新冠大流行给我们带来的4个人生教训
演讲者：Patty McCord
演讲题目：4 lessons the pandemic taught us about work, life and balance
I've spent the last couple of years traveling around the world giving talks to big corporations and little bitty start-ups and lots of leadership teams and women's groups, and what I've been talking to people about, I've been trying really hard to convince people that we can change the way we work.
我花了近两年的时间在世界各地旅行，与大型公司，小小的创业公司以及许多领导团队和妇女团体进行演讲，而我一直在与人们谈论，我一直在尝试很难说服人们我们可以改变工作方式。
But every time I do a talk, somebody comes backstage or follows me offstage and says, "You know, I'm so inspired by what you say. It's so great, it makes so much sense. But we can't." "We can't because we're regulated." "We can't because our CFO says we can't do it." "We can't because we're in Europe." “We can’t because we’re a service industry.” "We can't because we're a nonprofit." And then last year came the pandemic. And the pandemic changed everything all over the world.
但是，每次我讲话时，都会有人走到后台或跟我走下来说，“您知道，我为您所说的话所启发。那太好了，很有道理。但是我们做不到。”“我们不能因为我们受到监管。”“我们不能，因为我们的首席财务官说我们做不到。”“我们不能，因为我们在欧洲。”“我们不能，因为我们是服务业。”“我们不能，因为我们是一个非营利组织。”然后是去年大流行。大流行改变了全世界的一切。
Service people started realizing that they had to suit up and wear masks and take temperatures and wash their hands. We had to start standing six feet apart in lines. We started working from home. We started working virtually. And we started learning all kinds of things because we had to. All that muscle around innovation and flexibility and creativity that we didn't think we had, we had all along. And we now have realized that we can.
服务人员开始意识到，他们必须穿好衣服，戴上口罩，进行体温检查和洗手。我们必须开始以六英尺的距离站成一排。我们开始在家工作。我们开始远程工作。我们开始学习各种各样的东西，因为我们必须这样做。我们一直以来都拥有围绕创新，灵活性和创造力的所有力量。现在，我们意识到我们可以做到。
So what have we learned? I mean, what did we learn right away? First of all, we learned we're not family. The family is the toddler walking around behind you in the Zoom call with the pet. The family is somebody needing their diaper changed. The family is making sure you're taking care of your mom. That's your family. This is your team. And we've also learned that that separation between family and work has become this balancing act.
我们学到了什么？我是说，我们现在学到了什么？首先，我们知道我们不是一家人。这个家庭是一个蹒跚学步的孩子，他只会跟在你身后和宠物一起打闹。家里还有人需要换尿布。在家你还必须照顾好长辈。那是你的家人。这是你的团队。我们还了解到，家庭和工作的分离已经成为一种平衡行为。
And that when we used to say, "Well, this is my work home and this is my family home, and those are two completely different things," for many of us, it's exactly the same thing. You're no longer at home and at work. For many of us, work is at home and the home is -- and it's confusing, and it's creating a whole different level of complexity and coordination so that we understand that it's easier actually to work when we can separate the work that we do as a team from the work that we do in our family.
而且，当我们曾经说：“好吧，这是我的工作，这是我的家庭，那是两个完全不同的事情。”可对于我们许多人来说，它们已经混为一谈了。它们的分界线不再明显。对我们中的许多人来说，工作在家里，家也在家里——这让人困惑，它创造了一个完全不同的复杂度和协调度，让我们明白，当我们能够将团队中的工作与家庭中的工作分开时，工作其实更容易。
Furthermore, in order to be able to do all that, we have to recognize that we're all adults. And here's the deal about adults. Adults have responsibilities, adults have obligations. Adults have things that they have to commit to. And do you know that every single person that works for you, from the shop floor to the executive suite, is a grown-up? But we have been operating as if they aren't. We operate as if only the smart adults are the people who are at the C Suite.
此外，为了能够做到这一切，我们必须认识到我们都是成年人。这是关于成年人的交易。成年人有责任，大人有义务。成年人有他们必须承诺的事情。你知道，从商店到行政套房，为你工作的每一个人都是成年人吗？但我们一直在进化，他们却好像没有。我们的进化方式就像C Suite中只有聪明的成年人一样。
And as we move through the organization, everybody sort of gets a little dumbed down and the rules get a lot stricter and we have to have more control. And the truth is, everybody's a grown-up, we can see it now. Everybody has all of these things to figure out and coordinate.
而且，随着我们在整个组织中的不断进步，每个人多少都会显得有些呆板，规则变得更加严格，我们必须拥有更多的控制权。事实上，每个人都是成年人，我们现在可以看到。每个人都有这些东西要想办法协调。
And so now we're expecting from people adult behavior. We're now focusing on the results that matter, not the work. And the way we track it now is we don't walk by and see who's working. We pay attention to what people are doing. And I think that that's always been the best metric.
所以现在我们期待着人们的成年行为。我们现在关注的是重要的结果，而不是工作。我们现在追踪的方式是我们不走过看看谁在工作。我们关注人们在做什么。我认为这一直是最好的度量标准。
And you know what? For the first time in my life, the concept of best practices is out the window. And you know what? We don't care what Google's doing because we're not Google. We don't care what some other company is doing. Nobody's doing it best.
你知道吗？我有生以来第一次把最佳实践的概念抛诸脑后。你知道吗？我们不在乎谷歌在做什么，因为我们不是谷歌。我们不在乎其他公司在做什么。没有人做得最好。
We're all figuring it out as we go along and we're figuring it out for our organizations in our teams at this time. So in order for people to deliver the right results, in order for people's hard work to matter, it has to be in the context of what success looks like for your organization.
