ABOUT THE SPEAKER
Frances Frei - Culture builder
Frances 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.

More profile about the speaker
Frances Frei | Speaker | TED.com
TED2018

Frances Frei: How to build (and rebuild) trust

法蘭西絲佛雷: 如何建立和重建信任

Filmed:
4,280,988 views

我們所做的一切都是以信任為基礎。但如果信任被破壞了呢?在這場讓人開眼界的演說中,哈佛商學院教授法蘭西絲佛雷帶來一堂關於信任的速成課:如何建立和重新建立信任──她最近在 Uber 的工作期間就在努力做這些事。佛雷說:「如果我們能學會彼此信任,人類就會有前所未有的進展。」
- Culture builder
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建立 and rebuild重建 trust相信,
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我想要和大家討論的是
如何建立和重新建立信任,
00:17
because it's my belief信仰 that trust相信
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因為我相信,我們所做的一切
00:20
is the foundation基礎 for everything we do,
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都是以信任為基礎,
00:24
and that if we can learn學習
to trust相信 one another另一個 more,
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而且如果我們能夠
學會更相信別人,
00:29
we can have unprecedented史無前例 human人的 progress進展.
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我們就能達成
史無先例的人類進展。
00:35
But what if trust相信 is broken破碎?
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但如果信任被破壞了呢?
00:38
What if your CEOCEO is caught抓住 on video視頻,
disparaging詆毀 an employee僱員?
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如果你公司的執行長被逮到
蔑視員工,且有影片為證,怎麼辦?
00:45
What if your employees僱員 experience經驗
a culture文化 of bias偏壓, exclusion排除 and worse更差?
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如果你的員工遇到偏見、排擠,
或更糟的文化,怎麼辦?
00:53
What if there's a data數據 breach突破口,
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如果發生資料洩漏,
00:55
and it feels感覺 an awful可怕 lot like a cover-up掩飾
than seriously認真地 addressing解決 it?
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且感覺起來非常像是在掩飾,
不是要認真處理此問題,怎麼辦?
01:02
And most tragically可悲,
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最悲劇的是,
01:04
what if a technological技術性 fail失敗
leads引線 to the loss失利 of human人的 life?
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如果技術上的錯誤造成了
人命的損失,怎麼辦?
01:11
If I was giving this talk six months個月 ago,
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如果我做這場演講是在六個月前,
01:13
I would have been wearing穿著 an Uber尤伯杯 T-shirtT恤衫.
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我會穿著 Uber(優步)的 T 恤來。
01:18
I'm a Harvard哈佛 Business商業 School學校 professor教授,
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我是哈佛商學院的教授,
01:20
but I was super attracted吸引
to going to an organization組織
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但我超級想要去一間,可說是,
01:25
that was metaphorically比喻
and perhaps也許 quite相當 literally按照字面 on fire.
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也許真的是,如火中燒的組織。
01:32
I had read everything
that was written書面 in the newspaper報紙,
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我把報紙的內容通通都讀過了,
01:35
and that was precisely恰恰 what drew德魯 me
to the organization組織.
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正因為如此,我才被這間組織吸引。
01:39
This was an organization組織
that had lost丟失 trust相信
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這間組織失去了所有
01:42
with every一切 constituent組分 that mattered要緊.
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重要成員的信任。
01:47
But there's a word about me
that I should share分享.
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但我應該和大家分享
一個關於我的詞。
01:50
My favorite喜愛 trait特徵 is redemption贖回.
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我最喜歡的特質是救贖。
01:54
I believe that there is a better
version of us around every一切 corner,
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我相信,在每一個轉角,
我們都能遇見最好的自己,
01:58
and I have seen看到 firsthand第一手
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我親眼見過
02:00
how organizations組織 and communities社區
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組織、社區,以及個人
02:03
and individuals個人 change更改
at breathtaking驚險 speed速度.
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如何用驚人的速度改變。
02:08
I went to Uber尤伯杯 with the hopes希望
that a turnaround迴轉 there
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我去 Uber 希望能夠扭轉局面,
02:12
could give license執照 to the rest休息 of us
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希望我們其他人
02:15
who might威力 have narrower versions版本
of their challenges挑戰.
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得以縮小所面對挑戰的範圍。
02:21
But when I got to Uber尤伯杯,
I made製作 a really big mistake錯誤.
