ABOUT THE SPEAKER
Chip Conley - CEO, author
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.

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. 

More profile about the speaker
Chip Conley | Speaker | TED.com
TED2010

Chip Conley: Measuring what makes life worthwhile

奇普‧康利:生命裡的不凡

Filmed:
3,205,596 views

奇普‧康利是旅店老闆,網路股泡沫化的時候,他思考如何建立以幸福為基礎的商業模型。從老同事和睿智的不丹國王身上學到,成功與否,端看你怎麼想。
- CEO, author
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

Double-click the English transcript below to play the video.

00:16
I'm going to talk about the simple簡單 truth真相 in leadership領導
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我要說些21世紀
00:18
in the 21stST century世紀.
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領導的簡單的小道理
00:20
In the 21stST century世紀, we need to actually其實 look at --
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現在是21世紀,我們應該要看的東西
00:23
and what I'm actually其實 going to encourage鼓勵 you to consider考慮 today今天 --
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和我今天鼓勵大家去想想的事情
00:26
is to go back to our school學校 days
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要回溯到我們上學的時候
00:28
when we learned學到了 how to count計數.
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回溯到我們學算數的時候
00:30
But I think it's time for us to think about what we count計數.
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我認為該想想我們到底數了些什麼
00:33
Because what we actually其實 count計數
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因為我們真正在意的事
00:35
truly counts計數.
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才算數
00:37
Let me start開始 by telling告訴 you a little story故事.
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我先從小故事說起
00:39
This is Van麵包車 QuachQuach.
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這是范姱嬬
00:41
She came來了 to this country國家 in 1986 from Vietnam越南.
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1986年的時候從越南移民到這
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She changed her name名稱 to Vivian維維安
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把名字改成薇薇安
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because she wanted to fit適合 in here in America美國.
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希望能夠融入這裡的生活
00:48
Her first job工作 was at an inner-city內城 motel汽車旅館
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她的第一份工作
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in San Francisco弗朗西斯科 as a maid女傭.
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是在舊金山市中心的汽車旅館當清潔人員
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I happened發生 to buy購買 that motel汽車旅館
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事實上,她工作三個月後
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about three months個月 after Vivian維維安 started開始 working加工 there.
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我恰巧買了那間旅館
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So Vivian維維安 and I have been working加工 together一起 for 23 years年份.
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所以薇薇安跟我共事了23年
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With the youthful青春的 idealism唯心主義 of a 26-year-old-歲,
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那時候是1987年
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in 1987,
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我26歲,心理充滿了理想
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I started開始 my company公司 and I called it Joie de Vivre生活樂趣,
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我開始經營飯店,稱為「人生之樂」
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a very impractical不切實際的 name名稱,
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這是個非常不切實際的名字
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because I actually其實 was looking to create創建 joy喜悅 of life.
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因為我想創造生活的快樂
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And this first hotel旅館 that I bought, motel汽車旅館,
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這就是我第一個收購的旅館,
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was a pay-by-the-hour支付按飛行小時, no-tell沒有告訴 motel汽車旅館
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是以時計費,供人「休息」的汽車旅館
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in the inner-city內城 of San Francisco弗朗西斯科.
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在舊金山的市區内。
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As I spent花費 time with Vivian維維安,
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我跟薇薇安一起工作的時候
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I saw that she had sort分類 of a joie龍城 de vivre生活樂趣
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我發現她工作的方式
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in how she did her work.
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有「人生之樂」的特質。
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It made製作 me question and curious好奇:
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這讓我既疑惑又好奇
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How could someone有人 actually其實 find joy喜悅
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怎麼可能有人
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in cleaning清潔的 toilets洗手間 for a living活的?
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會喜歡以掃廁維生
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So I spent花費 time with Vivian維維安, and I saw that
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所以我就觀察薇薇安,發現
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she didn't find joy喜悅 in cleaning清潔的 toilets洗手間.
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她並非以掃廁所為樂
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Her job工作, her goal目標 and her calling調用
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她的目標、職志
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was not to become成為 the world's世界 greatest最大 toilet廁所 scrubber淨氣器.
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並不是成為世界第一的廁所清潔工
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What counts計數 for Vivian維維安 was the emotional情緒化 connection連接
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她在意的是情感的聯繫
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she created創建 with her fellow同伴 employees僱員 and our guests賓客.
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是同事、顧客、和自己間的關係。
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And what gave her inspiration靈感 and meaning含義
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鼓舞並讓她覺得有意義的是
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was the fact事實 that she was taking服用 care關心 of people
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她的工作,而這份工作
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who were far away from home.
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其實是照顧異鄉遊子。
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Because Vivian維維安 knew知道 what it was like to be far away from home.
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因為薇薇安深知離鄉背井的感受。
02:00
That very human人的 lesson,
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這二十幾年前
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more than 20 years年份 ago,
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人性溫暖的例子
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served提供服務 me well during the last
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幫助我度過上一個
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economic經濟 downturn低迷 we had.
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經濟衰退。
02:09
In the wake喚醒 of the dotcom網絡公司 crash緊急 and 9/11,
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網路股泡沫化以及911事件開始的時候
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San Francisco弗朗西斯科 Bay Area hotels酒店
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讓舊金山的灣區酒店的收入
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went through通過 the largest最大 percentage百分比 revenue收入 drop下降
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大幅減少
02:15
in the history歷史 of American美國 hotels酒店.
