第一篇：Facebook首席運(yùn)營(yíng)官謝莉·桑德伯格在2012年哈佛畢業(yè)典禮上的演講(中英)

今天很榮幸來(lái)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(zhǎng)們和耐心的來(lái)賓們，尤其是為今年的畢業(yè)生們演講。

今天原本應(yīng)該是狂歡的日子，不過(guò)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(yǔ)在這樣的悲劇前都蒼白無(wú)力。

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?jī)。所以讓我們一起為12屆的畢業(yè)生們獻(xiàn)上最熱烈的祝賀。

當(dāng)尊敬的院長(zhǎng)Nohria邀請(qǐng)我今天來(lái)做演講時(shí)，我想來(lái)給一群遠(yuǎn)比我年輕有活力的人們演講？我沒(méi)問(wèn)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(wèn)我，“

沒(méi)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(guò)來(lái)下么？我們想知道‘老人’會(huì)對(duì)這個(gè)新功能怎么看”這類(lèi)問(wèn)題。

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(yíng)銷(xiāo)”。一個(gè)Kash用來(lái)解釋“社交化營(yíng)銷(xiāo)”概念的例子就是美國(guó)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(wú)論你今天坐在哪里，我們都十分感激你的貢獻(xiàn)。

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(xiě)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(guò)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(wú)法讓90人同時(shí)在線交流。不過(guò)有幾個(gè)瞬間，我們（仿佛）看到了未來(lái)。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(lái)。

過(guò)去如果想在一天內(nèi)聯(lián)系到比你能見(jiàn)著面更多的人，你要么有錢(qián)，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(yǔ)權(quán)。不僅是那

些能到HBS讀書(shū)的幸運(yùn)兒，而是任何能上Facebook，Twitter或者有（智能）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)的階層變得扁平。話語(yǔ)權(quán)正從機(jī)構(gòu)轉(zhuǎn)向個(gè)人，從曾經(jīng)有權(quán)有勢(shì)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。

當(dāng)世界變得更緊密且更扁平時(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L(zhǎng)arry 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(shuō)，“我們根本不會(huì)考慮招你這樣的人。”

過(guò)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(guò)MBA的訓(xùn)練，所以我做了一個(gè)Excel表。我把工作都列了出來(lái)并且一行行把我的評(píng)判標(biāo)準(zhǔn)也列了

出來(lái)。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(tīng)起來(lái)很不錯(cuò)，但是當(dāng)時(shí)沒(méi)人相信直接面對(duì)消費(fèi)者的互聯(lián)網(wǎng)公司可以賺錢(qián)。我都不敢

確定那兒是不是真有這樣的職位；Google就沒(méi)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)。

后來(lái)我和當(dāng)時(shí)剛剛上任的CEO艾里克·施密特見(jiàn)了面，我給他看了我的列表。我說(shuō)，“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(shuō)：“不要犯傻。”

極佳的職業(yè)忠告。然后他說(shuō)，“（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。”

大概六年半之后，當(dāng)我要離開(kāi)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(yíng)官）。那時(shí)有人問(wèn)你為什么要去給一個(gè)23歲的（大

學(xué)生）打工？

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(lái)越扁平的世界里，這種說(shuō)法是沒(méi)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(chǎng)

營(yíng)銷(xiāo)。我和她曾在某個(gè)社交場(chǎng)合上認(rèn)識(shí)。她打電話給我說(shuō)，“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(shuō)我有哪些特長(zhǎng)以及我想做的事情。但我知道所有人都會(huì)

這樣說(shuō)。所以我就想知道什么是你現(xiàn)在最棘手的問(wèn)題，我又該如何幫你解決這個(gè)問(wèn)題？”

我感動(dòng)得五體投地。那時(shí)我一路過(guò)來(lái)，雇了上千人，但是從來(lái)沒(méi)有人對(duì)我這樣說(shuō)過(guò)。我自己也從來(lái)沒(méi)有這樣說(shuō)過(guò)。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(shuō)，“你被錄用了。我最大的問(wèn)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(guò)去做的領(lǐng)域，還降了一級(jí)，重新開(kāi)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對(duì)職業(yè)有個(gè)很好的比喻。她說(shuō)職業(yè)不是階梯，而是(游樂(lè)場(chǎng)里兒童玩的）立方格攀登架。

當(dāng)你們開(kāi)始HBS之后的職業(yè)生涯時(shí)，（你們應(yīng)該）尋找機(jī)會(huì)，追隨成長(zhǎng)，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(jiǎn)歷。根據(jù)你

能做的事來(lái)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(xiāo)售目標(biāo)，一個(gè)生產(chǎn)線上的工作，一個(gè)涉及運(yùn)營(yíng)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(guò)我現(xiàn)在的職業(yè)。

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(kāi)始被連接起來(lái)，你的世界已經(jīng)超級(jí)連接在一起。我當(dāng)時(shí)競(jìng)爭(zhēng)很激烈。你們現(xiàn)在的競(jìng)爭(zhēng)更加激烈。我的世界變化很快，你的世界變

化更快。

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(tīng)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。

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(shuí)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(lái)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(guò)最最重要的是，具有真誠(chéng)溝通的能力，既能鼓舞你身邊的人，又能聆聽(tīng)他們的建議，在每一天的工作中不斷學(xué)習(xí)進(jìn)步。

如果你留意小孩，你會(huì)立刻發(fā)現(xiàn)他們是多么的真實(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(wèn)，“媽媽?zhuān)殞氃谀睦锇。俊彼f(shuō)，“小寶寶在我肚子里。”他說(shuō)，“真的么？難道小寶寶的手不在你的手里？”她說(shuō)，“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(shuō)，“那么媽媽?zhuān)瑸槭裁茨愕钠ü稍絹?lái)越大？”

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?zhuān)易畈幌肼?tīng)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(méi)錯(cuò)。但是那也不總是件好事。因?yàn)槲?/p>

們所有人，尤其是領(lǐng)導(dǎo)者，需要說(shuō)真話，聽(tīng)真話。

在工作環(huán)境中，說(shuō)真話尤其得難，因?yàn)闊o(wú)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(lái)評(píng)估。

這是不鼓勵(lì)真誠(chéng)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(shuō)“我不同意我們的擴(kuò)張策略”或者，更好，“這看起來(lái)真傻。”人們會(huì)說(shuō)，“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(guò)細(xì)致的投資回報(bào)分析，不過(guò)，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(shuō)的三個(gè)字：WTF。

事實(shí)最好用簡(jiǎn)短的語(yǔ)言來(lái)表達(dá)。去年，馬克·扎克伯格決定開(kāi)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(lái)自中國(guó)的員工交談。有一天，有一個(gè)員工談到了她 的老板。她說(shuō)了一通之后，馬克說(shuō)，“請(qǐng)說(shuō)簡(jiǎn)單點(diǎn)。”她再說(shuō)了一遍之后，他說(shuō)，“不行，我還是沒(méi)明白，請(qǐng)?jiān)俸?jiǎn)單點(diǎn)。”就這樣來(lái)回了幾次。終于，她憤怒地說(shuō)道，“我老板壞！”簡(jiǎn)單明

了，而且非常重要，需要讓馬克知道。

在工作或者生活中，人們很少會(huì)把話說(shuō)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(shuō)清楚，還會(huì)對(duì)你所說(shuō)的小事反應(yīng)過(guò)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(lái)，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(kāi)會(huì)時(shí)不要做正式的PPT。我會(huì)說(shuō)，“和我開(kāi)會(huì)不用做PPT。”把你想討

論的事列出來(lái)就行。但是所有人都無(wú)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(méi)有改變。大概兩年后，我說(shuō)，“OK，我不喜歡條條框框，但我要定個(gè)規(guī)矩，和我

開(kāi)會(huì)不用做PPT。我是認(rèn)真的。別再做了。”

大約一個(gè)月之后，我在一個(gè)大型場(chǎng)合正要和全球銷(xiāo)售團(tuán)隊(duì)講話，一個(gè)同事上來(lái)對(duì)我說(shuō)，“在你上臺(tái)之前，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(jiàn)。”我說(shuō)，“什么‘ 和

客戶會(huì)面不做PPT’？”他們說(shuō)：“你制定了一個(gè)規(guī)定：不做PPT。”之后我上了臺(tái)就說(shuō)，“首先，我說(shuō)的是和我開(kāi)會(huì)不用PPT。其次，更重要的是，下次你們聽(tīng)到一些你們認(rèn)為很傻的話，不要

去遵循它，而要去提意見(jiàn)或者無(wú)視它，哪怕你知道那話是我或者馬克說(shuō)的。”

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(lái)質(zhì)疑。當(dāng)然說(shuō)鼓勵(lì)反饋容易，做起來(lái)難。因?yàn)槁?tīng)到的反饋往往不是我們想要的那種。

當(dāng)我剛開(kāi)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(lái)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(lái)越多。所以有一天在我的報(bào)告會(huì)上，我說(shuō)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(shuō)，“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(guò)來(lái)解釋說(shuō)我一直都是流程中的瓶頸。我先是覺(jué)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(lái)我明白了：如果沒(méi)人告訴我，那這就是我的錯(cuò)。我還不夠開(kāi)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)。

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(lái)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(lái)說(shuō)，當(dāng)事情沒(méi)有搞定時(shí)，我會(huì)有點(diǎn)焦躁。真的，只要有事情沒(méi)有搞定，我會(huì)變得非常焦躁。我敢肯定沒(méi)人會(huì)說(shuō)我過(guò)于冷靜。后來(lái)我就主動(dòng)地談?wù)撨@個(gè)缺點(diǎn)，讓大

家來(lái)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(lái)對(duì)我說(shuō)，“嘿，謝麗爾，冷靜點(diǎn)。你快把我們搞瘋了！”我可不這樣認(rèn)為。

在你們畢業(yè)的今天，問(wèn)自己你將如何去領(lǐng)導(dǎo)，你會(huì)用簡(jiǎn)單明了的語(yǔ)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？

當(dāng)我們努力更真誠(chéng)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(shuō)帶著“完整的自己”去上班，這是我深深相信的一點(diǎn)。

工作的動(dòng)力來(lái)自于做我們?cè)诤醯氖虑椋瞾?lái)自于和我們?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(lèi)似這樣的分離從來(lái)就不太可行，在越來(lái)越提倡真實(shí)的當(dāng)今世界

里，這就更沒(méi)有意義了。

我在工作時(shí)流過(guò)淚。我告訴過(guò)別人我在工作時(shí)流過(guò)淚。后來(lái)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(wèn)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(wú)時(shí)無(wú)刻不交融在一起。

作為帶著“完整的自己”去上班的一部分努力，最近我開(kāi)始公開(kāi)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(méi)和別人強(qiáng)調(diào)“我是女兒身”。“不說(shuō)”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(mén)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(wèn)，“那是什么聲音？”我會(huì)說(shuō)，“什么聲音？”“我聽(tīng)到嗶的一聲”“噢，我窗外正好有一輛消防車(chē)。”

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(kāi)始公開(kāi)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(lái)一點(diǎn)都沒(méi)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(kāi)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(wèn)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>

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(ài)。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)。

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(tīng)到一個(gè)工作上很優(yōu)

秀的女性不為人愛(ài)戴，深呼吸一下，問(wèn)問(wèn)自己這是為什么。

我們需要公開(kāi)地探討我們都需要的靈活機(jī)制來(lái)平衡工作和生活。幾周前我接受了一個(gè)采訪，我說(shuō)我會(huì)5點(diǎn)半離開(kāi)公司去和我的小孩吃晚飯。我被由此而來(lái)的媒體報(bào)道震驚了。我的一個(gè)朋友

說(shuō)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(méi)興趣。不過(guò)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(wèn)題。要不是這樣，為什么大

家會(huì)對(duì)此有那么多評(píng)論？

也許，最重要的是，我們應(yīng)該開(kāi)始討論為什么只有少數(shù)的女性，即便來(lái)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(wú)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(shuō)的那樣，去光明正大地坐到主座上去。

我今天來(lái)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(lái)做今年的

演講者的原因。

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(méi)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(lái)上學(xué)的事是不是靠譜，萬(wàn)一后來(lái)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(méi)人會(huì)想念它們。

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：

第一，通過(guò)Facebook保持聯(lián)系。這對(duì)于你們未來(lái)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！

第二，努力說(shuō)真話，求真知。

第三，保持你的“真我”，用你的“真我”待人。

第四，最由衷的一點(diǎn)，讓你們這代來(lái)實(shí)現(xiàn)我們這代沒(méi)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。

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！

英文原稿

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.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.There are no words which can make this better.Though laden with sadness, today still marks a distinct and impressive achievement for this class.So please join me in giving our warmest congratulations to this class.When Dean Nohria asked 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.‖

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, we are all grateful for your dedication.SANDBERG‘S HARVARD SECTION TRIED TO HAVE THE SCHOOL‘S FIRST ONLINE CLASS

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.The world just wasn‘t set up for 90 people to communicate at once online.But 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.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 to go to HBS, but anyone with access to Facebook, Twitter, a mobile phone.This is disrupting traditional power structures and leveling traditional hierarchy.Control 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 imagined when I was sitting where you are today – and Mark Zuckerberg was 11 years old.‘WE WOULDN‘T EVEN THINK ABOUT HIRING SOMEONE LIKE YOU‘

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 CEO looked at me and said, ―we wouldn‘t even think about hiring someone like you.‖

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 my criteria in the rows.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.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.‖

EXCELLENT CAREER ADVICE: ?GET ON A ROCKET SHIP‘

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.‖

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?

