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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(shí)間：2012-06-30

　　This is not a setup for honesty. Think about how people speak in a typical workforce. Rather than say, "I disagree with our expansion strategy" or better yet, "this seems truly stupid." They say, "I think there are many good reasons why we’re entering this new line of business, and I’m certain the management team has done a thorough ROI analysis, but I’m not sure we have fully considered the downstream effects of taking this step forward at this time." As we would say at Facebook, three letters: WTF.
　　這是不鼓勵(lì)真誠的設(shè)計(jì)。想象一下人們?cè)诘湫偷墓ぷ鳝h(huán)境中是如何溝通的。人們不說“我不同意我們的擴(kuò)張策略”或者，更好，“這看起來真傻。”人們會(huì)說，“我知道進(jìn)入這個(gè)新領(lǐng)域有眾多好處，而且我相信管理團(tuán)隊(duì)一定做過細(xì)致的投資回報(bào)分析，不過，我不確定我們是否完整地考慮了在這個(gè)時(shí)刻采取這個(gè)方案會(huì)產(chǎn)生的所有后果。對(duì)此就該用我們?cè)贔acebook或者互聯(lián)網(wǎng)上常說的三個(gè)字：WTF。
　　Truth is better served by using simple language. Last year, Mark decided to learn Chinese and as part of studying, he would spend an hour or so each week with some of our employees who were native Chinese speakers. One day, one of them was trying to tell him something about her manager. She said this long sentence and he said, "simpler please." And then she said it again and he said, "no, I still don’t understand, simpler please"…and so on and so on. Finally, in sheer exasperation, she burst out, "my manager is bad." Simple and clear and super important for him to know.
　　事實(shí)最好用簡(jiǎn)短的語言來表達(dá)。去年，馬克·扎克伯格決定開始學(xué)中文。作為學(xué)習(xí)的一部分，他每周會(huì)花大約一個(gè)小時(shí)的時(shí)間和一些來自中國的員工交談。有一天，有一個(gè)員工談到了她的老板。她說了一通之后，馬克說，“請(qǐng)說簡(jiǎn)單點(diǎn)。”她再說了一遍之后，他說，“不行，我還是沒明白，請(qǐng)?jiān)俸?jiǎn)單點(diǎn)。”就這樣來回了幾次。終于，她憤怒地說道，“我老板壞！”簡(jiǎn)單明了，而且非常重要，需要讓馬克知道。
　　People rarely speak this clearly in the workforce or in life. And as you get more senior, not only will people speak less clearly to you but they will overreact to the small things you say. When I joined Facebook, one of the things I had to do was build the business side of the company and put some systems into place. But I wanted to do it without destroying the culture that made Facebook great. So one of the things I tried to do was encourage people not to do formal PowerPoint presentations for meetings with me. I would say things like, "Don’t do PowerPoint presentations for meetings with me. Why don’t you come in with a list of what you want to discuss." But everyone ignored me and they kept doing their presentations meeting after meeting, month after month. So about two years in, I said, "OK, I hate rules but I have a rule: no more PowerPoint in my meetings. And I mean it, no more."
　　在工作或者生活中，人們很少會(huì)把話說那么明了。尤其是當(dāng)你的級(jí)別上升后，人們不僅不會(huì)和你把話說清楚，還會(huì)對(duì)你所說的小事反應(yīng)過激。當(dāng)我加入Facebook的時(shí)候，我的職責(zé)之一就是把公司商業(yè)那塊給建立起來，將其系統(tǒng)化。但是我不想破壞Facebook原有的文化。我嘗試的一件事就是鼓勵(lì)人們和我開會(huì)時(shí)不要做正式的PPT。我會(huì)說，“和我開會(huì)不用做PPT。”把你想討論的事列出來就行。但是所有人都無視我的要求，仍然在做PPT，就這樣一個(gè)又一個(gè)會(huì)議，一個(gè)月又一個(gè)月，沒有改變。大概兩年后，我說，“OK，我不喜歡條條框框，但我要定個(gè)規(guī)矩，和我開會(huì)不用做PPT。我是認(rèn)真的。別再做了。”
　　About a month later I was about to speak to our global sales team on a big stage and someone came up to me and said, "Before you get on that stage, you really should know everyone’s pretty upset about the no PowerPoint with clients thing." I said, "What no PowerPoint with clients thing?" They said, " You made rule: no PowerPoint." So I got on the stage and said, "one, I meant no PowerPoint with me. But two, more importantly, next time you hear something that’s really stupid, don’t adhere to it. Fight it or ignore it, even if it’s coming from me or Mark."
