財(cái)富精英勵(lì)志演講 第80期:計(jì)算讓生命有意義的事情(4)

[00:00:15]So we started asking ourselves: What kind of less obvious metrics could we use to actually evaluate our employees' sense of meaning, 因此我們開始自問：什么樣的不明顯的衡量標(biāo)準(zhǔn)能被我們用來評(píng)估我們的雇員的歸屬感， [00:08:40]or our customers' sense of emotional connection with us? 或我們的客戶與我們公司的情感維系程度？ [00:11:35]For example, we actually started asking our employees, do they understand the mission of our company, 例如，我們開始詢問問我們的員工，是否理解我們公司的目標(biāo)， [00:16:02]and do they feel like they believe in it, can they actually influence it, 他們是否對(duì)此表示認(rèn)同，他們能否確實(shí)的影響到它， [00:19:57]and do they feel that their work actually has an impact on it? We started asking our customers, 他們能否感到他們的工作能夠?qū)崒?shí)在在地實(shí)現(xiàn)著為這些目標(biāo)。我們開始問我們的客戶， [00:25:01]did they feel an emotional connection with us, in one of seven different kinds of ways. 問他們是否感覺到與我們之間的情感聯(lián)系，七種不同情感聯(lián)系方式之一。 [00:29:36]Miraculously, as we asked these questions and started giving attention higher up the pyramid, what we found is we created more loyalty. 出乎意料的是，當(dāng)我們問這些問題，并開始關(guān)注我們的金字塔頂端的更高層次需求時(shí)，我們發(fā)現(xiàn)我們我們擁有了更多的忠誠(chéng)。 [00:37:05]Our customer loyalty skyrocketed. Our employee turnover dropped to one-third of the industry average, 我們客戶的忠誠(chéng)度暴漲。我們的員工離職率降至酒店行業(yè)平均職工流動(dòng)率的三分之一。 [00:42:47]and during that five year dotcom bust, we tripled in size. 在五年的互聯(lián)網(wǎng)危機(jī)中，我們的企業(yè)規(guī)模翻了三倍。 [00:47:11]As I went out and started spending time with other leaders out there and asking them how they were getting through that time, 現(xiàn)在，我走出來，花時(shí)間與其他領(lǐng)導(dǎo)者交流問他們是如何度過這個(gè)困難時(shí)期的時(shí)候， [00:51:48]what they told me over and over again was that they just manage what they can measure. 他們一次又一次的告訴我他們只是管理那些他們可以衡量的東西， [00:56:06]What we can measure is that tangible stuff at the bottom of the pyramid. They didn't even see the intangible stuff higher up the pyramid. 而那些位于金字塔底部可以衡量的有形的東西。他們甚至不看金字塔中更高層的那些無形的東西。 [01:03:41]So I started asking myself the question: How can we get leaders to start valuing the intangible? 所以我開始問自己：如何我們才能讓領(lǐng)導(dǎo)者開始重視無形的的東西？ [01:08:23]If we're taught as leaders to just manage what we can measure, and all we can measure is the tangible in life, 如果領(lǐng)導(dǎo)者們只是被教育去管理那些可以衡量的，并且所有我們所能衡量的是生命中有形的東西， [01:13:55]we're missing a whole lot of things at the top of the pyramid. 我們就失去了位于金字塔頂部的整個(gè)部分。 [01:17:29]So I went out and studied a bunch of things, and I found a survey 所以我又去學(xué)習(xí)一些事情。我發(fā)現(xiàn)在一份報(bào)告， [01:20:28]that showed that 94 percent of business leaders worldwide believe that the intangibles are important in their business, 其中顯示世界上百分之九十四的商業(yè)領(lǐng)袖相信無形資產(chǎn)對(duì)于他們企業(yè)至關(guān)重要， [01:27:21]things like intellectual property, their corporate culture, their brand loyalty, 例如知識(shí)產(chǎn)權(quán)、企業(yè)文化、品牌忠誠(chéng)度等。 [01:31:17]and yet,only five percent of those same leaders actually had a means of measuring the intangibles in their business. 然而這些領(lǐng)袖中只有5%的人有辦法衡量這些在企業(yè)中的無形資產(chǎn).

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