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到 Uber 之後,我犯了一個大錯。
02:26
I publicly公然 committed提交
to wearing穿著 an Uber尤伯杯 T-shirtT恤衫 every一切 day
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我公開承諾每天
都要穿 Uber T 恤,
02:31
until直到 every一切 other employee僱員
was wearing穿著 an Uber尤伯杯 T-shirtT恤衫.
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直到所有其他員工都穿上
Uber T 恤為止。
02:36
I had clearly明確地 not thought that through通過.
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很顯然,我沒想清楚就承諾了。
02:39
(Laughter笑聲)
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(笑聲)
02:40
It was 250 days
of wearing穿著 an Uber尤伯杯 T-shirtT恤衫.
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結果 250 天都穿著 Uber T 恤。
02:46
Now I am liberated解放 from that commitment承諾,
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現在我已經從那承諾解脫了,
02:50
as I am back at HBSHbs,
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我回到哈佛商學院,
02:52
and what I'd like to do is share分享 with you
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而我想要和各位分享的是
02:56
how far I have taken採取 that liberty自由,
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我帶著這份自由走了多遠,
03:01
which哪一個, it's baby寶寶 steps腳步,
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這距離是用寶寶步伐來衡量的,
03:04
(Laughter笑聲)
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(笑聲)
03:05
but I would just say I'm on my way.
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但我只會說,我正在走這段路。
03:07
(Laughter笑聲)
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(笑聲)
03:09
Now, trust相信, if we're going to rebuild重建 it,
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如果我們要重新建立信任的話,
03:12
we have to understand理解 its component零件 parts部分.
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我們得要了解它的組成。
03:15
The component零件 parts部分 of trust相信
are super well understood了解.
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信任的組成是非常清楚的。
03:19
There's three things about trust相信.
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信任有三個重點。
03:24
If you sense that I am being存在 authentic真實,
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如果你感覺到我很真實,
03:28
you are much more likely容易 to trust相信 me.
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你就非常有可能會相信我。
03:32
If you sense that I have
real真實 rigor嚴格 in my logic邏輯,
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如果你感覺到我的邏輯很嚴謹,
03:37
you are far more likely容易 to trust相信 me.
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你更有可能會相信我。
03:40
And if you believe that my empathy同情
is directed針對 towards you,
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如果你相信我同理的對象就是你,
03:45
you are far more likely容易 to trust相信 me.
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你更有可能會相信我。
03:48
When all three
of these things are working加工,
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當這三個重點都發揮作用時,
03:51
we have great trust相信.
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我們就會有很棒的信任。
03:54
But if any one of these three gets得到 shaky搖搖欲墜,
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但如果三項當中有一項不穩固了,
03:57
if any one of these three wobbles擺動,
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如果三項當中有一項在動搖了,
04:01
trust相信 is threatened受威脅.
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信任就會受到威脅。
04:04
Now here's這裡的 what I'd like to do.
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以下是我想要做的。
04:06
I want each of us to be able能夠
to engender產生 more trust相信 tomorrow明天,
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我想要我們每個人
明天都能獲得更多的信任,
04:11
literally按照字面 tomorrow明天, than we do today今天.
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真的,就是明天,
要比今天得到更多信任。
04:15
And the way to do that is to understand理解
where trust相信 wobbles擺動 for ourselves我們自己
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對我們自己來說,做法就是去了解
信任是在哪裡出現了動搖,
04:21
and have a ready-made現成
prescription處方 to overcome克服 it.
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並用現成的處方來克服它。
04:24
So that's what I would like
to do together一起.
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所以,那就是我希望能一起做的。
04:28
Would you give me some sense
of whether是否 or not you're here voluntarily自行?
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各位是否能讓我知道一下,
你們是自願來這裡的嗎?
04:31
(Laughter笑聲)
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(笑聲)
04:33
Yeah. OK. Alright好的. Awesome真棒.
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好,好極了。
04:35
OK. So --
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好,那──
04:36
(Laughter笑聲)
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(笑聲)
04:38
it's just super helpful有幫助 feedback反饋.
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那是超有幫助的回饋。
04:40
(Laughter笑聲)
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(笑聲)
04:42
So the most common共同 wobble搖晃 is empathy同情.
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所以,最常見的動搖,是同理心。
04:49
The most common共同 wobble搖晃
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最常見的動搖
04:50
is that people just don't believe
that we're mostly大多 in it for them,
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就是大家不願相信
有人會總為他們好,
04:55
and they believe
that we're too self-distracted自我分心.
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他們相信我們太自我分心了。
04:59
And it's no wonder奇蹟.
