frei is a professor of technology and operations management at the Harvard Business School.
Why you should listen
A professor at the Harvard Business School, Frances Frei formerly served as Uber's first SVP of leadership and strategy. Her work at Uber focused on building a world-class leadership team, fostering leadership at all levels of the organization and guiding the clear articulation of strategy and planning. Frei has been central to Uber’s cultural transformation.
Frei's research examines how leaders create the context for organizations and individuals to thrive. She is the best-selling author of Uncommon Service: How to Win by Putting Customers at the Core of Your Business. She received her PhD from the Wharton School.
Frances Frei | Speaker | TED.com