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INSPIRING & MOTIVATING, 1.10 (V) 01.07 - What Does Success Look Like?

1.10 (V) 01.07 - What Does Success Look Like?

So we've talked about the first question, why do we do what we do, the core purpose. The second question that we've discovered as part of these visions that really compel people and create a shared sense of direction, the second question that you have to be able to answer for your team is, what does success look like. Some organizations that I've worked with call this their definition of victory or their definition of success. I'm going to share with you a couple of examples. And just like the former question, then I'm going to ask you to, for your team, think about what does success look like and how clearly is that defined today. So here's an example of a core purpose statement. This organization answered the first question, why do we do what we do as follows. To prevent and alleviate human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors. And guesses as to what organization this is? This is ultimately, still to this day, the American Red Cross, who operates globally when there are events that cause human suffering. And their purpose is to prevent and alleviate that human suffering by mobilizing their resources, both people and money. But what's really interesting about the American Red Cross as a global organization is how they've defined success for the organization, for the teams within that organization, and ultimately the employees that choose to be part of this organization, as well as all the partners that work with the American Red Cross. This is how the American Red Cross has answered the question, what does success look like. I want you to think about the organizations that you either work in today or that you worked in before. Were those organizations as crystal clear as the American Red Cross about defining what success ultimately looked like? The American Red Cross, through its strong network of volunteers, donors, partners, is always there in a time of need. We aspire to turn compassion into action so that. And this is the really important piece of what the American Red Cross is doing here, is they're defining for all of their various stakeholders, their, quote, unquote, customers, what success looks like. So for all people affected by disaster across the country, around the world, that they receive care, shelter, and hope. Our communities are ready and prepared for disasters. Everyone in our country has access to safe, livesaving blood and blood products. All members of our armed services and their families find support and comfort whenever needed. And, finally, in a time of emergency, there are always trained individuals nearby, ready to use their Red Cross skills to save lives. I want you to think about what you see here. How is the American Red Cross defining its vision of what success ultimately looks like? One key point is they're defining each of their stakeholders, whether it's the people affected by disaster, whether it's the communities they work in, their home country, members of the armed services, again people affected by emergency or the people who need to go to these emergencies to help the folks who are in a time of need. It identifies all the various stakeholders, but then it goes one step further, which is to say, if we are successful as the American Red Cross, then what is true for each of those stakeholders. So for the people affected by disaster, they receive care, shelter, and hope. For the communities that we work in, they are ready and prepared. For people, everyone in our country, they have access to blood and blood products. So they're defining what this vision of success ultimately looks like. In historical military terms, commanders often called this the commander's intent. They knew that when soldiers got onto the battlefield, lots would change. Everything they had planned for, there would always be something that was uncertain. And so they talked about a commander's intent as being the vision for ultimately what success looked like, so that when the soldiers went to battle, they ultimately could figure it out in times of changing markets or changing resources or changing environment, but they still had a vision for what success looked like at the end of the day and they could adapt accordingly. And that's why it's so critical, so important that you answer this second question about what does success ultimately look like. I would encourage you to go around to all of your team members, even if you're not the formal leader of that team, and ask them, do you have a clear understanding of what success looks like, if we're successful, what does our world look like, for our customers, for our employees, for any other stakeholders that you might have, and see if you can get clear answers to that question. And if you cannot, that presents an opportunity for you to then go engage with those team members and work together to define what success looks like. Let me give you another example. We've done the American Red Cross. Now let's go to a for-profit example. This is again back to 1950. We've talked about this company, so now you'll know it. This is again from a historical document. With the company articulating if we're successful as a company, here is what the world will look like. Here is what they said. We will experience the sheer joy of innovation. Let me stop there. How many of you have ever worked in a team, a company, an organization where that company was about the sheer joy of anything? In this company, ultimately Sony, their first statement about if we're successful was, we will experience the sheer joy of innovation. And to continue, the application of technology for the benefit and pleasure of the general public. We will create products that become pervasive around the world. We will be the first Japanese company to go into the U.S. market and distribute directly. We will succeed with innovations that U.S. companies have failed at, such as the transistor radio. Remember this is 1950. If you do not know what a transistor radio is, you should go search on the Internet to find out. Fifty years from now, our brand name will be as well known as any in the world and will signify innovation and quality that rival the most innovative companies anywhere. Important, Made in Japan will mean something fine, not something shoddy. Again, if we think about this vision of what success looks like, I would say Sony was pretty successful in their pursuit of that vision of success, and their answer to the second question, which is if we're successful, what will the world look like. What's our definition of success?