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是美國史上的新低。
02:17
We were the largest最大 operator操作者 of hotels酒店 in the Bay Area,
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當時我們是灣區最大的業者
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so we were particularly尤其 vulnerable弱勢.
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所以受到的衝擊非常大。
02:22
But also back then,
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也同樣是那時候
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remember記得 we stopped停止 eating French法國 fries薯條 in this country國家.
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美國國内抵制吃薯條
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Well, not exactly究竟, of course課程 not.
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其實也不盡然,
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We started開始 eating "freedom自由 fries薯條,"
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應該說,我們不吃「法式薯條」開始吃「自由薯條」
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and we started開始 boycotting抵制 anything that was French法國.
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抵制全部跟法國有關的東西
02:35
Well, my name名稱 of my company公司, Joie de Vivre生活樂趣 --
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我公司的名字「人生之樂」就是法文
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so I started開始 getting得到 these letters
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所以我就陸續收到
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from places地方 like Alabama阿拉巴馬 and Orange橙子 County
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從阿拉巴馬和橘郡等地來的信
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saying to me that they were going to boycott抵制 my company公司
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說要抵制我的公司
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because they thought we were a French法國 company公司.
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因為他們認為我們是法國公司
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And I'd write them back, and I'd say, "What a minute分鐘. We're not French法國.
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然後我就回信說
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We're an American美國 company公司. We're based基於 in San Francisco弗朗西斯科."
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我們不是法商!我們是在舊金山的美國公司!
02:53
And I'd get a terse簡潔 response響應: "Oh, that's worse更差."
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接著我收到了一封回信說:「噢!那更糟!」
02:55
(Laughter笑聲)
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(笑聲)
02:58
So one particular特定 day
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所以有一天
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when I was feeling感覺 a little depressed鬱悶 and not a lot of joie龍城 de vivre生活樂趣,
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我覺得有點鬱悶,不太快樂
03:02
I ended結束 up in the local本地 bookstore書店 around the corner from our offices辦事處.
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我就到辦公室附近的書店逛逛
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And I initially原來 ended結束 up in the business商業 section部分 of the bookstore書店
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一開始我只在商業叢書區
03:08
looking for a business商業 solution.
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找尋解決方法
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But given特定 my befuddled喝醉了的 state of mind心神, I ended結束 up
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但是我的頭腦真是太混亂了
03:12
in the self-help自救 section部分 very quickly很快.
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所以我很快就逛到勵志叢書區
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That's where I got reacquainted重新認識 with
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就在那,我再讀了
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Abraham亞伯拉罕 Maslow's馬斯洛 "hierarchy等級制度 of needs需求."
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亞伯拉罕·馬斯洛的需求層次理論。
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I took one psychology心理學 class in college學院,
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我大學時候修了門心理學
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and I learned學到了 about this guy, Abraham亞伯拉罕 Maslow馬斯洛,
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學到了亞伯拉罕·馬斯洛
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as many許多 of us are familiar with his hierarchy等級制度 of needs需求.
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很多人都熟悉他的需求層次理論
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But as I satSAT there for four hours小時,
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我在那坐了四個小時
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the full充分 afternoon下午, reading Maslow馬斯洛,
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整個下午都在讀馬斯洛的書
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I recognized認可 something
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使我體認到了一些
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that is true真正 of most leaders領導者.
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大部分領袖都具備共同的特質。
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One of the simplest簡單 facts事實 in business商業
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在企業内最簡單清楚的事實之一
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is something that we often經常 neglect忽略,
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卻也是我們常忽略的
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and that is that we're all human人的.
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那就是:「我們都是人。」
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Each of us, no matter what our role角色 is in business商業,
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不管我們在事業上的角色為何
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has some hierarchy等級制度 of needs需求
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在職場上
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in the workplace職場.
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都有自己的需求層次。
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So as I started開始 reading more Maslow馬斯洛,
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接著我讀了更多馬斯洛的書
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what I started開始 to realize實現 is that
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我漸漸發現
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Maslow馬斯洛, later後來 in his life,
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其實馬斯洛稍後
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wanted to take this hierarchy等級制度 for the individual個人
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想把個人的需求層次理論
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and apply應用 it to the collective集體,
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套用到群體
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to organizations組織 and specifically特別 to business商業.
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套用到組織,特別是商業組織
04:01
But unfortunately不幸, he died死亡 prematurely過早 in 1970,
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但不幸的是馬斯洛英在1970年英年早逝
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and so he wasn't really able能夠 to live生活 that dream夢想 completely全然.
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所以他並沒能完全實現那夢想。
04:06
So I realized實現 in that dotcom網絡公司 crash緊急
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我發覺網路股泡沫化的時候
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that my role角色 in life was to channel渠道 Abe安倍晉三 Maslow馬斯洛.
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我人生的階段任務就是跟馬斯洛對話。
04:12
And that's what I did a few少數 years年份 ago
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這也是幾年前我所做的
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when I took that five-level五級 hierarchy等級制度 of needs需求 pyramid金字塔
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把需求層次理論的五層金字塔
04:17
and turned轉身 it into what I call the transformation轉型 pyramid金字塔,
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變成我所謂的「轉型金字塔」
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which哪一個 is survival生存, success成功 and transformation轉型.
