第一篇：Facebook首席運營官謝莉·桑德伯格在2012年哈佛畢業典禮上的演講(中英)

今天很榮幸來到這里為尊敬的哈佛商學院（HBS）的教授們，自豪的畢業生家長們和耐心的來賓們，尤其是為今年的畢業生們演講。

今天原本應該是狂歡的日子，不過我知道現在并不合適了（由于一名畢業生在歐洲突然死亡）讓我們一起為Nate同學表示哀悼，當然任何言語在這樣的悲劇前都蒼白無力。

盡管有悲傷縈繞在大家心頭，今天仍然象征著你們取得的杰出成績。所以讓我們一起為12屆的畢業生們獻上最熱烈的祝賀。

當尊敬的院長Nohria邀請我今天來做演講時，我想來給一群遠比我年輕有活力的人們演講？我沒問題。這正是我每天在Facebook做的事情。我喜歡和年輕人在一起，除了當他們問我，“

沒有互聯網的大學是怎樣的？”或者（更夸張）“謝麗爾，你能過來下么？我們想知道‘老人’會對這個新功能怎么看”這類問題。

17年前當我是哈佛的學生時，我上了Kash Rangan教授的“社交化營銷”。一個Kash用來解釋“社交化營銷”概念的例子就是美國在器官捐贈方面的不足，每天因此有18人死亡。本月早些

時候，Facebook推出了一款支持器官捐贈的工具，這是對Kash工作的直接應用。Kash，無論你今天坐在哪里，我們都十分感激你的貢獻。

所以也就在“不久”之前，我坐在你們現在的位置上。但是這個世界已經變化了很多。我所在的小組Section B曾嘗試進行HBS的第一次在線課程。我們用的是AOL的聊天室和電話撥號上網

服務。你們的父母可以向你們解釋什么是撥號上網。我們得給每人發一張寫有我們網名的列表，因為那時在網上用真名是件讓人難以想象的事。不過這完全不行。網一直斷，我們會被踢出聊

天室。因為當時的世界還無法讓90人同時在線交流。不過有幾個瞬間，我們（仿佛）看到了未來。一個由于科技進步讓我們和真實生活中的同事、家人和朋友（更好地）聯系在一起的未來。

過去如果想在一天內聯系到比你能見著面更多的人，你要么有錢，要么有名，要么有權。（你得是）名人，政客，或者CEO。但是今天不一樣了。現在普通人也可以獲得話語權。不僅是那

些能到HBS讀書的幸運兒，而是任何能上Facebook，Twitter或者有（智能）手機的人。這正在打破傳統的權利結構，讓傳統的階層變得扁平。話語權正從機構轉向個人，從曾經有權有勢的人

轉向普通人。而且這一切的變化速度遠遠超出了當時就坐在你們今天位置上的我的想像。那時候，馬克·扎克伯格才十一歲。

當世界變得更緊密且更扁平時，傳統的職業生涯也在發生變化。2001年在為政府工作了幾年之后，(謝麗爾·桑德伯格當初為Larry Summers工作）我搬到硅谷找下一份工作。當時并不是

個好時機。泡沫破滅了。小公司都在倒閉，大公司都在裁員。一個女性CEO看著我說，“我們根本不會考慮招你這樣的人。”

過了一段時間，我有了幾個offers。需要做決定了，那么我是怎么做的呢？（由于）我受過MBA的訓練，所以我做了一個Excel表。我把工作都列了出來并且一行行把我的評判標準也列了

出來。比較公司的遠景，工作的職責等。表格中有一個工作是去做Google的第一個業務部總經理。這現在聽起來很不錯，但是當時沒人相信直接面對消費者的互聯網公司可以賺錢。我都不敢

確定那兒是不是真有這樣的職位；Google就沒有業務部，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。

后來我和當時剛剛上任的CEO艾里克·施密特見了面，我給他看了我的列表。我說，“這份工作完全不合我的選擇標準。”他用手按住我的表格。看著我說：“不要犯傻。”

極佳的職業忠告。然后他說，“（重要的是）坐上火箭。當公司在飛速發展而產生很大影響力時，事業自然也會突飛猛進。當公司發展較慢時，或者公司前景一般時，停滯和（辦公室）

政治就會出現。如果你得到了坐上火箭的機會，別管是什么位置，上去就行。”

大概六年半之后，當我要離開Google的時候，我記住了這句忠告。當時好幾家公司請我去做CEO，但是我去了Facebook做COO（首席運營官）。那時有人問你為什么要去給一個23歲的（大

學生）打工？

職業發展通常會被比作“爬階梯”。但我認為這個比喻不再恰當了。在越來越扁平的世界里，這種說法是沒有意義的。我剛到Facebook的時候，97屆HBS的校友Lori Goler還在eBay做市場

營銷。我和她曾在某個社交場合上認識。她打電話給我說，“我想和你談談到Facebook和你一起工作的事，我想到給你打電話，和你說我有哪些特長以及我想做的事情。但我知道所有人都會

這樣說。所以我就想知道什么是你現在最棘手的問題，我又該如何幫你解決這個問題？”

我感動得五體投地。那時我一路過來，雇了上千人，但是從來沒有人對我這樣說過。我自己也從來沒有這樣說過。找工作一直是關于找工作的人（是怎樣，要什么）。但是Lori不是這樣

想的。我說，“你被錄用了。我最大的問題就是招人，你可以幫我。”之后Lori就換到了這個她自己都從未想過去做的領域，還降了一級，重新開始。之后她被升職，負責整個Facebook的人

事運行，現在做得非常好，（在公司）有很大的影響力。

Lori對職業有個很好的比喻。她說職業不是階梯，而是(游樂場里兒童玩的）立方格攀登架。

當你們開始HBS之后的職業生涯時，（你們應該）尋找機會，追隨成長，力求影響力，發現遠景，可以平調，降級，升職，甚至換新的領域。培養你的技能，而不是填充你的簡歷。根據你

能做的事來評判工作，而不是你可以得到的職位。做真正的工作。接受一個銷售目標，一個生產線上的工作，一個涉及運營方面的工作，別作太多計劃，也別要求要“青云直上”。如果我在

坐在你們的位置上時就計劃好我的職業，我會錯過我現在的職業。

你們現在正邁入一個和我當時不同的世界我的世界剛剛開始被連接起來，你的世界已經超級連接在一起。我當時競爭很激烈。你們現在的競爭更加激烈。我的世界變化很快，你的世界變

化更快。

在這個傳統結構正被打破的時代，領導班子也需要演變。從設立階層到責任共享，從命令與控制到聆聽和引導。你在HBS這個偉大的學院學習不僅是為了能夠跟上浪潮，更重要的是能去引

領潮流。

當你在這個新世界里乘風破浪時，你能依靠的不是你是誰也不是你的學位。你要依靠的是你的知識。你的力量不會源自你在公司的位置，而來自于建立信任，獲得尊敬。你會需要天賦，技能，想象力和視野。不過最最重要的是，具有真誠溝通的能力，既能鼓舞你身邊的人，又能聆聽他們的建議，在每一天的工作中不斷學習進步。