　　大約一個(gè)月之后，我在一個(gè)大型場(chǎng)合正要和全球銷售團(tuán)隊(duì)講話，一個(gè)同事上來對(duì)我說，“在你上臺(tái)之前，你應(yīng)該知道大家對(duì)你制定的‘和客戶會(huì)面不做PPT’的規(guī)定很有意見。”我說，“什么‘ 和客戶會(huì)面不做PPT’？”他們說：“你制定了一個(gè)規(guī)定：不做PPT。”之后我上了臺(tái)就說，“首先，我說的是和我開會(huì)不用PPT。其次，更重要的是，下次你們聽到一些你們認(rèn)為很傻的話，不要去遵循它，而要去提意見或者無視它，哪怕你知道那話是我或者馬克說的。”
　　A good leader recognizes that most people won’t feel comfortable challenging authority, so it falls upon authority to encourage them to question. It’s easy to say that you’re going to encourage feedback but it’s hard to do, because unfortunately it doesn’t always come in a format we want to hear it.
　　一個(gè)好的領(lǐng)導(dǎo)者知道大部分人不愿意去挑戰(zhàn)權(quán)威，所以領(lǐng)導(dǎo)者有義務(wù)去鼓勵(lì)大家來質(zhì)疑。當(dāng)然說鼓勵(lì)反饋容易，做起來難。因?yàn)槁牭降姆答佂皇俏覀兿胍哪欠N。
　　When I first started at Google, I had a team of four people and it was really important to me that I interview everyone who was on my team. It felt like being part of my team meant I had to know you. When the team had grown to about 100 people, I realized it was taking longer to schedule my interviews. So one day at my meeting of just my direct reports, I said "maybe I should stop interviewing", fully expecting them to jump in and say "no, your interviews are a critical part of the process." They applauded. Then they fell over themselves explaining that I was the bottleneck of all time. I was embarrassed. Then I was angry and I spent a few hours just quietly fuming. Why didn’t they tell me I was a bottleneck? Why did they let me go on slowing them down? Then I realized that if they hadn’t told me, it was my fault. I hadn’t convinced them that I wanted that feedback and I would have to change that going forward.
　　當(dāng)我剛開始在Google工作時(shí)，我的團(tuán)隊(duì)里面有四個(gè)人。所以對(duì)我而言，由我自己來面試團(tuán)隊(duì)的每個(gè)成員就尤其重要。要成為我的團(tuán)隊(duì)的一份子，我必須了解你。當(dāng)團(tuán)隊(duì)增長(zhǎng)到大約有100人的時(shí)候，我意識(shí)到在面試上花的時(shí)間越來越多。所以有一天在我的報(bào)告會(huì)上，我說也許我應(yīng)該停止面試。那時(shí)我完全預(yù)計(jì)他們會(huì)打斷我說，“不行，你的面試是流程中很重要的一步。”然而他們都對(duì)此非常贊賞。然后他們轉(zhuǎn)過來解釋說我一直都是流程中的瓶頸。我先是覺得羞愧，然后惱怒。我花了幾個(gè)小時(shí)的時(shí)間生悶氣。他們?yōu)槭裁床桓嬖V我我是瓶頸？為什么他們不阻止我拖大家的后腿？后來我明白了：如果沒人告訴我，那這就是我的錯(cuò)。我還不夠開懷并主動(dòng)告訴大家我希望得到反饋。我決定從此改變這點(diǎn)。
　　When you’re the leader, it is really hard to get good and honest feedback, no many how many times you ask for it. One trick I’ve discovered is that I try to speak really openly about the things I’m bad at, because that gives people permission to agree with me, which is a lot easier than pointing it out in the first place. To take one of many possible examples, when things are unresolved I can get a tad anxious. Really, when anything’s unresolved, I get a lot anxious. I’m quite certain no one has accused me of being too calm. So I speak about it openly and that gives people permission to tell me when it’s happening. But if I never said anything, would anyone who works at Facebook walk up to me and say, "Hey Sheryl, calm down. You’re driving us all nuts!" I don’t think so.