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包括生存、成功、轉型
04:23
It's not just fundamental基本的 in business商業, it's fundamental基本的 in life.
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這金字塔不只是事業的基石,更是人生的基石。
04:26
And we started開始 asking ourselves我們自己 the questions問題
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我們開始問自己
04:28
about how we were actually其實 addressing解決
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要如何滿足公司内
04:30
the higher更高 needs需求, these transformational轉型 needs需求
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主要員工高階的需求
04:32
for our key employees僱員 in the company公司.
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也就是轉型需求
04:35
These three levels水平 of the hierarchy等級制度 needs需求
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這三層的需求層次
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relate涉及 to the five levels水平
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其實跟馬斯洛的
04:39
of Maslow's馬斯洛 hierarchy等級制度 of needs需求.
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五階層需求層次有關
04:41
But as we started開始 asking ourselves我們自己 about how we were addressing解決
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可是當我們要著手衡量
04:43
the higher更高 needs需求 of our employees僱員 and our customers顧客,
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員工和顧客的高階需求的時候
04:46
I realized實現 we had no metrics指標.
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我才發現,我們沒有衡量標準。
04:48
We had nothing that actually其實 could tell us whether是否 we were actually其實 getting得到 it right.
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不知道怎樣衡量才是對的。
04:51
So we started開始 asking ourselves我們自己:
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所以我們反問自己
04:53
What kind of less obvious明顯 metrics指標
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還有什麼我們看不見的變數
04:55
could we use to actually其實 evaluate評估
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可以用來實際地評估
04:58
our employees'僱員' sense of meaning含義,
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員工的感覺
05:00
or our customers'顧客' sense of emotional情緒化 connection連接 with us?
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或是顧客跟我們的情感聯係度
05:03
For example, we actually其實 started開始 asking our employees僱員,
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舉例來說,我們問員工說
05:05
do they understand理解 the mission任務 of our company公司,
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你們了解我們公司的服務宗旨嗎?
05:07
and do they feel like they believe in it,
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你們認同我們的服務宗旨嗎?
05:09
can they actually其實 influence影響 it,
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你們能為公司帶來任何改變嗎?
05:11
and do they feel that their work actually其實 has an impact碰撞 on it?
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你們真的覺得自己的工作對公司有影響嗎?
05:14
We started開始 asking our customers顧客,
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我們也問顧客
05:16
did they feel an emotional情緒化 connection連接 with us,
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是否覺得和我們有
05:18
in one of seven different不同 kinds of ways方法.
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七種程度不同的情感的聯係。
05:21
Miraculously奇蹟般地, as we asked these questions問題
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神奇的是,藉由問這些問題
05:23
and started開始 giving attention注意 higher更高 up the pyramid金字塔,
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還有漸漸注重金字塔頂端的需求後
05:26
what we found發現 is we created創建 more loyalty忠誠.
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我們竟然讓顧客的忠誠度提高了。
05:28
Our customer顧客 loyalty忠誠 skyrocketed暴漲.
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顧客對我們的忠誠度疾速攀升
05:30
Our employee僱員 turnover周轉 dropped下降
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員工的離職律也降低到
05:32
to one-third三分之一 of the industry行業 average平均,
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產業平均的三分之一。
05:34
and during that five year dotcom網絡公司 bust胸圍,
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網路股泡沫化為期五年
05:36
we tripled三倍 in size尺寸.
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那五年裡,我們的營業規模變為三倍。
05:38
As I went out and started開始 spending開支 time with other leaders領導者 out there
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之後我跟其他領導者聊天
05:41
and asking them how they were getting得到 through通過 that time,
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問他們如何撐過那段時期
05:43
what they told me over and over again
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我聼到的都是
05:45
was that they just manage管理 what they can measure測量.
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他們只管理有形的看得到的
05:47
What we can measure測量 is that tangible有形 stuff東東
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他們能看到的就是金字塔底端
05:49
at the bottom底部 of the pyramid金字塔.
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有形的資產
05:51
They didn't even see the intangible無形 stuff東東
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大家都沒看倒金字塔上層
05:53
higher更高 up the pyramid金字塔.
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無形的資產。
05:55
So I started開始 asking myself the question:
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所以我開始問自己
05:57
How can we get leaders領導者 to start開始 valuing價值評估 the intangible無形?
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要如何讓大家重視無形的資產?
05:59
If we're taught as leaders領導者 to just manage管理 what we can measure測量,
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如果大家跟企業家一樣,只管理能夠量化的
06:02
and all we can measure測量 is the tangible有形 in life,
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也就是人生中有形的資產
06:05
we're missing失踪 a whole整個 lot of things at the top最佳 of the pyramid金字塔.
