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财富精英励志演讲 第79期:计算让生命有意义的事情(3)

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I took one psychology class in college, and I learnedabout this guy, Abraham Maslow, as many of us arefamiliar with his hierarchy of needs. But as I satthere for four hours, the full afternoon, readingMaslow, I recognized something that is true of mostleaders. One of the simplest facts in business issomething that we often neglect, and that is thatwe're all human. Each of us, no matter what our roleis in business, has some hierarchy of needs in the workplace.

我在大学里上过一门心理学的课程,正如你们很多人一样,我从亚伯拉罕.马斯洛那儿学到了“需求层次理论”。我在那里坐了四个小时,整个下午都在阅读读马斯洛的经典,我确实意识到一些适用于多数领导者的东西。而商业中最简单的事实之一是一些通常被我们忽略的东西。我们都是人。我们每个人,无论我们在商场上扮演着怎样的角色,在工作岗位上,我们都有着一些不同层次的需求。

So as I started reading more Maslow, what I started to realize is that Maslow, later in his life,wanted to take this hierarchy for the individual and apply it to the collective, to organizationsand specifically to business. But unfortunately, he died prematurely in 1970, and so he wasn'treally able to live that dream completely. So I realized in that dotcom crash that my role in lifewas to channel Abe Maslow. And that's what I did a few years ago when I took that five-levelhierarchy of needs pyramid and turned it into what I call the transformation pyramid, whichis survival, success and transformation. It's not just fundamental in business, it'sfundamental in life. And we started asking ourselves the questions about how we were actuallyaddressing the higher needs, these transformational needs for our key employees in thecompany. These three levels of the hierarchy needs relate to the five levels of Maslow'shierarchy of needs.

所以当我更多阅读马斯洛的著作时,我开始意识到马斯洛在晚年的时候尝试着将这种个人的需求的不同层级应用在集体层面,应用在组织中,尤其在商业企业中。但不幸的是,他在1970年早逝了所以他不能见证这一梦想的实现。所以我意识到在互联网爆炸后,传承马斯洛的理论,成了我生命中的一项重要的任务。这我几年前开始把他的五级需求金字塔转变成了我的三级转变金字塔——生存,成功和转变这不只是商业的根本,它也是生活的根本。我们开始问自己,如何才能真正的解决更高级的需求,我们公司核心员工的转变的需求。需求层级中的这三个层次实际上与马斯洛的五级需求紧密联系。

But as we started asking ourselves about how we were addressing the higher needs of ouremployees and our customers, I realized we had no metrics. We had nothing that actually couldtell us whether we were actually getting it right.

但当我们开始问自己如何解决我们公司员工和客户的更高层次需求时,我意识到我们没有任何衡量标准我们不知道我们怎样做才是对的。

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