[Script Info]
Title: 
[Events]
Format: Layer, Start, End, Style, Name, MarginL, MarginR, MarginV, Effect, Text
Dialogue: 0,0:00:00.82,0:00:03.18,Default,,0000,0000,0000,,Have you ever noticed\Nwhen you ask someone to talk
Dialogue: 0,0:00:03.20,0:00:06.54,Default,,0000,0000,0000,,about a change they're making\Nfor the better in their personal lives,
Dialogue: 0,0:00:06.56,0:00:08.52,Default,,0000,0000,0000,,they're often really energetic?
Dialogue: 0,0:00:09.02,0:00:11.50,Default,,0000,0000,0000,,Whether it's training for a marathon,
Dialogue: 0,0:00:11.52,0:00:12.78,Default,,0000,0000,0000,,picking up an old hobby,
Dialogue: 0,0:00:12.80,0:00:14.66,Default,,0000,0000,0000,,or learning a new skill,
Dialogue: 0,0:00:14.68,0:00:15.94,Default,,0000,0000,0000,,for most people,
Dialogue: 0,0:00:15.96,0:00:21.20,Default,,0000,0000,0000,,self-transformation projects\Noccupy a very positive emotional space.
Dialogue: 0,0:00:21.72,0:00:24.18,Default,,0000,0000,0000,,Self-transformation is empowering,
Dialogue: 0,0:00:24.20,0:00:26.54,Default,,0000,0000,0000,,energizing, even exhilarating.
Dialogue: 0,0:00:26.56,0:00:30.34,Default,,0000,0000,0000,,I mean just take a look\Nat some of the titles of self-help books:
Dialogue: 0,0:00:30.36,0:00:33.06,Default,,0000,0000,0000,,"Awaken the Giant Within,"
Dialogue: 0,0:00:33.08,0:00:35.58,Default,,0000,0000,0000,,"Practicing the Power of Now,"
Dialogue: 0,0:00:35.60,0:00:38.06,Default,,0000,0000,0000,,or here's a great one\Nwe can all relate to,
Dialogue: 0,0:00:38.08,0:00:40.30,Default,,0000,0000,0000,,"You are a Badass:
Dialogue: 0,0:00:40.32,0:00:45.42,Default,,0000,0000,0000,,How to Stop Doubting Your Greatness\Nand Start Living an Awesome Life."
Dialogue: 0,0:00:45.44,0:00:46.64,Default,,0000,0000,0000,,(Laughter)
Dialogue: 0,0:00:48.04,0:00:50.56,Default,,0000,0000,0000,,When it comes to self-transformation,
Dialogue: 0,0:00:51.24,0:00:54.80,Default,,0000,0000,0000,,you can't help but get\Na sense of the excitement.
Dialogue: 0,0:00:56.84,0:01:00.02,Default,,0000,0000,0000,,But there's another type of transformation
Dialogue: 0,0:01:00.04,0:01:03.12,Default,,0000,0000,0000,,that occupies a very different\Nemotional space.
Dialogue: 0,0:01:04.08,0:01:06.68,Default,,0000,0000,0000,,The transformation of organizations.
Dialogue: 0,0:01:07.88,0:01:09.22,Default,,0000,0000,0000,,If you're like most people,
Dialogue: 0,0:01:09.24,0:01:13.62,Default,,0000,0000,0000,,when you hear the words "Our organization\Nis going to start a transformation,"
Dialogue: 0,0:01:13.64,0:01:15.04,Default,,0000,0000,0000,,you're thinking, "Uh-oh."
Dialogue: 0,0:01:15.43,0:01:16.58,Default,,0000,0000,0000,,(Laughter)
Dialogue: 0,0:01:16.60,0:01:17.80,Default,,0000,0000,0000,,"Layoffs."
Dialogue: 0,0:01:18.80,0:01:20.74,Default,,0000,0000,0000,,The blood drains from your face,
Dialogue: 0,0:01:20.76,0:01:23.62,Default,,0000,0000,0000,,your mind goes into overdrive,
Dialogue: 0,0:01:23.64,0:01:26.88,Default,,0000,0000,0000,,frantically searching\Nfor some place to run and hide.