　　當(dāng)你是領(lǐng)導(dǎo)，得到有用的真實(shí)的反饋是很難的，哪怕你反復(fù)要求。我發(fā)現(xiàn)的一個(gè)小技巧是嘗試主動(dòng)地談?wù)撃愕哪承┤秉c(diǎn)。因?yàn)檫@樣會(huì)讓人愿意來認(rèn)同我，這比直接指出我的缺點(diǎn)要容易許多。從眾多可能中舉個(gè)例子來說，當(dāng)事情沒有搞定時(shí)，我會(huì)有點(diǎn)焦躁。真的，只要有事情沒有搞定，我會(huì)變得非常焦躁。我敢肯定沒人會(huì)說我過于冷靜。后來我就主動(dòng)地談?wù)撨@個(gè)缺點(diǎn)，讓大家來認(rèn)同我，因而可以在我焦躁時(shí)告誡我但是如果我對(duì)此一句不提，會(huì)有Facebook的員工，走上來對(duì)我說，“嘿，謝麗爾，冷靜點(diǎn)。你快把我們搞瘋了！”我可不這樣認(rèn)為。
　　As you graduate today, ask yourself, how will you lead. Will you use simple and clear language? Will you seek out honest feedback? When you get honesty feedback, will you react with anger or with gratitude?
　　在你們畢業(yè)的今天，問自己你將如何去領(lǐng)導(dǎo)，你會(huì)用簡(jiǎn)單明了的語言？你會(huì)追尋真實(shí)的反饋？當(dāng)你得到真實(shí)的反饋，你會(huì)憤怒還是感激？
　　As we strive to be more authentic in our communication, we should also strive to be more authentic in a broader sense. I talk a lot about bringing your whole self to work—something I believe in very deeply.
　　當(dāng)我們努力更真誠地溝通時(shí)，我們也應(yīng)該在更多的意義上做到真實(shí)。我經(jīng)常會(huì)說帶著“完整的自己”去上班，這是我深深相信的一點(diǎn)。
　　Motivation comes from working on things we care about. But it also comes from working with people we care about. And in order to care about someone, you have to know them. You have to know what they love and hate, what they feel, not just what they think. If you want to win hearts and minds, you have to lead with your heart as well as your mind. I don’t believe we have a professional self from Mondays through Fridays and a real self for the rest of the time. That kind of division probably never worked, but in today’s world, with real and authentic voice, it makes even less sense.
　　工作的動(dòng)力來自于做我們?cè)诤醯氖虑�，但也來自于和我們�(cè)诤醯娜艘黄鸸ぷ�。要做到在乎某人，你必須了解他們，你必須知道他們喜歡什么討厭什么，他們會(huì)有什么樣的感受，而不只是他們會(huì)想什么。如果你想得到人心，你必須用心去領(lǐng)導(dǎo)。我不相信周一到周五我們是職業(yè)的自己，其它時(shí)間才是真正的自己。類似這樣的分離從來就不太可行，在越來越提倡真實(shí)的當(dāng)今世界里，這就更沒有意義了。
　　I’ve cried at work. I’ve told people I’ve cried at work. And it’s been reported in the press that ’Sheryl Sandberg cried on Mark Zuckerberg’s shoulder’, which is not exactly what happened. I talk about my hopes and fears and ask people about theirs. I try to be myself – honest about my strengths and weaknesses – and I encourage others to do the same. It is all professional and it is all personal, all at the very same time.
　　我在工作時(shí)流過淚。我告訴過別人我在工作時(shí)流過淚。后來這被媒體報(bào)道成“謝麗爾·桑德伯格在馬克·扎克伯格的肩膀上哭泣”，事實(shí)當(dāng)然不是如此。我會(huì)談?wù)撐业南Ｍ涂謶�，也�?huì)詢問別人的希望和恐懼。我努力做真實(shí)的自己，直面我的優(yōu)點(diǎn)和缺點(diǎn)。我會(huì)鼓勵(lì)別人也這么做。一切都與職業(yè)相關(guān)，也都與個(gè)人相關(guān)，兩者無時(shí)無刻不交融在一起。
　　As part of bringing my whole self to work, I recently started speaking up about the challenges women face in the workforce, something I only had the courage to do in the last few years. Before this, I did my career like everyone else does it. I never told anyone I was a girl. Don’t tell. I left the lights on when I went home to do something for my kids. I locked my office door and pumped milk for my babies while I was on conference calls. People would ask, "what’s that sound?" I would say, "What sound?" "I hear a beep." "Oh, there’s a fire truck really right outside my office."
