第一篇：桑德伯格哈佛商學(xué)院畢業(yè)演講(中英對(duì)照)

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

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 [w]unbridled[/w] 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(qǐng)我今天來做演講時(shí)，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(huì)對(duì)這個(gè)新功能怎么看‖ 這類問題。我不是在開玩笑。

It's a special [w]privilege[/w] 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(shí)，我上了Kash Rangan教授的―社交化營銷‖。一個(gè)Kash用來解釋―社交化營銷‖概念的例子就是美國在器官捐贈(zèng)方面的不足，每天因此有18人死亡。本月早些時(shí)候，F(xiàn)acebook推出了一款支持器官捐贈(zèng)的工具，這是對(duì)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(gè)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(hào)上網(wǎng)服務(wù)。（你們的父母可以向你們解釋什么是撥號(hào)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(shí)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(huì)被踢出聊天室。因?yàn)楫?dāng)時(shí)的世界還無法讓90人同時(shí)在線交流。不過有幾個(gè)瞬間，我們仿佛看到了未來。一個(gè)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。現(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(gè)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(shí)就坐在你們今天位置上的我的想像。那時(shí)候，馬克·扎克伯格才十一歲。

As the world becomes more connected and less [w]hierarchical[/w], 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(shí)，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(shí)并不是個(gè)好時(shí)機(jī)。泡沫破滅了。小公司都在倒閉，大公司都在裁員。一個(gè)女性CEO看著我說，―我們根本不會(huì)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(shí)間，我有了幾個(gè)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(gè)Excel表。我把工作都列了出來并且一行行把我的評(píng)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(gè)工作是去做Google的第一個(gè)業(yè)務(wù)部總經(jīng)理。這現(xiàn)在聽起來很不錯(cuò)，但是當(dāng)時(shí)沒人相信直接面對(duì)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(jí)。

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(shí)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。看著我說：―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 [w]stagnation[/w] 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(shí)，事業(yè)自然也會(huì)突飛猛進(jìn)。當(dāng)公司發(fā)展較慢時(shí)，或者公司前景一般時(shí)，停滯和辦公室政治就會(huì)出現(xiàn)。如果你得到了坐上火箭的機(jī)會(huì)，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(shí)候，我記住了這句忠告。當(dāng)時(shí)好幾家公司請(qǐng)我去做CEO，但是我去了Facebook做COO（首席運(yùn)營官）。那時(shí)有人問你為什么要去給一個(gè)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(huì)被比作―爬階梯‖。但我認(rèn)為這個(gè)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(shí)候，97屆HBS的校友Lori Goler還在eBay做市場營銷。我和認(rèn)識(shí)了她并且知道善于交際。她打電話給我說，―我想和你談?wù)劦?/p>

Facebook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(huì)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(gè)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(dòng)得五體投地。那時(shí)我一路過來，雇了上千人，但是從來沒有人對(duì)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(gè)她自己都從未想過去做的領(lǐng)域，還降了一級(jí)，重新開始。之后她被升職，負(fù)責(zé)整個(gè)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(duì)職業(yè)有個(gè)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(shí)，你們要去尋找機(jī)會(huì)，追隨成長，力求影響力，發(fā)現(xiàn)遠(yuǎn)景，可以平調(diào)，降級(jí)，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(píng)判工作，而不是你可以得到的職位。做真正的工作。接受一個(gè)銷售目標(biāo)，一個(gè)生產(chǎn)線上的工作，一個(gè)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(shí)就計(jì)劃好我的職業(yè)，我會(huì)錯(cuò)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(gè)和我當(dāng)時(shí)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(shí)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(gè)傳統(tǒng)結(jié)構(gòu)正被打破的時(shí)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(gè)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(gè)新世界里乘風(fēng)破浪時(shí)，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(shí)。你的力量不會(huì)源自你在公司的位置，而來自于建立信任，獲得尊敬。你會(huì)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(huì)立刻發(fā)現(xiàn)他們是多么的誠實(shí)。我的一個(gè)HBS小組里的朋友Betsy在畢業(yè)后幾年懷上了第二個(gè)孩子。她的第一個(gè)小孩，Sam，那時(shí)大概五歲。Sam環(huán)視了下她問，―媽媽，小寶寶在哪里啊？‖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(gè)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(gè)孩子的媽媽，我最不想聽到的恐怕就是這些評(píng)論，當(dāng)然這些評(píng)論用在我身上也確實(shí)沒錯(cuò)。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(huì)有某種層級(jí)。這就意味著一個(gè)員工的表現(xiàn)會(huì)由別人對(duì)其印象來評(píng)估。

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)俸唵吸c(diǎn)。‖就這樣來回了幾次。終于，她憤怒地說道，―我老板壞！‖簡單明了，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, ”O(jiān)K, 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 [w]authentic[/w] 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)诤醯氖虑椋瞾碜杂诤臀覀冊(cè)诤醯娜艘黄鸸ぷ鳌Ｒ龅皆诤跄橙耍惚仨毩私馑麄儯惚仨氈浪麄兿矚g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涂謶郑矔?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.“ ”O(jiān)h, 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。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?/p>

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Nohria告訴我今年是第一次有女生進(jìn)入HBS50周年。你們的院長對(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。現(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 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！

第二篇：桑德伯格TED演講

桑德伯格TED演講：為什么女性領(lǐng)導(dǎo)那么少？

Facebook COO 謝樂爾·桑德伯格（Sheryl Sandberg）

謝樂爾·桑德伯格（Sheryl Sandberg）是全球最大的社交網(wǎng)站Facebook的首席運(yùn)營官，曾任比爾·克林頓政府的財(cái)政部辦公室主任，后任Google副總裁，短時(shí)間內(nèi)幫助谷歌實(shí)現(xiàn)盈利。2008年3月，桑德伯格加入新興社交網(wǎng)絡(luò)Facebook，擔(dān)任首席運(yùn)營官。3年后，F(xiàn)acebook的用戶數(shù)從當(dāng)初的6000萬飆升至如今的7億，廣告收入更是從2008年的3億美元上漲到2010年的19億美元，比兩年前翻了六倍，而Google的廣告收入在這三年增速減緩。她在演講中為職場女性提供3條建議：像男性一樣坐到談判桌旁，爭取自己能夠勝任的職位和應(yīng)得的薪水；與伴侶有效溝通，共同分擔(dān)家務(wù)和養(yǎng)育孩子的責(zé)任；在得到自己想要的職位前“不要提前離場”。

正文：我們先承認(rèn)我們是幸運(yùn)的。我們沒有生活在我們母親和我們祖母生活過的那個(gè)世界，在那時(shí)，女性的職業(yè)選擇是非常有限的。今天在座的各位，大多數(shù)人成長于一個(gè)女性有基本公民權(quán)的世界。令人驚訝地是，我們還生活在一個(gè)有些女性還沒有這些權(quán)利的世界。但除上所述，我們還有一個(gè)問題，它是一個(gè)實(shí)際問題。這問題是：在世界各地，女性沒達(dá)到任何職業(yè)的高管職位。這些數(shù)據(jù)很清楚地告訴我們這實(shí)情。190個(gè)國家元首里，九位是女性領(lǐng)導(dǎo)。在世界上議會(huì)的總?cè)藬?shù)中，13%是女性議員。在公司部門，女性占據(jù)高位C級(jí)職位，董事會(huì)席位高管職位比例占15%，16%。自從2002年起這數(shù)據(jù)沒變化過有下降趨勢。即使在非營利的行業(yè)----我們有時(shí)認(rèn)為這一行業(yè)是被更多女性所領(lǐng)導(dǎo)的，女性領(lǐng)導(dǎo)人占20%。

