Chip Conley: What baby boomers can learn from millennials at work -- and vice versa
Chip Conley: Qué pueden aprender los 'baby boomers' de los milénicos en el trabajo... y viceversa
Chip Conley creates joyful hotels, where he hopes his employees, customers and investors alike can realize their full potential. His books share that philosophy with the wider world. Full bio
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at a hot Silicon Valley start-up
empresa emergente en Silicon Valley
of the dozen engineers in the room.
la docena de ingenieros en la sala.
expert in my field,
experimentado en mi campo,
the tech geniuses.
los genios de la tecnología.
I could do was be invisible.
podía hacer era ser invisible.
wizard leading the meeting stared at me
que dirigía la reunión me miró
and no one used it,
elemento y nadie la utiliza,
he was in deep ship.
que estaba en aguas profundas.
to someone else.
for that meeting to end.
terminara esa reunión.
by the three millennial cofounders
cofundadores milénicos
their fast-growing tech start-up
de rápido crecimiento
hospitality brand,
global de hospitalidad,
mentor for CEO Brian Chesky.
del cofundadoar Brian Chesky.
being a boutique hotel entrepreneur,
desde los 26 años hasta los 52,
a few things along the way
aprendí algo en el trayecto
some hospitality knowledge.
sobre hospitalidad.
home-sharing world
de casas compartidas
bricks-and-mortar hotel insights.
de la vieja escuela sobre hoteles.
una compañía tecnológica.
heard of the "sharing economy,"
hablar de la "economía compartida",
or Lyft app on my phone.
Uber o Lyft en mi teléfono.
that I could either run for the hills,
que podía salir corriendo
sobre esos jóvenes genios,
into curiosity
convertir el juicio en curiosidad
my wise eyes with their fresh eyes.
mis ojos sabios con sus ojos frescos.
amongst the millennials,
moderno entre los milénicos
as much to offer them
que tenía tanto para ofrecerles
about our respective generations,
nuestras respectivas generaciones,
don't trust each other enough
lo suficiente los unos en los otros
each other enough
the modern workplace,
pipelines of wisdom
intergeneracionales de sabiduría
in the United States
like never before
los jóvenes como nunca antes
of companies in their early 20s
de empresas en sus 20 años
by the time they get to 30,
para cuando cumplen 30
these young digital leaders
que estos jóvenes líderes digitales
the relationship wisdoms
de las relaciones de sabiduría
have had decades to learn.
tuvimos décadas para aprender.
your emotional intelligence.
tu inteligencia emocional.
and ethnically diverse companies
de diversos géneros y etnias
because for the first time ever,
porque por primera vez
at the same time, unintentionally.
al mismo tiempo, involuntariamente.
a little more intentional
más intencionados
of European studies
que demostraron
are more effective and successful.
son más efectivos y exitosos.
of the companies
el 8 % de las empresas
and inclusion program
de diversidad e inclusión
of a demographic as gender or race?
demográfica que el género o la raza?
and healthy longer into life,
son más dinámicos y saludables,
less and less relevant.
menos y menos relevantes.
of milk -- an old carton of milk --
de leche, una vieja caja de leche,
on our wrinkled foreheads.
en nuestras frentes arrugadas.
la mediana edad no solo es un sentimiento,
this isn't just a feeling,
lose our job and the phone stops ringing.
perdemos el trabajo y nadie nos llama.
that people see our experience
que la gente vea nuestra experiencia
or maybe the relatively new phrase --
o tal vez relativamente nueva,
in the workplace today,
en el trabajo hoy en día,
pretty exciting, right?
muy emocionante, ¿verdad?
10 years younger.
se mueve 10 años más joven.
20-year irrelevancy gap.
brecha irrelevante de 20 años.
into a midlife marathon 40 years long,
a una maratón de 40 años,
and wiser about our humanity as we age?
y sabios sobre la humanidad al envejecer?
may be age 50,
puede ser a los 50,
is in midlife and beyond,
es en la mediana edad y más,
recognition about ourselves and others.
de reconocimiento de nosotros y otros.
to tap into that wisdom
las empresas accedan a esa sabiduría
young geniuses as well?
sus jóvenes genios digitales?
today and in the future
hoy y en el futuro
a powerful alchemy of the two.
poderosa alquimia de ambos.
la alquimia para mí en Airbnb.
worked for me at Airbnb:
joven e inteligente
a hospitality department.
un departamento de hospitalidad.
that I was a little lost in this habitat,
de que estaba perdido en este hábitat,
right next to me in meetings
a mi lado en las reuniones
could tell me, "That's what that means."
