财富精英励志演讲73:计算让生命有意义的事情(4)

 　　So we started asking ourselves: What kind of less obvious metrics could we use to actually evaluate our employees' sense of meaning, or our customers' sense of emotional connection with us? For example, we actually started asking our employees, do they understand the mission of our company, and do they feel like they believe in it, can they actually influence it, and do they feel that their work actually has an impact on it? We started asking our customers, did they feel an emotional connection with us, in one of seven different kinds of ways. Miraculously 1, as we asked these questions and started giving attention higher up the pyramid, what we found is we created more loyalty 2. Our customer loyalty skyrocketed. Our employee turnover 3 dropped to one-third of the industry average, and during that five year dotcom bust 4, we tripled in size.

　　因此我们开始自问：什么样的不明显的衡量标准能被我们用来评估我们的雇员的归属感，或我们的客户与我们公司的情感维系程度？例如，我们开始询问问我们的员工，是否理解我们公司的目标，他们是否对此表示认同，他们能否确实的影响到它，他们能否感到他们的工作能够实实在在地实现着为这些目标。我们开始问我们的客户，问他们是否感觉到与我们之间的情感联系，七种不同情感联系方式之一。出乎意料的是，当我们问这些问题，并开始关注我们的金字塔顶端的更高层次需求时，我们发现我们我们拥有了更多的忠诚。我们客户的忠诚度暴涨。我们的员工离职率降至酒店行业平均职工流动率的三分之一。在五年的互联网危机中，我们的企业规模翻了三倍。
　　As I went out and started spending time with other leaders out there and asking them how they were getting through that time, what they told me over and over again was that they just manage what they can measure. What we can measure is that tangible 5 stuff at the bottom of the pyramid. They didn't even see the intangible stuff higher up the pyramid. So I started asking myself the question: How can we get leaders to start valuing the intangible? If we're taught as leaders to just manage what we can measure, and all we can measure is the tangible in life, we're missing a whole lot of things at the top of the pyramid.
　　现在，我走出来，花时间与其他领导者交流问他们是如何度过这个困难时期的时候，他们一次又一次的告诉我他们只是管理那些他们可以衡量的东西，而那些位于金字塔底部可以衡量的有形的东西。他们甚至不看金字塔中更高层的那些无形的东西。所以我开始问自己：如何我们才能让领导者开始重视无形的的东西？如果领导者们只是被教育去管理那些可以衡量的，并且所有我们所能衡量的是生命中有形的东西，我们就失去了位于金字塔顶部的整个部分。
　　So I went out and studied a bunch of things, and I found a survey that showed that 94 percent of business leaders worldwide believe that the intangibles are important in their business, things like intellectual property, their corporate 6 culture, their brand loyalty, and yet, only five percent of those same leaders actually had a means of measuring the intangibles in their business.
　　所以我又去学习一些事情。我发现在一份报告，其中显示世界上百分之九十四的商业领袖相信无形资产对于他们企业至关重要，例如知识产权、企业文化、品牌忠诚度等。然而这些领袖中只有5%的人有办法衡量这些在企业中的无形资产.
　　重点讲解：
　　1. Emotional Connection
　　情感联系
　　eg. Yes, it is founded on a deep emotional connection, by sentiment and ties of people and culture.
　　是的，这是建立在深厚的情感联系上，是两国人民和文化的情感纽带。
　　eg. But it may be the case that the depth of that emotional connection leads the way for a more physical expression of love.
　　但同时从案例上看，女同性恋倾向也是情感深处的联系引导，更多的则是她们表达自身爱的方式。
　　2. believe in
　　信仰；信任
　　eg. You can believe in this girl,she'll never let you down.
　　你可以信任这位姑娘，她决不会让你失望的。
　　eg. To me, protesting is standing 7 up for what you believe in.
　　对于我来说，抗议就是为了坚持你所信仰的东西。
　　3. get through
　　通过；到达；做完
　　eg. I think you can get through the first two chapters.
　　我想你能完成前两章。
　　eg. It is hard to see how people will get through the winter.
　　很难想像人们将怎样熬过这个冬天。
　　背景资料
　　切普·柯利是幸福生活酒店（Joie de Vivre）的创立者、执行主席以及CEO。幸福生活酒店是他于1987年创立的，当时切普才26岁。如今，酒店已发展成美国加利福尼亚州最大的精品酒店集团。
　　切普曾被《金山商务时报》评为旧金山去“最有创新精神的CEO”。