Everybody has that one friend --
每個人都有一位這樣的朋友 ——
you know, the single-minded one,
對某件事極其專注的朋友，
the one who, no matter what the question is,
不論問他什麼問題，
always finds a way to make the answer whatever it is she’s single-minded about.
都有辦法把答案和他 念念不忘的那件事拉上關係。
I’m that friend.
我就是那個朋友。
(Laughter)
（笑聲）
And the thing that I’m single-minded about
而我一心一意專注的事，
is racism.
是種族主義。
If someone were to ask me, "So, Janet, got any plans for the 4th of July?"
如果有人問我：「那麼，珍妮特， 你七月四日有什麼計畫嗎？」
I’m subject to answer, "Yeah, I’m going to binge-watch 』Roots.』"
我會回：「我要刷劇，狂看 《尋根》（關於黑奴的影集）。」
(Laughter)
（笑聲）
Or if they said, "Janet, I』ve got a joke for you:
或者，如果有人說： 「珍妮特，我跟你說個笑話：
Why』d the chicken cross the road?"
雞為什麼要過馬路？」
Uh, was it a black chicken?5437.591Probably gentrification.
「呃，這隻雞是黑色的嗎？
(Laughter)
可能是因為仕紳化（貧窮地區因 富人遷來居住，環境得以改善）。」
(Applause)
（掌聲）
But for me, single-mindedness is not just caring about something.
但對我來說，專注在一件事上 並不僅僅只是去關心它，
It’s caring about something enough to do something about it.
而是為這份心意做出實際行動。
It’s not just thinking, it’s doing.
不止是「想」，還要去「做」。
It’s not just praying, it is moving your feet.
不止是禱告，還要行動起來。 （「祈禱時也做出行動」非洲諺語。）
And the reason I’m single-minded about racism is because I know
我之所以對於種族主義 如此專注，是因為我知道：
single-mindedness can destroy it.
專注能夠摧毀它。
I learned that many, many years ago.
我是在許多年前學到這一點的。
Back in 1984, I was a junior at Davidson College
1984 年，我在 戴維森學院讀三年級，
in Davidson, North Carolina.
它位於北卡羅萊納州的戴維森鎮。
Now, Davidson is a little-bitty town,
戴維森是個丁點兒大的鎮，
Southern town, split by railroad tracks,
南方的小鎮，以火車鐵軌為界限，
with white Davidson on one side, black Davidson on the other side,
一邊是白人區，另一邊是黑人區。
and, as black students lived on the white side of the tracks,
作為居住在白人區的黑人學生，
we got used to being stopped in downtown and asked for ID,
在市區被攔下並被要求 出示身分證件，是司空見慣的事，
until the police memorized our faces.
直到警方記住我們的面孔， 才不再這麼做。
But fortunately, that didn’t take too long,
但幸運的是， 這花不了多少時間，
because out of 1,200 students, only 52 of us were black.
因為，在 1200 名學生中， 只有 52 名黑人。
There was one black professor
還有一名黑人教授，
and one black assistant dean.
和一名黑人副院長。
Things weren’t a lot better on campus.
在校園裡，狀況也沒有好多少。
Well, I wasn’t OK with this.
嗯，我對此頗有微詞。
And so, I started writing things.
所以，我開始為此寫作。
And then I started yelling things.
接著，我開始為此呼喊。
And after about three years of that,
大約這樣做了三年之後，
I got tired.
我累了。
So I decided to write one more thing;
所以我決定要再寫一樣東西：
I wrote something called "Project 』87."
我寫了「87 專案」。
Project 』87 was really just a challenge to Davidson:
「87 專案」其實只是個 給戴維森學院的挑戰：
in three years, by 1987,
用三年的時間，到 1987 年時，
enroll 100 black students,
要招收 100 名黑人學生，
hire 10 black professors,
僱用 10 名黑人教授，
create five Black Studies classes
並開設 5 堂黑人研究課程，
and hire one black dean.
及僱用 1 名黑人院長。
It didn’t seem particularly revolutionary,
這似乎並不是什麼 革命性的專案，
but what was different about it was,
但它有個特別的地方，
we also challenged Davidson to say that if you don’t do this,
我們也挑戰校方， 我們說，如果你們不這麼做，
we will question your commitment to diversity.