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我們就會失去金字塔頂端的所有東西。
06:08
So I went out and studied研究 a bunch of things,
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所以我繼續作了一些研究
06:10
and I found發現 a survey調查 that showed顯示
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發現一則調查顯示
06:12
that 94 percent百分
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百分之九十四的
06:14
of business商業 leaders領導者 worldwide全世界
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企業領導者相信
06:16
believe that the intangibles無形資產 are important重要 in their business商業,
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對於自己的企業來說,無形資產是很重要的
06:18
things like intellectual知識分子 property屬性,
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包括智慧財產
06:20
their corporate企業 culture文化, their brand loyalty忠誠,
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企業文化、品牌忠誠度。
06:22
and yet然而, only five percent百分 of those same相同 leaders領導者
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但是其中只有百分之五的企業主
06:25
actually其實 had a means手段 of measuring測量 the intangibles無形資產 in their business商業.
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真的有一套標準來衡量事業上無形的資產。
06:28
So as leaders領導者, we understand理解
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跟企業主一樣,我們也知道
06:30
that intangibles無形資產 are important重要,
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無形資產很重要
06:32
but we don't have a clue線索 how to measure測量 them.
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但是壓根不知道怎麼衡量無形資產。
06:35
So here's這裡的 another另一個 Einstein愛因斯坦 quote引用:
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愛因斯坦說
06:37
"Not everything that can be counted counts計數,
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不是所有算的出來的東西都有意義
06:40
and not everything that counts計數 can be counted."
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有意義的事情不一定算的出來。
06:44
I hate討厭 to argue爭論 with Einstein愛因斯坦,
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我不想跟愛因斯坦爭論
06:46
but if that which哪一個 is most valuable有價值
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但最有價值的東西
06:49
in our life and our business商業
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無論是人生中還是事業上
06:51
actually其實 can't be counted or valued價值,
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都算不清,也估不得
06:54
aren't we going to spend our lives生活
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難道要任由生命陷在
06:56
just mired深陷 in measuring測量 the mundane平凡?
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對世俗東西的計算嗎?
06:59
It was that sort分類 of heady風頭正勁 question about what counts計數
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因爲對這量化的問題百思不解
07:02
that led me to take my CEOCEO hat帽子 off for a week
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讓我拋掉執行長的頭銜一個禮拜
07:05
and fly off to the Himalayan喜馬拉雅 peaks.
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飛到喜馬拉雅山區
07:08
I flew off to a place地點 that's been shrouded籠罩 in mystery神秘 for centuries百年,
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這地方已經藏在神祕的面紗後好幾世紀了
07:11
a place地點 some folks鄉親 call Shangri-La香格里拉.
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就是人們口中香格里拉。
07:14
It's actually其實 moved移動 from the survival生存 base基礎 of the pyramid金字塔
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香格里拉就是從金字塔底部的生存層
07:17
to becoming變得 a transformational轉型
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轉型成功的例子
07:19
role角色 model模型 for the world世界.
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值得借鏡。
07:21
I went to Bhutan不丹.
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我去了不丹
07:23
The teenage青少年 king國王 of Bhutan不丹 was also a curious好奇 man,
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不丹的國王還是少年,頗具好奇心
07:25
but this was back in 1972,
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在1972年
07:28
when he ascended登高 to the throne王座
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他的父親去世兩天後
07:30
two days after his father父親 passed通過 away.
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不丹國王便登基
07:32
At age年齡 17, he started開始 asking the kinds of questions問題
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那時國王年僅17歲,他開始思考一些問題
07:35
that you'd expect期望 of someone有人 with a beginner's初學者 mind心神.
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一些聼起來像初學者的問題。
07:37
On a trip through通過 India印度,
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在他剛開始統治不丹的時候
07:39
early in his reign統治 as king國王,
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有一次去印度拜訪
07:42
he was asked by an Indian印度人 journalist記者
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有個記者問國王
07:44
about the Bhutanese不丹 GDPGDP,
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不丹的國内生産毛額
07:46
the size尺寸 of the Bhutanese不丹 GDPGDP.
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不丹的國内生産毛額有多少
07:49
The king國王 responded回應 in a fashion時尚
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國王的那時的囘答
07:51
that actually其實 has transformed改造 us four decades幾十年 later後來.
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影響了四十年後的我們。
07:54
He said the following以下, he said: "Why are we so obsessed痴迷
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國王說,我們為什麼那麼執意、
07:57
and focused重點 with gross domestic國內 product產品?
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注重國内生産毛額
07:59
Why don't we care關心 more about
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我們為什麼不多注意,
08:01
gross national國民 happiness幸福?"
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國内幸福毛額
08:03
Now, in essence本質, the king國王 was asking us to consider考慮
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事實上,國王要我們多想想
08:06
an alternative替代 definition定義 of success成功,
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成功另外的定義
08:08
what has come to be known已知 as
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也就是後來的
08:10
GNHGNH, or gross national國民 happiness幸福.
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GNH,或稱為國内幸福毛額。
08:13
Most world世界 leaders領導者 didn't take notice注意,
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大多數的國家領導者都不注重GNH
08:15
and those that did thought this was just "Buddhist佛教徒 economics經濟學."
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或者認為這只是「佛教經濟學」
08:19
But the king國王 was serious嚴重.