Dialogue: 0,0:01:28.12,0:01:29.62,Default,,0000,0000,0000,,Well, you can run,
Dialogue: 0,0:01:29.64,0:01:30.92,Default,,0000,0000,0000,,but you really can't hide.
Dialogue: 0,0:01:32.04,0:01:35.02,Default,,0000,0000,0000,,Most of us spend\Nthe majority of our waking hours
Dialogue: 0,0:01:35.04,0:01:36.56,Default,,0000,0000,0000,,involved in organizations.
Dialogue: 0,0:01:37.04,0:01:40.14,Default,,0000,0000,0000,,And due to changes in globalization,
Dialogue: 0,0:01:40.16,0:01:42.70,Default,,0000,0000,0000,,changes due to advances in technology
Dialogue: 0,0:01:42.72,0:01:44.54,Default,,0000,0000,0000,,and other factors,
Dialogue: 0,0:01:44.56,0:01:49.48,Default,,0000,0000,0000,,the reality is our organizations\Nare constantly having to adapt.
Dialogue: 0,0:01:50.36,0:01:51.58,Default,,0000,0000,0000,,In fact,
Dialogue: 0,0:01:51.60,0:01:55.48,Default,,0000,0000,0000,,I call this the era\Nof "always-on" transformation.
Dialogue: 0,0:01:57.40,0:01:59.66,Default,,0000,0000,0000,,When I shared this idea\Nwith my wife Nicola,
Dialogue: 0,0:01:59.68,0:02:02.82,Default,,0000,0000,0000,,she said, "Always-on transformation?
Dialogue: 0,0:02:02.84,0:02:04.92,Default,,0000,0000,0000,,That sounds exhausting."
Dialogue: 0,0:02:05.64,0:02:07.94,Default,,0000,0000,0000,,And that may be\Nexactly what you're thinking --
Dialogue: 0,0:02:07.96,0:02:09.54,Default,,0000,0000,0000,,and you would be right.
Dialogue: 0,0:02:09.56,0:02:14.70,Default,,0000,0000,0000,,Particularly if we continue to approach\Nthe transformation of organizations
Dialogue: 0,0:02:14.72,0:02:16.08,Default,,0000,0000,0000,,the way we always have been.
Dialogue: 0,0:02:16.92,0:02:19.34,Default,,0000,0000,0000,,But because we can't hide,
Dialogue: 0,0:02:19.36,0:02:21.06,Default,,0000,0000,0000,,we need to sort out two things.
Dialogue: 0,0:02:21.08,0:02:22.30,Default,,0000,0000,0000,,First,
Dialogue: 0,0:02:22.32,0:02:25.06,Default,,0000,0000,0000,,why is transformation so exhausting?
Dialogue: 0,0:02:25.08,0:02:26.84,Default,,0000,0000,0000,,And second, how do we fix it?
Dialogue: 0,0:02:29.20,0:02:30.42,Default,,0000,0000,0000,,First of all,
Dialogue: 0,0:02:30.44,0:02:33.58,Default,,0000,0000,0000,,let's acknowledge that change is hard.
Dialogue: 0,0:02:33.60,0:02:35.62,Default,,0000,0000,0000,,People naturally resist change,
Dialogue: 0,0:02:35.64,0:02:38.28,Default,,0000,0000,0000,,especially when it's imposed on them.
Dialogue: 0,0:02:39.20,0:02:43.78,Default,,0000,0000,0000,,But there are things that organizations do\Nthat make change even harder
Dialogue: 0,0:02:43.80,0:02:46.64,Default,,0000,0000,0000,,and more exhausting\Nfor people than it needs to be.
Dialogue: 0,0:02:47.72,0:02:48.94,Default,,0000,0000,0000,,First of all,
Dialogue: 0,0:02:48.96,0:02:52.40,Default,,0000,0000,0000,,leaders often wait too long to act.
Dialogue: 0,0:02:53.04,0:02:54.26,Default,,0000,0000,0000,,As a result,
Dialogue: 0,0:02:54.28,0:02:56.72,Default,,0000,0000,0000,,everything is happening in crisis mode.
