(单词翻译:单击)
And what about ambition?
那雄心壮志呢？
How do you define and measure that?
你如何定义和衡量这一点？
Yeah you know ambition is about making us reach for the stars by believing in our own greatness, but also in the greatness of the people who work with us.
有野心是让我们相信自己的强大，也相信和我们一起工作的人的强大，从而达到更高的目标。
Under ambition, I put a lot of other characteristics such as competence.
在野心之下，我加入了很多其他的特征，比如能力。
Competence is non-negotiable, right?
能力是不容置疑的。
Being humble and great, or being humble and magnanimous, creates really a powerful combination for leaders who want to make a lasting impact because that greatness and that humility are two sides of the same coin.
谦逊和伟大，或者谦逊和宽宏大量，对于那些想要产生持久影响的领导者来说，真的是一个强大的组合，因为伟大和谦逊是一枚硬币的两面。
You need to trust in your own greatness first, without losing sight that you owe that greatness to supportive people, to positive forces, for example, to luck, to favorable events that happened to you.
你首先需要相信你自己的伟大，但不要忘记，你将这种伟大归功于支持你的人，来自积极的力量，例如，运气，发生在你身上的有利事件。
And what are some of the documented benefits that we see when we combine these two traits, humility and ambition?
当我们将谦逊和雄心壮志这两个特征结合起来时，有哪些有据可查的好处呢？
The benefits of humility and ambition can be understood first at the individual level and then in terms of team outcomes but also organizational outcomes.
谦逊和雄心壮志的好处可以首先在个人层面上理解，然后在团队结果和组织结果方面。
Ambitious people have what we call a growth mindset to connect to Carol Dweck's work.
雄心勃勃的人有一种我们所说的成长心态，与卡罗尔·德韦克的工作联系在一起。
Brad Owens, who's a professor at BYU University, wrote his dissertation on this topic and talked about humble people believe that they can become better people than they currently are.
杨百翰大学教授布拉德·欧文斯就这一主题撰写了他的论文，他谈到了谦逊的人相信他们可以成为比现在更好的人。
His research showed that when you believe that your abilities can grow through hard work and perseverance, you're more likely to see yourself more accurately, to view others more positively, and to be open to new information.
他的研究表明，当你相信自己的能力可以通过努力工作和坚持不懈而增长时，你就更有可能更准确地看待自己，更积极地看待他人，并乐于接受新信息。
However, when you see your abilities as fixed, you tend to focus on what is easy for you rather than on pursuing tasks that can help you stretch and grow, and you tend to engage and self-enhancing behaviors.
然而，当你认为自己的能力是固定的，你就会倾向于专注于对你来说容易的事情，而不是追求能帮助你拓展和成长的任务或者去参与自我提升的行为。
So having that growth mindset, significantly predisposes you to be more humble, and then being more humble makes you also have a more open mindset.
因此，拥有这种成长心态，会让你变得更谦逊，也会让你拥有更开放的心态。
So it's really about thinking about any opportunity in which you interact with others as an opportunity to improve yourself rather than an opportunity to prove yourself.
你应该把任何与他人互动的机会看作是提升自己的机会，而不是证明自己的机会。
And what about how the benefits play out in organizations?
那么这些好处是如何在组织中发挥作用的呢？
When leaders are both humble and ambitious, does that improve the performance of their teams?
当领导者既谦逊又有野心时，这会改善他们团队的表现吗？
The humble leaders significantly improve their team's performance by creating positive conditions.
谦逊的领导者通过创造积极的环境来显著提高他们团队的表现。
The first aspect of that is psychological safety, which I'm guessing many of the listeners are familiar with that concept.
第一个方面是心理安全，我猜很多听众都熟悉这个概念。
Amy Edmondson's research in neonatal intensive care units have shown that leaders who invited and appreciated others contributions and included them in important discussions and decisions were more likely to create a psychologically safe environment in their units.
艾米·埃德蒙森对新生儿重症监护病房的研究表明，邀请并欣赏他人贡献并将他们参与重要讨论和决策的领导者，更有可能在病房里创造一个心理安全的环境。
So we know that humble leaders create more psychologically safe environment.
所以我们知道谦逊的领导者会创造更安全的心理环境。
There's also a strong connection between humility and employee engagement.
谦逊和员工敬业度之间也有很强的联系。
Because humble leaders are transparent about their personal limitations and their willingness to learn from others, they are confident and they're always presenting themselves as work in progress.
因为谦逊的领导者对自己的个人局限和向他人学习的意愿是透明的，所以他们很自信，而且总是表现得很努力。
As a result, their team members feel validated in their own development efforts since the message from the leaders appears to be, "It's okay to be work in progress here."
因此，他们的团队成员觉得自己在开发工作中被认可，因为来自领导的信息似乎是，“在这里工作是可以的。”
And the research shows us that when team members feel that it's okay to be work in progress, as we said, their engagement and their motivation to do the work are unleashed.
研究表明，当团队成员觉得进行中的工作没有问题时，像我们刚才说的，他们的敬业精神和工作动力就会释放出来。
And as a result, they shift from trying to meet external performance standards, such as getting a pay raise, or a promotion, or praise from the boss to more intrinsic motivations, to learn, to master tasks, and to fulfill their, which are all related to high engagement.
因此，他们从试图达到外部绩效标准，如加薪、晋升或老板的表扬，转变为更内在的动机，学习、掌握任务和完成自己的任务，充实自己等等这些都与高敬业度有关。