我們還面臨著另一個(gè)問題，就是女性在職業(yè)成功和個(gè)人價(jià)值實(shí)現(xiàn)中所面臨的艱難選擇。美國最近一個(gè)研究表明，已婚高管人員，三分之二的已婚男性高管人員有孩子，只有三分之一的已婚女性高管人員有孩子。幾年前，我在紐約，出席一個(gè)協(xié)議，在那種別致的紐約私募投資辦事處中的一個(gè)你能想象到的。我在這個(gè)大約有3小時(shí)的會(huì)議上，過了2小時(shí)，有個(gè)間歇休息，所有人都站起來，這會(huì)議組織者開始顯得的確很尷尬。我意識(shí)到他不知道在他辦公室哪里是女洗手間。所以我開始尋找移動(dòng)廁所，盤算他們剛搬進(jìn)來，但我沒有看到任何移動(dòng)廁所。然后我說，“你是剛搬到這辦公室嗎？”他說，“不是，我們?cè)谶@兒已經(jīng)有一年了。”我說，“你能否告訴我這一年來，我是唯一一個(gè)來這間辦公室的女性嗎？”他看著我，說到，“是的。或者說你可能是唯一一個(gè)要上女性洗手間。”

所以問題是，我們?cè)撛鯓咏鉀Q這樣的尷尬？我們?cè)鯓痈淖冞@些高管職位的比例？我們?cè)鯓邮惯@個(gè)變得不同？我首先想說，我談這個(gè)女性就職因?yàn)槲业拇_認(rèn)為我們得找到答案。在我們勞動(dòng)力的高收入的部分，在高管的人員中，財(cái)富500強(qiáng)首席執(zhí)行長官中，或在其它類似的高管行業(yè)中，我確信，問題是女性被排除在外。當(dāng)下人們對(duì)此談了很多，他們談到像彈性時(shí)間和指導(dǎo)公司應(yīng)該培訓(xùn)婦女計(jì)劃的事。今天我不想談這些盡管所有這些事都非常重要。今天我想關(guān)注作為個(gè)人我們所能做到的事。我們要告訴給自己的事是什么？我們告訴給女同事和打工的女性的事是什么？我們要告訴給我們女兒的事是什么？

現(xiàn)在首先，我想澄清這個(gè)演講不帶有任何評(píng)判。我也沒有正確的答案；甚至就我而言，我也沒有完全的答案。在周一，我離開我生活的加利福尼亞，我坐上飛機(jī)趕赴這會(huì)議。當(dāng)我送我三歲的女兒到幼兒園時(shí)，她緊緊抱進(jìn)我的腿，哭喊著，“媽咪，不要上飛機(jī)”之類的話。這很難受。有時(shí)我感到內(nèi)疚。我知道無論是家庭主婦，還是職業(yè)女性，有時(shí)她們都會(huì)感同身受。所以我不會(huì)說對(duì)所有人來說，呆在職場是件正確的事。今天我的演講是要講如果你真正想呆在職場。我想有3條建議。

一、坐在桌旁。

二、讓你的伴侶成為一個(gè)真正的合作伙伴。

三、在你離開前別放棄。

第一、坐在桌旁。僅僅幾周前在臉譜，我們主持一個(gè)非常高級(jí)行政官員會(huì)議，馬克·扎克伯格與來自硅谷周圍的高級(jí)行政官員見面。每個(gè)人都坐在桌邊。然后攜同他的2個(gè)女性，在他部門中她們也占非常高的職位。我對(duì)她們說，“坐在桌邊。來吧，坐在桌邊。”因?yàn)樗齻冏诹宋葑拥囊贿叀Ｎ以诖笏臅r(shí)，我選修一節(jié)歐洲思想史的課程。你們喜愛大學(xué)的這類課程嘛。我希望我現(xiàn)在能做到。我和我室友卡麗一起學(xué)習(xí)，她那時(shí)是一個(gè)才華橫溢的文學(xué)學(xué)生，現(xiàn)在成為了一個(gè)杰出的文學(xué)家，另外我的弟弟一個(gè)聰明的小伙子，但他愛打水球，他上醫(yī)學(xué)預(yù)科大二。我們?nèi)艘黄疬x修這課。然后卡麗讀了所有希臘文和拉丁文的原版書籍--去了所有的課--我讀了所有英語的書上了大多數(shù)的課。我弟弟有點(diǎn)忙；他讀了12本書中的一本去上了幾節(jié)課，在考試前幾天他來到我們房間自己輔導(dǎo)了一下。我們?nèi)齻€(gè)一起去考試了，我們坐下來。我們考了有3個(gè)小時(shí)，我們的小藍(lán)筆記本，是的。我們走出來，對(duì)視對(duì)方，我們說，“你考得怎樣？”卡麗說，“伙計(jì)，我感到我真沒有答對(duì)有關(guān)黑格爾辯證法的主要命題。”我說，“上帝啊，我真希望我考試時(shí)能想到學(xué)習(xí)過的洛克的產(chǎn)權(quán)理論等哲學(xué)家。”我弟弟卻說，“我會(huì)是班里考得最好的。”“你會(huì)是班里考得最好的？你啥都不知道。”

這種故事的問題出在數(shù)據(jù)所表明的事實(shí)：女性被系統(tǒng)化地低估了她們自身的能力。如果你測試男性和女性，你問他們問題，按完全客觀的標(biāo)準(zhǔn)平均成績來算，男性會(huì)錯(cuò)誤的高估一些，女性則會(huì)錯(cuò)誤地低估一些。女性在職場不會(huì)為自身利益去談判。在過去兩年，關(guān)于人們從學(xué)校進(jìn)入職場的一個(gè)調(diào)查表明57%的男生或男性進(jìn)入職場，我猜會(huì)協(xié)商他們的第一份薪水，只有7%的女性會(huì)去協(xié)商。更重要的是，男性把他們的成功歸功于他們自身，而女性則歸功于其他外部因素。如果你問男性為什么他們能把工作做好，他們會(huì)說，“我棒極了。這是顯而易見的。這還用問嗎？”如果你問女性是什么使她們?cè)诠ぷ髦谐錾齻儠?huì)說有人幫助她們，她們很幸運(yùn)，她們工作異常努力。這個(gè)問題很重要嗎？大家，這關(guān)系很大因?yàn)闆]人得到角落辦公室的職位要是只坐在旁邊，而不是桌邊。沒人得到提升如果他們認(rèn)為他們不應(yīng)享有這成功，或者他們甚至不明白他們自己的成功。

我但愿這答案是容易的。我希望我盡可能告訴我所共事過的所有年輕女性，所有這些非常棒的女性，“相信你們自己，為自身利益要討價(jià)還價(jià)。把握住你的成功。”我希望我也能告訴我的女兒。但這不是很簡單。因?yàn)槭紫仁菙?shù)據(jù)表明一件事，它表明成功和人緣親切性對(duì)于男性來說是積極影響的而對(duì)于女性來說是負(fù)面影響的。每個(gè)人都點(diǎn)頭，因?yàn)槲覀兇蠹叶贾肋@是真的。

一個(gè)非常棒的研究也很好地表明了這一觀點(diǎn)。哈佛商學(xué)院的一個(gè)著名研究是有關(guān)于一位叫海蒂·羅森的女性。她是硅谷一家公司的負(fù)責(zé)人，她使用她的關(guān)系成為一名非常成功的風(fēng)險(xiǎn)資本家。在2002年，不久前當(dāng)時(shí)在哥倫比亞大學(xué)的一位教授做這個(gè)例子和把它改成霍華德·羅森。他把這個(gè)案例，他們兩人向兩組學(xué)生展示。他只改變了一個(gè)詞：海蒂到霍華德。但這個(gè)詞就造成了非常大的差異。然后他調(diào)查學(xué)生。好消息是學(xué)生們，男生和女生認(rèn)為海蒂和霍華德都是能力相當(dāng)?shù)模@很好。但壞消息是每個(gè)人都喜歡霍華德。他是個(gè)了不起的人，大家都想和他共事，大家都想和他去釣魚。但海蒂呢？不好說。她有點(diǎn)只為自己著想，對(duì)政治有點(diǎn)熱衷。大家不太想和她共事。這是復(fù)雜的。我們得告訴我們的女兒和我們的同事，我們得告訴我們自己相信我們能獲得A，得到提升，坐在桌邊。我們?cè)谶@世上得做到這點(diǎn)，在世上，女性要爭取這些就得做出犧牲，盡管她們的兄弟不用為此而付出犧牲。