Dialogue: 0,0:02:58.32,0:03:00.34,Default,,0000,0000,0000,,Which, of course, tends to be exhausting.
Dialogue: 0,0:03:01.36,0:03:04.46,Default,,0000,0000,0000,,Or, given the urgency,
Dialogue: 0,0:03:04.48,0:03:08.40,Default,,0000,0000,0000,,what they'll do is they'll just focus\Non the short-term results,
Dialogue: 0,0:03:09.32,0:03:11.48,Default,,0000,0000,0000,,but that doesn't give\Nany hope for the future.
Dialogue: 0,0:03:12.56,0:03:16.28,Default,,0000,0000,0000,,Or they'll just take\Na superficial, one-off approach,
Dialogue: 0,0:03:17.04,0:03:21.14,Default,,0000,0000,0000,,hoping that they can return\Nback to business as usual
Dialogue: 0,0:03:21.16,0:03:23.76,Default,,0000,0000,0000,,as soon as the crisis is over.
Dialogue: 0,0:03:25.60,0:03:26.82,Default,,0000,0000,0000,,This kind of approach
Dialogue: 0,0:03:26.84,0:03:32.92,Default,,0000,0000,0000,,is kind of the way some students\Napproach preparing for standardized tests.
Dialogue: 0,0:03:34.28,0:03:37.74,Default,,0000,0000,0000,,In order to get test scores to go up,
Dialogue: 0,0:03:37.76,0:03:40.36,Default,,0000,0000,0000,,teachers will end up teaching to the test.
Dialogue: 0,0:03:41.16,0:03:42.54,Default,,0000,0000,0000,,Now, that approach can work;
Dialogue: 0,0:03:42.56,0:03:44.50,Default,,0000,0000,0000,,test results often do go up.
Dialogue: 0,0:03:44.52,0:03:48.30,Default,,0000,0000,0000,,But it fails the fundamental\Ngoal of education:
Dialogue: 0,0:03:48.32,0:03:52.44,Default,,0000,0000,0000,,to prepare students\Nto succeed over the long term.
Dialogue: 0,0:03:54.68,0:03:57.20,Default,,0000,0000,0000,,So given these obstacles,
Dialogue: 0,0:03:58.16,0:03:59.98,Default,,0000,0000,0000,,what can we do
Dialogue: 0,0:04:00.00,0:04:03.46,Default,,0000,0000,0000,,to transform the way\Nwe transform organizations
Dialogue: 0,0:04:03.48,0:04:05.44,Default,,0000,0000,0000,,so rather than being exhausting,
Dialogue: 0,0:04:06.20,0:04:09.04,Default,,0000,0000,0000,,it's actually empowering and energizing?
Dialogue: 0,0:04:10.16,0:04:15.18,Default,,0000,0000,0000,,To do that, we need to focus\Non five strategic imperatives,
Dialogue: 0,0:04:15.20,0:04:17.94,Default,,0000,0000,0000,,all of which have one thing in common:
Dialogue: 0,0:04:17.96,0:04:20.24,Default,,0000,0000,0000,,putting people first.
Dialogue: 0,0:04:21.08,0:04:23.74,Default,,0000,0000,0000,,The first imperative\Nfor putting people first
Dialogue: 0,0:04:23.76,0:04:25.52,Default,,0000,0000,0000,,is to inspire through purpose.
Dialogue: 0,0:04:26.12,0:04:29.82,Default,,0000,0000,0000,,Most transformations have\Nfinancial and operational goals.
Dialogue: 0,0:04:29.84,0:04:34.10,Default,,0000,0000,0000,,These are important\Nand they can be energizing to leaders,
Dialogue: 0,0:04:34.12,0:04:37.68,Default,,0000,0000,0000,,but they tend not to be very motivating\Nto most people in the organization.
Dialogue: 0,0:04:38.48,0:04:40.26,Default,,0000,0000,0000,,To motivate more broadly,
Dialogue: 0,0:04:40.28,0:04:44.68,Default,,0000,0000,0000,,the transformation needs to connect\Nwith a deeper sense of purpose.
Dialogue: 0,0:04:45.72,0:04:46.92,Default,,0000,0000,0000,,Take LEGO.
