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＃9 社長の言葉を考える：「Airbnb CEOの従業員へのメッセージ」を分解してみる。

社長の言葉を考える人

こんにちは、社長の言葉を考える人です。 

普段社長と一緒に社長の言葉を考えています。

今回はAirbnb CEOの従業員へのメッセージを一緒に分解しようと思います。世界有数の宿泊施設仲介サービスを提供するAirbnbですが、従業員の約２５％をレイオフすることを発表しました。その際のメッセージを一緒に見ていきたいと思います。


今回のポイント、ミッションと６つのバリュー、そしてメッセージの分解でご紹介していきます。


【今回のポイント】

一言で言うと、誠実さの塊です。CEO自身の人柄、授業員を愛する気持ちが現れており企業イメージがグッと上がる内容です。


【ミッションと６つのバリュー】

メッセージを見る前に、企業の根幹でありメッセージの根幹でもあるミッションとバリューを一緒に見ていきたいと思います。

調べて見たところこれといって社外にこれがミッションとバリューあると名言していないようです。なのでネットから拾ってきた情報を私なりに翻訳しご紹介します。

1. ミッッションに生きる（Champion the mission ）ミッションを体現する人になれということです。ちなみにミッションは以下です。

人がマイホームのように感じることができる居場所を世界中のあらゆるところに創ること（The mission is to live in this world where one day you can feel like you're home anywhere and not in a home, but truly home, where you belong.）

2. ホスピタリティ精神（Be a Host）

3. シンプリシティ（Simplify）

4. 川上から川下まで細部にこだわる（Every frame matters）

5. シリアル起業家（Be a Cereal Entrepreneur）これは、創業当時投資を得られずに苦労していたときに手段を選ばずシリアルを売りお金を集めていたストーリーから、泥臭くゴールに向かう姿勢を示しています。

6. アドベンチャーを楽しみ続ける（Embrace the adventure）年齢に関わらず少年の精神を忘れずに、あらゆることにオープンで柔軟であることを意味しています。。

以下のビデオでCEO自身が話しているのでぜひご覧ください。


【メッセージ分解】

それでは、一緒にメールを分解していきましょう！

7回目であるという言及。今まで良い知らせ、そして悪い知らせをいくつか共有したが、今回は悪い知らせであると。しかもとても悪い知らせであると。読んでい人に心の準備をさせているこの導入文はなんとも映画でよくある一説のような導入ですね。

A Message from Co-Founder and CEO Brian Chesky. Earlier today, Airbnb Co-Founder and CEO Brian Chesky sent the following note to Airbnb employees. This is my seventh time talking to you from my house. Each time we’ve talked, I’ve shared good news and bad news, but today I have to share some very sad news.

レイオフをするという結論をまず述べている。ミッションについて述べている。そしてなぜこの決定に至った理由、レイオフ対象者への現在のアクションと、今後の未来の話をするという導入。

When you’ve asked me about layoffs, I’ve said that nothing is off the table. Today, I must confirm that we are reducing the size of the Airbnb workforce. For a company like us whose mission is centered around belonging, this is incredibly difficult to confront, and it will be even harder for those who have to leave Airbnb. I am going to share as many details as I can on how I arrived at this decision, what we are doing for those leaving, and what will happen next.

この決定に至った理由を説明しています。コロナの影響の絶大さ、そしてこの先の見えない未来に対する展望、変わりゆくであろう旅行の形など、CEOの心苦しさを感じます。

Let me start with how we arrived at this decision. We are collectively living through the most harrowing crisis of our lifetime, and as it began to unfold, global travel came to a standstill. Airbnb’s business has been hit hard, with revenue this year forecasted to be less than half of what we earned in 2019. In response, we raised $2 billion in capital and dramatically cut costs that touched nearly every corner of Airbnb. While these actions were necessary, it became clear that we would have to go further when we faced two hard truths:
We don’t know exactly when travel will return.
When travel does return, it will look different.
While we know Airbnb’s business will fully recover, the changes it will undergo are not temporary or short-lived. Because of this, we need to make more fundamental changes to Airbnb by reducing the size of our workforce around a more focused business strategy.