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但國王卻很認真
08:21
This was a notable顯著 moment時刻,
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這是重要的一刻
08:23
because this was the first time a world世界 leader領導
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因為這是第一次
08:25
in almost幾乎 200 years年份
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在近兩百年來
08:27
had suggested建議
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有領導人物提出
08:29
that intangible無形 of happiness幸福 --
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幸福的無形價值。
08:31
that leader領導 200 years年份 ago,
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兩百年前也有領導者提過
08:33
Thomas托馬斯 Jefferson杰斐遜 with the Declaration宣言 of Independence獨立 --
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那人就是提出「獨立宣言」的湯瑪斯傑弗遜
08:36
200 years年份 later後來,
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兩百年後
08:38
this king國王 was suggesting提示 that intangible無形 of happiness幸福
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不丹王提出幸福的無形價值
08:40
is something that we should measure測量,
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正是我們該去衡量的
08:42
and it's something we should actually其實 value
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而且我們是應該要珍視的
08:44
as government政府 officials官員.
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身為政府官員,理應如此。
08:46
For the next下一個 three dozen years年份 as king國王,
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在他執政的三十六年中
08:49
this king國王 actually其實 started開始 measuring測量
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確實去衡量
08:52
and managing管理的 around happiness幸福 in Bhutan不丹 --
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且提昇不丹的幸福指數。
08:55
including包含, just recently最近, taking服用 his country國家
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不丹國王最近還把自己的國家
08:57
from being存在 an absolute絕對 monarchy帝制 to a constitutional構成 monarchy帝制
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從絕對君主制變成君主立憲制
09:00
with no bloodshed流血, no coup政變.
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改革期間沒有傷亡,也沒有政變
09:02
Bhutan不丹, for those of you who don't know it,
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對那些不太了解不丹的人來說
09:04
is the newest最新 democracy民主 in the world世界, just two years年份 ago.
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不丹是世上最年輕的民主國家,現在才兩歲。
09:07
So as I spent花費 time with leaders領導者 in the GNHGNH movement運動,
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我跟其他領導者參加GNH運動的時候
09:10
I got to really understand理解 what they're doing.
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才真正了解他們在做什麼。
09:12
And I got to spend some time with the prime主要 minister部長.
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我跟首相處了一段時間
09:14
Over dinner晚餐, I asked him an impertinent魯莽 question.
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晚宴時,問了首相一個很直接的問題
09:18
I asked him,
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我問首相
09:20
"How can you create創建 and measure測量
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「你們怎麼能創造、衡量
09:23
something which哪一個 evaporates蒸發 --
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摸不到的東西
09:25
in other words, happiness幸福?"
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也就是『幸福』?」
09:27
And he's a very wise明智的 man, and he said,
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首相非常有智慧,跟我說
09:29
"Listen, Bhutan's不丹 goal目標 is not to create創建 happiness幸福.
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我告訴你呀,不丹並不是要創造幸福
09:32
We create創建 the conditions條件 for happiness幸福 to occur發生.
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我們創造的是環境,讓幸福來臨的環境
09:35
In other words, we create創建 a habitat棲息地 of happiness幸福."
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也就是說,我們為幸福建造家園
09:37
Wow, that's interesting有趣.
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哇!那可真有趣!
09:39
He said that they have a science科學 behind背後 that art藝術,
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首相又說這藝術的背後,有著科學根據。
09:42
and they've他們已經 actually其實 created創建 four essential必要 pillars支柱,
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我們創造了四大項目
09:44
nine key indicators指標
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九個關鍵指標
09:46
and 72 different不同 metrics指標
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七十二個單位
09:48
that help them to measure測量 their GNHGNH.
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來計算國民幸福毛額
09:51
One of those key indicators指標 is:
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其實,其中一種關鍵指標就是
09:54
How do the Bhutanese不丹 feel about
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不丹人覺得
09:56
how they spend their time each day?
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自己每天怎麼花時間的情況為何
09:58
It's a good question. How do you feel about
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這問題問的真好
10:00
how you spend your time each day?
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你對自己每天花時間的情況覺得滿意嗎?
10:02
Time is one of the scarcest稀缺 resources資源
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時間這資源
10:04
in the modern現代 world世界.
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對現代來說是極其珍貴的
10:06
And yet然而, of course課程,
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當然
10:08
that little intangible無形 piece of data數據
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這少量的無形資料
10:10
doesn't factor因子 into our GDPGDP calculations計算.
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並不記入GDP的算式裡
10:12
As I spent花費 my week up in the Himalayas喜馬拉雅山,
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在喜瑪拉雅山上的那七天
10:14
I started開始 to imagine想像
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我開始構思
10:16
what I call an emotional情緒化 equation方程.
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我所謂的情緒方程式。
10:19
And it focuses重點 on something I read long ago
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這方程式著重在很久以前讀的東西上
10:22
from a guy named命名 Rabbi拉比 Hyman海曼 SchachtelSchachtel.
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就是史查鐵的著作
10:24
How many許多 know him? Anybody任何人?
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有人知道這個人嗎?誰知道?
10:26
1954, he wrote a book called "The Real真實 Enjoyment享受 of Living活的,"
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史查鐵再1954年時寫了「人生真趣」
10:29
and he suggested建議 that happiness幸福
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書中提到幸福
10:31
is not about having what you want;
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並不是擁有你想要的東西
10:34
instead代替, it's about wanting希望 what you have.
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而是珍惜你所有的。
10:37
Or in other words, I think the Bhutanese不丹 believe
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換句話說,我覺得不丹人認為
10:40
happiness幸福 equals等於 wanting希望 what you have --
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幸福就是珍惜所有
10:42
imagine想像 gratitude感謝 --
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想一下,“感激”除以
10:44
divided分為 by having what you want --
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欲望
10:47
gratification享樂.
