TED演讲：为什么你一上班就不开心？

We survey CEOs, police officers, truck drivers, cooks, engineers. If people are working, we've surveyed them. And what we know, in terms of their happiness: workers all want the same things.

我们采访了CEO，警官，卡车司机，厨师，工程师。只要是在工作的人，我们就采访他们。采访的主题是就我们知道的快乐而言：打工人最想要的是什么。

 [The Way We Work]【我们的工作方式】 

There's three billion working people in the world. And about 40 percent of them would say they're happy at work. That means about 1.8 billion, or almost two billion people, are not happy at work. What does that do, both to those people and the organizations that they work in?

全世界有30亿劳动人口。大约40%的人说他们在工作时感到快乐。这意味着有18亿人或大约20亿人，在工作中并不快乐。这个现象对那些人和他们工作的环境有什么影响呢？ 

Well, let's talk about money. Organizations that have a lot of happy employees have three times the revenue growth, compared to organizations where that's not true. They outperform the stock market by a factor of three. And if you look at employee turnover, it's half that of organizations that have a lot of unhappy employees. The miracle thing is, you don't have to spend more money to make this happen. It's not about ping-pong tables and massages and pet walking. It's not about the perks. It's all about how they're treated by their leaders and by the people that they work with.

让我们先来谈谈营收。拥有快乐员工的组织的营收增速是员工不快乐的组织的三倍。它们在股票市场上的表现也高出三倍。如果你看员工流动率，员工快乐的公司是不快乐公司的一半。神奇的是，你不需要花很多钱就能做到这一点。它跟是否有乒乓球桌、按摩服务和能否遛宠物无关。这不是福利问题。这事关他们被他们的领导和同事怎样对待。 

So I'd like to share a few ideas that create happy employees. Idea number one: in organizations where employees are happy, what you find is two things are present: trust and respect. Leaders often say, "We trust our employees. We empower our employees." And then when an employee needs a laptop -- and this is a true example -- 15 people have to approve that laptop. So for the employee, all the words are right, but 15 levels of approval for a $1,500 laptop?

所以我想要分享几个培养快乐员工的主意。主意一：在员工感到快乐的组织中，你会发现两件事情：信任和尊重。领导者常说，“我们相信我们的员工。我们赋予员工权力。”而当员工需要台笔记本电脑时——这是个真实的例子——必须有15个人批准才行。所以对员工而言，说的话都挺好听的，但一台1500美元的电脑需要15级的审批？ 

You've actually spent more money than the laptop, on the approval. And the employee feels maybe they're really not trusted. So what can an organization do to have a high level of trust? The first organization that comes to mind is Four Seasons. They have magnificent properties all around the world. And their employees are told, "Do whatever you think is right when servicing the customer." To hand that trust to your employees to do whatever they think is right makes the employees feel great. And this is why they're known for delivering some of the best service in the world.

你其实在审批这台电脑上花了更多的钱。员工会感到也许他们不是真的被信任。那么，一个组织如何才能高度信任他们的员工呢？我首先想到的是四季酒店。它们在世界各地都有宏伟的建筑。他们的雇员被告知，“服务客户时，尽管去做你认为正确的事情。”授权你的员工去做任何他们觉得正确的事情让他们感觉很棒。这就是为什么他们能够提供世界顶级服务的原因。 

Idea number two: fairness. The thing that erodes trust in an organization faster than anything else is when employees feel that they're being treated unfairly. Employees want to be treated the same, regardless of their rank or their tenure or their age or their experience or their job category, compared to anyone else. When I think about great organizations who get fairness right, the first organization that comes to mind is Salesforce. They found that men and women working in the same job with the same level of proficiency were making different amounts of money. So immediately, they calculated the difference, and they invested three million dollars to try and balance things out.

主意二：公平。当员工感到自己受到了不公平的对待时，对组织的信任就会受到最迅速的侵蚀。员工想要一视同仁，不管他们的级别、任期、年龄或经验或职业背景，跟其他人比怎样。当我想到那些有公平待遇的伟大组织时，我首先想到的是Salesforce。他们发现男性和女性担任同样的工作，技能熟练程度一致，收入却大相径庭。于是很快，他们就计算了这种差异，并且投资了300万美元实现同工同酬。

Idea number three is listening. So, to be a listener who connects with all types of people, we have to unlearn a few things. We've all been taught about active listening and eye contact -- an intense stare and a compassionate look. That's not listening. Repeating what the person says -- that's not listening. Being humble and always hunting and searching for the best idea possible -- that's what listening is. And employees can feel whether you're doing that or not. They want to know, when they talk to you and share an idea, did you consider it when you made a decision? The one thing that everybody appreciates and wants when they're speaking is to know that what they say matters so much you might actually change your mind. Otherwise, what's the point of the conversation?

主意三：倾听。要做各色人群的倾听者，我们需要忘记一些事情。我们都被教过要积极倾听，有眼神接触——要认真的凝视，展现出理解的表情。这不是倾听。重复人们说过的话——这不是倾听。保持谦卑并持续寻找最好的点子——这才是倾听该有的样子。员工可以感受到你有没有这样做。他们想要知道，当他们跟你交谈和分享想法时，你在做决定时有没有在认真考虑？每个人在说话时最感激和最想要的是知道他们想表达的信息足够重要，这可以让你改变主意。否则，谈话的意义何在？ 

We all know the things we need to change, the things that we need to do differently. The way you behave, the way you treat others, the way you respond, the way you support, defines the work experience for everyone around you. Changing to be a better person -- the world is littered with those failures. But changing because there's something you believe in, some purpose that you have, where you're willing to risk almost everything because it's so important to you -- that's the reason to change. If it's not, you should probably find a different place to work.

我们都知道需要做出改变，要以不同的方式处理事情。你的行为举止，你对待别人的方式，你回应的方式，你支持的方式，决定了你周围每个人的工作体验。做一个更好的人——我们已经走了很多弯路了。但改变是因为你相信，你肩负目标，为此你愿意冒任何风险，因为这对你相当重要——这就是改变的理由。如果不是，你可能应该换个地方工作。