1.10 (V) 01.07 - What Does Success Look Like? 1.10 (V) 01.07 - Jak wygląda sukces? 1.10 (V) 01.07 - Як виглядає успіх?

So we've talked about the first question, why do we do what we do, the core purpose. The second question that we've discovered as part of these visions that really compel people and create a shared sense of direction, the second question that you have to be able to answer for your team is, what does success look like. 実際に人を強く鼓舞し、方向性を共有するこのビジョンの一環として発見した第二の質問は、あなたのチームに答えることができなければならない第二の質問です。 Some organizations that I've worked with call this their definition of victory or their definition of success. 私が働いてきた組織の中には、勝利の定義や成功の定義があります。 I'm going to share with you a couple of examples. 私はあなたにいくつかの例を教えていきます。 And just like the former question, then I'm going to ask you to, for your team, think about what does success look like and how clearly is that defined today. 前の質問と同様に、私はあなたのチームのために、成功の様子と今日の明確な定義について考えてみましょう。 So here's an example of a core purpose statement. ここでは、目的の主要なステートメントの例を示します。 This organization answered the first question, why do we do what we do as follows. To prevent and alleviate human suffering in the face of emergencies by mobilizing the power of volunteers and the generosity of donors. ボランティアの力とドナーの寛大さを動員することによって、緊急事態に直面した人間の苦しみを防止し軽減する。 And guesses as to what organization this is? This is ultimately, still to this day, the American Red Cross, who operates globally when there are events that cause human suffering. これは、究極的には、今日まで、人間の苦しみを引き起こす出来事があるときに世界的に活動するアメリカ赤十字です。 And their purpose is to prevent and alleviate that human suffering by mobilizing their resources, both people and money. But what's really interesting about the American Red Cross as a global organization is how they've defined success for the organization, for the teams within that organization, and ultimately the employees that choose to be part of this organization, as well as all the partners that work with the American Red Cross. しかし、アメリカ赤十字社が世界的な組織として本当に興味深いのは、組織、組織内のチーム、そして最終的にはこの組織に参加することを選択した従業員、そしてすべてのパートナーの成功をどのように定義したかということですアメリカ赤十字社と協力しています。 This is how the American Red Cross has answered the question, what does success look like. I want you to think about the organizations that you either work in today or that you worked in before. 私はあなたが今日働いている組織について、あるいは以前に働いた組織について考えて欲しいと思います。 Were those organizations as crystal clear as the American Red Cross about defining what success ultimately looked like? これらの組織は、アメリカ赤十字社が最終的にどんな成功を収めていたかを明確にしているかのように明確なものでしたか? The American Red Cross, through its strong network of volunteers, donors, partners, is always there in a time of need. We aspire to turn compassion into action so that. And this is the really important piece of what the American Red Cross is doing here, is they're defining for all of their various stakeholders, their, quote, unquote, customers, what success looks like. これは、アメリカ赤十字社がここでやっていることの本当に重要な部分です。彼らは、様々なステークホルダー、彼らの見積もり、引用符のない引用符、顧客の見解、そしてどのようなものかを定義しています。 So for all people affected by disaster across the country, around the world, that they receive care, shelter, and hope. だから、世界中の災害の影響を受けた世界中の人々にとって、彼らはケア、避難所、そして希望を受けています。 Our communities are ready and prepared for disasters. Everyone in our country has access to safe, livesaving blood and blood products. 私たちの国の誰もが、安全で生きがいのある血液と血液製剤にアクセスできます。 All members of our armed services and their families find support and comfort whenever needed. 私たちの武装サービスのすべてのメンバーとその家族は、必要な時にいつでもサポートと快適さを見つけます。 And, finally, in a time of emergency, there are always trained individuals nearby, ready to use their Red Cross skills to save lives. 最後に、緊急時には、訓練された人が近くにいて、赤十字のスキルを使って命を救う準備ができています。 I want you to think about what you see here. 私はあなたがここに見えるものについて考えて欲しい。 How is the American Red Cross defining its vision of what success ultimately looks like? アメリカ赤十字は、最終的にどのような成功を収めているかというビジョンをどのように定義していますか? One key point is they're defining each of their stakeholders, whether it's the people affected by disaster, whether it's the communities they work in, their home country, members of the armed services, again people affected by emergency or the people who need to go to these emergencies to help the folks who are in a time of need. 一つの重要な点は、災害の影響を受けた人々、彼らが働いている地域社会、自国、武装勢力、緊急事態に遭った人々、これらの緊急事態に踏み込んで、必要な時に人々を助けてください。 