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等於滿足
10:49
The Bhutanese不丹 aren't on some aspirational抱負 treadmill跑步機,
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不丹人不是在跑步機上
10:52
constantly經常 focused重點 on what they don't have.
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不斷追尋自己沒有的。
10:55
Their religion宗教, their isolation隔離,
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不丹人的信仰、孤立的情勢
10:57
their deep respect尊重 for their culture文化
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對本土文化的崇高敬意
10:59
and now the principles原則 of their GNHGNH movement運動
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還有現在國内幸福毛額的原則
11:01
all have fostered培育 a sense of gratitude感謝
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都讓不丹人感激
11:03
about what they do have.
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握在手中的東西。
11:05
How many許多 of us here, as TEDstersTEDsters in the audience聽眾,
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我們在座有多少位TED會員
11:08
spend more of our time
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把時間花在
11:10
in the bottom底部 half of this equation方程, in the denominator分母?
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方程式的下半部,也就是分母上?
11:13
We are a bottom-heavy底部重 culture文化
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我們的文化頭輕腳重
11:15
in more ways方法 than one.
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很多方面都是如此
11:17
(Laughter笑聲)
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笑聲
11:19
The reality現實 is, in Western西 countries國家,
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其實,西方國家的人
11:22
quite相當 often經常 we do focus焦點 on the pursuit追求 of happiness幸福
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常常把追求幸福掛在嘴邊
11:25
as if happiness幸福 is something that we have to go out --
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好像幸福是在外頭
11:28
an object目的 that we're supposed應該 to get, or maybe many許多 objects對象.
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要去追求的東西或很多的東西。
11:31
Actually其實, in fact事實, if you look in the dictionary字典,
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其實,你查查字典
11:33
many許多 dictionaries字典 define確定 pursuit追求
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很多字典對「追求」的定義是
11:37
as to "chase with hostility敵意."
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「帶著惡意追逐」
11:40
Do we pursue追求 happiness幸福 with hostility敵意?
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我們會帶著惡意追逐幸福嗎
11:43
Good question. But back to Bhutan不丹.
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好問題!回到不丹
11:46
Bhutan's不丹 bordered鑲上 on its north and south
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不丹的北方和南方的鄰國(中國和印度)
11:49
by 38 percent百分 of the world's世界 population人口.
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住著全世界百分之三十八的人口。
11:51
Could this little country國家,
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這個小國
11:54
like a startup啟動 in a mature成熟 industry行業,
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在發展完全的產業裡,像新人般
11:56
be the spark火花 plug插頭 that influences影響
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真的能夠像火星塞一樣
11:59
a 21stST century世紀
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影響二十一世紀
12:01
of middle-class中產階級 in China中國 and India印度?
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中國和印度的中產階級嗎?
12:03
Bhutan's不丹 created創建 the ultimate最終 export出口,
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不丹真的出口了一樣獨特的東西
12:06
a new global全球 currency貨幣 of well-being福利,
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是新的全球幸福指數。
12:09
and there are 40 countries國家 around the world世界 today今天
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目前約四十個國家
12:11
that are studying研究 their own擁有 GNHGNH.
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在研究自己的國民幸福毛額。
12:13
You may可能 have heard聽說, this last fall秋季
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今年秋天你可能聽過
12:15
Nicolas薩科 Sarkozy薩科齊 in France法國
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法國總統薩柯齊
12:17
announcing宣布 the results結果 of an 18-month-月 study研究
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宣布為期一年半的研究結果
12:20
by two Nobel諾貝爾 economists經濟學家,
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該研究由兩位諾貝爾經濟學家主導
12:22
focusing調焦 on happiness幸福 and wellness健康 in France法國.
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著重在法國人的幸福及健康。
12:24
Sarkozy薩科齊 suggested建議 that
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薩柯齊認為
12:26
world世界 leaders領導者 should stop
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國家領導者不應該
12:28
myopically短視 focusing調焦 on GDPGDP
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一直強調國内生産毛額
12:30
and consider考慮 a new index指數,
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應該開始考量新的指數
12:32
what some French法國 are calling調用 a "joie龍城 de vivre生活樂趣 index指數."
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就是某些法國人口中的「人生之樂指數」
12:35
I like it.
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我喜歡這說法
12:37
Co-branding聯合品牌 opportunities機會.
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這是個品牌合作的機會。
12:39
Just three days ago, three days ago here at TEDTED,
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三天前,就在TED這裡
12:41
we had a simulcast同播 of David大衛 Cameron卡梅倫,
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有卡麥隆的聯播
12:43
potentially可能 the next下一個 prime主要 minister部長 of the UK聯合王國,
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卡麥隆是英國下任總理候選人
12:46
quoting引用 one of my favorite喜愛 speeches演講 of all-time整天,
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他引用了我最愛的演講之一
12:49
Robert羅伯特 Kennedy's肯尼迪 poetic詩意 speech言語 from 1968
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勞伯甘迺迪在1968年的演講中
12:52
when he suggested建議 that we're
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提到我們太過短視
12:54
myopically短視 focused重點 on the wrong錯誤 thing
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並注重在錯誤的事上
12:56
and that GDPGDP is a misplaced放錯地方 metric.