Dialogue: 0,0:04:47.64,0:04:51.88,Default,,0000,0000,0000,,The LEGO Group has become\Nan extraordinary global company.
Dialogue: 0,0:04:52.52,0:04:54.26,Default,,0000,0000,0000,,Under their very capable leadership,
Dialogue: 0,0:04:54.28,0:04:57.12,Default,,0000,0000,0000,,they've actually undergone\Na series of transformations.
Dialogue: 0,0:04:57.80,0:05:01.02,Default,,0000,0000,0000,,While each of these\Nhas had a very specific focus,
Dialogue: 0,0:05:01.04,0:05:02.34,Default,,0000,0000,0000,,the North Star,
Dialogue: 0,0:05:02.36,0:05:04.18,Default,,0000,0000,0000,,linking and guiding all of them,
Dialogue: 0,0:05:04.20,0:05:06.64,Default,,0000,0000,0000,,has been Lego's powerful purpose:
Dialogue: 0,0:05:07.48,0:05:11.24,Default,,0000,0000,0000,,inspire and develop\Nthe builders of tomorrow.
Dialogue: 0,0:05:12.36,0:05:13.56,Default,,0000,0000,0000,,Expanding globally?
Dialogue: 0,0:05:14.16,0:05:16.58,Default,,0000,0000,0000,,It's not about increasing sales,
Dialogue: 0,0:05:16.60,0:05:21.24,Default,,0000,0000,0000,,but about giving millions of additional\Nchildren access to LEGO building bricks.
Dialogue: 0,0:05:21.96,0:05:23.36,Default,,0000,0000,0000,,Investment and innovation?
Dialogue: 0,0:05:23.96,0:05:25.82,Default,,0000,0000,0000,,It's not about developing new products,
Dialogue: 0,0:05:26.36,0:05:28.66,Default,,0000,0000,0000,,but about enabling more children
Dialogue: 0,0:05:28.68,0:05:32.20,Default,,0000,0000,0000,,to experience the joy\Nof learning through play.
Dialogue: 0,0:05:33.44,0:05:34.98,Default,,0000,0000,0000,,Not surprisingly,
Dialogue: 0,0:05:35.00,0:05:40.08,Default,,0000,0000,0000,,that deep sense of purpose tends\Nto be highly motivating to LEGO's people.
Dialogue: 0,0:05:42.12,0:05:45.06,Default,,0000,0000,0000,,The second imperative\Nfor putting people first
Dialogue: 0,0:05:45.08,0:05:46.80,Default,,0000,0000,0000,,is to go all in.
Dialogue: 0,0:05:48.08,0:05:49.78,Default,,0000,0000,0000,,Too many transformations
Dialogue: 0,0:05:49.80,0:05:53.54,Default,,0000,0000,0000,,are nothing more than\Nhead-count cutting exercises;
Dialogue: 0,0:05:53.56,0:05:57.04,Default,,0000,0000,0000,,layoffs under the guise of transformation.
Dialogue: 0,0:05:57.96,0:06:00.02,Default,,0000,0000,0000,,In the face of relentless competition,
Dialogue: 0,0:06:00.04,0:06:03.98,Default,,0000,0000,0000,,it may well be that you will\Nhave to take the painful decision
Dialogue: 0,0:06:04.00,0:06:06.86,Default,,0000,0000,0000,,to downsize the organization,
Dialogue: 0,0:06:06.88,0:06:10.56,Default,,0000,0000,0000,,just as you may have to lose some weight\Nin order to run a marathon.
Dialogue: 0,0:06:12.00,0:06:13.22,Default,,0000,0000,0000,,But losing weight alone
Dialogue: 0,0:06:13.24,0:06:16.08,Default,,0000,0000,0000,,will not get you across\Nthe finish line with a winning time.
Dialogue: 0,0:06:16.56,0:06:17.76,Default,,0000,0000,0000,,To win
Dialogue: 0,0:06:18.16,0:06:19.64,Default,,0000,0000,0000,,you need to go all in.
Dialogue: 0,0:06:20.88,0:06:23.92,Default,,0000,0000,0000,,You need to go all in.