如果你留意小孩，你會立刻發現他們是多么的真實。我的一個HBS小組里的朋友Betsy在畢業后幾年懷上了第二個孩子。她的第一個小孩，Sam，那時大概五歲。Sam環視了下她問，“媽媽，小寶寶在哪里啊？”她說，“小寶寶在我肚子里。”他說，“真的么？難道小寶寶的手不在你的手里？”她說，“不，小寶寶在我肚子里。”“真的？小寶寶的腿不在你腿里？”“不，整

個寶寶都在我肚子里啊。”然后她說，“那么媽媽，為什么你的屁股越來越大？”

作為成年人，我們從不如此直接。這未必是件壞事。我也是兩個孩子的媽媽，我最不想聽到的恐怕就是這些評論，當然這些評論用在我身上也確實沒錯。但是那也不總是件好事。因為我

們所有人，尤其是領導者，需要說真話，聽真話。

在工作環境中，說真話尤其得難，因為無論我們多希望將組織架構扁平化，所有的組織都會有某種層級。這就意味著一個員工的表現會由別人對其印象來評估。

這是不鼓勵真誠的設計。想象一下人們在典型的工作環境中是如何溝通的。人們不說“我不同意我們的擴張策略”或者，更好，“這看起來真傻。”人們會說，“我知道進入這個新領域

有眾多好處，而且我相信管理團隊一定做過細致的投資回報分析，不過，我不確定我們是否完整地考慮了在這個時刻采取這個方案會產生的所有后果。（對此就該用）我們在Facebook或者互

聯網上常說的三個字：WTF。

事實最好用簡短的語言來表達。去年，馬克·扎克伯格決定開始學中文。作為學習的一部分，他每周會花大約一個小時的時間和一些來自中國的員工交談。有一天，有一個員工談到了她 的老板。她說了一通之后，馬克說，“請說簡單點。”她再說了一遍之后，他說，“不行，我還是沒明白，請再簡單點。”就這樣來回了幾次。終于，她憤怒地說道，“我老板壞！”簡單明

了，而且非常重要，需要讓馬克知道。

在工作或者生活中，人們很少會把話說那么明了。尤其是當你的級別上升后，人們不僅不會和你把話說清楚，還會對你所說的小事反應過激。當我加入Facebook的時候，我的職責之一就

是把公司商業那塊給建立起來，將其系統化。但是我不想破壞Facebook原有的文化。我嘗試的一件事就是鼓勵人們和我開會時不要做正式的PPT。我會說，“和我開會不用做PPT。”把你想討

論的事列出來就行。但是所有人都無視我的要求，仍然在做PPT，就這樣一個又一個會議，一個月又一個月，沒有改變。大概兩年后，我說，“OK，我不喜歡條條框框，但我要定個規矩，和我

開會不用做PPT。我是認真的。別再做了。”

大約一個月之后，我在一個大型場合正要和全球銷售團隊講話，一個同事上來對我說，“在你上臺之前，大家對你制定的‘和客戶會面不做PPT’的規定很有意見。”我說，“什么‘ 和

客戶會面不做PPT’？”他們說：“你制定了一個規定：不做PPT。”之后我上了臺就說，“首先，我說的是和我開會不用PPT。其次，更重要的是，下次你們聽到一些你們認為很傻的話，不要

去遵循它，而要去提意見或者無視它，哪怕你知道那話是我或者馬克說的。”

一個好的領導者知道大部分人不愿意去挑戰權威，所以領導者有義務去鼓勵大家來質疑。當然說鼓勵反饋容易，做起來難。因為聽到的反饋往往不是我們想要的那種。

當我剛開始在Google工作時，我的團隊里面有四個人。所以對我而言，由我自己來面試團隊的每個成員就尤其重要。要成為我的團隊的一份子，我必須了解你。當團隊增長到大約有100人 的時候，我意識到在面試上花的時間越來越多。所以有一天在我的報告會上，我說也許我應該停止面試。那時我完全預計他們會打斷我說，“不行，你的面試是流程中很重要的一步。”（然

而）他們都對此非常贊賞。然后他們轉過來解釋說我一直都是流程中的瓶頸。我先是覺得羞愧，然后惱怒。我花了幾個小時的時間生悶氣。他們為什么不告訴我我是瓶頸？為什么他們不阻止

我拖大家的后腿？后來我明白了：如果沒人告訴我，那這就是我的錯。我還不夠開懷并主動告訴大家我希望得到反饋。我決定從此改變這點。

當你是領導，得到有用的真實的反饋是很難的，哪怕你反復要求。我發現的一個小技巧是嘗試主動地談論你的某些缺點。因為這樣會讓人愿意來認同我，這比直接指出我的缺點要容易許

多。從眾多可能中舉個例子來說，當事情沒有搞定時，我會有點焦躁。真的，只要有事情沒有搞定，我會變得非常焦躁。我敢肯定沒人會說我過于冷靜。后來我就主動地談論這個缺點，讓大

家來認同我，因而可以在我焦躁時告誡我但是如果我對此一句不提，會有Facebook的員工，走上來對我說，“嘿，謝麗爾，冷靜點。你快把我們搞瘋了！”我可不這樣認為。

在你們畢業的今天，問自己你將如何去領導，你會用簡單明了的語言？你會追尋真實的反饋？當你得到真實的反饋，你會憤怒還是感激？

當我們努力更真誠地溝通時，我們也應該在更多的意義上做到真實。我經常會說帶著“完整的自己”去上班，這是我深深相信的一點。

工作的動力來自于做我們在乎的事情，但也來自于和我們在乎的人一起工作。要做到在乎某人，你必須了解他們，你必須知道他們喜歡什么討厭什么，他們會有什么樣的感受，而不只是

他們會想什么。如果你想得到人心，你必須用心去領導。我不相信周一到周五我們是職業的自己，其它時間才是真正的自己。類似這樣的分離從來就不太可行，在越來越提倡真實的當今世界

里，這就更沒有意義了。

我在工作時流過淚。我告訴過別人我在工作時流過淚。后來這被媒體報道成“謝麗爾·桑德伯格在馬克·扎克伯格的肩膀上哭泣”，事實當然不是如此。我會談論我的希望和恐懼，也會

詢問別人的希望和恐懼。我努力做真實的自己，直面我的優點和缺點。我會鼓勵別人也這么做。一切都與職業相關，也都與個人相關，兩者無時無刻不交融在一起。

作為帶著“完整的自己”去上班的一部分努力，最近我開始公開談論女性在工作環境中面臨的挑戰。這也是我最近幾年才有勇氣做的事情。在此之前，我和大家一樣小心翼翼地在職場上

打拼。我從沒和別人強調“我是女兒身”。“不說”原則。當我暫時回家照顧下孩子時，我會把（辦公室的）燈留著。當我鎖上門在辦公室邊參加電話會議，邊為我的寶寶們擠奶時，有人會