所有關(guān)于這的最可悲的事是很難記住這個(gè)。我將講個(gè)對(duì)我來說是個(gè)真正尷尬的故事，但我認(rèn)為它很重要。在臉譜不久前我給大約100名員工做這個(gè)演講。幾小時(shí)后，在臉譜工作的一個(gè)年輕女性坐到我小桌子旁邊，她想和我談?wù)劇Ｎ艺f，好，她坐了下來，我們談了起來。她說，“我今天學(xué)了一些東西。我知道我需要舉起我的手。”我說，“你指什么啊？”她說，“你在講這個(gè)話時(shí)，你說你將會(huì)回答2個(gè)以上問題。我和其他一些人舉起手，你回答了2個(gè)以上問題。我把手放下來，我注意到所有女性都把手放下來，然后你又回答了很多問題，僅有男性參與。”我自己想了一下，如果換成是我，誰會(huì)在乎這個(gè)，明顯地做這次演講，在這演講中，我甚至沒注意到男人們的手是不是還一直舉著，女人們的手是不是還一直舉著，我們到底有多出色，當(dāng)我們作為公司和組織的經(jīng)理人的時(shí)候，以及當(dāng)我們作為少數(shù)，與男性競爭爭取機(jī)會(huì)的時(shí)候？我們得讓女性坐到桌子邊上。

第二條：讓你的伴侶成為一個(gè)真正的合作伙伴。我已經(jīng)確信我們?cè)诼殘霰绕鹞覀冊(cè)诩彝ブ衅鹆烁蟮淖饔谩?shù)據(jù)也很清楚地表明這點(diǎn)。如果一個(gè)女性和一個(gè)男性同時(shí)全職并有一個(gè)小孩，女性比起男性要做兩倍多家務(wù)活兒，女性比起男性做了三倍多照顧嬰兒的事。所以她有了2份，3份工作，而他只有一份。當(dāng)有人必須在家多干活時(shí)，誰應(yīng)該留下來？這個(gè)的理由實(shí)在太復(fù)雜，我沒有時(shí)間來講它們。但我也不認(rèn)為周日看美式足球和日常的懶惰是理由。

我認(rèn)為理由是更加復(fù)雜化的。我認(rèn)為，作為一個(gè)社會(huì)，我們總是更希望男孩子們成功，對(duì)女孩子則壓力小些。我知道有居家男人呆在家里做內(nèi)務(wù)支持職場妻子這很難。當(dāng)我去“媽咪和我”的培訓(xùn)課時(shí)，我看到那里的父親，我留意到其他媽咪不愿和他相處。這是個(gè)問題，因?yàn)槲覀兊冒褍?nèi)務(wù)變成一個(gè)重要的工作因?yàn)樗鞘澜缟献铍y的工作-居家工作無論男人女人，我們只有平分了這些事，女性才可能留在職場。（掌聲）研究表明夫妻收入相等、且夫妻分擔(dān)責(zé)任相當(dāng)?shù)募彝ヒ灿?0%的離婚率。如果這數(shù)據(jù)并不那么鼓舞人，還有更多的在這個(gè)講臺(tái)我該怎么講呢？夫妻雙方對(duì)于彼此的了解，不僅是做愛這么簡單。

（歡呼）

建議三：在你離開前別放棄。我認(rèn)為這是一個(gè)非常深刻的諷刺對(duì)于女性所采取行動(dòng)而言--我一直目睹類似情況的發(fā)生--女性希望留在職場這個(gè)目標(biāo)，往往導(dǎo)致它們最終不得不離開職場。曾發(fā)生這樣的事：我們都忙；每個(gè)人都很忙；作為一個(gè)女人也很忙。她開始考慮生小孩。從她開始考慮生小孩的時(shí)候起，她開始考慮為孩子準(zhǔn)備房間。“我該如何調(diào)整孩子這件事和手頭上的其他事呢？”言下之意，她不再舉起她的手，她不尋求提升，她不找新的計(jì)劃，她不會(huì)說，“我，我想做那個(gè)。”她開始退縮。這是個(gè)問題讓我們說說她懷孕的那段日子9個(gè)月的懷胎，3個(gè)月的產(chǎn)假，6個(gè)月來調(diào)養(yǎng)休息快速調(diào)整要2年，更多的，正如我看到的女性開始過早考慮這事當(dāng)她們有約會(huì)或者結(jié)婚時(shí)，當(dāng)她們開始考慮要小孩，這會(huì)花相當(dāng)長的一段時(shí)間。一位女性關(guān)于此事來找我，我看著她，她顯得有點(diǎn)年輕。我說，“那么你和你丈夫考慮要小孩了？”她說，“哦不，我還沒結(jié)婚。”她甚至沒有男友。我說，“你考慮這個(gè)太早了吧。”

但關(guān)鍵是一旦你開始退縮下來，接下來會(huì)發(fā)生什么呢？每個(gè)人都會(huì)經(jīng)歷這個(gè)在這兒我告訴你，一旦在家你有了孩子，你真的最好是回到你的工作中去，因?yàn)榘研『⒘粼诩姨y了，你的工作得有挑戰(zhàn)性。它也得有回報(bào)。你得感覺到世界因你而變。如果2年前你沒有得到提升在你旁邊的一個(gè)男孩得到提升，如果三年前你放棄尋找新的機(jī)會(huì)，你會(huì)變得很乏味因?yàn)槟銘?yīng)該緊踩油門，加油。在你離開前別放棄。保住工作。緊踩油門，除非到了那一天你需要離開為了孩子休假然后做出你自己的決定。不要提前做太長遠(yuǎn)決定，特別是你甚至不曉得自己該做怎樣的決定。

我這一代的女性非常可惜，沒能改變高管職位的數(shù)據(jù)變化。女人們就是呆在原地。我們沒能達(dá)到50%的高管職位，在任何行業(yè)的高管職位中，女性都未達(dá)到50%。但我希望未來一代人可以做到。我認(rèn)為我們世界上半數(shù)國家和半數(shù)公司會(huì)由女性所領(lǐng)導(dǎo)，那將會(huì)是一個(gè)更美好的世界。這不僅僅是因?yàn)槿藗儠?huì)知道女性洗手間在哪兒，盡管這也有非常大的幫助。我認(rèn)為它

將會(huì)是一個(gè)更美好的世界。我有2個(gè)孩子。我5歲的兒子和3歲的女兒。我想我兒子會(huì)選擇在職場或在家里都盡心盡責(zé)，全心奉獻(xiàn)。我女兒的選擇不僅僅是成功，她會(huì)更熱愛她所做出的成就。

第三篇：FACEBOOK COO桑德伯格2015清華畢業(yè)演講

Facebook COO桑德伯格清華畢業(yè)演講：命運(yùn)偏愛勇者，向前一步

6月27日，清華大學(xué)經(jīng)濟(jì)管理學(xué)院2015畢業(yè)典禮在清華大學(xué)綜合體育館舉行。畢業(yè)典禮由錢穎一院長主持。Facebook公司首席運(yùn)營官謝麗爾桑德伯格(Sheryl Sandberg)作畢業(yè)典禮演講。

桑德伯格曾任克林頓政府財(cái)政部長辦公廳主任、谷歌全球在線銷售和運(yùn)營部門副總裁。現(xiàn)任Facebook首席運(yùn)營官，被媒體稱為Facebook的第一夫人，她也是第一位進(jìn)入Facebook董事會(huì)的女性成員。同時(shí)，她還是福布斯上榜的前50名最有力量 的商業(yè)女精英之一，女權(quán)主義者，2013年曾登上《時(shí)代周刊》雜志封面，并被《時(shí)代》雜志評(píng)為全球最具影響力的人物。

Facebook公司首席運(yùn)營官謝麗爾桑德伯格(Sheryl Sandberg)在清華大學(xué)經(jīng)濟(jì)管理學(xué)院畢業(yè)典禮的演講(全文如下)