我們將會質疑你們 對於群體多樣性的承諾。
It was a real problem.
那是個實實在在的問題。
We put some real numbers to it.
那些數字是動真格的。
We gave them some real consequences.
我們要給他們點顏色看看。
Well, the campus went absolutely nuts.
隨之，整個校園陷入瘋狂。
But fortunately, in the middle of this,
但幸運的是，在這過程中，
Davidson got a new president,
戴維森學院有位新校長上任，
and that president was single-minded about racism, too.
那位新校長也同樣 專注於種族主義。
And so, he created a task force
所以，他成立了一個專案小組，
to address the issues in Project 』87.
來處理「87 專案」的議題。
And several months after that,
幾個月之後，
we produced a 77-page report.
我們撰寫了一份 77 頁的報告。
That report was the foundation for all the change that came after it.
該報告是後續所有變革的基礎。
Now, I wasn’t there to see that change,
當時我沒能親歷那場變革，
because, actually, in 1985,
因為，其實，在 1985 年，
I graduated.
我就畢業了。
(Applause)
（掌聲）
You are looking at the three happiest people on the planet that day,
你們現在看到的，是那一天 地球上最快樂的三個人，
because I am leaving.
因為我要走人了。
(Laughter)
（笑聲）
However, the change did happen,
然而，改變確實發生了，
and today, there are 185 black students,
現今，學校有 185 名黑人學生，
there are 16 black or multiracial professors,
16 名黑人或多種族的教授，
there are four black deans,
4 名黑人院長，
and there’s an entire degree-granting Africana Studies Department.
還有一整個能夠授予 學位的非洲文化研究系。
(Applause)
（掌聲）
Project 』87 changed Davidson.
「87 專案」改變了戴維森學院。
But it also changed me, because what it taught me
但它也改變了我， 因為它教會我一件事，
was there’s a lot of power in single-mindedness.
那就是：專注投入一件事 會有很強大的力量。
Well, today, I’m an executive speechwriter
如今我擔任高階主管講稿撰寫人，
for one of the biggest companies in the world.
隸屬於世界上最大的公司之一。
It’s a profession that is 92 percent white and predominantly male,
從事這職業的 92% 是白人， 絕大部分是男性。
which makes me a little bit of a unicorn.
讓我顯得有點像是 珍稀的獨角獸。
But I’m a single-minded unicorn.
但我是只專注的獨角獸。
(Laughter)
（笑聲）
So the thing about speech writing is, it’s very personal.
撰寫演講稿有一個特點， 它很個人化，因人而異。
So I spend a lot of time in deep conversation
所以我花了很多時間和執行長
with the CEO and senior executives,
以及高階主管進行深度對談，
and a lot of times those conversations turn to diversity and inclusion,
大部分的時候，那些對談的主題 都會轉向群體多樣性及包容性，
which, of course, I’m always happy to talk about.
我當然對此津津樂道。
But after quite a few of these conversations,
但在多次這樣的對談之後，
I』ve come to a conclusion:
我得到了一個結論：
I believe that business is in a position to do something
我相信：企業，是特殊的 存在，它能夠做到一些
that no other entity can do.
其他社會實體都無法做到的事。
Business can dismantle racism.
企業能夠破除種族主義。
Now, colleges can’t do it.
大學沒辦法做到這一點。
There aren’t but 5,000 of them in the United States
在美國，大學不過就五千所，
and only 20 million students enrolled.
只招收兩千萬名學生。
Church can’t do it, either --
教堂也做不到 ——
only 35 percent of us go on a regular basis,
只有 35% 的人會定期去教堂，
and when we do,
且當我們去教堂時，
eleven o』clock Sunday morning is "the most segregated hour" in America.
在美國，星期日早上 11 點 是「最種族隔離的一小時」。
But business?
但企業呢？
There are a 162 million people in the US workforce alone --
單單是美國的勞動人口 就有 1 億 6 千 2 百萬人 ——
people of all races,
包含了所有種族的人，
united in the spirit of wanting a paycheck and having to show up to get it.