THE METAPHOR FOR A CAREER IS NO LONGER A LADDER;IT‘S A JUNGLE GYM

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 a bit socially.She called me and said, ―I want to 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?‖

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.Lori has a great metaphor for careers.She says they‘re not a ladder, they‘re a jungle gym.LOOK FOR GROWTH, IMPACT AND MISSION.MOVE SIDEWAYS, DOWN, ON AND OFF

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.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.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.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, but 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.‘MOMMY, WHAT IS GROWING IN YOUR BUTT?‘

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.Her first child was about five and said, ―Mommy, where is the baby?‖ She said, ―The baby is in my tummy.‖ He said, ?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?‖

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.But it‘s not always a good thing either.Because all of us, and especially leaders, need to speak and hear the truth.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.This means that one person‘s performance is assessed by someone else‘s perception.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.‘TRUTH IS BETTER USED BY USING SIMPLE LANGUAGE‘

Truth is better used 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 very important for him to know.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.Instead, 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.‖

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.‖ 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.‖

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.‘BEING PART OF MY TEAM MEANT THAT I HAD TO KNOW YOU‘

When I first started at Google, I had a team of four people and it was really important to me that I interview everyone.For me, 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.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 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.‘WHEN YOU GET HONESTY BACK, WILL YOU REACT WITH ANGER OR WITH GRATITUDE?‘

As you graduate today, ask yourself, how will you lead.Will you use simple and clear language? Will you seek out honesty? When you get honesty back, will you react with anger or with gratitude?

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 deeply.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.CRYING AT WORK: YES, SHE‘S DONE IT BUT NOT EXACTLY ON ZUCKERBERG‘S SHOULDER

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.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 outside my office.‖

But the lack of progress over 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 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.‘AS A WOMAN IS MORE SUCCESSFUL IN YOUR WORKPLACES, SHE WILL BE LESS LIKED‘

We need to start talking about how women underestimate their abilities compared to men and how 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 than men.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.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.I was shocked at the press coverage.One of my friends said I couldn‘t get more headlines if I had murdered someone with an ax.This showed me this is an unresolved issue for all of us, men and women alike.Otherwise, everyone would not write so much about it.‘WE NEED MORE WOMEN NOT JUST TO SIT AT THE TABLE, BUT TO TAKE THEIR RIGHTFUL SEATS‘

And maybe, most importantly, we need to start talking about how fewer women than men, even from places like HBS, even likely 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.One of the reasons I was so excited to be here today is that this is the 50th anniversary of letting women into this school.Dean Noria, who is so passionate about getting more women into leadership positions, told me that he wanted me to speak this year for that reason.I met a woman from that first class once.She told me that when they first came in, they took a men‘s room and converted it to a woman‘s room.But they left the urinals in.She thought the message was clear – ?we are not sure this whole woman thing is going to work out and if not, 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.FOUR THINGS SANDBERG WISHES FOR HARVARD‘S GRADUATING CLASS OF 2012

As you and your classmates spread out across the globe and walk across this stage tomorrow, I wish for you four things:

First, keep in touch via Facebook.This is critical to your future success!And since we‘re public now, why you are there, click on an ad or two.Two, that you make the effort to speak as well as seek the truth.Three, that you remain true to and open about your authentic self.And four, 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.I join everyone here in offering my most sincere congratulations to the HBS Class of 2012.Give yourselves a huge round of applause.

第二篇：謝麗爾.桑德伯格(facebook首席運(yùn)營(yíng)官)清華畢業(yè)演講匯總

桑德伯格清華畢業(yè)演講：命運(yùn)偏愛(ài)勇者

主講人：謝麗爾·桑德伯格（Facebook公司首席運(yùn)營(yíng)官）

時(shí)間：2015年6月27日

主辦：清華大學(xué)經(jīng)濟(jì)管理學(xué)院

【編者按】

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。Facebook公司首席運(yùn)營(yíng)官謝麗爾?桑德伯格（Sheryl Sandberg）作畢業(yè)典禮演講。桑德伯格是清華經(jīng)管學(xué)院畢業(yè)典禮歷年來(lái)第一位女性演講嘉賓。

在她的演講中，桑德伯格回顧了她從踏入職場(chǎng)至今的心得體會(huì)，并用自身經(jīng)歷介紹了過(guò)去25年中互聯(lián)網(wǎng)帶給整個(gè)世界的巨大變化。桑德伯格鼓勵(lì)畢業(yè)生說(shuō)，“從現(xiàn)在起的未來(lái)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(guó)的領(lǐng)袖，還將成為全球的領(lǐng)袖。”

以下是桑德伯格視頻及演講全文：

I am honored to be here today to address Dean Yingyi Qian, Tsinghua School of Economics and Management's distinguished faculty, proud family members, supportive friends, and most importantly, the class of 2015.Unlike my boss, Mark Zuckerberg, I do not speak Chinese.For that I apologize.But he did ask me to pass along this message--zhuhe.I am thrilled to be here to congratulate this magnificent class on your graduation.錢(qián)穎一院長(zhǎng)、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，清華經(jīng)管學(xué)院2015屆的畢業(yè)生們：我很榮幸今天來(lái)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(wèn)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。

When Dean Qian invited me to speak 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, since Mark is 15 years younger than I am and many of our employees are more his contemporaries than mine.I like being surrounded by young people, except when they say to me, “What was it like being at university without a mobile phone?” or worse, “Sheryl, can you come here? We need to see what old people think of this feature.” 當(dāng)錢(qián)穎一院長(zhǎng)邀請(qǐng)我今天來(lái)做演講時(shí)，我想，來(lái)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(wèn)我：“你在大學(xué)時(shí)沒(méi)有手機(jī)用是怎樣的日子？”甚至更糟糕的問(wèn)題是，“謝麗爾，你能過(guò)來(lái)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？”

I graduated from college in 1991 and business school in 1995.This was not that long ago.But I can tell you: the world has changed an awful lot in just 25 years.My business school class tried to have our school's first online class.We had to pass out a list of screen names because it was unthinkable to put your real name on the Internet.And it did not work because the system kept crashing--it just wasn't possible for 90 people to communicate at once online.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(shuō)，我上了美國(guó)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(xiě)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(méi)有搞成，因?yàn)殡娔X系統(tǒng)不斷崩潰——當(dāng)時(shí)根本無(wú)法實(shí)現(xiàn)90人同時(shí)在線交流。

But for a few brief moments in between crashes, we glimpsed the future--a future where technology would connect us to our colleagues, our relatives, our friends.The world we live in today is one I could not have imagined when I was sitting where you are.And 25 years from now, you will have helped shape your generation's world.不過(guò)在系統(tǒng)崩潰之間的幾個(gè)短暫瞬間里，我們窺見(jiàn)了未來(lái)——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(lái)。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(lái)25年，你們將幫助塑造屬于你們這一代人的世界。

As graduates of Tsinghua, you will be leaders not just in China, but globally.China is a world leader in terms of educational attainment and economic growth.It is not just political and business leaders that recognize the importance of China.Many American parents realize it as well;the hardest schools to get into in the San Francisco Bay area where I live are those that teach Chinese.作為清華的畢業(yè)生，你們不僅將成為中國(guó)的領(lǐng)袖，還將成為全球的領(lǐng)袖。中國(guó)在教育程度及經(jīng)濟(jì)增長(zhǎng)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(guó)的重要性，許多美國(guó)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(yǔ)的學(xué)校。

But the fact is countries don't lead.People lead.但事實(shí)是，國(guó)家不能領(lǐng)導(dǎo)，要靠人來(lái)領(lǐng)導(dǎo)。

As you graduate today, you start your path toward leadership.What kind of leader will you be? How much impact on others will you have? What will be your mark on the world? 從你們今天畢業(yè)起，你們就開(kāi)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？

At Facebook, we have posters on our walls to remind us to think big--to challenge ourselves to do more each and every day.There are important leadership lessons reflected in these posters--and today, I want to cover four of them that I think can be meaningful for you.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)。First, fortune favors the bold.第一、命運(yùn)偏愛(ài)勇者。

Facebook exists because Mark believed that the world would be a better place if people could use technology to connect as individuals.He believed it so much that he dropped out of Harvard College to pursue that mission and he fought to hold onto it over the years.What Mark did was not lucky.It was bold.Facebook公司之所以存在，是因?yàn)樵瞬裣嘈牛ㄟ^(guò)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(lái)他一直為此奮斗不止。扎克伯格靠的不是運(yùn)氣，而是勇氣。

It's unusual to find your passion as early as Mark.It took me far longer to figure out what I wanted to do.When I was sitting in a graduation robe, I could not have considered a job at Facebook because the Internet did not exist--and Mark was only 11 years old.I thought I would only ever work for the government or a philanthropic organization because I believed these institutions made the world a better place while companies only worked towards profits.But when I was working at the U.S.Treasury Department, I saw from afar how much impact technology companies were having on the world and I changed my mind.So when my government job ended, I decided to move to Silicon Valley.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(zhǎng)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(wú)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(yíng)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(guó)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(mén)的工作后，我決定搬到硅谷去。

In retrospect, this seems like a shrewd move.But in 2001, it was questionable at best.The tech bubble had burst.Large companies were doing massive layoffs and small companies were going out of business.I gave myself four months to find a job.It took almost a year.In one of my first interviews, a tech company CEO said to me, “I took this meeting as a favor to a friend but I would never hire someone like you--people from the government can't work in technology.” 回過(guò)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(shuō)：“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(guò)的人無(wú)法勝任科技公司的工作。”

Eventually, I persuaded someone to hire me, and 14 years later, I still love working in tech.It was not my original plan, but I got there--eventually.最終，我還是說(shuō)服了某個(gè)公司雇傭了我。14年過(guò)去了，我仍然熱愛(ài)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。

I hope if you find yourself on one path but longing for something else, you find a way to get there.And if that isn't right, try again.Try until you find something that stirs your passion, a job that matters to you and matters to others.It's a luxury to combine passion and contribution.It's also a clear path to happiness.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(méi)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。Second, feedback is a gift.第二、反饋是一種本領(lǐng)。

At Facebook, I knew that the most important determinant of my performance would be my relationship with Mark.When I joined, I asked Mark for a commitment that he would give me feedback every week so that anything that bothered him would be aired and discussed quickly.Mark not only said yes but immediately added that he wanted it to be reciprocal.For the first few years, we stuck to this routine and met every Friday afternoon to voice concerns big and small.As the years went by, sharing honest reactions became part of our relationship and we now do so in real time rather than waiting for the end of the week.在Facebook，我知道決定我工作績(jī)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(shuō)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(jiàn)面談?wù)撐覀兯P(guān)心的事情，事無(wú)巨細(xì)。幾年下來(lái)，分享真實(shí)的意見(jiàn)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。

Getting feedback from your boss is one thing, but it's every bit as important to get feedback from those who work for you.This is not an easy thing to do as employees are often eager to please those above them and don't want to criticize or question their higher-ups.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(guò)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。One of my favorite examples of this comes from Wall Street.In 1990, Bob Rubin became the CEO of Goldman Sachs.At the end of his first week, he looked at Goldman's books and noticed large investments in gold.He asked someone why.The answer? “That was you, sir.” “Me?” he replied.Apparently, the day before he had been walking around on the trading floor and he commented to someone that “gold looks interesting.” This got repeated as “Rubin likes gold” and someone spent hundreds of millions of dollars to make the new boss happy.我最喜歡的一個(gè)例子是來(lái)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(wèn)為什么會(huì)投資黃金？結(jié)果答案是，“因?yàn)槟壬！薄拔遥俊彼曰罅恕ｏ@然是因?yàn)樵陬^一天他在交易所視察時(shí)曾經(jīng)說(shuō)過(guò)一句“黃金看起來(lái)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(wàn)美元來(lái)討老板的歡心。

On a smaller scale, I have faced a similar challenge.When I joined Facebook, one of my tasks was to build the business side of the company--but without destroying the engineering-driven culture that made Facebook great.So one of the things I tried to do was discourage people from doing formal PowerPoint presentations for meetings with me.At first, I asked nicely.Everyone ignored me and kept doing their presentations.So about two years in, I said, “OK, I usually hate rules but I now have a rule: No more PowerPoint in my meetings.” 我也遇到過(guò)類(lèi)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_(kāi)會(huì)時(shí)不要做正式的電子演示文稿。最開(kāi)始我講得很客氣，結(jié)果所有人都無(wú)視我的要求，仍然在做電子演示文稿。大概過(guò)了兩年吧，我就說(shuō)，“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(kāi)會(huì)時(shí)誰(shuí)也不能再做電子演示文稿了。”

