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Facebook COO 桑德伯格2012哈佛商學(xué)院畢業(yè)演講

來源：考試大發(fā)布時間：2012-06-30

　　It’s an honor to be here today to address HBS’s distinguished faculty, proud parents, patient guests, and most importantly, the class of 2012.
　　今天很榮幸來到這里為尊敬的哈佛商學(xué)院（HBS）的教授們，自豪的畢業(yè)生家長們和耐心的來賓們，尤其是為今年的畢業(yè)生們演講。
　　Today was supposed to be a day of unbridled celebration and I know that’s no longer true. I join all of you in grieving for your classmate Nate. I know there are no words that makes something like this better.
　　今天原本應(yīng)該是狂歡的日子，不過我知道現(xiàn)在并不合適了（由于一名畢業(yè)生在歐洲突然死亡）讓我們一起為Nate同學(xué)表示哀悼，當(dāng)然任何言語在這樣的悲劇前都蒼白無力。
　　Although laden with sadness, today still marks a distinct and impressive achievement for this class. So please everyone join me in giving our warmest congratulations to this class of 2012.
　　盡管有悲傷縈繞在大家心頭，今天仍然象征著你們?nèi)〉玫慕艹龀煽儭Ｋ宰屛覀円黄馂?2屆的畢業(yè)生們獻(xiàn)上最熱烈的祝賀。
　　When the wonderful Dean Nohria invited me to speak here today, I thought, come talk to a group of people way younger and cooler than I am? I can do that. I do that every day at Facebook. I like being surrounded by young people, except when they say to me, "What was it like being in college without the internet?" or worse," Sheryl, can you come here? We need to see what old people think of this feature." It’s not joking.
　　當(dāng)尊敬的院長Nohria邀請我今天來做演講時，我想來給一群遠(yuǎn)比我年輕有活力的人們演講？我沒問題。這正是我每天在Facebook做的事情。我喜歡和年輕人在一起，除了當(dāng)他們問我，“沒有互聯(lián)網(wǎng)的大學(xué)是怎樣的？” 或者更夸張“謝麗爾，你能過來下么？我們想知道‘老人’會對這個新功能怎么看” 這類問題。我不是在開玩笑。
　　It’s a special privilege for me to be here this month. When I was a student here 17 years ago, I studied social marketing with Professor Kash Rangan. One of the many examples Kash used to explain the concept of social marketing was the lack of organ donors in this country, which kills 18 people every single day. Earlier this month, Facebook launched a tool to support organ donations, something that stems directly from Kash’s work. Kash, wherever you are here, we are all grateful for your dedication.
　　能夠在畢業(yè)季來到這里，我覺得很榮幸。17年前當(dāng)我是哈佛的學(xué)生時，我上了Kash Rangan教授的“社交化營銷”。一個Kash用來解釋“社交化營銷”概念的例子就是美國在器官捐贈方面的不足，每天因此有18人死亡。本月早些時候，F(xiàn)acebook推出了一款支持器官捐贈的工具，這是對Kash工作的直接應(yīng)用。Kash，無論你今天坐在哪里，我們都十分感激你的貢獻(xiàn)。
　　It wasn’t really that long ago when I was sitting where you are, but the world has changed an awful lot. My section, section B, tried to have HBS’s first online class. We had to use an AOL chat room and dial up service. (Your parents can explain to you later what dial-up service is.) We had to pass out a list of screen names because it was unthinkable to put your real name on the internet. And it never worked. It kept crashing and kicking all of us off. Because the world just wasn’t set up for 90 people to communicate at once online. For a few brief moments, we glimpsed the future – a future where technology would power who we are and connect us to our real colleagues, our real family, our real friends.