従業員をチームメイトと読んでいるようですね。全従業員７５００人の２５％にあたる１９００人がこの会社を去らなければいけない現実を説明しています。そして然るべきところにお金を使いビジネスを進めていくと述べています。ネガティブな数字をしっかり出す姿勢はいいですね。

Out of our 7,500 Airbnb employees, nearly 1,900 teammates will have to leave Airbnb, comprising around 25% of our company. Since we cannot afford to do everything that we used to, these cuts had to be mapped to a more focused business.

ポストコロナの新世界の人の動向について述べており、自分たちのルーツである「ヒューマンコネクション＝人との繋がり」に立ち返り、そのルーツに沿わない投資や活動を減らすと言及。しっかりと原点をここで説明しており、カルチャーの強さを感じます。

A more focused business. Travel in this new world will look different, and we need to evolve Airbnb accordingly. People will want options that are closer to home, safer, and more affordable. But people will also yearn for something that feels like it’s been taken away from them — human connection. When we started Airbnb, it was about belonging and connection. This crisis has sharpened our focus to get back to our roots, back to the basics, back to what is truly special about Airbnb — everyday people who host their homes and offer experiences. This means that we will need to reduce our investment in activities that do not directly support the core of our host community. We are pausing our efforts in Transportation and Airbnb Studios, and we have to scale back our investments in Hotels and Lux. These decisions are not a reflection of the work from people on these teams, and it does not mean everyone on these teams will be leaving us. Additionally, teams across all of Airbnb will be impacted. Many teams will be reduced in size based on how well they map to where Airbnb is headed.

ここではバリューに基づき、従業員のレイオフを実施していると強調しています。軸の通った説明はいいですね。

How we approached reductions. It was important that we had a clear set of principles, guided by our core values, for how we would approach reductions in our workforce. These were our guiding principles: Map all reductions to our future business strategy and the capabilities we will need. Do as much as we can for those who are impacted. Be unwavering in our commitment to diversity. Optimize for 1:1 communication for those impacted. Wait to communicate any decisions until all details are landed — transparency of only partial information can make matters worse. I have done my best to stay true to these principles.

そしてどのようにレイオフする対象を選び、また対象者への手厚いサポートを名言しています。退職金から再就職サポートまで本来社外に出さないであろう内容まで明らかにし、誠実さしか感じないメッセージです。なによりすごいのが、会社で提供しているMacをそのまま支給するという大胆さです。

Process for making reductions. Our process started with creating a more focused business strategy built on a sustainable cost model. We assessed how each team mapped to our new strategy, and we determined the size and shape of each team going forward. We then did a comprehensive review of every team member and made decisions based on critical skills, and how well those skills matched our future business needs. The result is that we will have to part with teammates that we love and value. We have great people leaving Airbnb, and other companies will be lucky to have them. To take care of those that are leaving, we have looked across severance, equity, healthcare, and job support and done our best to treat everyone in a compassionate and thoughtful way. Severance. Employees in the US will receive 14 weeks of base pay, plus one additional week for every year at Airbnb. Tenure will be rounded to the nearest year. For example, if someone has been at Airbnb for 3 years and 7 months, they will get an additional 4 weeks of salary, or 18 weeks of total pay. Outside the US, all employees will receive at least 14 weeks of pay, plus tenure increases consistent with their country-specific practices. Equity. We are dropping the one-year cliff on equity for everyone we’ve hired in the past year so that everyone departing, regardless of how long they have been here, is a shareholder. Additionally, everyone leaving is eligible for the May 25 vesting date. Healthcare. In the midst of a global health crisis of unknown duration, we want to limit the burden of healthcare costs. In the US, we will cover 12 months of health insurance through COBRA. In all other countries, we will cover health insurance costs through the end of 2020. This is because we’re either legally unable to continue coverage, or our current plans will not allow for an extension. We will also provide four months of mental health support through KonTerra. Job support. Our goal is to connect our teammates leaving Airbnb with new job opportunities. Here are five ways we can help: Alumni Talent Directory — We will be launching a public-facing website to help teammates leaving find new jobs. Departing employees can opt-in to have profiles, resumes, and work samples accessible to potential employers.
Alumni Placement Team — For the remainder of 2020, a significant portion of Airbnb Recruiting will become an Alumni Placement Team. Recruiters that are staying with Airbnb will provide support to departing employees to help them find their next job.
RiseSmart — We are offering four months of career services through RiseSmart, a company that specializes in career transition and job placement services.
Employee Offered Alumni Support — We are encouraging all remaining employees to opt-in to a program to assist departing teammates find their next role.
Laptops — A computer is an important tool to find new work, so we are allowing everyone leaving to keep their Apple laptops.
Here is what will happen next