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GDP就是其一
12:59
So it suggests提示 that the momentum動量 is shifting.
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我們應該要轉移重心。
13:02
I've taken採取 that Robert羅伯特 Kennedy肯尼迪 quote引用,
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我把勞伯甘乃迪的演講内容
13:04
and I've turned轉身 it into a new balance平衡 sheet for just a moment時刻 here.
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整理成這個資產負債表。
13:07
This is a collection採集 of things
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GDP其實包括了很多項目
13:09
that Robert羅伯特 Kennedy肯尼迪 said in that quote引用.
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甘迺迪說
13:11
GDPGDP counts計數 everything from air空氣 pollution污染
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從空氣污染
13:13
to the destruction毀壞 of our redwoods紅杉.
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到濫砍紅杉都在GDP的範圍内。
13:16
But it doesn't count計數 the health健康 of our children孩子
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但是不包括小孩子的健康
13:18
or the integrity廉正 of our public上市 officials官員.
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還有官員是否清廉。
13:21
As you look at these two columns here,
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看看這兩個欄位
13:24
doesn't it make you feel like it's time for us
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難道你不覺得
13:26
to start開始 figuring盤算 out a new way to count計數,
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這是該想出新的算法的時候了嗎?
13:28
a new way to imagine想像
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想個新的方法來衡量
13:30
what's important重要 to us in life?
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人生中,重要的是什麼?
13:32
(Applause掌聲)
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(掌聲)
13:36
Certainly當然 Robert羅伯特 Kennedy肯尼迪 suggested建議 at the end結束 of the speech言語 exactly究竟 that.
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勞伯甘迺迪在演講尾聲提到
13:39
He said GDPGDP "measures措施 everything in short,
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國内生産毛額概括了大部分的東西
13:42
except that which哪一個 makes品牌 life worthwhile合算."
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但是不包括讓人不虛此生的東西
13:45
Wow.
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哇!
13:47
So how do we do that?
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所以我們要怎麼做呢?
13:49
Let me say one thing we can just start開始 doing
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我就說說大家可以開始做的事吧
13:51
ten years年份 from now, at least最小 in this country國家.
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至少在這國家,從現在算起的十年。
13:53
Why in the heck赫克 in America美國
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美國到底為什麼
13:55
are we doing a census人口調查 in 2010?
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要進行2010年人口普查
13:57
We're spending開支 10 billion十億 dollars美元 on the census人口調查.
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這普查耗資100億元
14:00
We're asking 10 simple簡單 questions問題 -- it is simplicity簡單.
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問了十個真的很簡單的問題
14:02
But all of those questions問題 are tangible有形.
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但這十個問題都是具體的。
14:05
They're about demographics人口統計學.
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都是關於人口的統計
14:07
They're about where you live生活, how many許多 people you live生活 with,
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大概是住哪、跟多少人住
14:09
and whether是否 you own擁有 your home or not.
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有沒有自己的房子
14:11
That's about it.
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大概就是這些
14:13
We're not asking meaningful富有意義的 metrics指標.
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我們不問有意義的指標。
14:15
We're not asking important重要 questions問題.
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我們不問重要的問題。
14:17
We're not asking anything that's intangible無形.
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我們不過問無形的東西。
14:19
Abe安倍晉三 Maslow馬斯洛 said long ago
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馬斯洛很久以前說過
14:21
something you've heard聽說 before, but you didn't realize實現 it was him.
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你們聽過,但不知道這是馬斯洛說的
14:24
He said, "If the only tool工具 you have is a hammer錘子,
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「如果你只有鎚子」
14:27
everything starts啟動 to look like a nail."
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「其他東西看起來就會像釘子」
14:30
We've我們已經 been fooled上當 by our tool工具.
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大家都被工具騙了
14:32
Excuse藉口 that expression表達.
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原諒我這麽說。
14:34
(Laughter笑聲)
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(笑聲)
14:36
We've我們已經 been fooled上當 by our tool工具.
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大家都被工具擺了一道
14:38
GDPGDP has been our hammer錘子.
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國内生産毛額是我們的鎚子
14:41
And our nail has been a 19th-TH- and 20th-centuryTH-世紀
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釘子就是十九、二十世紀
14:44
industrial-era工業時代 model模型 of success成功.
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工業的鼎盛時期的成功。
14:47
And yet然而, 64 percent百分
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但是目前百分之六十四
14:49
of the world's世界 GDPGDP today今天
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的全球GDP
14:51
is in that intangible無形 industry行業 we call service服務,
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是無形產業,也就是服務
14:53
the service服務 industry行業, the industry行業 I'm in.
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是我身處的服務業。
14:56
And only 36 percent百分 is in the tangible有形 industries行業
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有形產業只佔了百分之三十六
14:58
of manufacturing製造業 and agriculture農業.
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如製造業還有農業
15:00
So maybe it's time that we get a bigger toolbox工具箱, right?
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所以是該找大一點的計算工具的時候了。
15:03
Maybe it's time we get a toolbox工具箱 that
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另外找個計算工具
15:05
doesn't just count計數 what's easily容易 counted, the tangible有形 in life,
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算的不只是顯而易見的有形資產
15:08
but actually其實 counts計數 what we most value,
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而是計算我們真正寶貴的東西
15:11
the things that are intangible無形.