問，“那是什么聲音？”我會說，“什么聲音？”“我聽到嗶的一聲”“噢，我窗外正好有一輛消防車。”

然而，由于我們在上個10年取得的進展很小，我決定要開始公開討論這點。我是1995年從HBS畢業的，當時我想等到我們這屆有人被邀請到這個講臺演講的時候，我們一定已經實現了工作

上的男女平等。但是在C-級別的工作上，女性的比例始終停留在15到16％。10年來一點都沒有變化。離50％還差很遠，而且更糟的是，已經停止增長。我們需要公開承認在執行級別的領導層，性別仍然是個大問題。對平等的承諾不等于真正的平等。我們需要就此進行談論。

我們要討論女性相比男性為什么會低估自己的能力。而且和男性不同，對于女性，成功和受歡迎程度是反向相關的。這意味著一個女性在事業上越成功，她就會越不受人喜愛。這意味著

女性需要另一種形式的管理和輔導，另一種形式的支持和鼓勵，甚至一些保護，在某些方面，要比男性有更多的保護。

而且現在有資歷做這些的女性還太少，所以在座的男性畢業生們要和女性畢業生們一起肩負起這個責任，甚至更多。不僅僅討論性別，而且要幫助女性取得成功。當聽到一個工作上很優

秀的女性不為人愛戴，深呼吸一下，問問自己這是為什么。

我們需要公開地探討我們都需要的靈活機制來平衡工作和生活。幾周前我接受了一個采訪，我說我會5點半離開公司去和我的小孩吃晚飯。我被由此而來的媒體報道震驚了。我的一個朋友

說她不確定就算我用斧子砍人，是否能上一樣多的頭條。我告訴她我對砍人沒興趣。不過這讓我明白，對于我們所有人，不管是男人還是女人，這是個未解決的問題。要不是這樣，為什么大

家會對此有那么多評論？

也許，最重要的是，我們應該開始討論為什么只有少數的女性，即便來自HBS，即便是你們這屆畢業生，渴望坐上最高的領導職位。我們無法彌補領導崗位上的差距，除非我們先彌補職業

抱負上的差距。我們需要更多的女性不僅僅坐在會議桌旁，而且要像奧巴馬總統幾周前在Barnard學校說的那樣，去光明正大地坐到主座上去。

我今天來這里十分激動的另一個原因是院長Nohria告訴我今年是第一次有女生進入HBS50周年。你們的院長對讓更多的女性進入領導崗位很執著。他告訴我這就是為什么他請我來做今年的

演講者的原因。

有一次我遇到了那屆的一位女生。她告訴我當第一屆女生入學時，學校把一個男生洗手間改成了女生洗手間。沒錯吧。但是他們留下了小便池。她認為這里的信息很明確我們不確定這個

女生來上學的事是不是靠譜，萬一后來黃了，我們也不必重新安裝小便池。現在這些小便池當然早就不在了。讓我們確保沒人會想念它們。

當你和你的同學們即將走向世界各地，當你們明天走出校園，我對你們有四個期望：

第一，通過Facebook保持聯系。這對于你們未來的成功而言很關鍵！另外，我們現在是上市公司了，所以當你上Facebook的時候請點擊一兩個廣告吧！

第二，努力說真話，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，讓你們這代來實現我們這代沒有做到的。讓我們創造一個男女在家庭和工作都各撐半邊天的世界。我敢保證這會是個更美好的世界。

讓我們一起向2012年的畢業生們獻上最真摯的祝賀。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首席運營官)清華畢業演講匯總

桑德伯格清華畢業演講：命運偏愛勇者

主講人：謝麗爾·桑德伯格（Facebook公司首席運營官）

時間：2015年6月27日

主辦：清華大學經濟管理學院

【編者按】

6月27日，清華大學經濟管理學院2015畢業典禮在清華大學綜合體育館舉行。Facebook公司首席運營官謝麗爾?桑德伯格（Sheryl Sandberg）作畢業典禮演講。桑德伯格是清華經管學院畢業典禮歷年來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至今的心得體會，并用自身經歷介紹了過去25年中互聯網帶給整個世界的巨大變化。桑德伯格鼓勵畢業生說，“從現在起的未來25年，你們將幫助塑造屬于你們這一代人的世界”，“作為清華的畢業生，你們不僅將成為中國的領袖，還將成為全球的領袖。”

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.錢穎一院長、杰出的清華經管學院的教師們、自豪的畢業生親屬、鼎力支持他們的朋友們、以及更重要的，清華經管學院2015屆的畢業生們：我很榮幸今天來到這里為你們做畢業典禮演講。同我的老板馬克·扎克伯格不一樣的是，我不會講中文。為此我感到抱歉。但是，他請我用中文轉達他對大家的問候——祝賀。今天能在這里祝賀優秀的同學們畢業，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.” 當錢穎一院長邀請我今天來做演講時，我想，來給遠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。因為扎克伯格比我小15歲，并且我們的大多數員工是他的同齡人，而不是我這個年齡的。我喜歡和年輕人在一起，除非他們問我：“你在大學時沒有手機用是怎樣的日子？”甚至更糟糕的問題是，“謝麗爾，你能過來一下嗎？我們想知道歲數大的人對這個新功能有什么看法？”

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年從哈佛大學本科畢業，獲得經濟學學士學位；1995年從哈佛商學院畢業，獲得MBA學位——所以可以說，我上了美國的清華大學。其實這并不是那么久遠的事情。但是我能告訴你的是，這個世界在這短短的25年當中發生了翻天覆地的變化。在哈佛商學院時，我所在的班級曾嘗試進行學院的第一次在線課程。我們當時必須給每人發一張寫有我們網名的列表，因為那時在網上使用真名是件讓人難以想象的事。但是最后還是沒有搞成，因為電腦系統不斷崩潰——當時根本無法實現90人同時在線交流。

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.不過在系統崩潰之間的幾個短暫瞬間里，我們窺見了未來——一個技術可以實現我們和同事、家人、朋友連接在一起的未來。現在的世界已經是我坐在你們這個位置時難以想象的世界了。而從現在起的未來25年，你們將幫助塑造屬于你們這一代人的世界。

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.作為清華的畢業生，你們不僅將成為中國的領袖，還將成為全球的領袖。中國在教育程度及經濟增長方面都已是世界的領先者。不僅是政界和商界的領袖們認識到中國的重要性，許多美國的父母也認識到了這一點。在我所居住的舊金山灣區，最難進的中小學校正是那些教漢語的學校。

But the fact is countries don't lead.People lead.但事實是，國家不能領導，要靠人來領導。

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? 從你們今天畢業起，你們就開啟了成為領導者的征程。你會成為什么樣的領導者？你會對他人產生多大的影響？你將會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大目標的海報——挑戰自我每一天都要做得更多。這些海報中蘊含了一些重要的有關領導力的經驗——今天，我想分享其中我認為會對你們有意義的四點。First, fortune favors the bold.第一、命運偏愛勇者。