About a month later I was about to address our global sales team, when someone said to me, “Before you get on that stage, you really should know everyone's pretty upset about the no PowerPoint with clients thing.” I was shocked.I had never banned these presentations for clients!I just did not want them in meetings with me.How could we present to our clients without PowerPoint? So I got on the stage and said, “One, I meant no PowerPoint with me.And two, next time you hear a bad idea--like not doing proper client presentations--speak up.Even if you think it is what I have asked for, tell me I am wrong!” 大約一個(gè)月之后，當(dāng)我正要對(duì)我們的全球銷(xiāo)售團(tuán)隊(duì)講話時(shí)，一個(gè)同事對(duì)我說(shuō)，“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(jiàn)。”我感到很震驚，我從來(lái)沒(méi)有禁止過(guò)給客戶做電子演示文稿！我只是不希望他們?cè)诤臀议_(kāi)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(shuō)，“首先，我說(shuō)的是和我開(kāi)會(huì)時(shí)不用電子演示文稿。其次，下次你們?cè)俾?tīng)到壞點(diǎn)子——就像和客戶會(huì)面不做電子演示文稿這類(lèi)——請(qǐng)大聲說(shuō)出來(lái)。哪怕你知道那話是我說(shuō)的，請(qǐng)告訴我這是錯(cuò)誤的！”

A good leader recognizes that most employees won't feel comfortable challenging authority, so it falls upon authority to solicit feedback.I learned from my PowerPoint mistake.I now ask my colleagues “What could I do better?” And I always thank the person who has the guts to answer me honestly, often by praising them publicly.I firmly believe that you lead best when you walk side-by-side with your colleagues.When you don't just talk but you also listen.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(wèn)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(shuō)實(shí)話的人心懷感激，并且當(dāng)眾表?yè)P(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(tīng)時(shí)，你才能成為最好的領(lǐng)導(dǎo)。Third, nothing is someone's else's problem.第三，以身作則。

When I started my career, I observed people in leadership roles and thought, “They're so lucky.They have so much control.” So imagine my surprise when I took a course in business school on leadership and was told that as you get more senior, you are more dependent on other people.At the time, I thought my professors were wrong.當(dāng)我剛?cè)肼殘?chǎng)時(shí)，我觀察那些身處領(lǐng)導(dǎo)崗位的人時(shí)會(huì)想，“他們太幸運(yùn)了，他們有那么大的掌控力。”所以你們可以想象的到，當(dāng)我在商學(xué)院選修領(lǐng)導(dǎo)力課程時(shí)被告知，職位越高將會(huì)越依賴(lài)他人時(shí)，我有多么的驚訝。說(shuō)實(shí)話，那時(shí)候我認(rèn)為教授講的是錯(cuò)的。

They were right.I am dependent on my sales team...not the other way around.If they fall short, it is my mistake.As a leader, what I can accomplish is not just what I can do myself but what everyone on my team does.其實(shí)教授講的是對(duì)的。我依賴(lài)我的銷(xiāo)售團(tuán)隊(duì)，而不是反過(guò)來(lái)。如果他們達(dá)不到銷(xiāo)售目標(biāo)，是我的責(zé)任。作為領(lǐng)導(dǎo)者，我所要實(shí)現(xiàn)的不僅是竭盡個(gè)人之所能，而是要讓我的團(tuán)隊(duì)中的所有人發(fā)揮自己的能力。

Companies in every country operate in ways that are right for their cultures.But I believe that there are some principles of leadership that are universal--and one of those is that it is better to inspire than to direct.Yes, people will do what their bosses tell them to do in most organizations.But great leaders do not just want to secure compliance.They want to elicit genuine enthusiasm, complete trust, and real dedication.They don't just win the minds of their teams, they win their hearts.If they believe in your organization's mission and they believe in you, they will not only do their daily tasks well, but they will do them with true passion.不同國(guó)家的企業(yè)運(yùn)作都有其特定的文化特點(diǎn)。但我相信有一些領(lǐng)導(dǎo)力的原則是世界通用的——其中一條就是激發(fā)總是好過(guò)指示。是的，在多數(shù)組織里，員工總是按照老板的指示來(lái)做事。但是偉大的領(lǐng)導(dǎo)者不僅僅只是需要完全的服從。他們想要的是激發(fā)出員工心底的熱情，完全的信任及真正的敬業(yè)精神。他們不僅僅是要得到團(tuán)隊(duì)的智慧，而是要贏得他們的心。如果他們相信公司的使命并且對(duì)你也信之如篤，那么他們就不僅僅只是把日常任務(wù)完成好，而且是以真正的熱情來(lái)投入這些工作。

No one won more hearts than my beloved husband Dave Goldberg who passed away suddenly two months ago.Dave was a truly inspiring leader.He was kind.He was generous.He was thoughtful.He raised the level of performance of everyone around him.He did it as CEO of SurveyMonkey, an amazing company that he helped build.He did it for me and for our children.沒(méi)有人能像我摯愛(ài)的丈夫大衛(wèi)·高德伯格那樣贏得那么多人的心，他不幸在兩個(gè)月前突然去世。大衛(wèi)是一個(gè)真正能激發(fā)人的領(lǐng)導(dǎo)者。他為人和善、待人慷慨，思維深刻。他提升了他周?chē)恳粋€(gè)人的業(yè)績(jī)水平。他是SurveyMonkey公司的首席執(zhí)行官，這是他幫助建立起來(lái)的一個(gè)極為出色的公司。他是為了我和我們的孩子這樣去做的。

A friend of ours named Bill Gurley, a leading venture capitalist in Silicon Valley, wrote a post where he urged others to “Be Like Dave.” Bill wrote, “Dave showed us all exactly what being a great human being looks like...But it was never frustrating because Dave's greatness was not competitive or threatening.It was gentle, inspirational and egoless.He was the quintessential standard for the notion of leading by example.” 我們的一個(gè)朋友、硅谷著名的風(fēng)險(xiǎn)投資人比爾·格雷，寫(xiě)過(guò)一篇短文號(hào)召人們“向大衛(wèi)那樣”。比爾寫(xiě)到，“大衛(wèi)向我們所有人完整地展示了怎樣做一個(gè)偉大的人……但是這并不讓人有挫折感，因?yàn)榇笮l(wèi)的偉大并不是好競(jìng)爭(zhēng)的或威脅他人的，他的偉大是柔和的，觸動(dòng)心靈的，無(wú)私的。他是領(lǐng)導(dǎo)者‘以身作則’理念的經(jīng)典標(biāo)桿。”

Harvard Business School Professor Frances Frei has said “l(fā)eadership is about making others better as a result of your presence and making sure that impact lasts in your absence.” Like Dave, you can do this for others over the course of your career.哈佛商學(xué)院弗朗西斯·福雷教授曾經(jīng)說(shuō)過(guò)，“領(lǐng)導(dǎo)力表現(xiàn)在，因?yàn)槟愕拇嬖谀苁顾俗兊酶茫耶?dāng)你不在的時(shí)候你的影響力還能一直持續(xù)。”就像大衛(wèi)一樣，你們也應(yīng)該能在自己的職業(yè)生涯中為他人做到這一切。Fourth, lean in.第四，向前一步。

As the Chinese proverb holds--“women hold up half the sky.” This is quoted all over the world and women have a special role in China's history and present.中國(guó)有句話叫“婦女能頂半邊天”，這個(gè)說(shuō)法被世界各地廣為引用。女性在中國(guó)歷史上及現(xiàn)在都扮演著特殊的角色。

When the world has gathered to discuss the status and advancement of women, we've done it here in Beijing.In 1995, the Beijing Declaration and Platform for Action--which called for women's full and equal participation in life and decision-making--was adopted by 189 governments.Last year, on the 20th anniversary of that historic declaration, leaders again gathered here to mobilize around what has become known as the promise of Beijing: equality for women and men.當(dāng)世界各國(guó)都在聚焦討論女性的地位和發(fā)展的時(shí)候，我們?cè)谶@里—北京討論過(guò)這個(gè)問(wèn)題。早在1995年，《北京宣言》和《行動(dòng)綱領(lǐng)》，這兩個(gè)號(hào)召女性全方位和平等地參與生活和決策的宣言和綱領(lǐng)，就由189個(gè)國(guó)家的政府在北京共同簽署。去年，在這一歷史性宣言20周年之際，各國(guó)領(lǐng)導(dǎo)人重聚在此，向人們傳遞這一北京承諾：男女平等。

Yet while we all acknowledge the importance and strength of women, when we look at leadership roles in every country, they are overwhelmingly held by men.In almost every country in the world--including the United States and China--less than 6 percent of the top companies are run by women.Women hold fewer leadership roles in every industry.This means that when it comes to making the decisions that affect all us, women's voices are not heard equally.但是，盡管我們認(rèn)識(shí)到女性的重要性及力量，當(dāng)我們審視各國(guó)的領(lǐng)導(dǎo)層時(shí)，仍然絕大多數(shù)由男性主導(dǎo)。在幾乎所有國(guó)家——包括美國(guó)和中國(guó)，只有不到6%的頂尖企業(yè)是由女性來(lái)領(lǐng)導(dǎo)的。女性在各行各業(yè)的領(lǐng)導(dǎo)角色都少之又少。這意味著，在做出影響我們所有人福祉的決定時(shí)，女性的意見(jiàn)無(wú)法被平等地聽(tīng)取。

There are many reasons for the gender leadership gap--outright discrimination, greater responsibilities at home, a lack of flexibility in the workplace, and importantly, our stereotypical expectations.While cultures differ all over the globe, our stereotypes of men and women are remarkably similar.Although the status of women is changing and evolving in China and many parts of the world, traditional expectations and stereotypes linger.To this day, in the U.S., in China, and everywhere, men are expected to lead, be assertive, succeed.Women are expected to share, be communal, acquiesce to others.We expect leadership from boys and men.But when a little girl leads, we call her “bossy” in English, or qiang shi in Chinese.產(chǎn)生領(lǐng)導(dǎo)角色性別差異的原因很多——直接的性別歧視、女性需要承擔(dān)更多的家庭責(zé)任、職場(chǎng)中缺乏靈活性，更為重要的是，我們帶有的偏見(jiàn)。雖然全球各地的文化千差萬(wàn)別，但是我們對(duì)于男性與女性的偏見(jiàn)卻驚人的相似。盡管女性的地位在中國(guó)及全球各地都在不斷變化與演進(jìn)，傳統(tǒng)的預(yù)期與偏見(jiàn)卻依然如故。直到今天，在美國(guó)、中國(guó)乃至全球各地，男性總被期待去領(lǐng)導(dǎo)、奮進(jìn)、成功，而女性則被期待去分享、融通、屈從他人。我們期待男孩和男人展現(xiàn)領(lǐng)導(dǎo)力，但是當(dāng)一個(gè)小女孩出頭來(lái)領(lǐng)導(dǎo)時(shí)，英語(yǔ)中我們稱(chēng)她“專(zhuān)橫”，中文則稱(chēng)之為“強(qiáng)勢(shì)”。

Other social barriers also hold women back.Women are often excluded from professional networks--like Guanxi--and both formal and informal socializing that is critical for job advancement.This is also true in the United States, where men often chose to mentor other men instead of women.其它一些社會(huì)因素也阻礙了女性的前進(jìn)。女性通常被職業(yè)社交圈排除在外——比如“關(guān)系”——以及正式的、非正式的對(duì)職業(yè)發(fā)展至關(guān)重要的社交活動(dòng)。在美國(guó)也是如此。在美國(guó)，男性通常選擇去指導(dǎo)其他男性而不是女性。