そしてビジネスを展開している各国の対応についても言及しています。そしてCEO主催のミーティングを開催を名言しています。Q&Aなどを実施し、各国のビジネスファンクションにも丁寧に対応する姿勢を見せています。

I want to provide clarity to all of you as soon as possible. We have employees in 24 countries, and the time it will take to provide clarity will vary based on local laws and practices. Some countries require notifications about employment to be received in a very specific way. While our process may differ by country, we have tried to be thoughtful in planning for every employee. In the US and Canada, I can provide immediate clarity. Within the next few hours, those of you leaving Airbnb will receive a calendar invite to a departure meeting with a senior leader in your department. It was important to us that wherever we legally could, people were informed in a personal, 1:1 conversation. The final working day for departing employees based in the US and Canada will be Monday, May 11. We felt Monday would give people time to begin taking next steps and say goodbye — we understand and respect how important this is. Some employees who are staying will have a new role, and will receive a meeting invite with the subject “New Role” to learn more about it. For those of you in the US and Canada who are staying on the Airbnb team, you will not receive a calendar invite. At 6pm pacific time, I will host a world@ meeting for our Asia-Pacific teams. At 12am pacific time, I will host a world@ meeting for our Europe and Middle East teams. Following each of these meetings, we’ll proceed with next steps in each country based on local practices. I’ve asked all Airbnb leaders to wait to bring their teams together until the end of this week out of respect to our teammates being impacted. I want to give everyone the next few days to process this, and I’ll host a CEO Q&A again this Thursday at 4pm pacific time.

最後に、従業員への感謝をのべています。そしてCEO自身が従業員への愛を述べています。そして我々のミッションは旅行のことに焦点を当てていない、人に焦点を当てている。そして「人の居場所、そしてそこには愛がある。」と、創業当時の思いを語っています。この大変な状況で、我々が本当は何者であるかを再認識しより強くなるというメッセージを感じ希望を感じるメッセージとなっています。

Some final words. As I have learned these past eight weeks, a crisis brings you clarity about what is truly important. Though we have been through a whirlwind, some things are more clear to me than ever before. First, I am thankful for everyone here at Airbnb. Throughout this harrowing experience, I have been inspired by all of you. Even in the worst of circumstances, I’ve seen the very best of us. The world needs human connection now more than ever, and I know that Airbnb will rise to the occasion. I believe this because I believe in you. Second, I have a deep feeling of love for all of you. Our mission is not merely about travel. When we started Airbnb, our original tagline was, “Travel like a human.” The human part was always more important than the travel part. What we are about is belonging, and at the center of belonging is love. To those of you staying, One of the most important ways we can honor those who are leaving is for them to know that their contributions mattered, and that they will always be part of Airbnb’s story. I am confident their work will live on, just like this mission will live on. To those leaving Airbnb, I am truly sorry. Please know this is not your fault. The world will never stop seeking the qualities and talents that you brought to Airbnb…that helped make Airbnb. I want to thank you, from the bottom of my heart, for sharing them with us. Brian

【最後に】

誠実さの塊のメッセージいかがでしたでしょうか？いいメッセージは、しっかりとしたアクションがいつもセットですが、その成功例たる内容です。

そしてもっと感動したのはCEO自身ツイッターで、レイオフ対象の従業員の再就職への旅の手助けをしているのが感動的です。もし採用したい会社があればCEO自身のメールアドレスに連絡をくれと言う、誠実たる姿勢。こんなCEOならまだまだこの会社は大丈夫そして、将来働きたいと思える人ばかりではないでしょうか？

今回も長々とありがとうございました。この内容が、何かのお役に立てれば光栄です。それでは、社長の言葉を考える人でした。


【参考資料】


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