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，是因為扎克伯格相信，通過科技實現個人之間的互聯，可以使這個世界變得更美好。他深信于此，以至于從哈佛大學本科輟學去追求自己的理想，并且這些年來他一直為此奮斗不止。扎克伯格靠的不是運氣，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現自己的熱情所在，是一件不同尋常的事。我花了長得多的時間才發現自己到底想做什么。在我穿著學位服參加畢業典禮時，我無論如何也想不到自己會到Facebook工作，因為那時互聯網還不存在——并且扎克伯格當時只有11歲。我當時想我只會在政府或者非營利組織工作，因為我相信這些機構或組織可以讓世界變得更美好，而公司是以盈利為導向的。但是，當我在美國財政部工作的時候，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，當我結束了在政府部門的工作后，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.” 回過頭看，這似乎是一個明智的舉動。但是在2001年，這是個可被質疑的決定，因為那時科技泡沫剛剛破滅。大公司都在大規模裁員，小公司倒閉如潮。我給自己4個月的期限要找到一份工作，但是我足足花了將近一年的時間。在我最初接受的某次面試當中，有一個公司的首席執行官對我說：“我之所以面試你，完全是受朋友所托，但是我根本不會考慮聘用像你這樣的人——在政府工作過的人無法勝任科技公司的工作。”

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

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，卻發現自己的心另有所屬，那么就請你去獨辟蹊徑，以到達理想的彼岸。如果一次沒有成功，請繼續鍥而不舍地嘗試。直到找到能點燃你激情的，對自己、對他人都有意義的工作。能將激情和奉獻完美結合是一種奢侈。一旦達成，幸福將至。Second, feedback is a gift.第二、反饋是一種本領。

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效的最重要的因素是我與扎克伯格的關系。當我剛加入Facebook公司時，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。他不僅爽快地答應了，并且立即說他也希望我也對他做反饋。在最初的幾年當中，我們都堅持這樣的慣例，每周五下午見面談論我們所關心的事情，事無巨細。幾年下來，分享真實的意見已經成為我們關系當中很自然的一部分，我們現在隨時會這么做，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重要。這絕非易事，因為員工總是太過于渴望去取悅他們的上司，而不去批評或質疑他們的上司。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.我最喜歡的一個例子是來自華爾街的。1990年，鮑勃·魯賓成為高盛公司的首席執行官。上任滿第一周，在查看公司賬目時，他發現有一大筆在黃金上的投資。他問為什么會投資黃金？結果答案是，“因為您，先生。”“我？”他迷惑了。顯然是因為在頭一天他在交易所視察時曾經說過一句“黃金看起來有點意思”，結果這句話就被傳成了“魯賓喜歡黃金”，然后就有人花了幾百萬美元來討老板的歡心。

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.” 我也遇到過類似的挑戰，當然比這事的影響要在小一些的量級上。我剛加入Facebook時，我的職責之一是建立公司的商業運作——但與此同時還不能破壞成就Facebook的那種工程技術驅動的文化。所以我嘗試做的一件事就是鼓勵人們在和我開會時不要做正式的電子演示文稿。最開始我講得很客氣，結果所有人都無視我的要求，仍然在做電子演示文稿。大概過了兩年吧，我就說，“好了，我通常不喜歡立規矩，但我現在必須定個規矩，和我開會時誰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!” 大約一個月之后，當我正要對我們的全球銷售團隊講話時，一個同事對我說，“在你上臺之前，有件事你應該知道，大家對你規定的‘和客戶會面不做電子演示文稿’的規定很有意見。”我感到很震驚，我從來沒有禁止過給客戶做電子演示文稿！我只是不希望他們在和我開會的時候用電子演示文稿。和客戶展示產品時怎么能不做電子演示文稿？所以我上臺就說，“首先，我說的是和我開會時不用電子演示文稿。其次，下次你們再聽到壞點子——就像和客戶會面不做電子演示文稿這類——請大聲說出來。哪怕你知道那話是我說的，請告訴我這是錯誤的！”

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.一個好的領導者知道大部分雇員不愿意挑戰權威，所以領導者就有義務主動要求反饋。我從電子演示文稿事件中吸取了教訓。我現在經常問我的同事“有哪些地方我還能做得更好？”我總是對那些敢于對我說實話的人心懷感激，并且當眾表揚他們。我深信只有你和你的同事并肩做戰，只有當你不僅指揮而且也聆聽時，你才能成為最好的領導。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.當我剛入職場時，我觀察那些身處領導崗位的人時會想，“他們太幸運了，他們有那么大的掌控力。”所以你們可以想象的到，當我在商學院選修領導力課程時被告知，職位越高將會越依賴他人時，我有多么的驚訝。說實話，那時候我認為教授講的是錯的。

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.其實教授講的是對的。我依賴我的銷售團隊，而不是反過來。如果他們達不到銷售目標，是我的責任。作為領導者，我所要實現的不僅是竭盡個人之所能，而是要讓我的團隊中的所有人發揮自己的能力。

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.不同國家的企業運作都有其特定的文化特點。但我相信有一些領導力的原則是世界通用的——其中一條就是激發總是好過指示。是的，在多數組織里，員工總是按照老板的指示來做事。但是偉大的領導者不僅僅只是需要完全的服從。他們想要的是激發出員工心底的熱情，完全的信任及真正的敬業精神。他們不僅僅是要得到團隊的智慧，而是要贏得他們的心。如果他們相信公司的使命并且對你也信之如篤，那么他們就不僅僅只是把日常任務完成好，而且是以真正的熱情來投入這些工作。

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.沒有人能像我摯愛的丈夫大衛·高德伯格那樣贏得那么多人的心，他不幸在兩個月前突然去世。大衛是一個真正能激發人的領導者。他為人和善、待人慷慨，思維深刻。他提升了他周圍每一個人的業績水平。他是SurveyMonkey公司的首席執行官，這是他幫助建立起來的一個極為出色的公司。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.” 我們的一個朋友、硅谷著名的風險投資人比爾·格雷，寫過一篇短文號召人們“向大衛那樣”。比爾寫到，“大衛向我們所有人完整地展示了怎樣做一個偉大的人……但是這并不讓人有挫折感，因為大衛的偉大并不是好競爭的或威脅他人的，他的偉大是柔和的，觸動心靈的，無私的。他是領導者‘以身作則’理念的經典標桿。”

Harvard Business School Professor Frances Frei has said “leadership 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.哈佛商學院弗朗西斯·福雷教授曾經說過，“領導力表現在，因為你的存在能使他人變得更好，而且當你不在的時候你的影響力還能一直持續。”就像大衛一樣，你們也應該能在自己的職業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.中國有句話叫“婦女能頂半邊天”，這個說法被世界各地廣為引用。女性在中國歷史上及現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.當世界各國都在聚焦討論女性的地位和發展的時候，我們曾在這里—北京討論過這個問題。早在1995年，《北京宣言》和《行動綱領》，這兩個號召女性全方位和平等地參與生活和決策的宣言和綱領，就由189個國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，各國領導人重聚在此，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，盡管我們認識到女性的重要性及力量，當我們審視各國的領導層時，仍然絕大多數由男性主導。在幾乎所有國家——包括美國和中國，只有不到6%的頂尖企業是由女性來領導的。女性在各行各業的領導角色都少之又少。這意味著，在做出影響我們所有人福祉的決定時，女性的意見無法被平等地聽取。