I believe that the world would be a better place if men ran half our homes and women ran half our institutions--and the good news is that we can change the stereotypes and get to real equality.We can support women who lead in the workforce.We can find more balance in the home by fathers helping mothers with housekeeping and childrearing;more equal marriages are happier and more active fathers raise more successful children.We can walk up to someone who calls a little girl “bossy,” and say instead, “That little girl is not bossy.That little girl has executive leadership skills.” 我相信，如果男性能夠承擔(dān)起家庭的一半責(zé)任，女性承擔(dān)起職場(chǎng)的一半責(zé)任，這個(gè)世界將會(huì)變得更加美好——好消息是，我們能夠改變偏見(jiàn)，實(shí)現(xiàn)真正的平等。我們能夠支持職場(chǎng)中的女性領(lǐng)導(dǎo)者。我們能夠在家庭中找到更多的平衡，父親幫助母親打理家務(wù)、撫養(yǎng)子女；更加平等的婚姻會(huì)獲得更多幸福；更積極主動(dòng)的父親能夠培養(yǎng)出更成功的子女。我們可以走到說(shuō)小女孩“專(zhuān)橫”的人面前說(shuō)：“那個(gè)女孩不是專(zhuān)橫，她具有高級(jí)的領(lǐng)導(dǎo)才華。” And I want to make this very clear: Equality is not just good for women.It's good for everyone.Female participation in the workforce is a major driver of economic growth.Companies that recognize the full talents of the entire population outperform those that do not.AliBaba CEO Jack Ma, who stood here last year, has said that “one of the secret sauces for Alibaba's success is that we have a lot of women...without women, there would be no Alibaba.” Women hold 40 percent of all jobs at Alibaba and 35 percent of senior positions--far more than most companies anywhere in the world.我想澄清一點(diǎn)——平等不僅僅只對(duì)女性有益，而是對(duì)所有人都有益。職場(chǎng)中女性的參與是經(jīng)濟(jì)增長(zhǎng)的主要?jiǎng)恿χ弧Ｄ切┏浞职l(fā)揮所有人才能的公司要遠(yuǎn)遠(yuǎn)比沒(méi)有認(rèn)識(shí)到這點(diǎn)的公司更加成功。去年站在這個(gè)位置演講的阿里巴巴創(chuàng)始人馬云曾經(jīng)說(shuō)過(guò)，“阿里巴巴成功的秘訣之一是因?yàn)槲覀冇泻芏嗯浴瓫](méi)有女性，就沒(méi)有阿里巴巴。”在阿里巴巴公司，有40%的員工是女性，并且有35%的高層管理者是女性——這遠(yuǎn)遠(yuǎn)超過(guò)世界上多數(shù)公司。Great leaders don't just develop people like them, they develop everyone.If you want to be a great leader, you will develop the women--as well as the men--at your companies and on your teams.偉大的領(lǐng)導(dǎo)者不僅僅培養(yǎng)與他們相像的人，他們培養(yǎng)每一個(gè)人。如果你想成為一個(gè)偉大的領(lǐng)導(dǎo)者，無(wú)論在公司里還是團(tuán)隊(duì)中，在培養(yǎng)男性員工的同時(shí)也要注意培養(yǎng)女性員工。Our peers can help us develop, too.When Lean In was published in 2013, we launched LeanIn.org, a nonprofit with a mission to empower all women to achieve their ambitions.LeanIn.Org helps form Lean In Circles, small peer groups who met regularly to share and learn together.There are now over 23,000 circles in more than 100 countries.我們的女性同行也可以幫助我們自身的發(fā)展。當(dāng)2013年《向前一步》這本書(shū)出版的時(shí)候，我們成立了LeanIn.Org。這是一個(gè)非營(yíng)利性組織，旨在幫助女性實(shí)現(xiàn)自己的目標(biāo)。LeanIn.Org通過(guò)組織Lean In Circles互組小組來(lái)達(dá)到個(gè)體間互相幫助的目的。小組成員通過(guò)定期見(jiàn)面來(lái)相互分享并互助學(xué)習(xí)。目前，在超過(guò)100個(gè)國(guó)家里大約有2.3萬(wàn)個(gè)這樣的互助小組。

The first international Lean In Circle I ever met with was in Beijing--a group of young professional women who gathered to support each other's professional ambitions and challenge the idea of “shengnu,” leftover women.In the past two years, they have built a network of Circles throughout China from working professionals to university students--women and men who come together to support equality.One of these Circles is at Tsinghua, and I met with them earlier this morning.I was inspired by their passion for their studies and their careers.As one member told me, “It was when I first joined Lean In Tsinghua that I began to fully understand the Chinese proverb, 'A just cause enjoys abundant support.'” 我見(jiàn)到的第一個(gè)國(guó)際Lean In Circle互助小組就是在北京——一群年輕的職業(yè)女性聚集在一起，支持彼此的職業(yè)理想并挑戰(zhàn)“剩女”這個(gè)稱(chēng)謂。在過(guò)去的兩年間，她們已經(jīng)在全中國(guó)建立了互助網(wǎng)絡(luò)，從職業(yè)白領(lǐng)到大學(xué)生——女性和男性一起來(lái)支持平等權(quán)利。其中一個(gè)互助小組就在清華，今天上午我還與她們見(jiàn)了面。她們對(duì)學(xué)業(yè)及職業(yè)前景的熱情深深地打動(dòng)了我。其中一個(gè)成員告訴我：“我加入清華互助小組以后開(kāi)始深刻領(lǐng)會(huì)到‘得道多助’這句中國(guó)諺語(yǔ)的意思。” I believe your generation will do a better job than mine at fixing the problem of gender inequality.So we turn to you.You are the promise for a more equal world.我相信，你們這一代人將會(huì)在解決男女平等問(wèn)題上比我們這一代做得更好。我們寄希望于你們，你們是一個(gè)更加平等的世界的希望所在。——

Today is a day of celebration.A day to celebrate your accomplishments, the hard work that brought you to this moment.今天是一個(gè)歡慶的日子，一個(gè)慶祝你們成就的日子，一個(gè)幾經(jīng)努力換來(lái)的時(shí)刻。

This is a day of gratitude.A day to thank the people who helped you get here--the people who nurtured you, taught you, cheered you on and dried your tears.今天是一個(gè)感恩的日子，一個(gè)應(yīng)該感謝那些幫助過(guò)你們獲得今天成績(jī)的人們的日子——是他們培育了你，教導(dǎo)了你，帶給了你的歡樂(lè)并擦干了你的眼淚。

Today is a day of reflection.A day to think about what kind of leader you want to be.今天是個(gè)值得思考的日子，一個(gè)應(yīng)該思考你想成為什么樣的領(lǐng)導(dǎo)者的日子。

I believe that you are the future leaders, not only of China but of the world.And for each of you, I wish four things: 我堅(jiān)信你們將是未來(lái)的領(lǐng)導(dǎo)者，不僅是中國(guó)的領(lǐng)導(dǎo)者，也是世界的領(lǐng)導(dǎo)者。對(duì)你們每個(gè)人，我送上四個(gè)祝愿：

1.That you are bold and have good fortune.Fortune favors the bold.1、祝愿你勇敢而幸運(yùn)。命運(yùn)偏愛(ài)勇者。2.That you give and get the feedback you need.Feedback is a gift.2、祝愿你給予并收到你需要的反饋。反饋是一種本領(lǐng)。

3.That you empower everyone.Nothing is somebody else's problem.3、祝愿你給身邊每個(gè)人以力量。以身作則。4.That you support equality.Lean In!

4、祝愿你支持男女平等。向前一步！Congratulations!祝賀你們！

第三篇：謝莉·桑德伯格 Sandberg在哈佛畢業(yè)典禮上的演講(英文)

桑德伯格哈佛商學(xué)院畢業(yè)演講

The speech given by Facebook COO, Sheryl Kara Sandberg at Harvard University

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.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.There are no words which can make this better.Though laden with sadness, today still marks a distinct and impressive achievement for this class.So please join me in giving our warmest congratulations to this class.When Dean Nohria asked 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.‖

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, we are all grateful for your dedication.SANDBERG‘S HARVARD SECTION TRIED TO HAVE THE SCHOOL‘S FIRST ONLINE CLASS 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.The world just wasn‘t set up for 90 people to communicate at once online.But 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.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 to go to HBS, but anyone with access to Facebook, Twitter, a mobile phone.This is disrupting traditional power structures and leveling traditional hierarchy.Control 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 imagined when I was sitting where you are today – and Mark Zuckerberg was 11 years old.?WE WOULDN‘T EVEN THINK ABOUT HIRING SOMEONE LIKE YOU‘ 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 CEO looked at me and said, ―we wouldn‘t even think about hiring someone like you.‖

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 my criteria in the rows.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.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.‖

EXCELLENT CAREER ADVICE: ?GET ON A ROCKET SHIP‘

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.‖

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? THE METAPHOR FOR A CAREER IS NO LONGER A LADDER;IT‘S A JUNGLE GYM 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 a bit socially.She called me and said, ―I want to 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?‖

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.Lori has a great metaphor for careers.She says they‘re not a ladder, they‘re a jungle gym.LOOK FOR GROWTH, IMPACT AND MISSION.MOVE SIDEWAYS, DOWN, ON AND OFF 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.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.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.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, but 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.?MOMMY, WHAT IS GROWING IN YOUR BUTT?‘

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.Her first child was about five and said, ―Mommy, where is the baby?‖ She said, ―The baby is in my tummy.‖ He said, ?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?‖

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.But it‘s not always a good thing either.Because all of us, and especially leaders, need to speak and hear the truth.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.This means that one person‘s performance is assessed by someone else‘s perception.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.?TRUTH IS BETTER USED BY USING SIMPLE LANGUAGE‘ Truth is better used 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 very important for him to know.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.Instead, 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.‖

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.‖ 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.‖

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.?BEING PART OF MY TEAM MEANT THAT I HAD TO KNOW YOU‘

When I first started at Google, I had a team of four people and it was really important to me that I interview everyone.For me, 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.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 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.?WHEN YOU GET HONESTY BACK, WILL YOU REACT WITH ANGER OR WITH GRATITUDE?‘

As you graduate today, ask yourself, how will you lead.Will you use simple and clear language? Will you seek out honesty? When you get honesty back, will you react with anger or with gratitude? 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 deeply.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.CRYING AT WORK: YES, SHE‘S DONE IT BUT NOT EXACTLY ON ZUCKERBERG‘S SHOULDER

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.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 outside my office.‖

But the lack of progress over 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 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.?AS A WOMAN IS MORE SUCCESSFUL IN YOUR WORKPLACES, SHE WILL BE LESS LIKED‘

We need to start talking about how women underestimate their abilities compared to men and how 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 than men.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.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.I was shocked at the press coverage.One of my friends said I couldn‘t get more headlines if I had murdered someone with an ax.This showed me this is an unresolved issue for all of us, men and women alike.Otherwise, everyone would not write so much about it.?WE NEED MORE WOMEN NOT JUST TO SIT AT THE TABLE, BUT TO TAKE THEIR RIGHTFUL SEATS‘

And maybe, most importantly, we need to start talking about how fewer women than men, even from places like HBS, even likely 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.One of the reasons I was so excited to be here today is that this is the 50th anniversary of letting women into this school.Dean Noria, who is so passionate about getting more women into leadership positions, told me that he wanted me to speak this year for that reason.I met a woman from that first class once.She told me that when they first came in, they took a men‘s room and converted it to a woman‘s room.But they left the urinals in.She thought the message was clear – ?we are not sure this whole woman thing is going to work out and if not, 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.FOUR THINGS SANDBERG WISHES FOR HARVARD‘S GRADUATING CLASS OF 2012 As you and your classmates spread out across the globe and walk across this stage tomorrow, I wish for you four things: First, keep in touch via Facebook.This is critical to your future success!And since we‘re public now, why you are there, click on an ad or two.Two, that you make the effort to speak as well as seek the truth.Three, that you remain true to and open about your authentic self.And four, 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.I join everyone here in offering my most sincere congratulations to the HBS Class of 2012.Give yourselves a huge round of applause.

第四篇：雪莉 桑德伯格在哈佛2014年畢業(yè)典禮上的演講（模版）

雪莉 桑德伯格在哈佛2014年畢業(yè)典禮上的演講

祝賀所有人，你們做到了。我指的不是大學(xué)畢業(yè)，而你們成功出席今天的畢業(yè)典禮。如果我沒(méi)記錯(cuò)，某些同學(xué)雖然昨晚在香港具廳喝了太多蝎子碗調(diào)酒，但今天還是來(lái)了。由于天氣，這種哈 佛還沒(méi)有弄清如何控制的現(xiàn)象，還胡同學(xué)正在溫暖的地方喝熱可可飲料。所以，你們有很多為今天出席畢業(yè)日活動(dòng)感到自豪的理由。

祝賀你們的家長(zhǎng)，你們花了很多錢(qián)，讓子女能夠說(shuō)自己是從波士頓附近的這所“小學(xué)校”畢業(yè)的。還要感謝2014屆畢業(yè)生邀請(qǐng)我來(lái)到這次盛典。這對(duì)我價(jià)值巨大。看到過(guò)往演講者的名單讓人有些敬畏，我肯定沒(méi)有艾米波樂(lè)那么搞笑，但我至少比特雷薩修女更幽默。

25年前，一個(gè)當(dāng)時(shí)還不認(rèn)識(shí)，但以后成為我丈夫的男人戴夫，從在你們現(xiàn)在從的地方。23年前，我從在你們現(xiàn)在從的地方。戴夫和我這個(gè)周末，帶著可愛(ài)的子女回校，我們都有相同的三角：哈佛的籃球隊(duì)太棒了！

站在校園中，回憶泉涌。1987年的秋天，我從邁阿密來(lái)到這里，懷揣著偉大的夢(mèng)想，還胡更夸張的發(fā)型。我被分配到哈佛偉大建筑的一座歷史豐碑~卡納迪樓，我是說(shuō)真的，我當(dāng)時(shí)穿著牛仔裙，白色暖褲襪套，運(yùn)動(dòng)鞋，還有一件弗羅里達(dá)羊毛衫。因?yàn)楫?dāng)時(shí)我的父母告訴我，所有人都會(huì)認(rèn)為來(lái)自弗里達(dá)的人很酷。至少，我們那時(shí)沒(méi)有。