It identifies all the various stakeholders, but then it goes one step further, which is to say, if we are successful as the American Red Cross, then what is true for each of those stakeholders. いろいろなステークホルダーを特定しますが、それはさらに一歩進んでいきます。つまり、アメリカ赤十字として成功すれば、ステークホルダーごとに真実です。 So for the people affected by disaster, they receive care, shelter, and hope. 災害の影響を受けた人々のために、彼らはケア、避難所、そして希望を受けます。 For the communities that we work in, they are ready and prepared. For people, everyone in our country, they have access to blood and blood products. 私たちの国の人々のために、彼らは血液や血液製剤にアクセスすることができます。 So they're defining what this vision of success ultimately looks like. 彼らは最終的にこの成功のビジョンがどのように見えるのかを定義しています。 In historical military terms, commanders often called this the commander's intent. They knew that when soldiers got onto the battlefield, lots would change. Everything they had planned for, there would always be something that was uncertain. And so they talked about a commander's intent as being the vision for ultimately what success looked like, so that when the soldiers went to battle, they ultimately could figure it out in times of changing markets or changing resources or changing environment, but they still had a vision for what success looked like at the end of the day and they could adapt accordingly. そして、兵士たちが戦闘に出たときに、最終的には市場の変化や資源の変化や環境の変化の時にそれを理解することができるように、最終的な成功のビジョンとしての指揮官の意図について話しました。一日の終わりに何が成功したかのビジョンとそれに応じて適応することができます。 And that's why it's so critical, so important that you answer this second question about what does success ultimately look like. I would encourage you to go around to all of your team members, even if you're not the formal leader of that team, and ask them, do you have a clear understanding of what success looks like, if we're successful, what does our world look like, for our customers, for our employees, for any other stakeholders that you might have, and see if you can get clear answers to that question. チームの正式なリーダーではないにしても、皆さんのチームメンバー全員に回り、成功をおさえれば成功の様子を明確に理解していますか?私たちの世界は、私たちの顧客のために、従業員のために、他のステークホルダーのために見えますか、その質問に対する明確な答えを得ることができるかどうかを見ます。 And if you cannot, that presents an opportunity for you to then go engage with those team members and work together to define what success looks like. それができなければ、チームメンバーと一緒に仕事をしたり、成功したことを定義するために一緒に働く機会が与えられます。 Let me give you another example. 別の例を挙げましょう。 We've done the American Red Cross. Now let's go to a for-profit example. ここで、営利目的の例を見てみましょう。 This is again back to 1950. We've talked about this company, so now you'll know it. This is again from a historical document. With the company articulating if we're successful as a company, here is what the world will look like. 私たちが企業として成功すれば、会社は明確に表現して、世界はどのように見えるでしょう。 Here is what they said. 彼らが言ったことがここにあります。 We will experience the sheer joy of innovation. Let me stop there. How many of you have ever worked in a team, a company, an organization where that company was about the sheer joy of anything? チーム、企業、その会社が何かの喜びを感じていた組織で働いたことがありますか? In this company, ultimately Sony, their first statement about if we're successful was, we will experience the sheer joy of innovation. And to continue, the application of technology for the benefit and pleasure of the general public. そして、引き続き、一般の人々の利益と喜びのための技術の応用。 We will create products that become pervasive around the world. We will be the first Japanese company to go into the U.S. market and distribute directly. 直接販売しています。 We will succeed with innovations that U.S. 私たちは、 companies have failed at, such as the transistor radio. Remember this is 1950. If you do not know what a transistor radio is, you should go search on the Internet to find out. トランジスタラジオが何であるかわからない場合は、インターネットで検索して調べる必要があります。 Fifty years from now, our brand name will be as well known as any in the world and will signify innovation and quality that rival the most innovative companies anywhere. 今から50年後、私たちのブランド名は世界のどのようなものでもよく知られており、どこにいても最も革新的な企業に匹敵するイノベーションと品質を意味します。 Important, Made in Japan will mean something fine, not something shoddy. 重要なのは、日本製は、うまくいくものではなく、何かばかげたものではありません。 Again, if we think about this vision of what success looks like, I would say Sony was pretty successful in their pursuit of that vision of success, and their answer to the second question, which is if we're successful, what will the world look like. この成功のビジョンについて考えてみると、私はソニーが成功のビジョンを追求して成功したと言います.2番目の質問への答えは、成功すればどんな世界ですかのように見える。 What's our definition of success? 私たちの成功の定義は何ですか?