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這並不讓人意外。
05:01
We are all so busy
with so many許多 demands需要 on our time,
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我們都好忙碌,
好多事需要我們的時間,
05:04
it's easy簡單 to crowd人群 out the time and space空間
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很容易就會把同理心所需要的
05:08
that empathy同情 requires要求.
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時間和空間排擠掉。
05:10
For Dylan迪倫 to be Dylan迪倫,
that takes real真實 time.
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要讓狄倫是狄倫,
是需要真的花時間的。
05:15
And for us, if we have too much to do,
we may可能 not have that time.
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對我們來說,若有太多事要做,
我們可能就沒有那樣的時間。
05:20
But that puts看跌期權 us into a vicious惡毒 cycle週期,
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但那就讓我們陷入了惡性循環,
05:22
because without revealing揭示 empathy同情,
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因為沒有表現出同理心,
05:25
it makes品牌 everything harder更難.
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就會讓一切更困難。
05:27
Without沒有 the benefit效益 of the doubt懷疑 of trust相信,
it makes品牌 everything harder更難,
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若沒有信任感來相信對方
無法證明的清白,一切會更困難,
05:31
and then we have less and less time
for empathy同情, and so it goes.
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接著我們能給予同理心的時間
就更少了,以此類推。
05:36
So here's這裡的 the prescription處方:
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所以,處方如下:
05:39
identify鑑定 where, when and to whom
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找出哪裡、何時,以及誰
05:46
you are likely容易 to offer提供 your distraction娛樂.
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會讓你想要分心。
05:51
That should trace跟踪 pretty漂亮 perfectly完美
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那應該就非常能夠讓你追溯到
05:54
to when, where and to whom
you are likely容易 to withhold扣壓 your empathy同情.
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在哪裡、從何時,以及誰
讓你想擱置同理心。
06:01
And if in those instances實例,
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如果在那樣的情況下,
06:03
we can come up with a trigger觸發
that gets得到 us to look up,
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你能夠想出一種機制,
讓我們能抬頭起來看,
06:10
look at the people right in front面前 of us,
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看著就在我們面前的人,
06:13
listen to them,
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傾聽他們,
06:14
deeply immerse沉浸 ourselves我們自己
in their perspectives觀點,
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讓我們自己深深沉浸到
他們的觀點當中,
06:19
then we have a chance機會 of having
a sturdy粗壯 leg of empathy同情.
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那麼我們就有機會
能展現穩健的同理心。
06:24
And if you do nothing else其他,
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如果你沒有其他事要做,
06:27
please put away your cell細胞 phone電話.
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請把你的手機收起來。
06:31
It is the largest最大 distraction娛樂 magnet磁鐵
yet然而 to be made製作,
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它是所有被創造出來的東西中,
最會讓人分心的,
06:36
and it is super difficult to create創建
empathy同情 and trust相信 in its presence存在.
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當有手機在的時候,
非常難創造同理心和信任。
06:44
That takes care關心 of the empathy同情 wobblerswobblers.
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這樣就能處理好同理心出現的動搖。
06:48
Logic邏輯 wobbles擺動 can come in two forms形式.
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邏輯的動搖有兩種形式。
06:52
It's either the quality質量 of your logic邏輯
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可能是你邏輯思維的品質,
06:56
or it's your ability能力
to communicate通信 the logic邏輯.
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也可能是你溝通交流邏輯的能力。
07:00
Now if the quality質量
of your logic邏輯 is at risk風險,
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如果問題出在你的邏輯的品質,
07:04
I can't really help you with that.
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我實在幫不了你。
07:06
(Laughter笑聲)
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(笑聲)
07:07
It's like, not in this much time.
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在這點時間內沒辦法。
07:09
(Laughter笑聲)
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(笑聲)
07:12
But fortunately幸好, it's often經常 the case案件
that our logic邏輯 is sound聲音,
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但幸運的是,通常問題在於
我們的邏輯聽起來是什麼樣子,
07:17
but it's our ability能力 to communicate通信
the logic邏輯 that is in jeopardy危險.
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處於危險當中的
是我們溝通傳達邏輯的能力。
07:23
Super fortunately幸好,
there's a very easy簡單 fix固定 to this.
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幸運地是,有種很簡單的方式
可以解決這個問題。
07:27
If we consider考慮 that there are
two ways方法 to communicate通信 in the world世界,
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如果在這個世界上,
溝通的方式只有兩種,
07:33
and Harvard哈佛 Business商業 School學校 professors教授
are known已知 for two-by-twos雙向 --
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哈佛商學院教授最知名的
就是用二乘二的表──
07:36
nonsense廢話, it's the triangle三角形 that rocks岩石.