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.產生領導角色性別差異的原因很多——直接的性別歧視、女性需要承擔更多的家庭責任、職場中缺乏靈活性，更為重要的是，我們帶有的偏見。雖然全球各地的文化千差萬別，但是我們對于男性與女性的偏見卻驚人的相似。盡管女性的地位在中國及全球各地都在不斷變化與演進，傳統的預期與偏見卻依然如故。直到今天，在美國、中國乃至全球各地，男性總被期待去領導、奮進、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領導力，但是當一個小女孩出頭來領導時，英語中我們稱她“專橫”，中文則稱之為“強勢”。

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.其它一些社會因素也阻礙了女性的前進。女性通常被職業社交圈排除在外——比如“關系”——以及正式的、非正式的對職業發展至關重要的社交活動。在美國也是如此。在美國，男性通常選擇去指導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，如果男性能夠承擔起家庭的一半責任，女性承擔起職場的一半責任，這個世界將會變得更加美好——好消息是，我們能夠改變偏見，實現真正的平等。我們能夠支持職場中的女性領導者。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、撫養子女；更加平等的婚姻會獲得更多幸福；更積極主動的父親能夠培養出更成功的子女。我們可以走到說小女孩“專橫”的人面前說：“那個女孩不是專橫，她具有高級的領導才華。” 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——平等不僅僅只對女性有益，而是對所有人都有益。職場中女性的參與是經濟增長的主要動力之一。那些充分發揮所有人才能的公司要遠遠比沒有認識到這點的公司更加成功。去年站在這個位置演講的阿里巴巴創始人馬云曾經說過，“阿里巴巴成功的秘訣之一是因為我們有很多女性……沒有女性，就沒有阿里巴巴。”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——這遠遠超過世界上多數公司。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.偉大的領導者不僅僅培養與他們相像的人，他們培養每一個人。如果你想成為一個偉大的領導者，無論在公司里還是團隊中，在培養男性員工的同時也要注意培養女性員工。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展。當2013年《向前一步》這本書出版的時候，我們成立了LeanIn.Org。這是一個非營利性組織，旨在幫助女性實現自己的目標。LeanIn.Org通過組織Lean In Circles互組小組來達到個體間互相幫助的目的。小組成員通過定期見面來相互分享并互助學習。目前，在超過100個國家里大約有2.3萬個這樣的互助小組。

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.'” 我見到的第一個國際Lean In Circle互助小組就是在北京——一群年輕的職業女性聚集在一起，支持彼此的職業理想并挑戰“剩女”這個稱謂。在過去的兩年間，她們已經在全中國建立了互助網絡，從職業白領到大學生——女性和男性一起來支持平等權利。其中一個互助小組就在清華，今天上午我還與她們見了面。她們對學業及職業前景的熱情深深地打動了我。其中一個成員告訴我：“我加入清華互助小組以后開始深刻領會到‘得道多助’這句中國諺語的意思。” 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，你們這一代人將會在解決男女平等問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.今天是一個歡慶的日子，一個慶祝你們成就的日子，一個幾經努力換來的時刻。

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.今天是一個感恩的日子，一個應該感謝那些幫助過你們獲得今天成績的人們的日子——是他們培育了你，教導了你，帶給了你的歡樂并擦干了你的眼淚。

Today is a day of reflection.A day to think about what kind of leader you want to be.今天是個值得思考的日子，一個應該思考你想成為什么樣的領導者的日子。

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: 我堅信你們將是未來的領導者，不僅是中國的領導者，也是世界的領導者。對你們每個人，我送上四個祝愿：

1.That you are bold and have good fortune.Fortune favors the bold.1、祝愿你勇敢而幸運。命運偏愛勇者。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。

3.That you empower everyone.Nothing is somebody else's problem.3、祝愿你給身邊每個人以力量。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在哈佛畢業典禮上的演講(英文)

桑德伯格哈佛商學院畢業演講

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年畢業典禮上的演講（模版）

雪莉 桑德伯格在哈佛2014年畢業典禮上的演講

祝賀所有人，你們做到了。我指的不是大學畢業，而你們成功出席今天的畢業典禮。如果我沒記錯，某些同學雖然昨晚在香港具廳喝了太多蝎子碗調酒，但今天還是來了。由于天氣，這種哈 佛還沒有弄清如何控制的現象，還胡同學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日活動感到自豪的理由。

祝賀你們的家長，你們花了很多錢，讓子女能夠說自己是從波士頓附近的這所“小學校”畢業的。還要感謝2014屆畢業生邀請我來到這次盛典。這對我價值巨大。看到過往演講者的名單讓人有些敬畏，我肯定沒有艾米波樂那么搞笑，但我至少比特雷薩修女更幽默。

25年前，一個當時還不認識，但以后成為我丈夫的男人戴夫，從在你們現在從的地方。23年前，我從在你們現在從的地方。戴夫和我這個周末，帶著可愛的子女回校，我們都有相同的三角：哈佛的籃球隊太棒了！

站在校園中，回憶泉涌。1987年的秋天，我從邁阿密來到這里，懷揣著偉大的夢想，還胡更夸張的發型。我被分配到哈佛偉大建筑的一座歷史豐碑~卡納迪樓，我是說真的，我當時穿著牛仔裙，白色暖褲襪套，運動鞋，還有一件弗羅里達羊毛衫。因為當時我的父母告訴我，所有人都會認為來自弗里達的人很酷。至少，我們那時沒有。

對我而言，哈佛給了我很多第一次，包括我的第一件冬裝，在邁阿密沒有人需要冬裝。我的第一份10頁的論文，高中沒有人會布置這么長的作業。我第一次得C，這之后，我的學監告訴我說，她在招生委員會，她招我進來不是因為我的學術潛能，而是因為我的品性。我在寄宿學校看到的第一個人，我就覺得這個人會是個大麻煩。我還碰到了第一個名字同整座建筑一樣的人，這個人名字叫做薩拉威格爾斯沃斯，她和那棟宿舍樓沒有關系，當時我很震驚，知道她和宿舍樓沒有關系后，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，杰西卡科學中心B。我第一們愛，第一們讓我心碎的人。我第一次認識到自己熱愛學習，第一次也是最后一次遇到有在讀拉丁文。

我畢業那年，我想好自己以后有什么計劃，我要進世界銀行，對抗全球貧窮，然后我要去法學院，然后我將非營利機構或政府工作，你們院長也講了，在明天的哈佛畢業典禮上，每個學院都 要起立并一同畢業，本科部、法學院、醫學院等等。我畢業時，我們班為博士生歡呼，然后噓了商學院，商學院似乎很不受歡迎。但，18個月后，我就申請了商學院。