錢穎一院長、杰出的清華經(jīng)管學(xué)院的教師們、自豪的畢業(yè)生親屬、鼎力支持他們的朋友們，以及更重要的是，清華經(jīng)管學(xué)院2015屆的畢業(yè)生們：

我很榮幸今天來到這里為你們做畢業(yè)典禮演講。同我的老板馬克扎克伯格不一樣的是，我不會(huì)講中文。為此我感到抱歉。但是，他請(qǐng)我用中文轉(zhuǎn)達(dá)他對(duì)大家的問候——祝賀。今天能在這里祝賀優(yōu)秀的同學(xué)們畢業(yè)，我感到非常興奮。

當(dāng)錢穎一院長邀請(qǐng)我今天來做演講時(shí)，我想，來給遠(yuǎn)比我年輕比我酷的人演講?這事兒我能做。我在Facebook每天都要做這樣的事情。因?yàn)樵瞬癖任倚?5歲，并且我們的大多數(shù)員工是他的同齡人，而不是我這個(gè)年齡的。我喜歡和年輕人在一起，除非他們問我你在大學(xué)時(shí)沒有手機(jī)用是怎樣的日子?甚至更糟糕的問題是，謝麗爾，你能過來一下嗎?我們想知道歲數(shù)大的人對(duì)這個(gè)新功能有什么看法。

我1991年從哈佛大學(xué)本科畢業(yè)，獲得經(jīng)濟(jì)學(xué)學(xué)士學(xué)位;1995年從哈佛商學(xué)院畢業(yè)，獲得MBA學(xué)位——所以可以說，我上了美國的清華大學(xué)。其實(shí)這并不是那么久遠(yuǎn)的事情。但是我能告訴你的是，這個(gè)世界在這短短的25年當(dāng)中發(fā)生了翻天覆地的變化。在哈佛商學(xué)院時(shí)，我所在的班級(jí)曾嘗試進(jìn)行學(xué)院的第一次在線課程。我們當(dāng)時(shí)必須給每人發(fā)一張寫有我們網(wǎng)名的列表，因?yàn)槟菚r(shí)在網(wǎng)上使用真名是件讓人難以想象的事。但是最后還是沒有搞成，因?yàn)殡娔X系統(tǒng)不斷崩潰——當(dāng)時(shí)根本無法實(shí)現(xiàn)90人同時(shí)在線交流。

不過在系統(tǒng)崩潰之間的幾個(gè)短暫瞬間里，我們窺見了未來——一個(gè)技術(shù)可以實(shí)現(xiàn)我們和同事、家人、朋友連接在一起的未來。現(xiàn)在的世界已經(jīng)是我坐在你們這個(gè)位置時(shí)難以想象的世界了。而從現(xiàn)在起的未來25年，你們將幫助塑造屬于你們這一代人的世界。

作為清華的畢業(yè)生，你們不僅將成為中國的領(lǐng)袖，還將成為全球的領(lǐng)袖。中國在教育程度及經(jīng)濟(jì)增長方面都已是世界的領(lǐng)先者。不僅是政界和商界的領(lǐng)袖們認(rèn)識(shí)到中國的重要性，許多美國的父母也認(rèn)識(shí)到了這一點(diǎn)。在我所居住的舊金山灣區(qū)，最難進(jìn)的中小學(xué)校正是那些教漢語的學(xué)校。

但事實(shí)是，國家不能領(lǐng)導(dǎo)，要靠人來領(lǐng)導(dǎo)。

從你們今天畢業(yè)起，你們就開啟了成為領(lǐng)導(dǎo)者的征程。你會(huì)成為什么樣的領(lǐng)導(dǎo)者?你會(huì)對(duì)他人產(chǎn)生多大的影響?你將會(huì)在世界上留下什么樣的印記?

在Facebook公司里，我們的墻上貼著提醒我們要有遠(yuǎn)大目標(biāo)的海報(bào)——挑戰(zhàn)自我每一天都要做得更多。這些海報(bào)中蘊(yùn)含了一些重要的有關(guān)領(lǐng)導(dǎo)力的經(jīng)驗(yàn)——今天，我想分享其中我認(rèn)為會(huì)對(duì)你們有意義的四點(diǎn)。

第一，命運(yùn)偏愛勇者(Fortune favors the bold)。

Facebook公司之所以存在，是因?yàn)樵瞬裣嘈牛ㄟ^科技實(shí)現(xiàn)個(gè)人之間的互聯(lián)，可以使這個(gè)世界變得更美好。他深信于此，以至于從哈佛大學(xué)本科輟學(xué)去追求自己的理想，并且這些年來他一直為此奮斗不止。扎克伯格靠的不是運(yùn)氣，而是勇氣。

能像扎克伯格那樣這么早就發(fā)現(xiàn)自己的熱情所在，是一件不同尋常的事。我花了長得多的時(shí)間才發(fā)現(xiàn)自己到底想做什么。在我穿著學(xué)位服參加畢業(yè)典禮時(shí)，我無論如何也想不到自己會(huì)到Facebook工作，因?yàn)槟菚r(shí)互聯(lián)網(wǎng)還不存在——并且扎克伯格當(dāng)時(shí)只有11歲。我當(dāng)時(shí)想我只會(huì)在政府或者非營利組織工作，因?yàn)槲蚁嘈胚@些機(jī)構(gòu)或組織可以讓世界變得更美好，而公司是以盈利為導(dǎo)向的。但是，當(dāng)我在美國財(cái)政部工作的時(shí)候，我看到了科技公司在很大程度上影響著世界，于是我改變了自己的想法。因此，當(dāng)我結(jié)束了在政府部門的工作后，我決定搬到硅谷去。

回過頭看，這似乎是一個(gè)明智的舉動(dòng)。但是在2001年，這是個(gè)可被質(zhì)疑的決定，因?yàn)槟菚r(shí)科技泡沫剛剛破滅。大公司都在大規(guī)模裁員，小公司倒閉如潮。我給自己4個(gè)月的期限要找到一份工作，但是我足足花了將近一年的時(shí)間。在我最初接受的某次面試當(dāng)中，有一個(gè)公司的首席執(zhí)行官對(duì)我說：我之所以面試你，完全是受朋友所托，但是我根本不會(huì)考慮聘用像你這樣的人——在政府工作過的人無法勝任科技公司的工作。

最終，我還是說服了某個(gè)公司雇傭了我。14年過去了，我仍然熱愛在科技公司工作。這雖然不是我的初衷，但是我最終還是找到了我的熱情所在。

我希望，如果你在一條道路上前行，卻發(fā)現(xiàn)自己的心另有所屬，那么就請(qǐng)你去獨(dú)辟蹊徑，以到達(dá)理想的彼岸。如果一次沒有成功，請(qǐng)繼續(xù)鍥而不舍地嘗試。直到找到能點(diǎn)燃你激情的，對(duì)自己、對(duì)他人都有意義的工作。能將激情和奉獻(xiàn)完美結(jié)合是一種奢侈。一旦達(dá)成，幸福將至。

第二，反饋是一種本領(lǐng)(Feedback is a gift)。

在Facebook，我知道決定我工作績效的最重要的因素是我與扎克伯格的關(guān)系。當(dāng)我剛加入Facebook公司時(shí)，我就讓他做出承諾，每星期都要給我工作反饋，這樣任何困擾他的事情都可以盡快討論。他不僅爽快地答應(yīng)了，并且立即說他也希望我也對(duì)他做反饋。在最初的幾年當(dāng)中，我們都堅(jiān)持這樣的慣例，每周五下午見面談?wù)撐覀兯P(guān)心的事情，事無巨細(xì)。幾年下來，分享真實(shí)的意見已經(jīng)成為我們關(guān)系當(dāng)中很自然的一部分，我們現(xiàn)在隨時(shí)會(huì)這么做，而不必再等到周五了。

從自己老板那里獲得反饋很重要，但是從自己的下屬那里獲得反饋也同樣至關(guān)重要。這絕非易事，因?yàn)閱T工總是太過于渴望去取悅他們的上司，而不去批評(píng)或質(zhì)疑他們的上司。