他們團結起來，因為他們想要 領到薪水，還一定得出面才能領取。
(Laughter)
（笑聲）
Now, I’m aware that diversity is bigger than race,
我知道群體多樣性並不 侷限於種族，它更大、更廣泛，
and racism is bigger than America.
而種族主義也同樣不侷限於美國。
But racial discrimination is the most prominent form,
但種族歧視是最為突出的表現，
and Lord knows America is the absolute best at it.
地球人都知道， 在美國，種族歧視最為嚴重。
So what if, though, what if
所以，如果這樣會如何：
we worked in diverse and inclusive environments
我們在一個多樣性 且包容性的環境下工作，
that we had something to do something with?
能夠讓我們藉助一些 東西來做些什麼？
And since we spend one-third of our lives at work,
既然我們把人生三分之一的 時間花在工作上，
what if we did that with people who didn’t look like us?
如果我們和擁有不同外觀 特徵的人一起工作，會如何？
I think the world would be a totally different place outside of work.
我想，在工作以外的世界 會變成一個全然不同的地方。
That can happen if business gets single-minded about racism.
如果企業也能專注在 種族主義上，就有可能辦到。
But the question is: How is that supposed to happen?
但問題是：要如何讓它發生？
Well, I think there are three things that business can borrow from Project 』87:
我認為，企業能從 「87 專案」中借鑑三樣東西：
real problems,
實實在在的問題，
real numbers,
實實在在的數字，
real consequences.
實實在在的後果。
Like it or not,
不論喜歡或不喜歡，
diversity is not really a problem for business -- yet.
對企業來說，多樣性並不是 什麼問題 —— 目前不是。
I mean, it’s a nice thing to have, it’s the right thing to do,
我的意思是，它能 錦上添花，且師出有名，
but for decades, we』ve been trying to make the case
但數十年來，我們 一直在努力提出論據
that diversity fuels innovation and customer insight.
來證明多樣性能夠 促進創新和市場洞察力。
I mean, at this point, it’s kind of a no-brainer,
我是指，在此時此刻， 它是毫無疑問的，
a little bit like hearing a smoke alarm going off
有一點像是聽到煙霧警報器響起，
and standing with your hand on the hot door,
把手支在高溫的門上站著，
waiting for some data to tell you that your house is on fire.
然後等著某些資料來告訴你， 你的房子失火了。
Because the data is already there.
然而資料已經在那裡了。
Ethnically diverse companies perform 33 percent better than the norm.
在人種上更多樣化的公司 在表現上比標準值好 33%。
Forbes’s best workplaces for diversity enjoy 24 percent higher revenue growth.
富比士公布的群體多樣性上的最佳工作 場所，在收益成長上高出 24%。
And yet, here we are in 2018,
但，已經到了 2018 年，
and there are only three black CEOs in the Fortune 500.
在「財富美國五百強」當中 只有三名執行長是黑人。
And if your name is Molly or Connor,
如果你的名字叫莫利或康納，
you』ve got a 14 percent better chance of getting a callback on your resume
在寄出履歷後得到回電的機會，
than if your name is Shanice or DeShawn.
比叫做珊妮絲或 迪尚恩的人要高出 14%。
And all of this, despite the fact that by 2045,
所有這一切，儘管到 2045 年，
America is projected to be a minority-majority country.
預期美國將成為 少數民族合起來佔多數的國家。
Here’s the thing:
重點是：
the business case for diversity, as it stands today,
企業現今的多樣性狀況
doesn’t really speak to any problem.
其實並沒有表明任何問題。
And the only way business is going to get single-minded
若要讓企業專注在種族多樣性上，
about racial diversity
唯一的方式就是：
is if it has a problem that is urgent and relative to somebody
種族多樣性有個問題很急迫，
other than people of color.
而且還跟非有色人種有關。
I got one:
我有想到一個：
How about employees and customers?
想想看員工與客戶？
Because no matter what business you’re in,
因為不論你從事哪一行，
you’re going to need those, right?
都需要員工和客戶，對吧？
Well, let’s talk about some real numbers.
咱們來談一些實實在在的數字。
If you have employees and customers, wouldn’t it make sense
如果你有員工和客戶， 如果他們在外貌上
if they looked a little bit like the people that work for you?