我對自己畢業后的數十年規劃其實并沒錯，計劃只錯在了一年后，就算我算到了自己會在私營企業工作，我肯定算不到自己會在臉譜，那時候沒有互聯網。那時候馬克扎克伯格還在讀小學，已經開始穿他的標志性帽衫了。沒有太早鎖死自己的道路，讓我有機會進入改變生活的全新領域。有些人可能認為我運氣好，我想說，卡納迪樓后，我又被安排到了設計院。

從你們所坐的地方到你們要去的地方是沒有直路的，不要嘗試畫這樣的直線，這不僅會出錯，還會錯失的大的機遇，例如像互聯網這樣。

職業不是梯子，那種時代一去不返了，職業更像是立體方格鐵架，不要只上下移動，不要只往上看，還要往回，往旁邊看，看轉角周圍。你的職業和生活會有始終，會有曲折，不要對未來的道路太過憂慮，因為生活中充滿了驚喜和機遇，你需要對各處可能性持開放態度。今天我要講的最重要的一點就是，對誠實保持開放的態度。相互之間說老實話，對自己誠實，也對我們所生活的世界誠實。

看看身邊的孩子，你就知道他們有多誠實，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，媽媽，寶寶的胳膊在你的胳膊里嗎？她說，不是，整個寶寶在我的肚子里。他又問，媽媽，寶寶的腿在你的腿里嗎？她回答，不山姆，整個寶寶都在我肚子里。然后，山姆問道，那的屁股里有什么？

作為成年人，我們幾乎一直很誠實，這是很難得的好事。我懷孕的時候，我問我丈夫我的屁股有沒有變大，起初他說沒有，但我不斷施壓，最后，他說，好吧，有一點。我的小姑子一直說我丈夫，也是你們以后在生活中經常會聽到有說到的：“這家伙竟然是哈佛出來的。”

在人一旅途中，如果聽到一些真話會對我們很有幫助，我在你們這個年齡的時候，還沒有俯到這一點。在我畢業的時候，我對愛情生活的關心大于事業，我認識自己沒有什么時間了，必須趕緊找個好男人結婚，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，在我24歲的時候結婚了。那個男人很不錯，但我倆似乎總相處不好，我變得不知道自己是住，也不知道未來在哪里。一年不到，我的婚姻以失敗告終，當時我非常難堪，非常痛苦。很多朋友來安慰我，但毫無幫助，他們說：我就知道你們倆結婚是行不通的，我就知道你們倆不合適。沒有人在婚姻之前跟我說這些，事前告訴我這些肯定是會更有用。

我熬過了離婚后的這些痛苦的時光，我多希望他們原來有給過我建議，我多希望我曾經問過他們。而在我的職業生涯中，確實有人這無保留的地說出了實施。本科后，我和第一任老板是蘭特普得切特，肯尼迪學院授劉的一位經濟學家，他今天也在現場。我第二次考慮法學院時，蘭特跟我說，我不認為你應該去法學院，我也不認為你想去法學院。你認為自己應該去，大概只是你父母一直以來的要求。他注意到，我在談話中從未表現出對法律的任何興趣。我知道，相互之間坦誠相見有多么難，哪怕最親密的朋友，哪怕是在他們可能犯嚴重錯誤的時候，不過我敢打賭，在座的各位知道自己親密朋友的強項和弱項，知道他們可能掉落在哪個懸崖。我也敢打賭，大部分時候，你們并沒有告訴他們，他們也從沒問過。

去問這些問題，真相會越問越明。朋友誠實地回答時，你就知道他們是你真正的朋友了。

養成尋求反饋的習慣非常重要，特別是在離開學校系統，沒了考試和分數之后。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，而且不要因為聽到不喜歡聽的而覺得受到冒犯。毫

無疑問，聽人批評絕對不會讓人高興，但我們只能在批評中進步。幾年前，馬無扎克伯格決定要學中文。為了練習，他開始嘗試在一些工作會議中，同中文母語同事交流。你們估計可以想到，他有有限的中文水平，會讓談話很難正常進行。一天，他問一位女性，有臉譜工作怎么樣。她用了一個很長很復雜的句子回答。他說，請簡單些。她又說了一次。請再簡單些！經過幾次之后，她只好說了一句很簡單的話~我的經理很糟糕！扎克伯格這次真的聽懂了。

通常，真相都成了避免沖突的犧牲品。我們在講真相時，總喜歡使用很多修飾，很多委婉語，淹沒了真正要傳達的信息。我希望你們在向他詢問真相的時候，能用簡單明了的語言相互交流。講到自己的真相時，也應該使用簡單明了的語言。

同他人坦誠相見很困難，坦誠對待自己的想法甚至更難。我有了小孩子后，經常會和自己說，我對工作不感到內疚，哪怕沒有人問的時候。有人跟我說，雪莉，今天過得如何。我會說，很棒，我對工作并不感到內疚。有人說，我需要一件羊毛衫嗎？我說，沒錯，外面很冷，我對荼工不感到內疚。我就像一只學舌的鸚鵡。

有天，我在跑步機上，正在讀社會學雜志上的論文。上面寫道，相比對他人撒謊，人們更喜歡對自己撒謊，而重復最多的那句話，通常就是謊言。

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

對于我們所生活的世界保持誠實，我們還有很多要做。我們并不總能看到真相，就算盾到了，我們經常也沒有大聲說出的勇氣。

我和同學們在讀大學時，認為性格平等的斗爭已經結束。沒錯，大部分待業的領袖都是男性，但改變應該只是時間的問題。那邊的拉蒙特圖書館，就在我們之前一代人的時間，不允許女性進入，但在我們畢業時，一切都平等了。哈佛和拉德克里夫完全統一了。

我們不需要婦權主義，因為我們已經得到了平等。我們錯了，我錯了，世界在那時并不平等，現在也不平等。我認為現如今，我們并不只是假裝沒看到真相，并對不平等視而不見，我們還在遭受低預期的踐踏。

在美國的上一個選舉周期，女性贏得了20%的參議院席位。所有報紙頭條都開始叫嚷，女性接管了參議院。我很想大聲回應說，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，就在幾個月前，硅谷一位很受人新生的知名商業經理人，邀請我到他的社交媒體俱樂部發表演講。幾個月之前，我去過這家俱樂部。一位朋友過生日邀我去的。建筑很漂亮，我在里面游蕩。欣賞她，找衛生間。結果一位員工很肯定的告訴我，女衛生間在那里，讓我務必不要上樓去，因為女性不允許進入這座建筑，我直到這時才意識到自己來到了一家全男性俱樂部。