我最喜歡的一個(gè)例子是來自華爾街的。1990年，鮑勃魯賓成為高盛公司的首席執(zhí)行官。上任滿第一周，在查看公司賬目時(shí)，他發(fā)現(xiàn)有一大筆在黃金上的投資。他問為什么會(huì)投資黃金?結(jié)果答案是，因?yàn)槟壬Ｎ?他迷惑了。顯然是因?yàn)樵陬^一天他在交易所視察時(shí)曾經(jīng)說過一句黃金看起來有點(diǎn)意思，結(jié)果這句話就被傳成了魯賓喜歡黃金，然后就有人花了幾百萬美元來討老板的歡心。

我也遇到過類似的挑戰(zhàn)，當(dāng)然比這事的影響要在小一些的量級(jí)上。我剛加入Facebook時(shí)，我的職責(zé)之一是建立公司的商業(yè)運(yùn)作——但與此同時(shí)還不能破壞成就Facebook的那種工程技術(shù)驅(qū)動(dòng)的文化。所以我嘗試做的一件事就是鼓勵(lì)人們?cè)诤臀议_會(huì)時(shí)不要做正式的電子演示文稿。最開始我講得很客氣，結(jié)果所有人都無視我的要求，仍然在做電子演示文稿。大概過了兩年吧，我就說，好了，我通常不喜歡立規(guī)矩，但我現(xiàn)在必須定個(gè)規(guī)矩，和我開會(huì)時(shí)誰也不能再做電子演示文稿了。

大約一個(gè)月之后，當(dāng)我正要對(duì)我們的全球銷售團(tuán)隊(duì)講話時(shí)，一個(gè)同事對(duì)我說，在你上臺(tái)之前，有件事你應(yīng)該知道，大家對(duì)你規(guī)定的‘和客戶會(huì)面不做電子演示文稿’的規(guī)定很有意見。我感到很震驚，我從來沒有禁止過給客戶做電子演示文稿!我只是不希望他們?cè)诤臀议_會(huì)的時(shí)候用電子演示文稿。和客戶展示產(chǎn)品時(shí)怎么能不做電子演示文稿?所以我上臺(tái)就說，首先，我說的是和我開會(huì)時(shí)不用電子演示文稿。其次，下次你們?cè)俾牭綁狞c(diǎn)子——就像和客戶會(huì)面不做電子演示文稿這類——請(qǐng)大聲說出來。哪怕你知道那話是我說的，請(qǐng)告訴我這是錯(cuò)誤的!

一個(gè)好的領(lǐng)導(dǎo)者知道大部分雇員不愿意挑戰(zhàn)權(quán)威，所以領(lǐng)導(dǎo)者就有義務(wù)主動(dòng)要求反饋。我從電子演示文稿事件中吸取了教訓(xùn)。我現(xiàn)在經(jīng)常問我的同事有哪些地方我還能做得更好?我總是對(duì)那些敢于對(duì)我說實(shí)話的人心懷感激，并且當(dāng)眾表揚(yáng)他們。我深信只有你和你的同事并肩做戰(zhàn)，只有當(dāng)你不僅指揮而且也聆聽時(shí)，你才能成為最好的領(lǐng)導(dǎo)。

第四篇：桑德伯格在UC伯克利畢業(yè)演講[范文]

Thank you, Marie.And thank you esteemed members of the faculty, proud parents, devoted friends, and squirming siblings.Congratulations to all of you…and especially to the magnificent Berkeley graduating class of 2016!

It is a privilege to be here at Berkeley, which has produced so many Nobel Prize winners, Turing Award winners, astronauts, members of Congress, Olympic gold medalists….and that’s just the women!

Berkeley has always been ahead of the times.In the 1960s, you led the Free Speech Movement.Back in those days, people used to say that with all the long hair, how do we even tell the boys from the girls? We now know the answer: man buns.Early on, Berkeley opened its doors to the entire population.When this campus opened in 1873, the class included 167 men and 222 women.It took my alma mater another ninety years to award a single degree to a single woman.One of the women who came here in search of opportunity was Rosalind Nuss.Roz grew up scrubbing floors in the Brooklyn boardinghouse where she lived.She was pulled out of high school by her parents to help support their family.One of her teachers insisted that her parents put her back into school—and in 1937, she sat where you are sitting today and received a Berkeley degree.Roz was my grandmother.She was a huge inspiration to me and I’m so grateful that Berkeley recognized her potential.I want to take a moment to offer a special congratulations to the many here today who are the first generation in their families to graduate from college.What a remarkable achievement.Today is a day of celebration.A day to celebrate all the hard work that got you to this moment.Today is a day of thanks.A day to thank those who helped you get here—nurtured you, taught you, cheered you on, and dried your tears.Or at least the ones man who didn’t draw on you with a Sharpie when you fell asleep at a party.Today is a day of reflection.Because today marks the end of one era of your life and the beginning of something new.A commencement address is meant to be a dance between youth and wisdom.You have the youth.Someone comes in to be the voice of wisdom—that’s supposed to be me.I stand up here and tell you all the things I have learned in life, you throw your cap in the air, you let your family take a million photos –don’t forget to post them on instagram—and everyone goes home happy.Today will be a bit different.We will still do the caps and you still have to do the photos.But I am not here to tell you all the things I’ve learned in life.Today I will try to tell you what I learned in death.I have never spoken publicly about this before.It’s hard.But I will do my very best not to blow my nose on this beautiful Berkeley robe.One year and thirteen days ago, I lost my husband, Dave.His death was sudden and unexpected.We were at a friend’s fiftieth birthday party in Mexico.I took a nap.Dave went to work out.What followed was the unthinkable—walking into a gym to find him lying on the floor.Flying home to tell my children that their father was gone.Watching his casket being lowered into the ground.For many months afterward, and at many times since, I was swallowed up in the deep fog of grief—what I think of as the void—an emptiness that fills your heart, your lungs, constricts your ability to think or even to breathe.Dave’s death changed me in very profound ways.I learned about the depths of sadness and the brutality of loss.But I also learned that when life sucks you under, you can kick against the bottom, break the surface, and breathe again.I learned that in the face of the void—or in the face of any challenge—you can choose joy and meaning.I’m sharing this with you in the hopes that today, as you take the next step in your life, you can learn the lessons that I only learned in death.Lessons about hope, strength, and the light within us that will not be extinguished.Everyone who has made it through Cal has already experienced some disappointment.You wanted an A but you got a B.OK, let’s be honest—you got an A-but you’re still mad.You applied for an internship at Facebook, but you only got one from Google.She was the love of your life… but then she swiped left.Game of Thrones the show has diverged way too much from the books—and you bothered to read all four thousand three hundred and fifty-two pages.You will almost certainly face more and deeper adversity.There’s loss of opportunity: the job that doesn’t work out, the illness or accident that changes everything in an instant.There’s loss of dignity: the sharp sting of prejudice when it happens.There’s loss of love: the broken relationships that can’t be fixed.And sometimes there’s loss of life itself.Some of you have already experienced the kind of tragedy and hardship that leave an indelible mark.Last year, Radhika, the winner of the University Medal, spoke so beautifully about the sudden loss of her mother.The question is not if some of these things will happen to you.They will.Today I want to talk about what happens next.About the things you can do to overcome adversity, no matter what form it takes or when it hits you.The easy days ahead of you will be easy.It is the hard days—the times that challenge you to your very core—that will determine who you are.You will be defined not just by what you achieve, but by how you survive.A few weeks after Dave died, I was talking to my friend Phil about a father-son activity that Dave was not here to do.We came up with a plan to fill in for Dave.I cried to him, “But I want Dave.” Phil put his arm around me and said, “Option A is not available.So let’s just kick the shit out of option B.”

We all at some point live some form of option B.The question is: What do we do then?