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胡說,三角形才是最厲害的。
07:39
(Laughter笑聲)
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(笑聲)
07:42
If we consider考慮 that there are
two ways方法 to communicate通信 in the world世界,
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如果在這個世界上,
溝通的方式只有兩種:
07:47
and the first one is when
you take us on a journey旅程,
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第一種是,你帶我們踏上一段旅程,
07:51
a magnificent華麗的 journey旅程
that has twists曲折 and turns
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一段壯麗的旅程,有著許多轉折,
07:56
and mystery神秘 and drama戲劇,
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有著神秘性與戲劇性,
07:59
until直到 you ultimately最終 get to the point,
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一直到最終的目的地為止,
08:03
and some of the best最好
communicators傳播者 in the world世界
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世界上一些最棒的溝通
08:06
communicate通信 just like this.
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就是用像這樣的方式進行的。
08:09
But if you have a logic邏輯 wobble搖晃,
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但如果你的邏輯是動搖的,
08:11
this can be super dangerous危險.
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這就會變得非常危險。
08:15
So instead代替, I implore懇求 you,
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所以,我反而要懇求各位,
08:19
start開始 with your point
in a crisp half-sentence半句,
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一開始先用乾淨俐落的句子
來講你的論點,
08:25
and then give your supporting支持 evidence證據.
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接著提出支持的證據。
08:29
This means手段 that people
will be able能夠 to get access訪問
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這就表示,大家可以接觸到
08:32
to our awesome真棒 ideas思路,
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我們很棒的點子,
08:34
and just as importantly重要的,
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同樣重要的是,
08:37
if you get cut off before you're doneDONE ...
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如果你在說完之前就被打斷……
08:41
ladies女士們 --
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女士們──
08:43
(Laughter笑聲)
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(笑聲)
08:45
(Applause掌聲)
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(掌聲)
08:52
If you get cut off before you're doneDONE,
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如果你在說完之前就被打斷,
08:56
you still get credit信用 for the idea理念,
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點子還是歸功於你,
08:58
as opposed反對 to someone有人 else其他 coming未來 in
and snatching it from you.
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而不會是其他人跑來
把點子給偷走。
09:01
(Applause掌聲)
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(掌聲)
09:08
You just gave me goosebumps雞皮疙瘩.
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你們讓我起雞皮疙瘩。
09:09
(Laughter笑聲)
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(笑聲)
09:11
The third第三 wobble搖晃 is authenticity真偽,
and I find it to be the most vexing傷腦筋.
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第三,對於真實性的動搖,
我覺得它是最讓人傷腦筋的。
09:17
We as a human人的 species種類
can sniff吸氣 out in a moment時刻,
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我們人類只要一片刻,
09:21
literally按照字面 in a moment時刻,
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真的就是一片刻,
09:23
whether是否 or not someone有人
is being存在 their authentic真實 true真正 self.
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就能嗅出一個人
是否呈現出真正的自己。
09:27
So in many許多 ways方法,
the prescription處方 is clear明確.
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所以,在許多意義上,
處方很明確。
09:30
You don't want to have
an authenticity真偽 wobble搖晃? Be you.
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你不希望真實性被動搖?
那就做自己。
09:35
Great.
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好極了。
09:38
And that is super easy簡單 to do
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當你身邊都是和你很相似的人時,
09:40
when you're around people
who are like you.
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要做到這點很容易。
09:45
But if you represent代表
any sort分類 of difference區別,
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但如果你代表著某種差異,
09:50
the prescription處方 to "be you"
can be super challenging具有挑戰性的.
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「做自己」這個處方
可能會非常有挑戰性。
09:57
I have been tempted動心
at every一切 step of my career事業,
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在我職涯中,
我一路上都會受到誘惑,
10:02
tempted動心 personally親自
and tempted動心 by coaching教練 of others其他,
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受到個人的誘惑
以及他人指導的誘惑,
10:05
to mute靜音 who I am in the world世界.
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不要在這個世界上表達出真正的我。
10:08
I'm a woman女人 of super strong強大 opinions意見,
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我是個主見超強的女性,
10:11
with really deep convictions信念,
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信念很深,
10:14
direct直接 speech言語.
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說話很直。
10:16
I have a magnificent華麗的 wife妻子,
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我有個很棒的太太,
10:19
and together一起, we have such這樣 crazy ambition志向.