Dialogue: 0,0:06:25.16,0:06:27.00,Default,,0000,0000,0000,,Rather than just cutting costs,
Dialogue: 0,0:06:27.64,0:06:30.18,Default,,0000,0000,0000,,you need to think about initiatives
Dialogue: 0,0:06:30.20,0:06:32.90,Default,,0000,0000,0000,,that will enable you\Nto win in the medium term,
Dialogue: 0,0:06:32.92,0:06:34.90,Default,,0000,0000,0000,,initiatives to drive growth,
Dialogue: 0,0:06:34.92,0:06:38.98,Default,,0000,0000,0000,,actions that will fundamentally\Nchange the way the company operates,
Dialogue: 0,0:06:39.00,0:06:40.54,Default,,0000,0000,0000,,and very importantly,
Dialogue: 0,0:06:40.56,0:06:44.20,Default,,0000,0000,0000,,investments to develop\Nthe leadership and the talent.
Dialogue: 0,0:06:46.68,0:06:50.46,Default,,0000,0000,0000,,The third imperative\Nfor putting people first
Dialogue: 0,0:06:50.48,0:06:53.18,Default,,0000,0000,0000,,is to enable people with the capabilities
Dialogue: 0,0:06:53.20,0:06:58.04,Default,,0000,0000,0000,,that they need to succeed\Nduring the transformation and beyond.
Dialogue: 0,0:07:00.28,0:07:03.52,Default,,0000,0000,0000,,Over the years I've competed\Nin a number of triathlons.
Dialogue: 0,0:07:04.28,0:07:06.46,Default,,0000,0000,0000,,You know, frankly, I'm not that good,
Dialogue: 0,0:07:06.48,0:07:10.50,Default,,0000,0000,0000,,but I do have one distinct capability;
Dialogue: 0,0:07:10.52,0:07:14.20,Default,,0000,0000,0000,,I am remarkably fast at finding my bike.
Dialogue: 0,0:07:14.64,0:07:16.54,Default,,0000,0000,0000,,(Laughter)
Dialogue: 0,0:07:16.56,0:07:18.38,Default,,0000,0000,0000,,By the time I finish the swim,
Dialogue: 0,0:07:18.40,0:07:20.26,Default,,0000,0000,0000,,almost all the bikes are already gone.
Dialogue: 0,0:07:20.28,0:07:22.76,Default,,0000,0000,0000,,(Laughter)
Dialogue: 0,0:07:24.16,0:07:28.22,Default,,0000,0000,0000,,Real triathletes know that each leg --
Dialogue: 0,0:07:28.24,0:07:29.98,Default,,0000,0000,0000,,the swim, the bike, the run --
Dialogue: 0,0:07:30.00,0:07:32.50,Default,,0000,0000,0000,,really requires different capabilities,
Dialogue: 0,0:07:32.52,0:07:33.74,Default,,0000,0000,0000,,different tools,
Dialogue: 0,0:07:33.76,0:07:36.42,Default,,0000,0000,0000,,different skills, different techniques.
Dialogue: 0,0:07:36.44,0:07:38.90,Default,,0000,0000,0000,,Likewise when we transform organizations,
Dialogue: 0,0:07:38.92,0:07:41.78,Default,,0000,0000,0000,,we need to be sure\Nthat we're giving our people
Dialogue: 0,0:07:41.80,0:07:44.60,Default,,0000,0000,0000,,the skills and the tools\Nthey need along the way.
Dialogue: 0,0:07:46.16,0:07:47.38,Default,,0000,0000,0000,,Chronos,
Dialogue: 0,0:07:47.40,0:07:49.38,Default,,0000,0000,0000,,a global software company,
Dialogue: 0,0:07:49.40,0:07:54.34,Default,,0000,0000,0000,,recognized the need\Nto transfer from building products --
Dialogue: 0,0:07:54.36,0:07:56.02,Default,,0000,0000,0000,,software products --
Dialogue: 0,0:07:56.04,0:07:58.80,Default,,0000,0000,0000,,to building software as a service.