　　所以也就在“不久”之前，我坐在你們現(xiàn)在的位置上。但是這個世界已經(jīng)變化了很多。我所在的小組Section B曾嘗試進(jìn)行HBS的第一次在線課程。我們用的是AOL的聊天室和電話撥號上網(wǎng)服務(wù)。（你們的父母可以向你們解釋什么是撥號上網(wǎng)。）我們得給每人發(fā)一張寫有我們網(wǎng)名的列表，因?yàn)槟菚r在網(wǎng)上用真名是件讓人難以想象的事。不過這完全不行。網(wǎng)一直斷，我們會被踢出聊天室。因?yàn)楫?dāng)時的世界還無法讓90人同時在線交流。不過有幾個瞬間，我們仿佛看到了未來。一個由于科技進(jìn)步讓我們和真實(shí)生活中的同事、家人和朋友更好地聯(lián)系在一起的未來。
　　It used to be that in order to reach more people than you could talk to in a day, you had to be rich and famous and powerful. You had to be a celebrity, a politician, a CEO. But that’s not true today. Now ordinary people have voice, not just those of us lucky enough to go to HBS, but anyone with access to Facebook, to Twitter, to a mobile phone. This is disrupting traditional power structures and leveling traditional hierarchy. Voice and power are shifting from institutions to individuals, from the historically powerful to the historically powerless. And all of this is happening so much faster than I could have ever imagined when I was sitting where you are today – and Mark Zuckerberg was 11 years old.
　　過去如果想在一天內(nèi)聯(lián)系到比你能見著面更多的人，你要么有錢，要么有名，要么有權(quán)。你得是名人，政客，或者CEO。但是今天不一樣了�，F(xiàn)在普通人也可以獲得話語權(quán)。不僅是那些能到HBS讀書的幸運(yùn)兒，而是任何能上Facebook，Twitter或者有手機(jī)的人。這正在打破傳統(tǒng)的權(quán)利結(jié)構(gòu)，讓傳統(tǒng)的階層界限變得模糊。話語權(quán)正從機(jī)構(gòu)轉(zhuǎn)向個人，從曾經(jīng)有權(quán)有勢的人轉(zhuǎn)向普通人。而且這一切的變化速度遠(yuǎn)遠(yuǎn)超出了當(dāng)時就坐在你們今天位置上的我的想像。那時候，馬克·扎克伯格才十一歲。
　　As the world becomes more connected and less hierarchical, traditional career paths are shifting as well. In 2001, after working in the government, I moved out to Silicon Valley to try to find a job. My timing wasn’t really that good. The bubble had crashed. Small companies were closing. Big companies were laying people off. One women CEO looked at me and said, "we would never even think about hiring someone like you."
　　當(dāng)世界變得更緊密界限更模糊時，傳統(tǒng)的職業(yè)生涯也在發(fā)生變化。2001年在為政府工作了幾年之后，(謝麗爾·桑德伯格當(dāng)初為Larry Summers工作）我搬到硅谷找下一份工作。當(dāng)時并不是個好時機(jī)。泡沫破滅了。小公司都在倒閉，大公司都在裁員。一個女性CEO看著我說，“我們根本不會考慮招你這樣的人。”
　　After a while I had a few offers and I had to make a decision, so what did I do? I am MBA trained, so I made a spreadsheet. I listed my jobs in the columns and the things for my criteria in the rows, and compared the companies, the missions, and the roles. One of the jobs on that sheet was to become Google’s first Business Unit general manager, which sounds good now, but at the time no one thought consumer internet companies could ever make money. I was not sure there was actually a job there at all; Google had no business units, so what was there to generally manage? And the job was several levels lower than jobs I was being offered at other companies.
　　過了一段時間，我有了幾個offers。需要做決定了，那么我是怎么做的呢？由于我受過MBA的訓(xùn)練，所以我做了一個Excel表。我把工作都列了出來并且一行行把我的評判標(biāo)準(zhǔn)也列了出來。比較公司的遠(yuǎn)景，工作的職責(zé)等。表格中有一個工作是去做Google的第一個業(yè)務(wù)部總經(jīng)理。這現(xiàn)在聽起來很不錯，但是當(dāng)時沒人相信直接面對消費(fèi)者的互聯(lián)網(wǎng)公司可以賺錢。我都不敢確定那兒是不是真有這樣的職位；Google就沒有業(yè)務(wù)部，那要我去總管什么呢？何況那職位比我在其他公司得到的offers都要低好幾級。
　　So I sat down with Eric Schmidt, who had just become the CEO, and I showed him the spreadsheet and I said, this job meets none of my criteria. He put his hand on my spreadsheet and he looked at me and said, "Don’t be an idiot."
　　后來我和當(dāng)時剛剛上任的CEO艾里克·施密特見了面，我給他看了我的列表。我說，“這份工作完全不合我的選擇標(biāo)準(zhǔn)。”他用手按住我的表格�？粗艺f：“不要犯傻。
　　Excellent career advice. And then he said, "Get on a rocket ship. When companies are growing quickly and having a lot of impact, careers take care of themselves. And when companies aren’t growing quickly or their missions don’t matter as much, that’s when stagnation and politics come in. If you’re offered a seat on a rocket ship, don’t ask what seat. Just get on."