剩下的整個晚上，我一直都納悶，自己來這里做什么，納悶其他人都在做什么，納悶舊金山會不會有朋友邀請我去一個不允許黑人、猶太人、亞洲人、或同性戀者的俱樂部派對。被邀請到這家俱樂部做商業演講，就更讓人不爽了，因為這根本就不是單純的社交活動場所。

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

轉述格魯馬克思的一句話，別擔心，我不打算模仿他的聲音。我不會去任何不愿加我為會員的俱樂部做演講。我拒絕了。我還做一件，也許5年前我不會做的事，我回了一長篇飽含激情的電子郵件，告訴他們應當改變這一做法。他們感謝了我的迅速回函，寫到？也許情況最終會有所改變。我們的期望值太代了，最終需要轉化為立刻才行。

我們需要看到真相，講出真相。我們容忍歧視，假裝機會是平等的。沒錯，我們選舉了一位非裔美國人總統。但各族主義仍然無處不在，不錯，確實有女性掌握著財富500強企業，準確的說是5%。但我們的道路上，充滿了母老虎、跋扈老女人這樣的惡語。而我們的男性同行卻被尊為俯視，被認為成就卓著。

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

沒錯，哈佛有一位女性校長，也許兩年后，美國也會迎來首位女總統。但要實現目標，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；二是，更糟的，從耶魯獲得的文憑而不是哈佛。

你們可以挑戰老一套的做法，在臉譜我們會貼海報激勵自己，完成重于完美，財富偏愛勇敢者，不要害怕，勇往直前。我最近又喜歡上一條，在臉譜沒有別人的問題。我希望你們也能這樣看問題，問題沒有別人 的問題。性別不平等對男性和女性都 沒有好處，各族主義對白人和少數族裔都是傷害，缺乏平等機會，讓我們所有人無法發揮自己的真正潛能。

在你們畢業的今天，我希望給你們一些壓力，讓你認識到，真相雖然有時難以接受，但很重要。不要逃避，碰到了就要勇于面對。

我第一次站出來，公開宣揚職場女權主義，僅僅是不到5年前。也就是說，畢業后，我有18年時間都保持著沉默。這種沉默似乎是在說，一切像這樣就行了。你們肯定能比我做的更好。我由衷的這樣認為。同時，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順。很多人對世界的重大貢獻都遠遠晚于馬克扎克伯格。找到你想爬的立體方格鐵架，并開始攀爬。你最終會找到你想做的事情，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校，也許由于學術潛質，也許由于個人品性。你們經歷第一次穿冬裝，第一次戀愛，或第一次C。你們更加了解自己是誰，以及自己想為什么。還有最重要的，你們體會到團結的力量。你們知道，雖然你們每個人都很出色，但團結起來，你們將會更強，并能發出更大的聲音。

我知道，你們永遠不會忘記哈佛，哈佛也不會忘記你們，特別是在下次募捐的時候。

明天，你們都將步入社會，這是一生的旅途，途中會碰到很好的機遇，也會有很重大的責任，你們能夠讓世界對于每個人更加公平。對自己和他人，你們需要坦誠相待，要求并創造真正平等的機會。不是最終，而是現在！順便說一下，明天你將獲得馬克扎克伯格所沒有的東西，一份哈佛學位。

祝賀每一位畢業生！

第五篇：雪莉·桑德伯格 哈佛大學2014畢業典禮演講

雪莉·桑德伯格 哈佛大學2014畢業典禮演講

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。

我指的不是大學畢業，而是成功出席今天的畢業典禮。如果我們記錯，某些同學雖然昨晚在香港餐廳喝了太多蝎子碗調酒，但今天還是來了。

由于天氣，這種哈佛還沒有弄清楚如何控制的現象，還有同學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日活動感到自豪的理由。

祝賀你們的家長，你們花了很多錢，讓子女能夠說自己是從波士頓附近的這所“小學校“畢業的。還要感謝2014屆畢業生邀請我來到這次盛典。這對我價值巨大。看到過往演講者的名單讓人有些敬畏。我肯定沒有艾米·波樂那么搞笑，但我至少比特雷薩修女更幽默。

25年前，一個我當時還不認識，但以后會成為我丈夫的男人戴夫，坐在你們現在坐的地方。23年前，我坐在你們現在坐的地方。戴夫和我這周末，帶著可愛的子女回校。我們都懷有相同的感觸：哈佛的籃球隊太棒了！

站在校園中，回憶泉涌。19876年秋天，我從邁阿密來到這里，懷揣著偉大的夢想，還有更夸張的發型。我被分配到哈佛偉大建筑的一座歷史豐碑，卡納迪樓，我是說真的，我當時穿著牛仔裙，白色暖腿襪套，運動鞋，還有一件弗羅里達羊毛衫。因為當時我的父母告訴我，所有人都會人為來自弗羅里達的人很酷。至少，我們那時沒有Instagram。

對我而言，哈佛給了我很多第一次，包括我的第一件冬裝，在邁阿密沒人需要冬裝。我的第一份10頁論文，高中沒人會布置這么長的作業，我第一次得C，這之后，我的學監告訴我說，她在招生委員會，她招我進來不是因為我的學術潛能，而是因為我的品性。我在寄宿學校看到的第一個人，我就覺得這個人會是個大麻煩。我還碰到了第一個名字同整座建筑一樣的人，這個人的名字叫做薩拉·威格爾斯沃斯，她和那棟宿舍樓沒有關系，當時我很震驚，知道她和宿舍樓沒有關系后，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，杰西卡科學中心B。我第一位愛人，第一位讓我心碎的人，我第一次認識到自己熱愛學習，第一次也是最后一次遇到有人在讀拉丁文。

我畢業那年，我想好了自己以后有什么計劃，我要進世界銀行，對抗全球貧窮，然后我要去法學院，然后我將在非營利機構或政府工作，你們院長也講了，在明天的哈佛畢業典禮上，每個學院都要起立并一同畢業，本科部嗎、法學院、醫學院等等。我畢業時，我們班為博士生歡呼，然后噓了商學院，商學院似乎很不受歡迎。18個月后，我就申請了商學院。

我對自己畢業后的數十年規劃其實并沒錯，計劃只錯在了一年后，就算我算到了自己會在私營企業工作，我肯定算不到自己會在臉譜，那時候沒有互聯網。那時候馬克·扎克伯格還在讀小學，已經開始穿他的標志性帽衫了。沒有太早鎖死自己的道路，讓我有機會進入改變生活的全新領域。有些人可能認為我運氣好，我想說，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有直路的，不要嘗試畫這樣的直線，這不僅會出錯，還會錯失大機遇，我說的是大機遇，例如像互聯網這樣。

職業不是梯子，那種時代一去不返了，職業更像是立體方格鐵架，不要只上下移動，不要只往上看，還要往回看，往旁邊看，看轉角周圍。你的職業和生活會有始終，會有曲折，不要對未來的道路太過憂慮，因為生活中充滿了驚喜和機遇，你需要對各種可能性持開放態度。今天我要講的最重要的一點就是，對誠實保持開放的態度。相互之間說老實話，對自己誠實，也對我們所生活的世界誠實。