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就是無形資產。
15:13
I guess猜測 I'm sort分類 of a curious好奇 CEOCEO.
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我想我是個好奇的執行長
15:15
I was also a curious好奇 economics經濟學 major重大的 as an undergrad本科生.
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我大學的時候也很好奇,主修經濟
15:18
I learned學到了 that economists經濟學家 measure測量 everything
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我知道經濟學家測量所有的東西
15:21
in tangible有形 units單位 of production生產 and consumption消費
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以生產和消費的有形單位測量
15:24
as if each of those tangible有形 units單位
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好像每個有形的測量單位
15:26
is exactly究竟 the same相同.
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都完全一樣。
15:28
They aren't the same相同.
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其實不然。
15:30
In fact事實, as leaders領導者, what we need to learn學習
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事實上,我們身為領導者,要學的是
15:32
is that we can influence影響
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我們真的能改變
15:34
the quality質量 of that unit單元 of production生產
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生產單位的品質
15:37
by creating創建 the conditions條件
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我們可以創造環境
15:39
for our employees僱員 to live生活 their calling調用.
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讓員工實踐使命。
15:41
In Vivian'sVivian的 case案件,
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其實,以薇薇安來說
15:43
her unit單元 of production生產
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薇薇安的生產單位
15:45
isn't the tangible有形 hours小時 she works作品,
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並不是有形的工作時數
15:47
it's the intangible無形 difference區別 she makes品牌
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而是創造的無形差別
15:49
during that one hour小時 of work.
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工作的那一小時創造的差別。
15:51
This is Dave戴夫 ArringdaleArringdale who's誰是 actually其實
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這是戴夫·阿淩戴爾
15:53
been a longtime長時間 guest客人 at Vivian'sVivian的 motel汽車旅館.
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是我們旅館的忠實顧客
15:55
He stayed there a hundred times
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在我們那住了上百次
15:57
in the last 20 years年份,
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在過去的二十年裏。
15:59
and he's loyal忠誠 to the property屬性 because of the relationship關係
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戴夫對這旅館很忠心
16:02
that Vivian維維安 and her fellow同伴 employees僱員 have created創建 with him.
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因為薇薇安跟同事跟他建立起了感情
16:05
They've他們已經 created創建 a habitat棲息地 of happiness幸福 for Dave戴夫.
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薇薇安和同事為戴夫創造了幸福的棲地。
16:08
He tells告訴 me that he can always count計數
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戴夫跟我說
16:11
on Vivian維維安 and the staff員工 there
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薇薇安和其他員工永遠值得信任
16:13
to make him feel at home.
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讓人賓至如歸。
16:16
Why is it that
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為什麼
16:18
business商業 leaders領導者 and investors投資者
403
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商業領導者和投資人
16:20
quite相當 often經常 don't see the connection連接
404
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常常都忽略
16:23
between之間 creating創建 the intangible無形
405
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創造員工的快樂
16:25
of employee僱員 happiness幸福
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這個無形的資產
16:27
with creating創建 the tangible有形
407
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和資金收益
16:29
of financial金融 profits利潤 in their business商業?
408
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這個有形的資產之間的關連
16:32
We don't have to choose選擇 between之間
409
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士氣高昂的員工和龐大的獲利
16:34
inspired啟發 employees僱員 and sizable可觀 profits利潤,
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不是單一的選項
16:37
we can have both.
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而是可以兼顧的
16:39
In fact事實, inspired啟發 employees僱員 quite相當 often經常
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事實上,士氣高昂的員工通常
16:41
help make sizable可觀 profits利潤, right?
413
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都可以讓公司多賺點錢
16:44
So what the world世界 needs需求 now,
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所以世界現在需要的
16:46
in my opinion意見,
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在我看來
16:48
is business商業 leaders領導者 and political政治 leaders領導者
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是商業領導者和政治領導者
16:51
who know what to count計數.
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都知道怎麼衡量幸福。
16:53
We count計數 numbers數字.
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我們算數
16:55
We count計數 on people.
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我們依賴員工
16:58
What really counts計數 is when we actually其實 use our numbers數字
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真正重要的是我們計算時
17:01
to truly take into account帳戶 our people.
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要把“人”也算進考量裏。
17:04
I learned學到了 that from a maid女傭 in a motel汽車旅館
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旅館的清潔婦教了我這個道理
17:07
and a king國王 of a country國家.
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一國之君也這樣教我
17:09
What can you
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從今天起
17:11
start開始 counting數數 today今天?
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你可以衡量什麼?
17:13
What one thing can you start開始 counting數數 today今天
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不管在工作或商業上,
17:16
that actually其實 would be meaningful富有意義的 in your life,
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計算哪幾樣東西,
17:18
whether是否 it's your work life or your business商業 life?
428
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可以使你的生活變得有意義?
17:21
Thank you very much.
429
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非常感謝各位
17:23
(Applause掌聲)
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(掌聲)
Translated by Andrew Lai
Reviewed by Wang-Ju Tsai

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ABOUT THE SPEAKER
Chip Conley - CEO, author
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.

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. 

More profile about the speaker
Chip Conley | Speaker | TED.com