　　作為帶著“完整的自己”去上班的一部分努力，最近我開始公開談?wù)撆栽诠ぷ鳝h(huán)境中面臨的挑戰(zhàn)。這也是我最近幾年才有勇氣做的事情。在此之前，我和大家一樣小心翼翼地在職場(chǎng)上打拼。我從沒和別人強(qiáng)調(diào)“我是女兒身”。“不說”原則。當(dāng)我暫時(shí)回家照顧下孩子時(shí)，我會(huì)把（辦公室的）燈留著。當(dāng)我鎖上門在辦公室邊參加電話會(huì)議，邊為我的寶寶們擠奶時(shí)，有人會(huì)問，“那是什么聲音？”我會(huì)說，“什么聲音？”“我聽到嗶的一聲”“噢，我窗外正好有一輛消防車。”
　　But the lack of progress we’ve made in the past decade has convinced me we need to start talking about this. I graduated from HBS in 1995 and I thought it was completely clear that by the time someone from my year was invited to speak at this podium, we would have achieved equality in the workforce. But women at the top — C-level jobs — are stuck at 15-16 percent and have not moved in a decade. Not even close to 50% and worse no longer growing. We need to acknowledge openly that gender remains an issue at the highest levels of leadership. The promise of equality is not equality. We need to start talking about this.
　　然而，由于我們?cè)谏蟼€(gè)10年取得的進(jìn)展很小，我決定要開始公開討論這點(diǎn)。我是1995年從HBS畢業(yè)的，當(dāng)時(shí)我想等到我們這屆有人被邀請(qǐng)到這個(gè)講臺(tái)演講的時(shí)候，我們一定已經(jīng)實(shí)現(xiàn)了工作上的男女平等。但是在C-級(jí)別的工作上，女性的比例始終停留在15到16％。10年來一點(diǎn)都沒有變化。離50％還差很遠(yuǎn)，而且更糟的是，已經(jīng)停止增長(zhǎng)。我們需要公開承認(rèn)在執(zhí)行級(jí)別的領(lǐng)導(dǎo)層，性別仍然是個(gè)大問題。對(duì)平等的承諾不等于真正的平等。我們需要就此進(jìn)行談?wù)摗?
　　We need to start talking about how women underestimate their abilities compared to men and for women, but not men, success and likeability are negatively correlated. That means that as a woman is more successful in your workplaces, she will be less liked. This means that women need a different form of management and mentorship, a different form of sponsorship and encouragement and some protection, in some ways, more than men.
　　我們要討論女性相比男性為什么會(huì)低估自己的能力。而且和男性不同，對(duì)于女性，成功和受歡迎程度是反向相關(guān)的。這意味著一個(gè)女性在事業(yè)上越成功，她就會(huì)越不受人喜愛。這意味著女性需要另一種形式的管理和輔導(dǎo)，另一種形式的支持和鼓勵(lì)，甚至一些保護(hù)，在某些方面，要比男性有更多的保護(hù)。
　　And there aren’t enough senior women out there to do it, so it falls upon the men who are graduating today just as much or more as the women, not just to talk about gender but to help these women succeed. When they hear a woman is really great at her job but not liked, take a deep breath and ask why.
　　而且現(xiàn)在有資歷做這些的女性還太少，所以在座的男性畢業(yè)生們要和女性畢業(yè)生們一起肩負(fù)起這個(gè)責(zé)任，甚至更多。不僅僅討論性別，而且要幫助女性取得成功。當(dāng)聽到一個(gè)工作上很優(yōu)秀的女性不為人愛戴，深呼吸一下，問問自己這是為什么。
　　We need to start talking openly about the flexibility all of us need to have both a job and a life. A couple of weeks ago in an interview I said that I leave the office at 5:30 p.m. to have dinner with my children. And I was shocked at the press coverage. One of my friends said she wasn’t sure I couldn’t get more headlines if I had murdered someone with an ax. I told her I wasn’t really interested in trying that. This showed me this is an unresolved issue for all of us, men and women. Otherwise, why would everyone write so much about it.