Dialogue: 0,0:07:59.80,0:08:03.02,Default,,0000,0000,0000,,To enable its people\Nto take that transformation,
Dialogue: 0,0:08:03.04,0:08:05.74,Default,,0000,0000,0000,,first of all they invested in new tools
Dialogue: 0,0:08:05.76,0:08:10.82,Default,,0000,0000,0000,,that would enable their employees\Nto monitor the usage of the features
Dialogue: 0,0:08:10.84,0:08:13.60,Default,,0000,0000,0000,,as well as customer satisfaction\Nwith the new service.
Dialogue: 0,0:08:14.28,0:08:17.98,Default,,0000,0000,0000,,They also invested in skill development,
Dialogue: 0,0:08:18.00,0:08:19.82,Default,,0000,0000,0000,,so that their employees would be able
Dialogue: 0,0:08:19.84,0:08:22.32,Default,,0000,0000,0000,,to resolve customer service\Nproblems on the spot.
Dialogue: 0,0:08:22.96,0:08:24.18,Default,,0000,0000,0000,,And very importantly,
Dialogue: 0,0:08:24.20,0:08:27.58,Default,,0000,0000,0000,,they also reinforced the collaborative\Nbehaviors that would be required
Dialogue: 0,0:08:27.60,0:08:31.64,Default,,0000,0000,0000,,to deliver an end-to-end\Nseamless customer experience.
Dialogue: 0,0:08:32.68,0:08:34.26,Default,,0000,0000,0000,,Because of these investments,
Dialogue: 0,0:08:34.28,0:08:37.62,Default,,0000,0000,0000,,rather than feeling overwhelmed\Nby the transformation,
Dialogue: 0,0:08:37.64,0:08:40.90,Default,,0000,0000,0000,,Chronos employees actually felt energized
Dialogue: 0,0:08:40.92,0:08:43.00,Default,,0000,0000,0000,,and empowered in their new roles.
Dialogue: 0,0:08:44.20,0:08:46.42,Default,,0000,0000,0000,,In the era of "always-on" transformation,
Dialogue: 0,0:08:46.44,0:08:47.94,Default,,0000,0000,0000,,change is a constant.
Dialogue: 0,0:08:47.96,0:08:49.90,Default,,0000,0000,0000,,My fourth imperative therefore
Dialogue: 0,0:08:49.92,0:08:53.72,Default,,0000,0000,0000,,is to instill a culture\Nof continuous learning.
Dialogue: 0,0:08:54.80,0:08:57.82,Default,,0000,0000,0000,,When Satya Nadella\Nbecame the CEO of Microsoft
Dialogue: 0,0:08:57.84,0:08:59.78,Default,,0000,0000,0000,,in February 2014,
Dialogue: 0,0:08:59.80,0:09:02.70,Default,,0000,0000,0000,,he embarked on an ambitious\Ntransformation journey
Dialogue: 0,0:09:02.72,0:09:06.92,Default,,0000,0000,0000,,to prepare the company to compete\Nin a mobile-first, cloud-first world.
Dialogue: 0,0:09:07.64,0:09:09.94,Default,,0000,0000,0000,,This included changes to strategy,
Dialogue: 0,0:09:09.96,0:09:11.18,Default,,0000,0000,0000,,the organization
Dialogue: 0,0:09:11.20,0:09:12.88,Default,,0000,0000,0000,,and very importantly, the culture.
Dialogue: 0,0:09:14.28,0:09:18.60,Default,,0000,0000,0000,,Microsoft's culture at the time was one\Nof silos and internal competition --
Dialogue: 0,0:09:19.32,0:09:21.52,Default,,0000,0000,0000,,not exactly conducive to learning.
Dialogue: 0,0:09:22.48,0:09:24.32,Default,,0000,0000,0000,,Nadella took this head-on.
Dialogue: 0,0:09:25.56,0:09:28.98,Default,,0000,0000,0000,,He rallied his leadership\Naround his vision
Dialogue: 0,0:09:29.00,0:09:31.52,Default,,0000,0000,0000,,for a living, learning culture,
Dialogue: 0,0:09:32.24,0:09:34.58,Default,,0000,0000,0000,,shifting from a fixed mindset,
Dialogue: 0,0:09:34.60,0:09:37.98,Default,,0000,0000,0000,,where your role was to show up\Nas the smartest person in the room,
Dialogue: 0,0:09:38.00,0:09:39.82,Default,,0000,0000,0000,,to a growth mindset,
Dialogue: 0,0:09:39.84,0:09:45.32,Default,,0000,0000,0000,,where your role was to listen, to learn\Nand to bring out the best in people.