As a representative of Silicon Valley, I’m pleased to tell you there is data to learn from.After spending decades studying how people deal with setbacks, psychologist Martin Seligman found that there are three P’s—personalization, pervasiveness, and permanence—that are critical to how we bounce back from hardship.The seeds of resilience are planted in the way we process the negative events in our lives.The first P is personalization—the belief that we are at fault.This is different from taking responsibility, which you should always do.This is the lesson that not everything that happens to us happens because of us.When Dave died, I had a very common reaction, which was to blame myself.He died in seconds from a cardiac arrhythmia.I poured over his medical records asking what I could have—or should have—done.It wasn’t until I learned about the three P’s that I accepted that I could not have prevented his death.His doctors had not identified his coronary artery disease.I was an economics major;how could I have?

Studies show that getting past personalization can actually make you stronger.Teachers who knew they could do better after students failed adjusted their methods and saw future classes go on to excel.College swimmers who underperformed but believed they were capable of swimming faster did.Not taking failures personally allows us to recover—and even to thrive.The second P is pervasiveness—the belief that an event will affect all areas of your life.You know that song “Everything is awesome?” This is the flip: “Everything is awful.” There’s no place to run or hide from the all-consuming sadness.The child psychologists I spoke to encouraged me to get my kids back to their routine as soon as possible.So ten days after Dave died, they went back to school and I went back to work.I remember sitting in my first Facebook meeting in a deep, deep haze.All I could think was, “What is everyone talking about and how could this possibly matter?” But then I got drawn into the discussion and for a second—a brief split second—I forgot about death.That brief second helped me see that there were other things in my life that were not awful.My children and I were healthy.My friends and family were so loving and they carried us—quite literally at times.The loss of a partner often has severe negative financial consequences, especially for women.So many single mothers—and fathers—struggle to make ends meet or have jobs that don’t allow them the time they need to care for their children.I had financial security, the ability to take the time off I needed, and a job that I did not just believe in, but where it’s actually OK to spend all day on Facebook.Gradually, my children started sleeping through the night, crying less, playing more.The third P is permanence—the belief that the sorrow will last forever.For months, no matter what I did, it felt like the crushing grief would always be there.We often project our current feelings out indefinitely—and experience what I think of as the second derivative of those feelings.We feel anxious—and then we feel anxious that we’re anxious.We feel sad—and then we feel sad that we’re sad.Instead, we should accept our feelings—but recognize that they will not last forever.My rabbi told me that time would heal but for now I should “l(fā)ean in to the suck.” It was good advice, but not really what I meant by “l(fā)ean in.”

None of you need me to explain the fourth P…which is, of course, pizza from Cheese Board.But I wish I had known about the three P’s when I was your age.There were so many times these lessons would have helped.Day one of my first job out of college, my boss found out that I didn’t know how to enter data into Lotus 1-2-3.That’s a spreadsheet—ask your parents.His mouth dropped open and he said, ‘I can’t believe you got this job without knowing that”—and then walked out of the room.I went home convinced that I was going to be fired.I thought I was terrible at everything… but it turns out I was only terrible at spreadsheets.Understanding pervasiveness would have saved me a lot of anxiety that week.I wish I had known about permanence when I broke up with boyfriends.It would’ve been a comfort to know that feeling was not going to last forever, and if I was being honest with myself… neither were any of those relationships.And I wish I had understood personalization when boyfriends broke up with me.Sometimes it’s not you—it really is them.I mean, that dude never showered.And all three P’s ganged up on me in my twenties after my first marriage ended in divorce.I thought at the time that no matter what I accomplished, I was a massive failure.The three P’s are common emotional reactions to so many things that happen to us—in our careers, our personal lives, and our relationships.You’re probably feeling one of them right now about something in your life.But if you can recognize you are falling into these traps, you can catch yourself.Just as our bodies have a physiological immune system, our brains have a psychological immune system—and there are steps you can take to help kick it into gear.One day my friend Adam Grant, a psychologist, suggested that I think about how much worse things could be.This was completely counterintuitive;it seemed like the way to recover was to try to find positive thoughts.“Worse?” I said.“Are you kidding me? How could things be worse?” His answer cut straight through me: “Dave could have had that same cardiac arrhythmia while he was driving your children.” Wow.The moment he said it, I was overwhelmingly grateful that the rest of my family was alive and healthy.That gratitude overtook some of the grief.Finding gratitude and appreciation is key to resilience.People who take the time to list things they are grateful for are happier and healthier.It turns out that counting your blessings can actually increase your blessings.My New Year’s resolution this year is to write down three moments of joy before I go to bed each night.This simple practice has changed my life.Because no matter what happens each day, I go to sleep thinking of something cheerful.Try it.Start tonight when you have so many fun moments to list— although maybe do it before you hit Kip’s and can still remember what they are.Last month, eleven days before the anniversary of Dave’s death, I broke down crying to a friend of mine.We were sitting—of all places—on a bathroom floor.I said: “Eleven days.One year ago, he had eleven days left.And we had no idea.” We looked at each other through tears, and asked how we would live if we knew we had eleven days left.As you graduate, can you ask yourselves to live as if you had eleven days left? I don’t mean blow everything off and party all the time— although tonight is an exception.I mean live with the understanding of how precious every single day would be.How precious every day actually is.A few years ago, my mom had to have her hip replaced.When she was younger, she always walked without pain.But as her hip disintegrated, each step became painful.Now, even years after her operation, she is grateful for every step she takes without pain—something that never would have occurred to her before.As I stand here today, a year after the worst day of my life, two things are true.I have a huge reservoir of sadness that is with me always—right here where I can touch it.I never knew I could cry so often—or so much.But I am also aware that I am walking without pain.For the first time, I am grateful for each breath in and out—grateful for the gift of life itself.I used to celebrate my birthday every five years and friends’ birthdays sometimes.Now I celebrate always.I used to go to sleep worrying about all the things I messed up that day—and trust me that list was often quite long.Now I try really hard to focus on each day’s moments of joy.It is the greatest irony of my life that losing my husband helped me find deeper gratitude—gratitude for the kindness of my friends, the love of my family, the laughter of my children.My hope for you is that you can find that gratitude—not just on the good days, like today, but on the hard ones, when you will really need it.There are so many moments of joy ahead of you.That trip you always wanted to take.A first kiss with someone you really like.The day you get a job doing something you truly believe in.Beating Stanford.(Go Bears!)All of these things will happen to you.Enjoy each and every one.I hope that you live your life—each precious day of it—with joy and meaning.I hope that you walk without pain—and that you are grateful for each step.And when the challenges come, I hope you remember that anchored deep within you is the ability to learn and grow.You are not born with a fixed amount of resilience.Like a muscle, you can build it up, draw on it when you need it.In that process you will figure out who you really are—and you just might become the very best version of yourself.Class of 2016, as you leave Berkeley, build resilience.Build resilience in yourselves.When tragedy or disappointment strike, know that you have the ability to get through absolutely anything.I promise you do.As the saying goes, we are more vulnerable than we ever thought, but we are stronger than we ever imagined.Build resilient organizations.If anyone can do it, you can, because Berkeley is filled with people who want to make the world a better place.Never stop working to do so—whether it’s a boardroom that is not representative or a campus that’s not safe.Speak up, especially at institutions like this one, which you hold so dear.My favorite poster at work reads, “Nothing at Facebook is someone else’s problem.” When you see something that’s broken, go fix it.Build resilient communities.We find our humanity—our will to live and our ability to love—in our connections to one another.Be there for your family and friends.And I mean in person.Not just in a message with a heart emoji.Lift each other up, help each other kick the shit out of option B—and celebrate each and every moment of joy.You have the whole world in front of you.I can’t wait to see what you do with it.Congratulations, and Go Bears!