和你的員工們有點相似， 這不是相當合理的嗎？
So if that’s the case, maybe your employee base should be 13 percent Black
若是這樣的話，也許 你的員工應該有 13% 是黑人，
and 18 percent Hispanic,
18% 是西班牙裔，
because that’s what the population looks like.
因為那就是他們人口中的分布比率。
Maybe that’s what your customer base looks like.
也許你客戶的人種分布 也是像這樣的。
But let’s be clear:
但咱們把話說清楚：
diversity and inclusion are not the same things.
多樣性和包容性並不是同一件事。
Diversity is a numbers game.
多樣性是個數字遊戲，
Inclusion is about impact.
而包容性關乎影響。
Companies can mandate diversity,
公司能夠強制要求以達成多樣性，
but they have to cultivate inclusion.
但得要慢慢培養包容性。
And if inclusion is what you’re after,
如果你追求的是包容性，
you』ve got to calculate some slightly different numbers.
你得要計算一些較為不同的數字。
How about 30 percent?
30% 如何？
Because that’s the point that research shows
因為研究顯示，當少數民族 在所有人中的比例達到 30% 時，
at which the voices of minorities actually begin to be heard.
他們的聲音才開始被聽到。
If you want a real problem,
如果你想要有個實實在在的問題，
you’re going to need real numbers to fix it,
你就需要有實實在在的 數字來解決它，
and if you’re not willing to set real numbers,
如果你不願意設定那些數字，
then maybe you’re not real serious about diversity and inclusion.
那麼，也許你其實沒有 認真看待多樣性和包容性。
That brings me to my third point:
這就導向了第三點：
real consequences.
實實在在的後果。
Think about this:
想想看：
when salespeople forget what they’re doing and don’t come up with their numbers,
當業務人員忘了他們在做什麼， 且沒有達成業務目標，
what do we do?
我們怎麼做？
We give them a little time, maybe we give them some training.
我們會給他們一點時間， 也許會給他們一些訓練。
But then if they don’t hit those numbers eventually,
但接著，如果最終， 他們仍然沒有達標，
we fire them.
我們就會開除他們。
However, when you start talking about diversity and inclusion,
然而，當你開始談論 多樣性和包容性時，
we use terms like "accountability."
我們會用到像 「責任性」這樣的詞。
And maybe we scold, and maybe we hold back an incentive or two.
也許我們會叱責，也許我們 保留一兩份獎勵不發。
But you know what the best incentive is?
但你們知道最好的獎勵是什麼嗎？
A job.
一份工作。
And you know what the best disincentive is?
你們知道最好的遏制因素是什麼嗎？
Losing it.
失去工作。
So if companies really want accountability,
所以，如果公司真的想要責任性，
they should assume that that is a given.
他們應該要假設那是已有的事實。
Consequences are what happen when you don’t do what you’re accountable for.
「後果」起因於敷衍塞責。
Imagine this:
想像一下：
imagine a place where people of all colors and all races
想像一個地方，在那裡， 有各種膚色、各種種族的人，
are on and climbing every rung of the corporate ladder;
分布在企業各階層 且還在向上攀登；
where those people feel safe -- indeed, expected --
在那裡，那些人覺得很安心—— 這是可預期的——
to bring their unassimilated, authentic selves to work every day,
每天都可以放心地以沒有被同化、 最真實的自我面對工作，
because the difference that they bring is both recognized and respected.
因為他們帶來的差異 是被認可也被尊重的。
And imagine a place where the lessons we learn about diversity at work
想像一個地方，在那裡， 我們在工作中學到的多樣性經歷
actually transform the things we do, think and say outside of work.
能真正轉變我們在工作之外的 行為、思想和言辭。
That is what happens if we all work together
如果我們能夠同心協力
to fix what’s broken.
來消除隔閡，就能實現它。
That is what happens if we stop praying for change to happen
如果我們盼望改變的發生， 卻不再寄希望於神明，
and actually start moving our feet to making it.
而是真正行動起來、 開始去做，就能實現它。
That is the power of single-mindedness.
那就是專注的力量。
Thank you.
謝謝。