我们都在想办法，在这个时候，我们的团队中的组织也在想办法。因此，为了让人们能够提供正确的结果，为了让人们的辛勤工作变得重要，必须考虑到你的组织的成功是什么样子的。
So if we start to think about context, it's really important that we think about how we teach that. If we can teach everybody in the company how to read a profit and loss statement, if we can teach them what the different teams do, and what they're setting out to accomplish, then people within their own small teams, and within themselves, can figure out what excellence looks like for them.
因此，如果我们开始考虑上下文，那么思考如何教授上下文非常重要。如果我们能教公司里的每个人如何阅读损益表，如果我们能教他们不同的团队做什么，以及他们打算完成什么，那么在他们自己的小团队中，以及在他们自己的团队中，人们就可以知道他们的卓越是什么样的。
And so then we can start operating relatively independently as a whole organization because we're all moving in the same direction, trying to do the same thing.
这样我们就可以开始相对独立地作为一个整体运作，因为我们都朝着同一个方向前进，尝试着做同样的事情。
And there's a really critically important part of making that work, and that's communication. And everything about communication has changed. We tend to think that communication is this waterfall from the top to the bottom. The executives would tell somebody and the next level would tell somebody and we'd go all the way down to the shop floor and everybody would understand what's going on.
这其中有一个非常重要的部分，那就是沟通。关于交流的一切都变了。我们倾向于认为沟通是从上到下的瀑布。主管们会告诉下一级，下一级会告诉再下一级，我们会一直走到基层，每个人都会明白发生了什么。
Well, it may not have worked that well then, but it certainly doesn't work that well now. So now we have to recognize it's a different heartbeat. What has it been before and what should it be now? How do we make sure that the messages are clear and consistent? Because that's how people operate.
好吧，那时可能效果不佳，但现在已经完全无效了。所以现在我们必须认识到这是一个不同的特征。以前是什么，现在应该是什么？我们如何确保信息清晰一致？因为这就是人们的运作方式。
That's how those adults who get the freedom and the responsibility to produce great results operate best is when they understand what they need to know in order to make the best decisions. So that communication, that skill around being a great communicator is something that each of us needs to get better at.
这就是那些获得自由和责任来产生伟大成果的成年人的最佳运作方式，就是当他们明白为了做出最好的决定他们需要知道什么时。因此，作为一个优秀的沟通者，沟通技巧是我们每个人都需要提高的。
One of the things we have to do is think about what the right discipline is for that. If you used to communicate to your team by walking by and asking how they're doing or if they had heard something, you're going to have to schedule that now, it's going to have to have discipline. We've got to check in with the people on the shop floor to make sure they're hearing what they need to hear because it's not going to automatically happen.
我们要做的一件事就是思考什么是正确的纪律。如果你过去经常和你的团队沟通，问他们最近怎么样，或者他们有没有听到什么，你现在就得安排时间，必须要有纪律。我们必须和基层的人联系，确保他们听到了他们需要听到的，因为不是所有事情都会自动自觉。
One of the ideas I have is just jot down at the end of every day a sentence of what worked and what didn't work. And you don't have to look at it for a month. But when you look back, over a month, you want to look for, "Wow, that was surprising. I didn’t really think that would be as effective as it is.”
我的一个想法就是在每一天结束时写下一句话，说什么有效，什么无效。你不用看一个月。但当你回首过去，一个多月后，你会发现，“哇，这太令人惊讶了。我真的不认为这会像现在这样有效。”
Or maybe it would be, like, "We keep trying to have this in-person meeting in Zoom, and it turns out that there's 14 people on the call and only two of them are talking. Maybe it's an email." So we have to rethink all of the ways, not just the work we're doing, but the ways we're doing it.
或者可能是这样的，“我们一直想在Zoom里视讯，结果发现有14个人在打电话，只有两个人在说话。也可能他们在用邮件联系。”所以我们必须重新思考所有的方法，不仅仅是我们正在做的工作，还有我们正在做的所有事。
So now I'm starting to hear a lot of nostalgia around the way it used to be. There are things we aren't doing now that don't matter. Maybe we don't need to go back for five levels of approval. Maybe we don't need to go back and do that annual performance review.
所以现在我开始听到很多怀旧的感觉。我们现在没有做的事情不重要。也许我们不需要回去获得5级的批准。也许我们不需要回去做年度绩效评估。
Maybe we don't need to do a whole bunch of things that were part of the way we do business that just aren't making a difference. You know what? The way we used to do it not only is not the way of the future, but we're discovering so many wonderful things right now. Let's not lose it. We want to create a new organization, new workforce, that's excited about taking all of the things that we've learned using that muscle, going forward.
也许我们不需要做一大堆事情，这些事情是我们工作的一部分，但这并没有什么不同。你知道吗？我们过去做事的方式已经不符合未来发展，何况我们现在还发现了很多美好的东西。所以，别放弃。我们希望创建一个新的组织，新的员工队伍，这让我们兴奋不已，因为我们已经学会了如何利用这种力量继续前进。
One of the most important things that we can do is realize the things that we aren't doing now. The stuff that we've stopped doing and not go back and do it again. What if we don't go back? What if we go forward and rethink the way we work?
我们可以做的最重要的事情之一，就是意识到我们现在还没做的事情。我们已经停止做的事情，就别再做了。如果我们不恢复过去的模式，会发生什么？如果我们继续前进并重新思考我们的工作方式，又会发生什么？
Thank you.
谢谢。