對(duì)我而言，哈佛給了我很多第一次，包括我的第一件冬裝，在邁阿密沒(méi)有人需要冬裝。我的第一份10頁(yè)的論文，高中沒(méi)有人會(huì)布置這么長(zhǎng)的作業(yè)。我第一次得C，這之后，我的學(xué)監(jiān)告訴我說(shuō)，她在招生委員會(huì)，她招我進(jìn)來(lái)不是因?yàn)槲业膶W(xué)術(shù)潛能，而是因?yàn)槲业钠沸浴Ｎ以诩乃迣W(xué)校看到的第一個(gè)人，我就覺(jué)得這個(gè)人會(huì)是個(gè)大麻煩。我還碰到了第一個(gè)名字同整座建筑一樣的人，這個(gè)人名字叫做薩拉威格爾斯沃斯，她和那棟宿舍樓沒(méi)有關(guān)系，當(dāng)時(shí)我很震驚，知道她和宿舍樓沒(méi)有關(guān)系后，我松了一口氣。之后，我還碰到了其他人，弗朗西斯斯特勞斯，詹姆斯威爾斯，杰西卡科學(xué)中心B。我第一們愛(ài)，第一們讓我心碎的人。我第一次認(rèn)識(shí)到自己熱愛(ài)學(xué)習(xí)，第一次也是最后一次遇到有在讀拉丁文。

我畢業(yè)那年，我想好自己以后有什么計(jì)劃，我要進(jìn)世界銀行，對(duì)抗全球貧窮，然后我要去法學(xué)院，然后我將非營(yíng)利機(jī)構(gòu)或政府工作，你們?cè)洪L(zhǎng)也講了，在明天的哈佛畢業(yè)典禮上，每個(gè)學(xué)院都 要起立并一同畢業(yè)，本科部、法學(xué)院、醫(yī)學(xué)院等等。我畢業(yè)時(shí)，我們班為博士生歡呼，然后噓了商學(xué)院，商學(xué)院似乎很不受歡迎。但，18個(gè)月后，我就申請(qǐng)了商學(xué)院。

我對(duì)自己畢業(yè)后的數(shù)十年規(guī)劃其實(shí)并沒(méi)錯(cuò)，計(jì)劃只錯(cuò)在了一年后，就算我算到了自己會(huì)在私營(yíng)企業(yè)工作，我肯定算不到自己會(huì)在臉譜，那時(shí)候沒(méi)有互聯(lián)網(wǎng)。那時(shí)候馬克扎克伯格還在讀小學(xué)，已經(jīng)開(kāi)始穿他的標(biāo)志性帽衫了。沒(méi)有太早鎖死自己的道路，讓我有機(jī)會(huì)進(jìn)入改變生活的全新領(lǐng)域。有些人可能認(rèn)為我運(yùn)氣好，我想說(shuō)，卡納迪樓后，我又被安排到了設(shè)計(jì)院。

從你們所坐的地方到你們要去的地方是沒(méi)有直路的，不要嘗試畫(huà)這樣的直線，這不僅會(huì)出錯(cuò)，還會(huì)錯(cuò)失的大的機(jī)遇，例如像互聯(lián)網(wǎng)這樣。

職業(yè)不是梯子，那種時(shí)代一去不返了，職業(yè)更像是立體方格鐵架，不要只上下移動(dòng)，不要只往上看，還要往回，往旁邊看，看轉(zhuǎn)角周?chē)Ｄ愕穆殬I(yè)和生活會(huì)有始終，會(huì)有曲折，不要對(duì)未來(lái)的道路太過(guò)憂慮，因?yàn)樯钪谐錆M了驚喜和機(jī)遇，你需要對(duì)各處可能性持開(kāi)放態(tài)度。今天我要講的最重要的一點(diǎn)就是，對(duì)誠(chéng)實(shí)保持開(kāi)放的態(tài)度。相互之間說(shuō)老實(shí)話，對(duì)自己誠(chéng)實(shí)，也對(duì)我們所生活的世界誠(chéng)實(shí)。

看看身邊的孩子，你就知道他們有多誠(chéng)實(shí)，我朋友貝琪懷孕后，她五歲的兒子山姆想知道寶寶在她身體里的什么地方。李問(wèn)，媽媽?zhuān)瑢殞毜母觳苍谀愕母觳怖飭幔克f(shuō)，不是，整個(gè)寶寶在我的肚子里。他又問(wèn)，媽媽?zhuān)瑢殞毜耐仍谀愕耐壤飭幔克卮穑簧侥罚麄€(gè)寶寶都在我肚子里。然后，山姆問(wèn)道，那的屁股里有什么？

作為成年人，我們幾乎一直很誠(chéng)實(shí)，這是很難得的好事。我懷孕的時(shí)候，我問(wèn)我丈夫我的屁股有沒(méi)有變大，起初他說(shuō)沒(méi)有，但我不斷施壓，最后，他說(shuō)，好吧，有一點(diǎn)。我的小姑子一直說(shuō)我丈夫，也是你們以后在生活中經(jīng)常會(huì)聽(tīng)到有說(shuō)到的：“這家伙竟然是哈佛出來(lái)的。”

在人一旅途中，如果聽(tīng)到一些真話會(huì)對(duì)我們很有幫助，我在你們這個(gè)年齡的時(shí)候，還沒(méi)有俯到這一點(diǎn)。在我畢業(yè)的時(shí)候，我對(duì)愛(ài)情生活的關(guān)心大于事業(yè)，我認(rèn)識(shí)自己沒(méi)有什么時(shí)間了，必須趕緊找個(gè)好男人結(jié)婚，以免所有好男人都被別人搶走，或者我太老了。于是，我搬到哥倫比亞特區(qū)，在我24歲的時(shí)候結(jié)婚了。那個(gè)男人很不錯(cuò)，但我倆似乎總相處不好，我變得不知道自己是住，也不知道未來(lái)在哪里。一年不到，我的婚姻以失敗告終，當(dāng)時(shí)我非常難堪，非常痛苦。很多朋友來(lái)安慰我，但毫無(wú)幫助，他們說(shuō)：我就知道你們倆結(jié)婚是行不通的，我就知道你們倆不合適。沒(méi)有人在婚姻之前跟我說(shuō)這些，事前告訴我這些肯定是會(huì)更有用。

我熬過(guò)了離婚后的這些痛苦的時(shí)光，我多希望他們?cè)瓉?lái)有給過(guò)我建議，我多希望我曾經(jīng)問(wèn)過(guò)他們。而在我的職業(yè)生涯中，確實(shí)有人這無(wú)保留的地說(shuō)出了實(shí)施。本科后，我和第一任老板是蘭特普得切特，肯尼迪學(xué)院授劉的一位經(jīng)濟(jì)學(xué)家，他今天也在現(xiàn)場(chǎng)。我第二次考慮法學(xué)院時(shí)，蘭特跟我說(shuō)，我不認(rèn)為你應(yīng)該去法學(xué)院，我也不認(rèn)為你想去法學(xué)院。你認(rèn)為自己應(yīng)該去，大概只是你父母一直以來(lái)的要求。他注意到，我在談話中從未表現(xiàn)出對(duì)法律的任何興趣。我知道，相互之間坦誠(chéng)相見(jiàn)有多么難，哪怕最親密的朋友，哪怕是在他們可能犯嚴(yán)重錯(cuò)誤的時(shí)候，不過(guò)我敢打賭，在座的各位知道自己親密朋友的強(qiáng)項(xiàng)和弱項(xiàng)，知道他們可能掉落在哪個(gè)懸崖。我也敢打賭，大部分時(shí)候，你們并沒(méi)有告訴他們，他們也從沒(méi)問(wèn)過(guò)。

去問(wèn)這些問(wèn)題，真相會(huì)越問(wèn)越明。朋友誠(chéng)實(shí)地回答時(shí)，你就知道他們是你真正的朋友了。

養(yǎng)成尋求反饋的習(xí)慣非常重要，特別是在離開(kāi)學(xué)校系統(tǒng)，沒(méi)了考試和分?jǐn)?shù)之后。很多工作中，如果你想知道自己干得怎么樣，你就需要去詢問(wèn)，而且不要因?yàn)槁?tīng)到不喜歡聽(tīng)的而覺(jué)得受到冒犯。毫

無(wú)疑問(wèn)，聽(tīng)人批評(píng)絕對(duì)不會(huì)讓人高興，但我們只能在批評(píng)中進(jìn)步。幾年前，馬無(wú)扎克伯格決定要學(xué)中文。為了練習(xí)，他開(kāi)始嘗試在一些工作會(huì)議中，同中文母語(yǔ)同事交流。你們估計(jì)可以想到，他有有限的中文水平，會(huì)讓談話很難正常進(jìn)行。一天，他問(wèn)一位女性，有臉譜工作怎么樣。她用了一個(gè)很長(zhǎng)很復(fù)雜的句子回答。他說(shuō)，請(qǐng)簡(jiǎn)單些。她又說(shuō)了一次。請(qǐng)?jiān)俸?jiǎn)單些！經(jīng)過(guò)幾次之后，她只好說(shuō)了一句很簡(jiǎn)單的話~我的經(jīng)理很糟糕！扎克伯格這次真的聽(tīng)懂了。

通常，真相都成了避免沖突的犧牲品。我們?cè)谥v真相時(shí)，總喜歡使用很多修飾，很多委婉語(yǔ)，淹沒(méi)了真正要傳達(dá)的信息。我希望你們?cè)谙蛩儐?wèn)真相的時(shí)候，能用簡(jiǎn)單明了的語(yǔ)言相互交流。講到自己的真相時(shí)，也應(yīng)該使用簡(jiǎn)單明了的語(yǔ)言。

同他人坦誠(chéng)相見(jiàn)很困難，坦誠(chéng)對(duì)待自己的想法甚至更難。我有了小孩子后，經(jīng)常會(huì)和自己說(shuō)，我對(duì)工作不感到內(nèi)疚，哪怕沒(méi)有人問(wèn)的時(shí)候。有人跟我說(shuō)，雪莉，今天過(guò)得如何。我會(huì)說(shuō)，很棒，我對(duì)工作并不感到內(nèi)疚。有人說(shuō)，我需要一件羊毛衫嗎？我說(shuō)，沒(méi)錯(cuò)，外面很冷，我對(duì)荼工不感到內(nèi)疚。我就像一只學(xué)舌的鸚鵡。

有天，我在跑步機(jī)上，正在讀社會(huì)學(xué)雜志上的論文。上面寫(xiě)道，相比對(duì)他人撒謊，人們更喜歡對(duì)自己撒謊，而重復(fù)最多的那句話，通常就是謊言。

我臉上汗如雨下，心想，我重復(fù)最多的一句話是什么，我意識(shí)到了，我對(duì)工作感到內(nèi)疚。我做了大量的研究，我同好友內(nèi)爾斯克維爾花了一整年的時(shí)間，寫(xiě)了一本書(shū)，講我的想法和感受。世界上很多女性都同它產(chǎn)生了共鳴，這讓我很欣慰。我的書(shū)名叫做《格雷的五十道陰影》，可見(jiàn)，你們很多人也都讀過(guò)這本書(shū)。

對(duì)于我們所生活的世界保持誠(chéng)實(shí)，我們還有很多要做。我們并不總能看到真相，就算盾到了，我們經(jīng)常也沒(méi)有大聲說(shuō)出的勇氣。

我和同學(xué)們?cè)谧x大學(xué)時(shí)，認(rèn)為性格平等的斗爭(zhēng)已經(jīng)結(jié)束。沒(méi)錯(cuò)，大部分待業(yè)的領(lǐng)袖都是男性，但改變應(yīng)該只是時(shí)間的問(wèn)題。那邊的拉蒙特圖書(shū)館，就在我們之前一代人的時(shí)間，不允許女性進(jìn)入，但在我們畢業(yè)時(shí)，一切都平等了。哈佛和拉德克里夫完全統(tǒng)一了。

我們不需要婦權(quán)主義，因?yàn)槲覀円呀?jīng)得到了平等。我們錯(cuò)了，我錯(cuò)了，世界在那時(shí)并不平等，現(xiàn)在也不平等。我認(rèn)為現(xiàn)如今，我們并不只是假裝沒(méi)看到真相，并對(duì)不平等視而不見(jiàn)，我們還在遭受低預(yù)期的踐踏。

在美國(guó)的上一個(gè)選舉周期，女性贏得了20%的參議院席位。所有報(bào)紙頭條都開(kāi)始叫嚷，女性接管了參議院。我很想大聲回應(yīng)說(shuō)，等等，大伙，50%的人只占有了20%的席位，這不是接管，這是羞辱。