"Esto es lo que significa".
at Airbnb when I met her.
en Airbnb cuando la conocí.
de sus colegas milénicos
a managerial role
leadership training.
de entrenamiento de liderazgo.
del negocio a negocio,
in the B-to-B world,
or the A-to-Z world,
o cualquier otro mundo,
hacia el liderazgo
in the technocratic world,
in the first few months was,
durante los primeros meses fue,
hacia el liderazgo
approach to leadership
se convierte en nuestra Estrella Polar".
that becomes a North Star for us."
in an eight-hour shift,
mucama en un turno de 8 horas,
in a home-sharing world.
en un mundo de casas compartidas.
of "How do you get things done?"
sobre "¿Cómo haces las cosas?"
motivations of everybody in the room,
las motivaciones de todos en la sala
a lot of organizational experience.
no tenía experiencia organizativa.
a new kind of elder was emerging
de mayores estaba surgiendo
was regarded with reverence.
a quienes se saludaba con reverencias.
elder is their relevance,
los mayores modernos es su relevancia,
and apply it to modern-day problems.
y aplicarla a los problemas modernos.
as much as we do disruption.
tanto la sabiduría como la disrupción.
not just maybe, it is time --
no solo tal vez, es hora
the word "elder"
as they are a mentor,
un pasante como un mentor,
that is changing so quickly,
que cambia rápidamente
curiosity is a life-affirming elixir,
catalítica es un elíxir que afirma la vida
but for everyone around them.
sino para todos a su alrededor.
in music and the arts:
se conoce en la música y el arte:
and the Young Stars of Jazz.
y The Young Stars of Jazz.
is often called "mutual mentorship":
de negocios se llama "mentoría mutua":
intergenerational reciprocity with Laura
intergeneracional con Laura
de ciencia de datos
remaking and evolving
rehaciendo y evolucionando
de la red de pares de Airbnb
and my human-centered intuition.
y mi intuición centrada en el ser humano.
of algorithm and people wisdom,
de algoritmos y sabiduría de la gente,
and instantaneous feedback loop
retroalimentación instantáneo
the needs of our guests.
anfitriones a entender mejor
con el tacto de punta.
as a modern elder
como mayor moderno,
un pasante público y mentor privado.
and mentor privately.
at giving you an answer,
para darte respuestas,
just the right question.
te puede ofrecer la pregunta correcta.
at least not yet,
human heart and mind.
y una mente humana en sintonía.
at Airbnb sought me out
en Airbnb me buscaban
just mentoring each other.
nos orientábamos mutuamente.
for my industry knowledge,
ejecutivo Brian Chesky
de la industria,
was my well-earned wisdom.
fue mi sabiduría bien ganada.
"knowledge worker"
el término "trabajador capacitado"
en el trabajo hoy en día,
in the workplace today,
separate isolationist countries,
aislacionistas separados
to bridge these generational borders.
de cubrir estos límites generacionales.
at how to change up the physics of wisdom
la física de la sabiduría
de orientación mutua?
mentorship relationship?
¿cómo pueden crear las condiciones
how can you create the conditions
de sabiduría intergeneracional?
flow of wisdom?
ABOUT THE SPEAKER
Chip Conley - CEO, authorChip Conley creates joyful hotels, where he hopes his employees, customers and investors alike can realize their full potential. His books share that philosophy with the wider world.
Why you should listen
In 1987, at the age of 26 and seeking a little "joy of life," Chip Conley founded Joie de Vivre Hospitality by transforming a small motel in San Francisco’s seedy Tenderloin district into the now-legendary Phoenix. Today, Joie de Vivre operates nearly 40 unique hotels across California, each built on an innovative design formula that inspires guests to experience an "identity refreshment" during their visits.
During the dotcom bust in 2001, Conley found himself in the self-help section of the bookstore, where he became reacquainted with one of the most famous theories of human behavior -- Maslow’s hierarchy of needs, which separates human desires into five ascending levels, from base needs such as eating to the highest goal of self-actualization, characterized by the full realization and achievement of one’s potential. Influenced by Maslow's pyramid, Conley revamped his business model to focus on the intangible, higher needs of his company's three main constituencies -- employees, customers and investors. He credits this shift for helping Joie de Vivre triple its annual revenues between 2001 and 2008.
Conley has written three books, including his most recent, PEAK: How Great Companies Get Their Mojo from Maslow, and is at work on two new ones, Emotional Equations and PEAK Leadership. He consults widely on transformative enterprises, corporate social responsibility and creative business development. He traveled to Bhutan last year to study its Gross National Happiness index, the country's unique method of measuring success and its citizens' quality of life.
Chip Conley | Speaker | TED.com