Christine Porath: Why being respectful to your coworkers is good for business
Kristina Porat (Christine Porath): Zašto je učtivost prema kolegama dobra za biznis
Christine Porath helps organizations build thriving workplaces. Full bio
Double-click the English transcript below to play the video.
through your actions.
odgovarate na njega.
your professional success
vaš poslovni uspeh
and treat people means everything.
i ophodite prema ljudima.
by respecting them,
appreciated and heard,
da ih cenite, uvažavate i čujete,
by making them feel small,
čineći da se osećaju malo,
of incivility on people.
may be absolutely fine to another.
može biti skroz normalno drugoj osobi.
speaking to you.
dok vam se neko obraća.
and whether that person felt disrespected.
da li se ta osoba oseća uvređeno.
someone feel that way,
this stuffy hospital room.
u zagušljivu bolničku sobu.
this strong, athletic, energetic guy,
snažnog, atletskog, energičnog čoveka,
strapped to his bare chest.
prikačenim na gole grudi.
was work-related stress.
just an outlier at that time.
da je on bio samo izolovani slučaj.
a lot of incivility
That's not how it's done,"
to study the effects of this.
na postdiplomske studije da ovo istražim.
that small, uncivil actions
da male, neučtive radnje
performance and the bottom line.
utiče na učinak i krajnji ishod.
and what we found was eye-opening.
a ono što smo saznali nam je otvorilo oči.
diplomcima poslovne škole
where they were treated rudely,
postupio neljubazno,
about how they reacted.
o tome kako su reagovali.
that made insulting statements like,
koji je imao uvredljive izjave kao što je:
in front of the entire team.
pred celim timom.
made people less motivated:
čini ljude manje motivisanim:
manji učinak na poslu,
worrying about what happened,
brinući o onome što se dogodilo,
two things happened.
dogodile su se dve stvari.
and estimated, conservatively,
pažljivo procenila
12 million dollars a year.
12 miliona dolara godišnje.
we heard from others in our academic field
this, but how can you really show it?
ali kako to zaista možete pokazati?
those that experienced incivility
one koji su iskusili neučtivost
experience incivility.
that experience incivility
koji su iskusili neučtivost
that their performance suffers."
da njihov učinak trpi.“
the one who experiences it?
an experimenter act rudely
nepristojnom ponašanju eksperimentatora
"What is it with you?
„Šta je sa tobom?
to hold a job in the real world?"
da zadržiš posao u stvarnom svetu?“
insulting a group member.
koji vređa člana grupe.
performance decreased, too --
quite significantly.
just by being around it.
čak i ako smo samo u njegovoj blizini.
and in our communities.
i u našim zajednicama.
our motivation, our performance
motivaciju, učinak
and can take some of our brainpower.
naše mentalne sposobnosti.
if we experience incivility
samo ako iskusimo neučtivost
just see or read rude words.
ili čujemo neljubazne reči.
combinations of words
dali smo ljudima kombinacije reči
with 15 words used to trigger rudeness:
od 15 reči koje asociraju na neljubaznost:
received a list of words
information right in front of them
informaciju koja im je pred nosom
that read the rude words
koji su čitali grube reči
to life-and-death situations.
about a doctor that he worked with
koji je s njim radio
this one particular interaction
o konkretnoj interakciji
at a medical team.
na medicinski tim.
of medication to their patient.
svom pacijentu.
was right there on the chart,
nalazila u kartonu,
on the team missed it.
or awareness to take it into account.
ili svesti da to uzmu u obzir.
in all their diagnostics,
ne samo u dijagnostici,
the teams exposed to rudeness
izloženi neučtivosti
help from their teammates.
od svojih kolega.
but in all industries.
već i svim drugim branšama.
people about this, too.
pa smo anketirali ljude i o ovome.
are not more civil
and even concerned
less leader-like.
manje sposobno da budu vođe.
završe na poslednjem mestu.
a few prominent examples
par istaknutih primera
in the long run, they don't.
na duže staze, ne napreduju.