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在一起時,我們有很瘋狂的野心。
10:23
I prefer比較喜歡 men's男裝 clothes衣服
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我偏好穿男性化的服裝,
10:26
and comfortable自在 shoes.
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和舒適的鞋子。
10:29
Thank you, AllbirdsAllbirds.
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謝謝你,Allbirds(鞋子品牌)。
10:30
(Laughter笑聲)
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(笑聲)
10:33
In some contexts上下文, this makes品牌 me different不同.
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在某些情況中,
這點就會讓我與人不同。
10:38
I hope希望 that each person here
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我希望這裡的每一個人
10:40
has the beautiful美麗 luxury豪華
of representing代表 difference區別
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都能有美好奢華的機會
來表達自己人生中某些差異的情況。
10:44
in some context上下文 in your life.
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10:47
But with that privilege特權
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但若有那樣的特權,
10:50
comes a very sincere真誠 temptation誘惑
to hold保持 back who we are,
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就表示也會受到真誠誘惑,
讓我們不展現出真正的自我,
10:55
and if we hold保持 back who we are,
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而若我們不展現出真正的自我,
10:58
we're less likely容易 to be trusted信任.
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我們就不太可能會被信任。
11:00
And if we're less likely容易 to be trusted信任,
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如果我們不太可能被信任,
11:02
we're less likely容易 to be given特定
stretch伸展 assignments任務.
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就不太可能會有人想要
給予我們延展型任務。
11:05
And without those stretch伸展 assignments任務,
we're less likely容易 to get promoted提拔,
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若沒有延展型任務,
我們就比較不可能升遷,
11:08
and so on and so on
until直到 we are super depressed鬱悶
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以此類推,直到我們對於
資深領導階層的人口統計傾向
11:12
by the demographic人口 tendencies傾向
of our senior前輩 leadership領導.
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感到超級沮喪為止。
11:15
(Laughter笑聲)
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(笑聲)
11:16
And it all comes back
to our being存在 our authentic真實 selves自我.
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最終都還是要回歸到
做最真實的自己。
11:23
So here's這裡的 my advice忠告.
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所以,我的建議如下:
11:26
Wear穿 whatever隨你 makes品牌 you feel fabulous極好.
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穿讓你感覺很棒的服裝。
11:30
Pay工資 less attention注意 to what you think
people want to hear from you
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不用太注意你認為
別人想要聽你說些什麼,
11:34
and far more attention注意 to what
your authentic真實, awesome真棒 self needs需求 to say.
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但要學會注意你最真實的、
最棒的自我想要說些什麼。
11:41
And to the leaders領導者 in the room房間,
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給觀眾中的領導人,
11:44
it is your obligation義務
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你的義務是
11:46
to set the conditions條件 that not only
make it safe安全 for us to be authentic真實
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要讓環境條件不僅讓我們能感到
做真實的自己是安全的,
11:51
but make it welcome歡迎,
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同時也是受歡迎的,
11:54
make it celebrated著名,
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是被讚頌的,
11:56
cherish珍視 it for exactly究竟 what it is,
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珍惜它真正的樣子,
12:00
which哪一個 is the key for us
achieving實現 greater更大 excellence卓越
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這就是讓我們能超越
我們認為可能的範圍,
12:03
than we have ever known已知 is possible可能.
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達到出類拔萃的關鍵。
12:08
So let's go back to Uber尤伯杯.
What happened發生 at Uber尤伯杯?
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所以,咱們回來談 Uber。
在 Uber 發生了什麼事?
12:11
When I got there,
Uber尤伯杯 was wobbling擺動 all over the place地點.
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當我到那裡時,
Uber 整個企業都在動搖。
12:16
Empathy同情, logic邏輯, authenticity真偽
were all wobbling擺動 like crazy.
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同理心、邏輯、真實性
通通都在嚴重動搖。
12:22
But we were able能夠 to find super effective有效,
super quick fixes修復 for two of the wobbles擺動.
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但針對其中兩項動搖,我們得以
找到超有效、超快速的處理方式。
12:29
I'll give you an illustration插圖 of empathy同情.
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我來說明一下同理心的部分。
12:32
In the meetings會議 at Uber尤伯杯,
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在 Uber 的會議上,
12:33
it was not uncommon罕見
for people to be texting發短信 one another另一個 ...
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經常會看見有人傳簡訊給別人……
12:38
about the meeting會議.
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說會議的事。
12:40
(Laughter笑聲)
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(笑聲)
12:45
I had never seen看到 anything like it.