　　極佳的職業(yè)忠告。然后他說，重要的是坐上火箭。當(dāng)公司在飛速發(fā)展而產(chǎn)生很大影響力時，事業(yè)自然也會突飛猛進(jìn)。當(dāng)公司發(fā)展較慢時，或者公司前景一般時，停滯和辦公室政治就會出現(xiàn)。如果你得到了坐上火箭的機(jī)會，別管是什么位置，上去就行。”
　　About six and one-half years later, when I was leaving Google, I took that advice to heart. I was offered CEO jobs at a bunch of companies, but I went to Facebook as COO. At the time people said, why are you going to work for a 23-year-old?
　　大概六年半之后，當(dāng)我要離開Google的時候，我記住了這句忠告。當(dāng)時好幾家公司請我去做CEO，但是我去了Facebook做COO（首席運(yùn)營官）。那時有人問你為什么要去給一個23歲的年輕人打工？
　　The traditional metaphor for careers is a ladder, but I no longer think that metaphor holds. It just doesn’t make sense in a less hierarchical world. When I was first at Facebook, a woman named Lori Goler, a 1997 graduate of HBS, was working in marketing at eBay and I knew her kind of socially. She called me and said, "I want to think about you know talk with you about coming to work with you at Facebook. So I thought about calling you and telling you all the things I’m good at and all the things I like to do. But I figured that everyone is doing that. So instead I want to know what’s your biggest problem and how can I solve it?"
　　職業(yè)發(fā)展通常會被比作“爬階梯”。但我認(rèn)為這個比喻不再恰當(dāng)了。在越來越扁平的世界里，這種說法是沒有意義的。我剛到Facebook的時候，97屆HBS的校友Lori Goler還在eBay做市場營銷。我和認(rèn)識了她并且知道善于交際。她打電話給我說，“我想和你談?wù)劦紽acebook和你一起工作的事，我想到給你打電話，和你說我有哪些特長以及我想做的事情。但我知道所有人都會這樣說。所以我就想知道什么是你現(xiàn)在最棘手的問題，我又該如何幫你解決這個問題？”
　　My jaw hit the floor. I’d hired thousands of people up to that point in my career, but no one had ever said anything like that. I had never said anything like that. Job searches are always about the job searcher, but not in Lori’s case. I said, "You’re hired. My biggest problem is recruiting and you can solve it." So Lori changed fields into something she never thought she’d do, went down a level to start in a new field. She has since been promoted and runs all of People Operations at Facebook and is doing an extraordinary job, having an amazing impact.
　　我感動得五體投地。那時我一路過來，雇了上千人，但是從來沒有人對我這樣說過。我自己也從來沒有這樣說過。找工作一直是關(guān)于找工作的人是怎樣，要什么。但是Lori不是這樣想的。我說，“你被錄用了。我最大的問題就是招人，你可以幫我。”之后Lori就換到了這個她自己都從未想過去做的領(lǐng)域，還降了一級，重新開始。之后她被升職，負(fù)責(zé)整個Facebook的人事運(yùn)行，現(xiàn)在做得非常好，在公司有很大的影響力。
　　Lori has a great metaphor for careers. She says they’re not a ladder, they’re a jungle gym.
　　Lori對職業(yè)有個很好的比喻。她說職業(yè)不是階梯，而是游樂場里兒童玩的立方格攀登架。
　　As you start your post-HBS career, look for opportunities, look for growth, look for impact, look for mission. Move sideways, move down, move on, move off. Build your skills, not your resume. Evaluate what you can do, not the title they’re going to give you. Do real work. Take a sales quota, a line role, an ops job. Don’t plan too much, and don’t expect a direct climb. If I had mapped out my career when I was sitting where you are, I would have missed my career.
　　當(dāng)你們開始HBS之后的職業(yè)生涯時，你們要去尋找機(jī)會，追隨成長，力求影響力，發(fā)現(xiàn)遠(yuǎn)景，可以平調(diào)，降級，升職，甚至換新的領(lǐng)域。培養(yǎng)你的技能，而不是填充你的簡歷。根據(jù)你能做的事來評判工作，而不是你可以得到的職位。做真正的工作。接受一個銷售目標(biāo)，一個生產(chǎn)線上的工作，一個涉及運(yùn)營方面的工作，別作太多計(jì)劃，也別要求要“青云直上”。如果我在坐在你們的位置上時就計(jì)劃好我的職業(yè)，我會錯過我現(xiàn)在的職業(yè)。
　　You are entering a different business world than I entered. Mine was just starting to get connected. Yours is hyper-connected. Mine was competitive. Yours is way more competitive. Mine moved quickly, yours moves even more quickly.