by Morgan McCall and Michael Lombardo
i Majkl Lombardo
the Center for Creative Leadership.
tied to executive failure
vezan za neuspeh rukovodilaca
or bullying style.
ili nasilan stil ponašanja.
that succeed despite their incivility.
koji će uspeti uprkos neučtivosti.
sabotage their success.
sabotiraju svoj uspeh.
when they're in a place of weakness
kada se osećaju nemoćno
that you're not a jerk.
isn't the same as lifting them up.
nije isto kao kada ga stimulišeš.
doing the small things,
hello in the hallway,
i pozdravite ga u prolazu,
someone's speaking to you.
kada vam se obraća.
or give negative feedback civilly,
ili učtivo dati negativan komentar,
colleagues and I found
kolege i ja smo otkrili
to be viewed as leaders,
da budu smatrani vođama,
as an important -- and a powerful --
of two key characteristics:
dve ključne osobine:
isn't just about motivating others.
samo motivisanje drugih.
to be seen as a leader.
su da vas smatraju liderom.
as warm and competent.
srdačnim i sposobnim.
about how civility pays,
zašto se učtivost isplati,
important questions around leadership:
od najvažnijih pitanja o liderstvu:
from their leaders?
20,000 employees around the world,
od preko 20 000 zaposlenih širom sveta,
was more important
su bili zdraviji,
with their organization
da ostanu u organizaciji
and make people feel respected?
it doesn't require a huge shift.
ne zahteva veliku promenu.
of Ochsner Health [System],
Zdravstvenog sistema Ošner,
of their 10-5 way,
njihovog sistema 3-1.5,
od nekoga tri metra,
i nasmejati se,
to boost an organization's performance.
da bi se povećao učinak organizacije.
as CEO of Campbell's Soup Company in 2001,
direktor kompanije „Kembelova supa“ 2001,
had just dropped in half.
the least engaged organization
da je to najneaktivnija firma
to work his first day,
was surrounded by barbwire fence.
okruženo bodljikavom žicom.
in the parking lot.
a minimum security prison.
sa minimalnim obezbeđenjem.
had turned things around.
all-time performance records
including best place to work.
za najbolje radno mesto.
high standards for performance,
to do it with civility.
and he expected his leaders to.
a isto je očekivao i od svojih lidera.
to being tough-minded on standards
čvrsto orijentisan na standarde
these touch points,
he had with employees,
koje je imao sa zaposlenima,
in the cafeteria or in meetings.
kafeteriji ili na sastancima.
made employees feel valued
osećaj da ih ceni
he was paying attention
thank-you notes to employees.
preko 30 000 zahvalnica zaposlenima.
of these touch points a day.
oko 400 dodirnih tačaka.
less than two minutes each.
manje od dva minuta svaka.
in each of these moments.
u svakom od ovih momenata.
and function at their best
and their performance.
i njihovog učinka.
when we have more civil environments,
je da, što nam je sredina učtivija,
helpful, happy and healthy.
korisniji, srećniji i zdraviji.
to lift others up around us,
stimulisao druge oko sebe,
ABOUT THE SPEAKER
Christine Porath - Management professor, researcherChristine Porath helps organizations build thriving workplaces.
Why you should listen
Christine Porath teaches at Georgetown University's McDonough School of Business. She's the author of Mastering Civility: A Manifesto for the Workplace and co-author of The Cost of Bad Behavior. Her speaking and consulting clients include Google, United Nations, World Bank, International Monetary Fund, Genentech, Marriott, National Institute of Health, Department of Labor, Department of the Treasury, Department of Justice and National Security Agency. She has written for the Harvard Business Review, the New York Times, the Wall Street Journal, McKinsey Quarterly and the Washington Post. She serves on the Advisory Council for the Partnership for Public Service.
Before getting her PhD, Porath worked for International Management Group (IMG), a leading sports management and marketing firm. She received her BA from College of the Holy Cross, where she was a member of the women's basketball and soccer teams, and her PhD from Kenan-Flagler Business School at the University of North Carolina at Chapel Hill.
Christine Porath | Speaker | TED.com