第五篇：桑德伯格TED演講稿

謝樂爾 桑德伯格是出色的女性領(lǐng)導(dǎo)，她是facebook首席運(yùn)營官，她在ted演講中發(fā)表題為《為什么女性領(lǐng)導(dǎo)太少》的演講稿，下面是這篇桑德伯格ted演講稿中文版及英文版

桑德伯格ted演講稿中文版

今天在座的各位，我們先承認(rèn)我們是幸運(yùn)的。我們沒有生活在 我們母親和我們祖母生活過的那個(gè)世界，在那時(shí)女性的職業(yè)選擇是非常有限的。今天在座的各位，大多數(shù)人成長于一個(gè) 女性有基本公民權(quán)的世界。令人驚訝地是，我們還生活在一個(gè) 有些女性還沒有這些權(quán)利的世界。但除上所述，我們還有一個(gè)問題，它是一個(gè)實(shí)際問題。這問題是： 在世界各地，女性沒達(dá)到 任何職業(yè) 的高管職位。這些數(shù)據(jù)很清楚地告訴我們這實(shí)情。190個(gè)國家元首里，九位是女性領(lǐng)導(dǎo)。在世界上議會(huì)的總?cè)藬?shù)中，13%是女性議員。在公司部門，女性占據(jù)高位，c級(jí)職位，董事會(huì)席位 高管職位比例占15%，16%。自從2002年起這數(shù)據(jù)沒變化過 有下降趨勢。即使在非營利的行業(yè)，我們有時(shí)認(rèn)為這一行業(yè) 是被更多女性所領(lǐng)導(dǎo)的，女性領(lǐng)導(dǎo)人占20%。

我們還面臨著另一個(gè)問題，就是女性 在職業(yè)成功和個(gè)人價(jià)值實(shí)現(xiàn)中所面臨的艱難選擇。美國最近一個(gè)研究 表明，已婚高管人員，三分之二的已婚男性高管人員有孩子 只有三分之一的已婚女性高管人員有孩子。幾年前，我在紐約，出席一個(gè)協(xié)議，在那種別致的紐約私募投資辦事處中的一個(gè) 你能想象到的。我在這個(gè)大約有3小時(shí)的會(huì)議上，過了2小時(shí)，有個(gè)間歇休息，所有人都站起來，這會(huì)議組織者 開始顯得的確很尷尬。我意識(shí)到他不知道 在他辦公室哪里是女洗手間。所以我開始尋找移動(dòng)廁所，盤算他們剛搬進(jìn)來，但我沒有看到任何移動(dòng)廁所。然后我說，你是剛搬到這辦公室嗎? 他說，不是，我們?cè)谶@兒已經(jīng)有一年了。我說，你能否告訴我 這一年來，我是唯一一個(gè)來這間辦公室的女性嗎? 他看著我，說到，是的。或者說你可能是唯一一個(gè)要上女性洗手間。

(笑聲)

所以問題是，我們?cè)撛鯓咏鉀Q這樣的尷尬? 我們?cè)鯓痈淖冞@些高管職位的比例? 我們?cè)鯓邮惯@個(gè)變得不同? 我首先想說，我談這個(gè) 女性就職 因?yàn)槲业拇_認(rèn)為我們得找到答案。在我們勞動(dòng)力的高收入的部分，在高管的人員中 財(cái)富500強(qiáng)首席執(zhí)行長官中，或在其它類似的高管行業(yè)中，我確信，問題 是女性被排除在外。當(dāng)下人們對(duì)此談了很多，他們談到像彈性時(shí)間和指導(dǎo) 和公司應(yīng)該培訓(xùn)婦女的計(jì)劃的事。今天我不想談這些 盡管所有這些事都非常重要。今天我想關(guān)注作為個(gè)人我們所能做到的事。我們要告訴給自己的事是什么? 我們告訴給女同事和打工的女性的事是什么? 我們要告訴給我們女兒的事是什么? 現(xiàn)在首先，我想澄清 這個(gè)演講不帶有任何評(píng)判。我也沒有正確的答案;甚至就我而言，我也沒有完全的答案。在周一，我離開我生活的加利福尼亞，我坐上飛機(jī)趕赴這會(huì)議。當(dāng)我送我三歲的女兒到幼兒園時(shí)，她緊緊抱進(jìn)我的腿，哭喊著，媽咪，不要上飛機(jī)之類的話。這很難受。有時(shí)我感到內(nèi)疚。我知道 無論是家庭主婦，還是職業(yè)女性，有時(shí)她們都會(huì)感同身受。所以我不會(huì)說對(duì)所有人來說，呆在職場 是件正確的事。

今天我的演講是要講 如果你真正想呆在職場。我想有3條建議。一，坐在桌旁。二，讓你的伴侶成為一個(gè)真正的合作伙伴。三，在你離開前別放棄。第一，坐在桌旁。僅僅幾周前在臉譜，我們主持一個(gè)非常高級(jí)行政官員會(huì)議，他(馬克·扎克伯格)與來自硅谷周圍的高級(jí)行政官員 一一見面。每個(gè)人都坐在桌邊。然后攜同他的2個(gè)女性 在他部門中她們也占非常高的職位。我對(duì)她們說，坐在桌邊。來吧，坐在桌邊。她們坐在了屋子的一邊。我在大四時(shí)，我選修一節(jié)歐洲思想史的課程。你們喜愛大學(xué)的這類課程嘛。我希望我現(xiàn)在能做到。我和我室友卡麗一起學(xué)習(xí)，她那時(shí)是一個(gè)才華橫溢的文學(xué)學(xué)生 成為了一個(gè)杰出的文學(xué)家 我的弟弟 一個(gè)聰明的小伙子，但他愛打水球，他上醫(yī)學(xué)預(yù)科 大二。

我們?nèi)艘黄疬x修這課。然后卡麗讀了 所有希臘文和拉丁文的原版書籍--去了所有的課--我讀了所有英語的書 上了大多數(shù)的課。我弟弟有點(diǎn)忙;他讀了12本書中的一本 去上了幾節(jié)課，在考試前幾天他來到我們房間 自己輔導(dǎo)了一下。我們?nèi)齻€(gè)一起去考試了，我們坐下來。我們考了有3個(gè)小時(shí) 我們的小藍(lán)筆記本，是的。我們走出來，對(duì)視對(duì)方，我們說，你考得怎樣? 卡麗說，伙計(jì)，我感到我真沒有答對(duì) 有關(guān)黑格爾辯證法的主要命題。我說，上帝啊，我真希望我考試時(shí)能想到 學(xué)習(xí)過的洛克的產(chǎn)權(quán)理論等哲學(xué)家。我弟弟卻說，我會(huì)是班里考得最好的。你會(huì)是班里考得最好的? 你啥都不知道。

這種故事的問題 出在數(shù)據(jù)所表明的事實(shí)： 女性被系統(tǒng)化地低估了她們自身的能力。如果你測試男性和女性，你問他們問題，按完全客觀的標(biāo)準(zhǔn)平均成績來算，男性會(huì)錯(cuò)誤的高估一些，女性則會(huì)錯(cuò)誤地低估一些。女性在職場不會(huì)為自身利益去談判。在過去兩年，關(guān)于人們從學(xué)校進(jìn)入職場的一個(gè)調(diào)查 表明57%的男生 或男性進(jìn)入職場，我猜 會(huì)協(xié)商他們的第一份薪水，只有7%的女性會(huì)去協(xié)商。更重要的是，男性把他們的成功歸功于他們自身，而女性則歸功于其他外部因素。如果你問男性為什么他們能把工作做好，他們會(huì)說，我棒極了。這是顯而易見的。這還用問嗎? 如果你問女性是什么使她們?cè)诠ぷ髦谐錾齻儠?huì)說有人幫助她們，她們很幸運(yùn)，她們工作異常努力。這個(gè)問題很重要嗎? 大家，這關(guān)系很大 因?yàn)闆]人得到角落辦公室的職位 要是只坐在旁邊，而不是桌邊。沒人得到提升 如果他們認(rèn)為他們不應(yīng)享有這成功，或者他們甚至不明白他們自己的成功。

我但愿這答案是容易的。我希望我盡可能告訴我所共事過的所有年輕女性，所有這些非常棒的女性，相信你們自己，為自身利益要討價(jià)還價(jià)。把握住你的成功。我希望我也能告訴我的女兒。但這不是很簡單。因?yàn)槭紫仁菙?shù)據(jù)表明的是一件事 它表明成功和人緣親切性 對(duì)于男性來說是積極影響的 而對(duì)于女性來說是負(fù)面影響的。每個(gè)人都點(diǎn)頭，因?yàn)槲覀兇蠹叶贾肋@是真的。

