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So third point, inaction is as political as action.
第三点，采取和不采取行动都具有政治意义。
We've met quite a few leaders that say that they're neutral on certain issues or apolitical.
我们遇到了相当多的领导人，他们表示在某些问题上保持中立，或者不关心政治。
There's no such thing.
其实根本不是这回事。
An inaction on things like climate change is as political as an action.
在气候变化等问题上无所作为，同样是一种行动上和政治上的态度。
I was working with an HR director in the construction industry right at the moment where a competitor had said some fairly disparaging things about women in the industry.
我曾与建筑业的一位人力资源主管共事，当时他们的一个竞争对手对该行业的女性发表了一些很负面的言论。
It's a huge controversy.
这引起了很大的争议。
And this HR director really didn't want to get involved.
而这位人力资源主管十分不想卷入其中。
He just wanted to avoid the conflict, stay out of it.
他只想避免冲突，置身事外。
But his employees wouldn't let him because his silence would have communicated complicity.
但他的员工不让他这么做，因为他的沉默会有站队的嫌疑。
Now what I am not saying, even though I am often accused of saying it, what I am not saying is that therefore you need to act on every issue that's out there.
我的意思是——虽然我这个言论经常被指责——你不需要对出现的所有问题都作出回应。
Of course you don't.
你当然不用这样做。
And of course you can't, it's infeasible.
你也当然不可能做到，这是不现实的。
What I am saying, as a leader, is that you need to make conscious, coherent, authentic choices about what you will make a stand on and what you won't.
我想说的是，作为一名领导者，你需要有意识地作出始终如一的真实选择，决定你要坚持什么立场，反对什么立场。
And do that in conjunction with your stakeholders and, of course, your employees are one of your key stakeholders there.
并与董事统一战线，当然，这时候你的员工们也是“董事”之一了。
Final point is that it's useful to understand what your employees think your response has been to activist issues so far.
最后一点也是十分有用的一点是，了解你的员工如何看待到目前为止你对行动主义问题的反应。
Not what you think it is, but what do your employees think it's been?
不是你想象中自己的反应，而是员工看到的你的反应。
And in our research, we came up with a kind of taxonomy of different leadership responses.
在研究中我们发现，不同领导对此事有不同反应。
It starts with nonexistent or, "Activism?
首先是否认存在，或者说，“行动主义？
What activism?"
什么行动主义？”
We talked to a chief executive in the manufacturing industry.
我们与制造业的一位首席执行官聊过天。
And midway through our conversation, I asked him about climate change and his strategy and stance on environmental issues.
在聊天过程中，我问了他关于气候变化以及他在环境问题上的战略和立场。
And he looked at me utterly baffled.
他困惑地看着我。
It was nowhere on the agenda.
因为议程上并没有这一环节。
Now, that looks increasingly inconceivable, actually, but it certainly still happens.
这看起来非常不可思议，但仍然会发生。
And then you get suppression.
然后你就会受到压制。
Or, "Let's just expel those voices before it spreads."
或者说，“把那些声音扼杀在摇篮里吧。”
Now this is where leaders explicitly silence or implicitly, because employees know that if they do speak up, it will probably cost them their next promotion.
领导者会有意无意地保持沉默，因为员工知道，如果他们真的直言不讳，很可能会失去下一次晋升机会。
Or indeed, if they do speak up, they might be ignored.
或者，即使他们真的说了，也可能会被忽视。
We surveyed just over 3,000 employees in a recent project, and just over one in five employees expect to be ignored if they speak up about wider social and environmental concerns.
我们最近调查了3000多名员工，略超过五分之一的员工认为，如果他们谈论更宏观的关于社会和环境问题看法会被忽视。
After that comes something that we call "facadism" or, "Let's just say the right things."
面对这种情况，他们会做一些“表面工夫”，比如，“说一些政治正确的东西。”
This is when leaders make proclamations about what's important, and they may even say what they're going to do about it, but nothing happens.
领导人宣布重要事项时，员工甚至可能会附和说他们要做什么，但最终什么也没有发生。