今年，就在幾個(gè)月前，硅谷一位很受人新生的知名商業(yè)經(jīng)理人，邀請(qǐng)我到他的社交媒體俱樂(lè)部發(fā)表演講。幾個(gè)月之前，我去過(guò)這家俱樂(lè)部。一位朋友過(guò)生日邀我去的。建筑很漂亮，我在里面游蕩。欣賞她，找衛(wèi)生間。結(jié)果一位員工很肯定的告訴我，女衛(wèi)生間在那里，讓我務(wù)必不要上樓去，因?yàn)榕圆辉试S進(jìn)入這座建筑，我直到這時(shí)才意識(shí)到自己來(lái)到了一家全男性俱樂(lè)部。

剩下的整個(gè)晚上，我一直都納悶，自己來(lái)這里做什么，納悶其他人都在做什么，納悶舊金山會(huì)不會(huì)有朋友邀請(qǐng)我去一個(gè)不允許黑人、猶太人、亞洲人、或同性戀者的俱樂(lè)部派對(duì)。被邀請(qǐng)到這家俱樂(lè)部做商業(yè)演講，就更讓人不爽了，因?yàn)檫@根本就不是單純的社交活動(dòng)場(chǎng)所。

我首先想到的是，這是真的嗎？真的。《向前一步》出版后一年，這個(gè)家伙竟然認(rèn)為邀請(qǐng)我到一家全男懷俱樂(lè)部做演講是一個(gè)好主意。他不是一個(gè)，很多備受尊敬的商務(wù)人士，都和他一起發(fā)出這份邀請(qǐng)。

轉(zhuǎn)述格魯馬克思的一句話，別擔(dān)心，我不打算模仿他的聲音。我不會(huì)去任何不愿加我為會(huì)員的俱樂(lè)部做演講。我拒絕了。我還做一件，也許5年前我不會(huì)做的事，我回了一長(zhǎng)篇飽含激情的電子郵件，告訴他們應(yīng)當(dāng)改變這一做法。他們感謝了我的迅速回函，寫(xiě)到？也許情況最終會(huì)有所改變。我們的期望值太代了，最終需要轉(zhuǎn)化為立刻才行。

我們需要看到真相，講出真相。我們?nèi)萑唐缫暎傺b機(jī)會(huì)是平等的。沒(méi)錯(cuò)，我們選舉了一位非裔美國(guó)人總統(tǒng)。但各族主義仍然無(wú)處不在，不錯(cuò)，確實(shí)有女性掌握著財(cái)富500強(qiáng)企業(yè)，準(zhǔn)確的說(shuō)是5%。但我們的道路上，充滿了母老虎、跋扈老女人這樣的惡語(yǔ)。而我們的男性同行卻被尊為俯視，被認(rèn)為成就卓著。

非裔美國(guó)女性總需要證明自己沒(méi)有生氣，拉丁裔總被打上暴躁急性子的標(biāo)簽。臉譜有一群亞裔男女，胸口帶著牌子說(shuō)，我有可能不夠好。

沒(méi)錯(cuò)，哈佛有一位女性校長(zhǎng)，也許兩年后，美國(guó)也會(huì)迎來(lái)首位女總統(tǒng)。但要實(shí)現(xiàn)目標(biāo)，希拉里克林頓需要克服兩 大重要障礙，一是未知，通常也未疲理解的性別偏見(jiàn)；二是，更糟的，從耶魯獲得的文憑而不是哈佛。

你們可以挑戰(zhàn)老一套的做法，在臉譜我們會(huì)貼海報(bào)激勵(lì)自己，完成重于完美，財(cái)富偏愛(ài)勇敢者，不要害怕，勇往直前。我最近又喜歡上一條，在臉譜沒(méi)有別人的問(wèn)題。我希望你們也能這樣看問(wèn)題，問(wèn)題沒(méi)有別人 的問(wèn)題。性別不平等對(duì)男性和女性都 沒(méi)有好處，各族主義對(duì)白人和少數(shù)族裔都是傷害，缺乏平等機(jī)會(huì)，讓我們所有人無(wú)法發(fā)揮自己的真正潛能。

在你們畢業(yè)的今天，我希望給你們一些壓力，讓你認(rèn)識(shí)到，真相雖然有時(shí)難以接受，但很重要。不要逃避，碰到了就要勇于面對(duì)。

我第一次站出來(lái)，公開(kāi)宣揚(yáng)職場(chǎng)女權(quán)主義，僅僅是不到5年前。也就是說(shuō)，畢業(yè)后，我有18年時(shí)間都保持著沉默。這種沉默似乎是在說(shuō)，一切像這樣就行了。你們肯定能比我做的更好。我由衷的這樣認(rèn)為。同時(shí)，我也希望給你們減一些壓力。今天坐在這里的你們，不需要知道自己應(yīng)該如何走上正確的人生道路。向前一步，并不意味著你的前路將一帆風(fēng)順。很多人對(duì)世界的重大貢獻(xiàn)都遠(yuǎn)遠(yuǎn)晚于馬克扎克伯格。找到你想爬的立體方格鐵架，并開(kāi)始攀爬。你最終會(huì)找到你想做的事情，并最終獲得成功。

看到今天的你們，讓我充滿了希望。你們所有人都被錄取到波士頓附近這所小學(xué)校，也許由于學(xué)術(shù)潛質(zhì)，也許由于個(gè)人品性。你們經(jīng)歷第一次穿冬裝，第一次戀愛(ài)，或第一次C。你們更加了解自己是誰(shuí)，以及自己想為什么。還有最重要的，你們體會(huì)到團(tuán)結(jié)的力量。你們知道，雖然你們每個(gè)人都很出色，但團(tuán)結(jié)起來(lái)，你們將會(huì)更強(qiáng)，并能發(fā)出更大的聲音。

我知道，你們永遠(yuǎn)不會(huì)忘記哈佛，哈佛也不會(huì)忘記你們，特別是在下次募捐的時(shí)候。

明天，你們都將步入社會(huì)，這是一生的旅途，途中會(huì)碰到很好的機(jī)遇，也會(huì)有很重大的責(zé)任，你們能夠讓世界對(duì)于每個(gè)人更加公平。對(duì)自己和他人，你們需要坦誠(chéng)相待，要求并創(chuàng)造真正平等的機(jī)會(huì)。不是最終，而是現(xiàn)在！順便說(shuō)一下，明天你將獲得馬克扎克伯格所沒(méi)有的東西，一份哈佛學(xué)位。

祝賀每一位畢業(yè)生！

第五篇：雪莉·桑德伯格 哈佛大學(xué)2014畢業(yè)典禮演講

雪莉·桑德伯格 哈佛大學(xué)2014畢業(yè)典禮演講

Congratulations everyone, you made it.And I don’t mean to the end of college, I mean to class day, because if memory serves, some of your classmates had too many scorpion bowls at the Kong last night and are with us today.Given the weather, the one thing Harvard hasn’t figured out how to control, some of your other classmates are at someplace warm with a hot cocoa, so you have many reasons to feel proud of yourself as you sit here today.Congratulations to your parents.You have spent a lot of money, so your child can say she went to a “small school” near Boston.And thank you to the class of 2014 for inviting me to the part of your celebration.It means a great to me.And looking at the list of past speakers was a little daunting.I can’t be as funny as Amy Poehler, but I’m gonna be funnier than Mother Teresa.25 years ago, a man named Dave I did not know at the time but who would one day become my husband was sitting where you are sitting today.23 years ago, I was sitting where you are sitting today.Dave and I are back this weekend with our amazing son and daughter to celebrate his reunion, and we both share the same sentiment, Harvard has a good basketball team.Standing here in the yard brings memories flooding back for me.I arrived here from Miami in the fall of 1987, with big hopes and even bigger hear.I was assigned to live in one of Harvard’s historic monuments to great architecture, canady.My go-to outfit, and I’m not making this up, was a jean skirt, white leg warmers and sneakers and a Florida sweater, because my parents who were here with me then as they’re here with me now, told me everyone would think it was awesome that I was from Florida.At least we didn’t have Instagram.For me, Harvard was a series of firsts.My first winner coat, we needn’t need those in Miami.My first 10page paper, they didn’t assign those in my high school.My first C, after which my proctor told me that she was on the admissions committee, and I got admitted to Harvard for my personality not my academic potential.The first person I ever met from boarding school.I thought that was our really troubled kids.The first person I ever met who shares the name with a whole building, or so I met when the first classmate I met was Sarah Widdlesworth, who bore no relation at all to the dorm, which would have been nice to know with that very intimidating moment.But then I went on to meet others, Francis Strauss, James wells, Jessica science center B.My first love, my first heartbreak, the first time I realized that I love to learn, and the first and very last time I saw anyone read anything in Latin.When I sat in your seat all those years ago, I knew exactly where I was headed, I had it all planned out, I was going to the world bank to work on global poverty.The I would go to law school.And I would spend my life working in a nonprofit or in a government.At Harvard’s commencement tomorrow as your dean described, each school is gonna stand up and graduate together, the college, the law school, the med school and so on.At my graduation, my class cheered for the PHD students and then booed the business school.Business school seemed like such a sellout.18 months later, I applied to business school.It wasn’t wrong about what I would do decades after graduating.I had it wrong a year and a half later.And even if I could have predicted I would one day work in the private sector, I never could have predicted Facebook, because there was no internet, and Mark Zuckerberg was at elementary school, already wearing his hoody.Not locking into a path too early, give me an opportunity to go into a new and life changing field.And for those of you who think I owe everything to good luck, after Canaday I got Quaded.There is no straight path from your seat today to where you are going.Don’t try to draw that line.You will not just get it wrong.You will miss big opportunities and I mean big ,like the internet.Careers are not ladders.Those days are long gone, but jungle gyms.Don’t just move up and down.Don’t just look up.Look backwards, sideways, around corners.Your career and your life will have starts and stops and zigs and zags.Don’t stress out about the white space, the path you can try, because there in lives both the surprises and the opportunities.As you open yourself up to possibility, the most important thing I can tell you today is to open yourself up to honesty, to telling the truth to each other, to be honesty to yourselves, and to be honest about the world we live in.If you watched children, you will immediately notice how honest they are.My friend besty was pregnant and her son for the second child, son Sam was 5, he wanted to know where the baby was in her body.So yes mommy, are the babies arms in your arms? And she said, no no sam, baby’s in my tummy, whole baby.Mom ,are the baby’s legs in your legs? No, sam, whole baby’s in my tummy.Then mommy, what’s growing in your butt? As adults, we are almost never dishonest and that can be a very good thing, When I was pregnant with our first child, I asked my husband Dave if my butt was getting big.At first, he didn’t answer but I pressed.So he said, yea, a little.For years my sister-in-low said him what people will now say about you for the rest of your life when you do something done, and that guy went to Harvard.Hearing the truth at different times along the way would have helped me.I would not have admitted it easily when I sat where you sit.But when I graduated, I was much more worried about my love life than my career.I thought I only had a few years very limited time to find one of the good guys, before he was to , or before they were all taken, or I get too old.So I moved to DC, and met the guy, and I got married at the nearly decrepit age of 24.I married a wonder a wonderful man, but I had no business making that kind of commitmer.I didn’t know who I was or who I wanted to be.My marriage fell apart within a year, something that was really embarrassing and painful at the time, and it did not help that so many friends came up to me and said:”I never knew that, never thought that was going to work or I knew you weren’t right for each other.No one had managed to say anything like that to me before I marched down an aisle when it would have been far more useful.And as I lived through these painful months of separation and divorce, boy, did I wish the had? And boy, did I wish I had asked them? At the same time in my professional life, someone did speak up.My first boss out of college was Lant Prichett, an economist who teaches at the kennedy School who is here with us today, after I deferred to law school for the second time.Lant sat down and said I don’t think you should go to law school at all, I don’t think you want to go to law school.I think you should because you told your parents you would many years ago.He noted that he had never once heard me talk about the law with any interest.I know how hard it can be to be honest with each other, even your closest friends, even when they’re about to make serious mistakes, but I bet sitting here today, you know your closest friends’ strength, weeknesses, what cliff they might drive off, and I bet for the most part you’ve never told them, and they never asked.Ask them.Ask them for the truth because it will help you.And when the answer honestly, you know that that’s what makes them real friends.Asking for feedback is a really important habit to get into, as you leave the structure of the school calendar and exams and grades behind.On many jobs if you want to know how you’re doing, if you’re going to have to ask and then you’re gonna have to listen without getting defensive.Take it from me, listening to criticism is never fun, but it’s the only way we can improve.A few years ago, Mark Zuckerberg decided he wanted to learn Chinese, and in order to practice he started trying to have work meetings with some of Facebook colleagues who are native speakers.Now you would think his very limited language skills would keep these conversations from being useful.One day he asked a woman who was there, how it was going, how did you choose the facebook.She answered with a long and pretty complicated sentence.So he said simpler please.She spoke again.Simpler please.This went back and forth a couple of times.So she is blurted out in frustration, my manager is bad.That he understood.So often the truth is sacrificed to conflict avoidance, or by the time we speak the truth ,we’ve used so many caveats and preambles that the message totally gets lost.So I ask you to ask each other for the truth and other people: can you list it in simple and clear language? And when you speak your truth, can you use simple and clear language? As hard as it is to be honest with orther people.It can be even more difficult to be honest with ourselves.For years after I had children, I would say pretty often I don’t feel guilty working even when no one asked.Someone might say, sherly, how’s your day today? And I would say, great I don’t feel guilty working.Or do I need a sweater? Yes ,it’s unpredictably freezing and I don’t feel guilty woring.I was kinda like a parrot with issues.Then one day on the treadmill, I was reading this article on Sociology Journal.about how people don’t start out lying to other people, they start out lying to themselves, and the things we repeat most frequently are often those lies.So the sweat was pouring down my face.I started wondering what do I repeat pretty frequently, and I realized I feel guilty working.I then did a lot of research, and I spent an entire year with my dear friend Neil Scovell writing a book talking about how I was thinking and feeling., and I’m so grateful that so many women around the world connected to it.My book of course was called Fify Shades of Grey.I can see a lot of you connected to it as well.We have even more work to do in being honest about the world we live in.We don’t always see the hard truths, and once we see them, we don’t always have the courage to speak out.When my classmates and I were in college, we thought that fight for gender equally was one that was over.Sure, most of the leaders in every industry were men, but we thought changing that was just a matter of time.Lamont library right over there, one generation before us didn’t let women through its doors.But by the time we sat in your seat, everything was equal, Harvard and Radcliffe was fully integrated.We didn’t need feminism because we were already equals.We were wrong.I was wrong.The word was not equal then and it is not equal now.I think nowadays, we don’t just hide ourselves from the hard truth and shut our eyes to the inequities, but we suffer from the tyranny of low expectations.In the last election cycle in the united states, women won 20% of the senate seats, and all the headlines started screaming out: women take over the Senate.I felt like screaming back, wait a minute everyone.50% of the population getting 20% of the seats.That’s not a takeover.That’s an embarrassment.Just a few months ago this year, a very well respected and well-know business executives in Silicon Valley invited me to give a speech to his club on social media.I’ve been to this club a few months before when I have been invited for a friend’s birthday.It was a beautiful building and I was wandering around looking at it, looking for the women's room, when a staff member informed me very firmly that the ladies' room was over there and I should be sure not to go up stairs because women are never allowed in this building.I didn't realize I was in an all-male club until that minute.I spent the rest of the night wondering what I was doing there wondering what everyone else was doing there, wondering if any of my friends in San Francisco would invite me, a party at a club that didn't allow Blacks or Jews or Asians or gays.Being invited to give a business speech at this club, hit me even more egregious because you couldn't claim that it was only social business that was done there.My first thought was, “Really?” Really.A year after Lean In this dude thought it was a good idea to invite me to give a speech to his literal all-boys club.And he wasn't alone, there is an entire committee of well respected businessman who joined him in issuing this kind invitation.To paraphrase Groucho Marx, and don't worry, I won't try to do the voice I don't want to speak in any club that won't have me as a member.So I said no,and I did it in a way I probably wouldn't have even 5 years before.I wrote a long and passionate email, arguing that they should change their policies.They thanked me for my prompt response and wrote that perhaps things will eventually change.Our expectations are too low.Eventually needs to become immediately.We need to see the truth and speak the truth.We tolerate discrimination and we pretend that opportunity is equal.Yes we elected an African-American president, but racism is pervasive still.Yes, there are women who run Fortune 500 companies, 5 percent to be precise, but our road there is still paved with words like pussy and bossy, while our male peers are leaders and results focused.African-American women have to prove that they're not angry.Latinos risk being branded fiery hot head.A group of Asian-American women and men in Facebook wore pins one day that said I may or may not be good enough.Yes, Harvard has a woman president, and in two years, the United States may have a woman president.But in order to get there, Hillary Clinton is gonna have to overcome 2 very real obstacles, unknown and often ununderstood gender bias, and even worse, a degree from Yale.You can challenge stereotypes that's subtle and obvious.At Facebook, we have posters around the wall to inspire us, Done is better than perfect, Fortune favors the bold.What would you do if you weren't afraid? My new favorite nothing at Facebook is someone else's problem.I hope you feel that way about the problems you see in the world., because they are not someone else's problem.Gender inequality harms men along with women.Racism hurts Whites along with Minorities.And the lack of equal opportunity keeps all of us from failing our true potential.So as you graduate today, I want to put some pressure on you, I want to put some pressure on you to acknowledge the hard truths, not shy away from them, and when you see them to address them.The first time I spoke out about what it was like to be a woman in the workforce was less than five years ago.That means that for 18 years from where you sit to where I stand, my silence implied that everything was okay.You can do better than I did.And I mean that so sincerely.At the same time, I want to take some pressure off you, Sitting here today you don't have to know what career you want or how to get the career you might want.Leaning in does not mean your path will be straight or smooth and most people who make great contribution start way later than Mark Zuckerberg.Find a jungle gym you want to play and start climbing, not only will you figure out what you want to do eventually, but once you do, you'll crush it.Looking at you all here today, I'm filled with hope.All of you who were admitted to a “small school” near Boston, either for your academic potential or your personality or both, you've had your first, whether it's a winter coat, a love or a C, you've learned more about who you are and who you want to be.And most importantly, you've experienced the power of community, you know that while you are extraordinary on your own, we are all stronger and can be louder together.I know that you will never forget Harvard, and Harvard will never forget you, especially during the next fundraising drive.Tomorrow, you all become part of a lifelong community, which offers truly great opportunity, and therefore comes with real obligation.You can make the world fair for everyone, expect honesty from yourself and each other, demand and create truly equal opportunity, not eventually, but now.And tomorrow by the way, you get something Mark Zuckerberg does not have, a Harvard degree.Congratulations, everyone!