Dialogue: 0,0:09:46.72,0:09:47.98,Default,,0000,0000,0000,,Well, early days,
Dialogue: 0,0:09:48.00,0:09:51.12,Default,,0000,0000,0000,,Microsoft employees already\Nnoticed this shift in the culture --
Dialogue: 0,0:09:52.08,0:09:55.48,Default,,0000,0000,0000,,clear evidence of Microsoft\Nputting people first.
Dialogue: 0,0:09:56.56,0:10:00.12,Default,,0000,0000,0000,,My fifth and final imperative\Nis specifically for leaders.
Dialogue: 0,0:10:01.20,0:10:02.86,Default,,0000,0000,0000,,In a transformation,
Dialogue: 0,0:10:02.88,0:10:04.44,Default,,0000,0000,0000,,a leader needs to have a vision,
Dialogue: 0,0:10:05.16,0:10:07.80,Default,,0000,0000,0000,,a clear road map with milestones,
Dialogue: 0,0:10:08.60,0:10:13.06,Default,,0000,0000,0000,,and then you need to hold people\Naccountable for results.
Dialogue: 0,0:10:13.08,0:10:15.03,Default,,0000,0000,0000,,In other words, you need to be directive.
Dialogue: 0,0:10:16.24,0:10:19.38,Default,,0000,0000,0000,,But in order to capture\Nthe hearts and minds of people,
Dialogue: 0,0:10:19.40,0:10:21.80,Default,,0000,0000,0000,,you also need to be inclusive.
Dialogue: 0,0:10:22.68,0:10:26.44,Default,,0000,0000,0000,,Inclusive leadership\Nis critical to putting people first.
Dialogue: 0,0:10:27.92,0:10:29.72,Default,,0000,0000,0000,,I live in the San Francisco Bay area.
Dialogue: 0,0:10:30.68,0:10:31.90,Default,,0000,0000,0000,,And right now,
Dialogue: 0,0:10:31.92,0:10:34.40,Default,,0000,0000,0000,,our basketball team\Nis the best in the league.
Dialogue: 0,0:10:34.96,0:10:37.62,Default,,0000,0000,0000,,We won the 2015 championship,
Dialogue: 0,0:10:37.64,0:10:39.88,Default,,0000,0000,0000,,and we're favored to win again this year.
Dialogue: 0,0:10:40.60,0:10:42.66,Default,,0000,0000,0000,,There are many explanations for this.
Dialogue: 0,0:10:42.68,0:10:44.40,Default,,0000,0000,0000,,They have some fabulous players,
Dialogue: 0,0:10:45.12,0:10:46.90,Default,,0000,0000,0000,,but one of the key reasons
Dialogue: 0,0:10:46.92,0:10:52.36,Default,,0000,0000,0000,,is their head coach, Steve Kerr,\Nis an inclusive leader.
Dialogue: 0,0:10:53.36,0:10:55.98,Default,,0000,0000,0000,,When Kerr came to the Warriors in 2014,
Dialogue: 0,0:10:56.00,0:10:58.68,Default,,0000,0000,0000,,the Warriors were looking\Nfor a major transformation.
Dialogue: 0,0:10:59.48,0:11:03.96,Default,,0000,0000,0000,,They hadn't won a national\Nchampionship since 1975.
Dialogue: 0,0:11:05.64,0:11:08.82,Default,,0000,0000,0000,,Kerr came in, and he had a clear vision,
Dialogue: 0,0:11:08.84,0:11:11.24,Default,,0000,0000,0000,,and he immediately got to work.
Dialogue: 0,0:11:12.48,0:11:13.82,Default,,0000,0000,0000,,From the outset,
Dialogue: 0,0:11:13.84,0:11:17.94,Default,,0000,0000,0000,,he reached out and engaged\Nthe players and the staff.