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我從來沒有見過那樣的情況。
12:48
(Laughter笑聲)
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(笑聲)
12:50
It may可能 have doneDONE many許多 things,
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它可能有很多作用,
12:51
but it did not create創建 a safe安全,
empathetic感情移入的 environment環境.
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但並沒有創造出
一個有同理心的安全環境。
12:55
The solution though雖然, super clear明確:
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不過,解決方案超級明確:
12:58
technology技術, off and away.
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科技,關機並遠離。
13:00
And that forced被迫 people to look up,
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強迫大家抬頭看,
13:03
to look at the people in front面前 of them,
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看他們面前的人,
13:06
to listen to them,
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傾聽他們,
13:07
to immerse沉浸 themselves他們自己
in their perspectives觀點
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將自己沉浸到對方的觀點當中,
13:09
and to collaborate合作 in unprecedented史無前例 ways方法.
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以前所未有的方式來合作。
13:15
Logic邏輯 was equally一樣 wobbly搖擺不定,
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邏輯也同樣在動搖,
13:18
and this was because
the hypergrowthhypergrowth of the organization組織
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原因是因為該組織的狂飆級成長
13:21
meant意味著 that people, managers經理
were getting得到 promoted提拔
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意味著大家、經理,會得到升遷,
13:24
again and again and again.
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一而再,再而三地升遷。
13:27
Soon不久, they were put in positions位置
that they had no business商業 being存在 in.
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沒多久,他們就會被放到
他們不應擔任的職位。
13:31
Their positions位置 outstripped拋離
their capability能力,
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他們的職位高於他們的能力,
13:34
and it was not their fault故障.
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這不是他們的錯。
13:36
The solution: a massive大規模的 influx輻輳
of executive行政人員 education教育
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解決方案:大量導入主管教育訓練,
13:41
that focused重點 specifically特別 on logic邏輯,
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把焦點特別放在邏輯、
13:45
on strategy戰略 and leadership領導.
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策略,以及領導能力。
13:48
It gave people the rigor嚴格
of the quality質量 of their logic邏輯,
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這樣能夠讓大家的邏輯更嚴謹精確,
13:51
and it turned轉身 a whole整個 lot
of triangles三角形, right-side右端 up,
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且能把許多三角形轉過來,
把對的那一端轉向上,
13:56
so people were able能夠 to communicate通信
effectively有效 with one another另一個.
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這麼一來,大家彼此
就能做有效的溝通。
14:01
The last one, authenticity真偽,
I'll say it's still mighty威武 wobbly搖擺不定,
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最後一項,真實性,
我認為它還是非常動搖,
14:07
but honestly老老實實, that doesn't
make Uber尤伯杯 very different不同
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但老實說,那也不會讓 Uber
跟我所見過矽谷及矽谷之外的
其他公司有多大的不同。
14:09
from all of the other companies公司
I've seen看到 in Silicon Valley and beyond.
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14:15
It is still much easier更輕鬆
to coach教練 people to fit適合 in.
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指導大家融入仍然容易許多。
14:20
It is still much easier更輕鬆 to reward獎勵 people
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當有人能說出你打算說的話時,
14:23
when they say something
that you were going to say,
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去獎勵他是較容易的。
14:27
as opposed反對 to rewarding獎勵 people
when they say something
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相對之下,若有人說出的話
和你打算說的話完全不同時,
14:29
entirely完全 different不同
than what you were going to say.
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還願意獎賞他,就不容易了。
14:34
But when we figure數字 out this,
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但當我們想通了這點,
14:36
when we figure數字 out
how to celebrate慶祝 difference區別
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當我們想通如何讚頌差異,
14:40
and how to let people bring帶來
the best最好 version of themselves他們自己 forward前鋒,
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以及如何讓大家展現出
自己最好的一面,
14:43
well holy cow, is that the world世界
I want my sons兒子 to grow增長 up in.
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老天!我多希望我的孩子
能在這樣的世界長大。
14:49
And with the collection採集 of people here,
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在座的各位,
14:51
it would be a privilege特權
to lock arms武器 with you
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能和你們緊密合作是一項殊榮,
14:54
and go ahead and rebuild重建 trust相信
in every一切 corner of the globe地球.
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讓我們一起在世界的
每個角落重建信任。
14:58
Thank you very much.
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非常謝謝。
15:00
(Applause掌聲)
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(掌聲)
Translated by Lilian Chiu
Reviewed by Yanyan Hong

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ABOUT THE SPEAKER
Frances Frei - Culture builder
Frances 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.

More profile about the speaker
Frances Frei | Speaker | TED.com