祝賀所有人，你們做到了。

我指的不是大學(xué)畢業(yè)，而是成功出席今天的畢業(yè)典禮。如果我們記錯(cuò)，某些同學(xué)雖然昨晚在香港餐廳喝了太多蝎子碗調(diào)酒，但今天還是來(lái)了。

由于天氣，這種哈佛還沒(méi)有弄清楚如何控制的現(xiàn)象，還有同學(xué)正在溫暖的地方喝熱可可飲料，所以，你們有很多為今天出席畢業(yè)日活動(dòng)感到自豪的理由。

祝賀你們的家長(zhǎng)，你們花了很多錢(qián)，讓子女能夠說(shuō)自己是從波士頓附近的這所“小學(xué)校“畢業(yè)的。還要感謝2014屆畢業(yè)生邀請(qǐng)我來(lái)到這次盛典。這對(duì)我價(jià)值巨大。看到過(guò)往演講者的名單讓人有些敬畏。我肯定沒(méi)有艾米·波樂(lè)那么搞笑，但我至少比特雷薩修女更幽默。

25年前，一個(gè)我當(dāng)時(shí)還不認(rèn)識(shí)，但以后會(huì)成為我丈夫的男人戴夫，坐在你們現(xiàn)在坐的地方。23年前，我坐在你們現(xiàn)在坐的地方。戴夫和我這周末，帶著可愛(ài)的子女回校。我們都懷有相同的感觸：哈佛的籃球隊(duì)太棒了！

站在校園中，回憶泉涌。19876年秋天，我從邁阿密來(lái)到這里，懷揣著偉大的夢(mèng)想，還有更夸張的發(fā)型。我被分配到哈佛偉大建筑的一座歷史豐碑，卡納迪樓，我是說(shuō)真的，我當(dāng)時(shí)穿著牛仔裙，白色暖腿襪套，運(yùn)動(dòng)鞋，還有一件弗羅里達(dá)羊毛衫。因?yàn)楫?dāng)時(shí)我的父母告訴我，所有人都會(huì)人為來(lái)自弗羅里達(dá)的人很酷。至少，我們那時(shí)沒(méi)有Instagram。

對(duì)我而言，哈佛給了我很多第一次，包括我的第一件冬裝，在邁阿密沒(méi)人需要冬裝。我的第一份10頁(yè)論文，高中沒(méi)人會(huì)布置這么長(zhǎng)的作業(yè)，我第一次得C，這之后，我的學(xué)監(jiān)告訴我說(shuō)，她在招生委員會(huì)，她招我進(jìn)來(lái)不是因?yàn)槲业膶W(xué)術(shù)潛能，而是因?yàn)槲业钠沸浴Ｎ以诩乃迣W(xué)校看到的第一個(gè)人，我就覺(jué)得這個(gè)人會(huì)是個(gè)大麻煩。我還碰到了第一個(gè)名字同整座建筑一樣的人，這個(gè)人的名字叫做薩拉·威格爾斯沃斯，她和那棟宿舍樓沒(méi)有關(guān)系，當(dāng)時(shí)我很震驚，知道她和宿舍樓沒(méi)有關(guān)系后，我松了一口氣。之后，我還碰到了其他人，弗朗西斯·斯特勞斯，詹姆斯·威爾斯，杰西卡科學(xué)中心B。我第一位愛(ài)人，第一位讓我心碎的人，我第一次認(rèn)識(shí)到自己熱愛(ài)學(xué)習(xí)，第一次也是最后一次遇到有人在讀拉丁文。

我畢業(yè)那年，我想好了自己以后有什么計(jì)劃，我要進(jìn)世界銀行，對(duì)抗全球貧窮，然后我要去法學(xué)院，然后我將在非營(yíng)利機(jī)構(gòu)或政府工作，你們?cè)洪L(zhǎng)也講了，在明天的哈佛畢業(yè)典禮上，每個(gè)學(xué)院都要起立并一同畢業(yè)，本科部嗎、法學(xué)院、醫(yī)學(xué)院等等。我畢業(yè)時(shí)，我們班為博士生歡呼，然后噓了商學(xué)院，商學(xué)院似乎很不受歡迎。18個(gè)月后，我就申請(qǐng)了商學(xué)院。

我對(duì)自己畢業(yè)后的數(shù)十年規(guī)劃其實(shí)并沒(méi)錯(cuò)，計(jì)劃只錯(cuò)在了一年后，就算我算到了自己會(huì)在私營(yíng)企業(yè)工作，我肯定算不到自己會(huì)在臉譜，那時(shí)候沒(méi)有互聯(lián)網(wǎng)。那時(shí)候馬克·扎克伯格還在讀小學(xué)，已經(jīng)開(kāi)始穿他的標(biāo)志性帽衫了。沒(méi)有太早鎖死自己的道路，讓我有機(jī)會(huì)進(jìn)入改變生活的全新領(lǐng)域。有些人可能認(rèn)為我運(yùn)氣好，我想說(shuō)，卡納迪樓后，我又被安排到了方院。

從你們所坐的地方倒你們要去的地方是沒(méi)有直路的，不要嘗試畫(huà)這樣的直線，這不僅會(huì)出錯(cuò)，還會(huì)錯(cuò)失大機(jī)遇，我說(shuō)的是大機(jī)遇，例如像互聯(lián)網(wǎng)這樣。

職業(yè)不是梯子，那種時(shí)代一去不返了，職業(yè)更像是立體方格鐵架，不要只上下移動(dòng)，不要只往上看，還要往回看，往旁邊看，看轉(zhuǎn)角周?chē)Ｄ愕穆殬I(yè)和生活會(huì)有始終，會(huì)有曲折，不要對(duì)未來(lái)的道路太過(guò)憂慮，因?yàn)樯钪谐錆M了驚喜和機(jī)遇，你需要對(duì)各種可能性持開(kāi)放態(tài)度。今天我要講的最重要的一點(diǎn)就是，對(duì)誠(chéng)實(shí)保持開(kāi)放的態(tài)度。相互之間說(shuō)老實(shí)話，對(duì)自己誠(chéng)實(shí)，也對(duì)我們所生活的世界誠(chéng)實(shí)。

看看身邊的孩子，你就知道他們有多誠(chéng)實(shí)，我朋友貝琪懷孕后，她五歲的兒子山姆想知道寶寶在她身體里的什么地方。他問(wèn)，媽媽?zhuān)瑢殞毜母觳苍谀愕母觳怖飭幔克f(shuō)，不是，整個(gè)寶寶在我的肚子里。他又問(wèn)，媽媽?zhuān)瑢殞毜耐仍谀愕耐壤飭幔克卮穑簧侥罚麄€(gè)寶寶在我的肚子里。然后，山姆問(wèn)道，那你的屁股里有什么？ 作為成年人，我們幾乎一直很誠(chéng)實(shí)，這是很難得的好事。我懷孕的時(shí)候，我問(wèn)我丈夫我的屁股有沒(méi)有變大，起初他說(shuō)沒(méi)有，但我不斷施壓，最后，他說(shuō)，好吧，有一點(diǎn)。

我的小姑子一直說(shuō)我丈夫，也是你們以后在生活中經(jīng)常會(huì)聽(tīng)到有人說(shuō)到的：“這家伙竟然是哈佛出來(lái)的。”