　　我們需要公開地探討我們都需要的靈活機(jī)制來平衡工作和生活。幾周前我接受了一個(gè)采訪，我說我會(huì)5點(diǎn)半離開公司去和我的小孩吃晚飯。我被由此而來的媒體報(bào)道震驚了。我的一個(gè)朋友說她不確定就算我用斧子砍人，是否能上一樣多的頭條。我告訴她我對(duì)砍人沒興趣。不過這讓我明白，對(duì)于我們所有人，不管是男人還是女人，這是個(gè)未解決的問題。要不是這樣，為什么大家會(huì)對(duì)此有那么多評(píng)論？
　　And maybe, most importantly, we need to start talking about how fewer women than men, even from places like HBS, most likely even in this class, aspire to the very top jobs. We will not close the leadership gap until we close the professional ambition gap. We need more women not just to sit at the table, but as President Obama said a few weeks ago at Barnard, to take their rightful seats at the head of the table.
　　也許，最重要的是，我們應(yīng)該開始討論為什么只有少數(shù)的女性，即便來自HBS，即便是你們這屆畢業(yè)生，渴望坐上最高的領(lǐng)導(dǎo)職位。我們無法彌補(bǔ)領(lǐng)導(dǎo)崗位上的差距，除非我們先彌補(bǔ)職業(yè)抱負(fù)上的差距。我們需要更多的女性不僅僅坐在會(huì)議桌旁，而且要像奧巴馬總統(tǒng)幾周前在Barnard學(xué)校說的那樣，去光明正大地坐到主座上去。
　　One of the reasons I was so excited to be here today is that Dean Nohria told me that this year is the 50th anniversary of letting women into this school. Your Dean is so passionate about getting more women into leadership positions. And he told me that he wanted me to speak this year for that reason.
　　我今天來這里十分激動(dòng)的另一個(gè)原因是院長(zhǎng)Nohria告訴我今年是第一次有女生進(jìn)入HBS50周年。你們的院長(zhǎng)對(duì)讓更多的女性進(jìn)入領(lǐng)導(dǎo)崗位很執(zhí)著。他告訴我這就是為什么他請(qǐng)我來做今年的演講者的原因。
　　I met a woman from that first class once. She told me that when they first came in, the first class of woman. They took a men’s room and converted it to a woman’s room, made sense. But they left the urinals in. She thought the message was super clear – ’we are not sure this whole girl thing is going to work out and if the case doesn’t, we don’t want to have to reinstall the urinals.’ The urinals are long gone. Let’s make sure that no one ever misses them.
　　有一次我遇到了那屆的一位女生。她告訴我當(dāng)?shù)谝粚门雽W(xué)時(shí)，學(xué)校把一個(gè)男生洗手間改成了女生洗手間。沒錯(cuò)吧。但是他們留下了小便池。她認(rèn)為這里的信息很明確我們不確定這個(gè)女生來上學(xué)的事是不是靠譜，萬一后來黃了，我們也不必重新安裝小便池�，F(xiàn)在這些小便池當(dāng)然早就不在了。讓我們確保沒人會(huì)想念它們。
　　As you and your classmates spread out across the globe and walk across this stage tomorrow, I wish for you four things:
　　當(dāng)你和你的同學(xué)們即將走向世界各地，當(dāng)你們明天走出校園，我對(duì)你們有四個(gè)期望：
　　First, keep in touch via Facebook. This is critical to your future success! And we’re public now, so can you click on an ad or two while you are there.
　　第一，通過Facebook保持聯(lián)系。這對(duì)于你們未來的成功而言很關(guān)鍵！另外，我們現(xiàn)在是上市公司了，所以當(dāng)你上Facebook的時(shí)候請(qǐng)點(diǎn)擊一兩個(gè)廣告吧！
　　Two, that you make the effort to speak as well as seek the truth.
　　第二，努力說真話，求真知。
　　Three, that you remain true to and open about your authentic self.
　　第三，保持你的“真我”，用你的“真我”待人。
　　And four, most deeply, that your generation accomplishes what mine has failed to do. Give us a world where half our homes are run by men and half our institutions are run by women. I’m pretty sure that would be a better world.
　　第四，最由衷的一點(diǎn)，讓你們這代來實(shí)現(xiàn)我們這代沒有做到的。讓我們創(chuàng)造一個(gè)男女在家庭和工作都各撐半邊天的世界。我敢保證這會(huì)是個(gè)更美好的世界。
　　I join everyone here in offering my most sincere congratulations to the the Class of 2012. With your authentic self, give yourselves a huge round of applause.
　　讓我們一起向2012年的畢業(yè)生們獻(xiàn)上最真摯的祝賀。和你們的“真我”一起，給你們自己一輪熱烈的掌聲吧！