Dialogue: 0,0:11:17.96,0:11:22.24,Default,,0000,0000,0000,,He created an environment of open debate\Nand solicited suggestions.
Dialogue: 0,0:11:23.36,0:11:25.06,Default,,0000,0000,0000,,During games he would often ask,
Dialogue: 0,0:11:25.08,0:11:26.96,Default,,0000,0000,0000,,"What are you seeing that I'm missing?"
Dialogue: 0,0:11:28.00,0:11:33.76,Default,,0000,0000,0000,,One the best examples of this\Ncame in game four of the 2015 finals.
Dialogue: 0,0:11:34.60,0:11:36.72,Default,,0000,0000,0000,,The Warriors were down two games to one
Dialogue: 0,0:11:37.88,0:11:42.04,Default,,0000,0000,0000,,when Kerr made the decision\Nto change the starting lineup;
Dialogue: 0,0:11:42.60,0:11:46.00,Default,,0000,0000,0000,,a bold move by any measure.
Dialogue: 0,0:11:47.36,0:11:50.28,Default,,0000,0000,0000,,The Warriors won the game\Nand went on to win the championship.
Dialogue: 0,0:11:50.96,0:11:52.22,Default,,0000,0000,0000,,And it is widely viewed
Dialogue: 0,0:11:52.24,0:11:55.92,Default,,0000,0000,0000,,that that move was\Nthe pivotal move in their victory.
Dialogue: 0,0:11:57.44,0:12:01.12,Default,,0000,0000,0000,,Interestingly, it wasn't\Nactually Kerr's idea.
Dialogue: 0,0:12:02.56,0:12:06.16,Default,,0000,0000,0000,,It was the idea of his 28-year-old\Nassistant, Nick U'Ren.
Dialogue: 0,0:12:07.16,0:12:09.34,Default,,0000,0000,0000,,Because of Kerr's leadership style,
Dialogue: 0,0:12:09.36,0:12:12.20,Default,,0000,0000,0000,,U'Ren felt comfortable\Nbringing the idea forward.
Dialogue: 0,0:12:13.24,0:12:15.22,Default,,0000,0000,0000,,And Kerr not only listened,
Dialogue: 0,0:12:15.24,0:12:16.80,Default,,0000,0000,0000,,but he implemented the idea
Dialogue: 0,0:12:17.52,0:12:19.18,Default,,0000,0000,0000,,and then afterwards,
Dialogue: 0,0:12:19.20,0:12:21.16,Default,,0000,0000,0000,,gave U'Ren all the credit --
Dialogue: 0,0:12:22.52,0:12:28.04,Default,,0000,0000,0000,,actions all consistent with Kerr's\Nhighly inclusive approach to leadership.
Dialogue: 0,0:12:29.28,0:12:31.94,Default,,0000,0000,0000,,In the era of "always-on" transformation,
Dialogue: 0,0:12:31.96,0:12:35.64,Default,,0000,0000,0000,,organizations are always\Ngoing to be transforming.
Dialogue: 0,0:12:37.20,0:12:40.44,Default,,0000,0000,0000,,But doing so does not\Nhave to be exhausting.
Dialogue: 0,0:12:42.08,0:12:44.26,Default,,0000,0000,0000,,We owe it to ourselves,
Dialogue: 0,0:12:44.28,0:12:46.26,Default,,0000,0000,0000,,to our organizations
Dialogue: 0,0:12:46.28,0:12:48.00,Default,,0000,0000,0000,,and to society more broadly
Dialogue: 0,0:12:49.00,0:12:52.84,Default,,0000,0000,0000,,to boldly transform\Nour approach to transformation.
Dialogue: 0,0:12:53.92,0:12:55.58,Default,,0000,0000,0000,,To do that,
Dialogue: 0,0:12:55.60,0:12:59.08,Default,,0000,0000,0000,,we need to start putting people first.
Dialogue: 0,0:12:59.80,0:13:01.02,Default,,0000,0000,0000,,Thank you.
Dialogue: 0,0:13:01.04,0:13:07.99,Default,,0000,0000,0000,,(Applause)