在人生旅途中，如果聽(tīng)到一些真話會(huì)對(duì)我很有幫助，我在你們這個(gè)年齡的時(shí)候，還沒(méi)有領(lǐng)會(huì)到這一點(diǎn)。在我畢業(yè)的時(shí)候，我對(duì)愛(ài)情生活的關(guān)心大于事業(yè)，我認(rèn)為自己沒(méi)有什么時(shí)間了，必須趕緊找個(gè)好男人結(jié)婚，以免所有好男人都別人被搶走，或者我太老了。于是，我搬到哥倫畢業(yè)特區(qū)，在我24歲的時(shí)候結(jié)婚了。那個(gè)男人很不錯(cuò)，但我倆似乎總是相處不好，我變得不知道自己是誰(shuí)，也不知道未來(lái)在哪里。一年不到，我的婚姻以失敗告終，當(dāng)時(shí)我非常難堪，非常痛苦。很多朋友來(lái)安慰我，但毫無(wú)幫助，他們說(shuō)，我就知道你們倆結(jié)婚行不通，我就知道你們倆不合適。沒(méi)有人在我婚姻之前跟我說(shuō)這些，事前告訴我這些肯定會(huì)更有用。

我熬過(guò)了離婚后的這些痛苦時(shí)光，我多希望他們?cè)瓉?lái)有給過(guò)我建議，我多希望我曾經(jīng)問(wèn)過(guò)他們。而在我的職業(yè)生涯中，確實(shí)有人毫無(wú)保留地說(shuō)出了實(shí)話。本科后，我的第一任老板是蘭特·普利切特，肯尼迪學(xué)院授課的一位經(jīng)濟(jì)學(xué)家，他今天也在現(xiàn)場(chǎng)。我第二次考慮法學(xué)院時(shí)，蘭特跟我說(shuō)，我不認(rèn)為你應(yīng)該去法學(xué)院，我也不認(rèn)為你想去法學(xué)院。你認(rèn)為自己應(yīng)該去，大概只是你父母一直以來(lái)的要求。他注意到，我在談話中從未表現(xiàn)出對(duì)法律的任何興趣。

我知道 相互之間坦誠(chéng)相見(jiàn)有多么難，哪怕最親密的朋友，哪怕是在他們可能犯嚴(yán)重錯(cuò)誤的時(shí)候，不過(guò)我敢打賭，在座的各位知道自己親密朋友的強(qiáng)項(xiàng)和弱項(xiàng)，知道他們可能掉落在哪個(gè)懸崖。我也敢打賭，大部分時(shí)候，你們并沒(méi)有告訴他們，他們也從沒(méi)問(wèn)過(guò)。去問(wèn)這些問(wèn)題，真相會(huì)越問(wèn)越明。朋友城市回答時(shí)，你就知道他們是你真正的朋友了。

養(yǎng)成尋求反饋的習(xí)慣非常重要，特別是在離開(kāi)學(xué)校系統(tǒng)，沒(méi)了考試和分?jǐn)?shù)之后。很多工作中，如果你想知道自己干得怎么樣，你就需要去詢問(wèn)，而且不要因?yàn)槁?tīng)到不喜歡聽(tīng)的而覺(jué)得受到冒犯。毫無(wú)疑問(wèn)，聽(tīng)人批評(píng)絕對(duì)不會(huì)讓人高興，但我們只能在批評(píng)中進(jìn)步。

幾年前，馬克·扎克伯格決定要學(xué)中文。為了練習(xí)，他開(kāi)始嘗試在一些工作會(huì)議中，同中文母語(yǔ)同事交流。你們估計(jì)可以想到，他那有限的中文水平，會(huì)讓談話很難正常進(jìn)行。一天，他問(wèn)一位女性，在臉譜工作怎么樣。她用了一個(gè)很長(zhǎng)很復(fù)雜的句子回答。他說(shuō)，請(qǐng)簡(jiǎn)單些。她又說(shuō)了一次。再簡(jiǎn)單些。經(jīng)過(guò)幾次后，她只好說(shuō)了一句很簡(jiǎn)單的話“我的經(jīng)理很糟糕。”他聽(tīng)懂了。

通常，真相都成了避免沖突的犧牲品。我們?cè)谥v真相時(shí)，總喜歡使用很多修飾，很多委婉語(yǔ)，淹沒(méi)了真正要傳達(dá)的信息。我希望你們?cè)谙蛩嗽儐?wèn)真相的時(shí)候，能用簡(jiǎn)單明了的語(yǔ)言相互交流。講到自己的真相時(shí)，也應(yīng)使用簡(jiǎn)單明了的語(yǔ)言。

同他人坦誠(chéng)相見(jiàn)很困難，坦誠(chéng)對(duì)待自己的想法甚至更難。我有了小孩后，經(jīng)常會(huì)和自己說(shuō)，我對(duì)工作并不感到內(nèi)疚，哪怕沒(méi)有人問(wèn)我的時(shí)候。有人跟我說(shuō)，雪莉，今天過(guò)得如何。我會(huì)說(shuō)，很棒，我對(duì)工作并不感到內(nèi)疚。有人說(shuō)，我需要一件羊毛衫嗎？我說(shuō)，沒(méi)錯(cuò)，外面很冷，我對(duì)工作并不感到內(nèi)疚。我就像一只學(xué)舌的鸚鵡。

有天，我在跑步機(jī)上，正在讀社會(huì)學(xué)雜志上的論文。上面寫(xiě)道，相比對(duì)他人撒謊，人們更喜歡對(duì)自己撒謊，而重復(fù)最多的那些話，通常就是謊言。

我臉上汗如雨下，心想，我重復(fù)最多的一句話是什么，我意識(shí)到了，我對(duì)工作感到內(nèi)疚，我做了大量的研究，我同好友內(nèi)爾·斯克維爾花了一整年的時(shí)間，寫(xiě)了一本書(shū)，講我的想法和感受。世界上很多女性都同它產(chǎn)生了共鳴，這讓我很欣慰。我的書(shū)名叫做《格雷的五十道陰影》，可見(jiàn)，你們很多人也都讀過(guò)這本書(shū)。

對(duì)于我們所生活的世界保持誠(chéng)實(shí)，我們還有很多要做。我們并不總能看到真相，就算看到了，我們經(jīng)常也沒(méi)有大聲說(shuō)出的勇氣。

我和同學(xué)們?cè)谧x大學(xué)時(shí)，認(rèn)為性格平等的斗爭(zhēng)已經(jīng)結(jié)束。沒(méi)錯(cuò)，大部分行業(yè)的領(lǐng)袖都是男性，但改變應(yīng)該只是時(shí)間的問(wèn)題。那邊的拉蒙特圖書(shū)館，就在我們之前一代人的時(shí)間里，不允許女性進(jìn)入，但在我們畢業(yè)那時(shí)，一切都平等了。哈佛和拉德克里夫完全統(tǒng)一了。

我們不需要女權(quán)主義，因?yàn)槲覀円呀?jīng)得到了平等。我們錯(cuò)了，我錯(cuò)了，世界在那時(shí)并不平等，現(xiàn)在也不平等。我認(rèn)為現(xiàn)如今，我們并不只是假裝沒(méi)看到真相，并對(duì)不平等視而不見(jiàn)，我們還在遭受低預(yù)期的踐踏。

今年，就在幾個(gè)月前，硅谷一位很受人尊重的知名商業(yè)經(jīng)理人，邀請(qǐng)我到他的社交媒體俱樂(lè)部發(fā)表演講。幾個(gè)月之前，我去過(guò)這家俱樂(lè)部。一位朋友過(guò)生日邀我去的。建筑很漂亮，我在里面游蕩。欣賞她，找衛(wèi)生間。結(jié)果一位員工很肯定的告訴我，女衛(wèi)生間在那里，我務(wù)必不要上樓去，因?yàn)榕圆辉试S進(jìn)入這座建筑，我直到這時(shí)才意識(shí)到自己來(lái)到了一家全男性俱樂(lè)部。

剩下的整個(gè)晚上，我一直都在納悶，自己來(lái)這里做什么，納悶其他人都在做什么，納悶舊金山會(huì)不會(huì)有朋友邀請(qǐng)我去一個(gè)不允許黑人，猶太人，亞洲人，或同性戀者的俱樂(lè)部派對(duì)。被邀請(qǐng)到這家俱樂(lè)部做商業(yè)演講，就更讓人不爽了，因?yàn)檫@根本就不是單純的社交活動(dòng)場(chǎng)所。

我首先想到的是真的嗎？真的。《向前一步》出版后一年，這個(gè)家伙竟然認(rèn)為邀請(qǐng)我到一家全男性俱樂(lè)部做演講是一個(gè)好主意。他不是一個(gè)人，很多備受尊敬的商務(wù)人士，都和他一起發(fā)出了這份邀請(qǐng)。

我們需要看到真相，講出真相。我們?nèi)萑唐缫暎傺b機(jī)會(huì)是平等的。沒(méi)錯(cuò)，我們選舉了一位非裔美國(guó)人總統(tǒng)。但種族主義仍然無(wú)處不在，不錯(cuò)，確實(shí)有女性掌握著財(cái)富500強(qiáng)企業(yè)，準(zhǔn)確說(shuō)是5%。但我們的道路上，充滿了母老虎，跋扈老女人這樣的惡語(yǔ)。而我們的男性同行卻被尊為領(lǐng)袖，被認(rèn)為成就卓著。

非裔美國(guó)女性總需要證明自己沒(méi)有生氣，拉丁裔總被打上暴躁急性子的標(biāo)簽。臉譜有一群亞裔男女，胸口帶著牌子說(shuō)，我有可能不夠好。

沒(méi)錯(cuò)，哈佛有一位女性校長(zhǎng)，也許兩年后，美國(guó)也會(huì)迎來(lái)首位女總統(tǒng)。但要實(shí)現(xiàn)目標(biāo)，希拉里·克林頓需要克服兩大重要障礙，一是未知，通常也未被理解的性別偏見(jiàn)。二是，更糟的，從耶魯獲得的文憑。

你們可以挑戰(zhàn)老一套的做法，在臉譜我們會(huì)貼海報(bào)激勵(lì)自己，完成重于完美，財(cái)富偏愛(ài)勇敢者，不要害怕，勇往直前。我最近又喜歡上一條，在臉譜沒(méi)有別人的問(wèn)題。我希望你們也能這樣看問(wèn)題，問(wèn)題沒(méi)有別人的問(wèn)題。性別不平等對(duì)男性和女性都沒(méi)有好處，種族主義對(duì)白人和少數(shù)族裔都是傷害，缺乏平等機(jī)會(huì)，讓我們所有人無(wú)法發(fā)揮自己的真正潛能。

在你們畢業(yè)的今天，我希望給你們一些壓力，讓你認(rèn)識(shí)到，真相雖然有時(shí)難以接受，但很重要。不要逃避，碰到就要勇于面對(duì)。我第一次站出來(lái)，公開(kāi)宣揚(yáng)職場(chǎng)女權(quán)主義，僅僅是不到5年前。也就是說(shuō)，畢業(yè)后，我有18年時(shí)間都保持著沉默。這種沉默似乎是在說(shuō)，一切像這樣就行了。你們肯定能比我做的更好。我由衷地這樣認(rèn)為。

同時(shí)，我也希望給你們減輕一些壓力。今天坐在這里的你們，不需要知道自己該如何走上正確的人生道路。“向前一步”并不意味著你的前路將一帆風(fēng)順。很多人對(duì)世界的重大貢獻(xiàn)都遠(yuǎn)遠(yuǎn)晚于馬克·扎克伯格。找到你想爬的立體方格鐵架，并開(kāi)始攀爬。你最終會(huì)找到你想做的事情，并最終獲得成功。

看到今天的你們，讓我充滿了希望。你們所有人都被錄取到波士頓附近的這所“小學(xué)校”，也許由于學(xué)術(shù)潛質(zhì)，也許由于個(gè)人品性。你們經(jīng)歷第一次穿冬裝，第一次戀愛(ài)，或第一次C。你們更加了解自己是誰(shuí)，以及自己想成為什么。還有最重要的，你們體會(huì)到了團(tuán)結(jié)的力量。你們知道，雖然你們每個(gè)人都很出色，但團(tuán)結(jié)起來(lái)，你們將會(huì)更強(qiáng)，并能發(fā)出更大的聲音。

我知道，你們永遠(yuǎn)不會(huì)忘記哈佛，哈佛也不會(huì)忘記你們，特別是在下次募捐的時(shí)候。明天，你們都將步入社會(huì)，這是一生的旅途，途中會(huì)碰到很好的機(jī)遇，也會(huì)有很重大的責(zé)任，你們能夠讓世界對(duì)于每個(gè)人更加公平。對(duì)自己和他人，你們需要坦誠(chéng)相待，要求并創(chuàng)造真正平等的機(jī)會(huì)。不是最終，而是現(xiàn)在。順便說(shuō)下，明天你們將獲得馬克·扎克伯格所沒(méi)有的東西，一份哈佛學(xué)位。祝賀每一位畢業(yè)生！