　　你們現(xiàn)在正邁入一個和我當(dāng)時不同的世界。我的世界剛剛開始被連接起來，你的世界已經(jīng)高速連接在一起。我當(dāng)時競爭很激烈。你們現(xiàn)在的競爭更加激烈。我的世界變化很快，你的世界變化更快。
　　As traditional structures are breaking down, leadership has to evolve as well-from hierarchy to shared responsibility, from command and control to listening and guiding. You’ve been trained by this great institution not just to be part of these trends, but to lead.
　　在這個傳統(tǒng)結(jié)構(gòu)正被打破的時代，領(lǐng)導(dǎo)班子也需要演變。從設(shè)立階層到責(zé)任共享，從命令與控制到聆聽和引導(dǎo)。你在HBS這個偉大的學(xué)院學(xué)習(xí)不僅是為了能夠跟上浪潮，更重要的是能去引領(lǐng)潮流。
　　As you lead in this new world, you will not be able to rely on who you are or the degree you hold. You’ll have to rely on what you know. Your strength will not come from your place on some org chart, your strength will come from building trust and earning respect. You’re going to need talent, skill, and imagination and vision. But more than anything else, you’re going to need the ability to communicate authentically, to speak so that you inspire the people around you and to listen so that you continue to learn each and every day on the job.
　　當(dāng)你在這個新世界里乘風(fēng)破浪時，你能依靠的不是你是誰也不是你的學(xué)位。你要依靠的是你的知識。你的力量不會源自你在公司的位置，而來自于建立信任，獲得尊敬。你會需要天賦，技能，想象力和視野。不過最最重要的是，具有真誠溝通的能力，既能鼓舞你身邊的人，又能聆聽他們的建議，在每一天的工作中不斷學(xué)習(xí)進(jìn)步。
　　If you watch young children, you’ll immediately notice how honest they are. My friend Betsy from my section a few years after business school was pregnant with her second child. And her first child, Sam, was about five and he looked around and said, "Mommy, where is the baby?" She said, "The baby is in my tummy." He said, "Really? Aren’t the baby’s arms in your arms?" She said, "No, the baby’s in my tummy." "Are the baby’s legs in your legs?" "No, the whole baby is in my tummy." Then he said, ’Then Mommy, what is growing in your butt?"
　　如果你留意小孩，你會立刻發(fā)現(xiàn)他們是多么的誠實(shí)。我的一個HBS小組里的朋友Betsy在畢業(yè)后幾年懷上了第二個孩子。她的第一個小孩，Sam，那時大概五歲。Sam環(huán)視了下她問，“媽媽，小寶寶在哪里��？”她說，“小寶寶在我肚子里。”他說，“真的么？難道小寶寶的手不在你的手里？”她說，“不，小寶寶在我肚子里。”“真的？小寶寶的腿不在你腿里？”“不，整個寶寶都在我肚子里啊。”然后她說，“那么媽媽，為什么你的屁股越來越大？”
　　As adults, we are never this honest. And that’s not a bad thing. I have borne two children and the last thing I needed were those comments which obviously could be made. But it’s not always a good thing either. Because all of us, and especially leaders, need to speak and hear the truth.
　　作為成年人，我們從不如此直接。這未必是件壞事。我也是兩個孩子的媽媽，我最不想聽到的恐怕就是這些評論，當(dāng)然這些評論用在我身上也確實(shí)沒錯。但是那也不總是件好事。因?yàn)槲覀兯腥耍绕涫穷I(lǐng)導(dǎo)者，需要說真話，聽真話。
　　The workplace is an especially difficult place for anyone to tell the truth, because no matter how flat we want our organizations to be, all organizations have some form of hierarchy. And what that means is that one person’s performance is assessed by someone else’s perception.
　　在工作環(huán)境中，說真話尤其得難，因?yàn)闊o論我們多希望將組織架構(gòu)扁平化，所有的組織都會有某種層級。這就意味著一個員工的表現(xiàn)會由別人對其印象來評估。