一個(gè)非常棒的研究也很好地表明了這一觀點(diǎn)。哈佛商學(xué)院的一個(gè)著名研究 是有關(guān)于一位叫海蒂·羅森的女性。她是硅谷一家公司的 負(fù)責(zé)人，她使用她的關(guān)系 成為一名非常成功的風(fēng)險(xiǎn)資本家。在2002年，不久前 當(dāng)時(shí)在哥倫比亞大學(xué)的一位教授 做這個(gè)例子和把它改成霍華德·羅森。他把這個(gè)案例，他們兩人 向兩組學(xué)生展示。他只改變了一個(gè)詞： 海蒂到霍華德。但這個(gè)詞就造成了非常大的差異。然后他調(diào)查學(xué)生。好消息是學(xué)生們，男生和女生 認(rèn)為海蒂和霍華德都是能力相當(dāng)?shù)模@很好。但壞消息是每個(gè)人都喜歡霍華德。他是個(gè)了不起的人，大家都想和他共事，大家都想和他去釣魚。但海蒂呢?不好說。她有點(diǎn)只為自己著想，對(duì)政治有點(diǎn)熱衷。大家不太想和她共事。這是復(fù)雜的。我們得告訴我們的女兒和我們的同事，我們得告訴我們自己相信我們能獲得a，得到提升，坐在桌邊。我們?cè)谶@世上得做到這點(diǎn) 在世上，女性要爭取這些就得做出犧牲，盡管她們的兄弟不用為此而付出犧牲。

所有關(guān)于這的最可悲的事是很難記住這個(gè)。我將講個(gè)對(duì)我來說是個(gè)真正尷尬的故事，但我認(rèn)為它很重要。在臉譜不久前我給 大約100名員工做這個(gè)演講。幾小時(shí)后，在臉譜工作的一個(gè)年輕女性 坐到我小桌子旁邊，她想和我談?wù)劇Ｎ艺f，好，她坐了下來，我們談了起來。她說，我今天學(xué)了一些東西。我知道我需要舉起我的手。我說，你指什么啊? 她說，你在講這個(gè)話時(shí)，你說你將會(huì)回答2個(gè)以上問題。我和其他一些人舉起手，你回答了2個(gè)以上問題。我把手放下來，我注意到所有女性都把手放下來，然后你又回答了很多問題，僅有男性參與。我自己想了一下，如果換成是我，誰會(huì)在乎這個(gè)，明顯地 做這次演講，在這演講中，我甚至沒注意到 男人們的手是不是還一直舉著，女人們的手是不是還一直舉著，我們到底有多出色，當(dāng)我們作為公司和組織的經(jīng)理人的時(shí)候，以及當(dāng)我們作為少數(shù)，與男性競爭 爭取機(jī)會(huì)的時(shí)候? 我們得讓女性坐到桌子邊上。

(掌聲)

第二條： 讓你的伴侶成為一個(gè)真正的合作伙伴。我已經(jīng)確信我們?cè)诼殘?比起我們?cè)诩彝ブ衅鹆烁蟮淖饔谩?shù)據(jù)也很清楚地表明這點(diǎn)。如果一個(gè)女性和一個(gè)男性同時(shí)全職 并有一個(gè)小孩，女性比起男性要做兩倍多家務(wù)活兒，女性比起男性做了三倍多 照顧嬰兒的事。所以她有了2份，3份工作，而他只有一份。當(dāng)有人必須在家多干活時(shí)，誰應(yīng)該留下來? 這個(gè)的理由實(shí)在太復(fù)雜，我沒有時(shí)間來講它們。但我也不認(rèn)為周日看美式足球 和日常的懶惰是理由。

我認(rèn)為理由是更加復(fù)雜化的。我認(rèn)為，作為一個(gè)社會(huì)，我們總是更希望男孩子們成功，對(duì)女孩子則壓力小些。我知道有居家男人 呆在家里做內(nèi)務(wù)支持職場妻子 這很難。當(dāng)我去媽咪和我的培訓(xùn)課時(shí)，我看到那里的父親，我留意到其他媽咪 不愿和他相處。這是個(gè)問題，因?yàn)槲覀兊冒褍?nèi)務(wù)變成一個(gè)重要的工作 因?yàn)樗鞘澜缟献铍y的工作-居家工作 無論男人女人，我們只有平分了這些事，女性才可能留在職場。(掌聲)研究表明夫妻收入相等、且夫妻分擔(dān)責(zé)任相當(dāng)?shù)募彝?也有50%的離婚率。如果這數(shù)據(jù)并不那么鼓舞人，還有更多的 在這個(gè)講臺(tái)我該怎么講呢? 夫妻雙方對(duì)于彼此的了解，不僅是做愛這么簡單。

(歡呼)

建議三： 在你離開前別放棄。我認(rèn)為這是一個(gè)非常深刻的諷刺 對(duì)于女性所采取行動(dòng)而言--我一直目睹類似情況的發(fā)生--女性希望留在職場這個(gè)目標(biāo)，往往導(dǎo)致它們最終不得不離開職場。曾發(fā)生這樣的事： 我們都忙;每個(gè)人都很忙;作為一個(gè)女人也很忙。她開始考慮生小孩。從她開始考慮生小孩的時(shí)候起，她開始考慮為孩子準(zhǔn)備房間。我該如何調(diào)整孩子這件事和手頭上的其他事呢? 言下之意，她不再舉起她的手，她不尋求提升，她不找新的計(jì)劃，她不會(huì)說，我，我想做那個(gè)。她開始退縮。這是個(gè)問題 讓我們說說她懷孕的那段日子 9個(gè)月的懷胎，3個(gè)月的產(chǎn)假，6個(gè)月來調(diào)養(yǎng)休息 快速調(diào)整要2年，更多的，正如我看到的 女性開始過早考慮這事 當(dāng)她們有約會(huì)或者結(jié)婚時(shí)，當(dāng)她們開始考慮要小孩，這會(huì)花相當(dāng)長的一段時(shí)間。一位女性關(guān)于此事來找我，我看著她，她顯得有點(diǎn)年輕。我說，那么你和你丈夫考慮要小孩了? 她說，哦不，我還沒結(jié)婚。她甚至沒有男友。我說，你考慮這個(gè) 太早了吧。

但關(guān)鍵是 一旦你開始退縮下來，接下來會(huì)發(fā)生什么呢? 每個(gè)人都會(huì)經(jīng)歷這個(gè) 在這兒我告訴你，一旦在家你有了孩子，你真的最好是回到你的工作中去，因?yàn)榘研『⒘粼诩姨y了，你的工作得有挑戰(zhàn)性。它也得有回報(bào)。你得感覺到世界因你而變。如果2年前你沒有得到提升 在你旁邊的一個(gè)男孩得到提升，如果三年前 你放棄尋找新的機(jī)會(huì)，你會(huì)變得很乏味 因?yàn)槟銘?yīng)該緊踩油門，加油。在你離開前別放棄。保住工作。緊踩油門，除非到了那一天你需要離開 為了孩子休假 然后做出你自己的決定。不要提前做太長遠(yuǎn)決定，特別是你甚至不曉得自己該做怎樣的決定。

我這一代的女性非常可惜，沒能改變高管職位的數(shù)據(jù)變化。女人們就是呆在原地。我們沒能達(dá)到50%的高管職位 在任何行業(yè)的高管職位中，女性都未達(dá)到50%。但我希望未來一代人可以做到。我認(rèn)為我們世界上 半數(shù)國家和半數(shù)公司 會(huì)由女性所領(lǐng)導(dǎo)，那將會(huì)是一個(gè)更美好的世界。這不僅僅是因?yàn)槿藗儠?huì)知道女性洗手間在哪兒，盡管這也有非常大的幫助。我認(rèn)為它將會(huì)是一個(gè)更美好的世界。我有2個(gè)孩子。我5歲的兒子和3歲的女兒。我想我兒子會(huì)選擇 在職場或在家里都盡心盡責(zé)，全心奉獻(xiàn)。我女兒的選擇 不僅僅是成功，她會(huì)更熱愛她所做出的成就。

謝謝。