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We've been fooled by our tool. Excuse that expression. We've been fooled by our tool. GDP has been our hammer. And our nail has been a 19th- and 20th-century industrial-era model of success. And yet, 64 percent of the world's GDP today is in that intangible industry we call service, the service industry, the industry I'm in. And only 36 percent is in the tangible industries of manufacturing and agriculture. So maybe it's time that we get a bigger toolbox, right? Maybe it's time we get a toolbox that doesn't just count what's easily counted, the tangible in life, but actually counts what we most value, the things that are intangible.
“我们被我们的工具所愚弄。这个表述或许不恰当，我们被我们的工具所愚弄GDP就像是我们的锤子。我们的钉子是从19世纪到20世纪的工业时代的成功模型。可是，当今世界百分之六十四的GDP是来自于不可见的，称之为服务业的行业服务业，我所在的行业。只有百分之三十六来自于可见的行业，制造业和农业。所以是时候我们换一个大一点的工具盒了，对吧。或者是时候我们事实上需要一个工具盒并不只能量那些很容易被量的，在生活中具体的、可以的触摸的东西，事实上能够量度那些我们最重视的那些不可度量的东西。
I guess I'm sort of a curious CEO. I was also a curious economics major as an undergrad. I learned that economists measure everything in tangible units of production and consumption as if each of those tangible units is exactly the same. They aren't the same. In fact, as leaders, what we need to learn is that we can influence the quality of that unit of production by creating the conditions for our employees to live their calling. In Vivian's case, her unit of production isn't the tangible hours she works, it's the intangible difference she makes during that one hour of work.
我想我是个有好奇心的CEO。我过去也只是个对充满好奇心的经济学专业本科生。我学到了经济学衡量一切可以具体化的单位生产和消费好像那些可以被具体化的单位是完全等同的一样他们是不一样的事实上，作为领导者，我们需要了解的是我们其实可以影响每个单位产量的质量通过从实际中创造条件给我们的员工去找到他们的价值从薇薇安的例子中，她的单位产量并不是可以计算的她工作的每个小时而是她所做到的那些不可触摸的区别在那一小时的工作中。