看看身邊的孩子，你就知道他們有多誠實，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，媽媽，寶寶的胳膊在你的胳膊里嗎？她說，不是，整個寶寶在我的肚子里。他又問，媽媽，寶寶的腿在你的腿里嗎？她回答，不山姆，整個寶寶在我的肚子里。然后，山姆問道，那你的屁股里有什么？ 作為成年人，我們幾乎一直很誠實，這是很難得的好事。我懷孕的時候，我問我丈夫我的屁股有沒有變大，起初他說沒有，但我不斷施壓，最后，他說，好吧，有一點。

我的小姑子一直說我丈夫，也是你們以后在生活中經常會聽到有人說到的：“這家伙竟然是哈佛出來的。”

在人生旅途中，如果聽到一些真話會對我很有幫助，我在你們這個年齡的時候，還沒有領會到這一點。在我畢業的時候，我對愛情生活的關心大于事業，我認為自己沒有什么時間了，必須趕緊找個好男人結婚，以免所有好男人都別人被搶走，或者我太老了。于是，我搬到哥倫畢業特區，在我24歲的時候結婚了。那個男人很不錯，但我倆似乎總是相處不好，我變得不知道自己是誰，也不知道未來在哪里。一年不到，我的婚姻以失敗告終，當時我非常難堪，非常痛苦。很多朋友來安慰我，但毫無幫助，他們說，我就知道你們倆結婚行不通，我就知道你們倆不合適。沒有人在我婚姻之前跟我說這些，事前告訴我這些肯定會更有用。

我熬過了離婚后的這些痛苦時光，我多希望他們原來有給過我建議，我多希望我曾經問過他們。而在我的職業生涯中，確實有人毫無保留地說出了實話。本科后，我的第一任老板是蘭特·普利切特，肯尼迪學院授課的一位經濟學家，他今天也在現場。我第二次考慮法學院時，蘭特跟我說，我不認為你應該去法學院，我也不認為你想去法學院。你認為自己應該去，大概只是你父母一直以來的要求。他注意到，我在談話中從未表現出對法律的任何興趣。

我知道 相互之間坦誠相見有多么難，哪怕最親密的朋友，哪怕是在他們可能犯嚴重錯誤的時候，不過我敢打賭，在座的各位知道自己親密朋友的強項和弱項，知道他們可能掉落在哪個懸崖。我也敢打賭，大部分時候，你們并沒有告訴他們，他們也從沒問過。去問這些問題，真相會越問越明。朋友城市回答時，你就知道他們是你真正的朋友了。

養成尋求反饋的習慣非常重要，特別是在離開學校系統，沒了考試和分數之后。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，而且不要因為聽到不喜歡聽的而覺得受到冒犯。毫無疑問，聽人批評絕對不會讓人高興，但我們只能在批評中進步。

幾年前，馬克·扎克伯格決定要學中文。為了練習，他開始嘗試在一些工作會議中，同中文母語同事交流。你們估計可以想到，他那有限的中文水平，會讓談話很難正常進行。一天，他問一位女性，在臉譜工作怎么樣。她用了一個很長很復雜的句子回答。他說，請簡單些。她又說了一次。再簡單些。經過幾次后，她只好說了一句很簡單的話“我的經理很糟糕。”他聽懂了。

通常，真相都成了避免沖突的犧牲品。我們在講真相時，總喜歡使用很多修飾，很多委婉語，淹沒了真正要傳達的信息。我希望你們在向他人詢問真相的時候，能用簡單明了的語言相互交流。講到自己的真相時，也應使用簡單明了的語言。

同他人坦誠相見很困難，坦誠對待自己的想法甚至更難。我有了小孩后，經常會和自己說，我對工作并不感到內疚，哪怕沒有人問我的時候。有人跟我說，雪莉，今天過得如何。我會說，很棒，我對工作并不感到內疚。有人說，我需要一件羊毛衫嗎？我說，沒錯，外面很冷，我對工作并不感到內疚。我就像一只學舌的鸚鵡。

有天，我在跑步機上，正在讀社會學雜志上的論文。上面寫道，相比對他人撒謊，人們更喜歡對自己撒謊，而重復最多的那些話，通常就是謊言。

我臉上汗如雨下，心想，我重復最多的一句話是什么，我意識到了，我對工作感到內疚，我做了大量的研究，我同好友內爾·斯克維爾花了一整年的時間，寫了一本書，講我的想法和感受。世界上很多女性都同它產生了共鳴，這讓我很欣慰。我的書名叫做《格雷的五十道陰影》，可見，你們很多人也都讀過這本書。

對于我們所生活的世界保持誠實，我們還有很多要做。我們并不總能看到真相，就算看到了，我們經常也沒有大聲說出的勇氣。

我和同學們在讀大學時，認為性格平等的斗爭已經結束。沒錯，大部分行業的領袖都是男性，但改變應該只是時間的問題。那邊的拉蒙特圖書館，就在我們之前一代人的時間里，不允許女性進入，但在我們畢業那時，一切都平等了。哈佛和拉德克里夫完全統一了。

我們不需要女權主義，因為我們已經得到了平等。我們錯了，我錯了，世界在那時并不平等，現在也不平等。我認為現如今，我們并不只是假裝沒看到真相，并對不平等視而不見，我們還在遭受低預期的踐踏。

今年，就在幾個月前，硅谷一位很受人尊重的知名商業經理人，邀請我到他的社交媒體俱樂部發表演講。幾個月之前，我去過這家俱樂部。一位朋友過生日邀我去的。建筑很漂亮，我在里面游蕩。欣賞她，找衛生間。結果一位員工很肯定的告訴我，女衛生間在那里，我務必不要上樓去，因為女性不允許進入這座建筑，我直到這時才意識到自己來到了一家全男性俱樂部。

剩下的整個晚上，我一直都在納悶，自己來這里做什么，納悶其他人都在做什么，納悶舊金山會不會有朋友邀請我去一個不允許黑人，猶太人，亞洲人，或同性戀者的俱樂部派對。被邀請到這家俱樂部做商業演講，就更讓人不爽了，因為這根本就不是單純的社交活動場所。

我首先想到的是真的嗎？真的。《向前一步》出版后一年，這個家伙竟然認為邀請我到一家全男性俱樂部做演講是一個好主意。他不是一個人，很多備受尊敬的商務人士，都和他一起發出了這份邀請。

我們需要看到真相，講出真相。我們容忍歧視，假裝機會是平等的。沒錯，我們選舉了一位非裔美國人總統。但種族主義仍然無處不在，不錯，確實有女性掌握著財富500強企業，準確說是5%。但我們的道路上，充滿了母老虎，跋扈老女人這樣的惡語。而我們的男性同行卻被尊為領袖，被認為成就卓著。

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

沒錯，哈佛有一位女性校長，也許兩年后，美國也會迎來首位女總統。但要實現目標，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。二是，更糟的，從耶魯獲得的文憑。

你們可以挑戰老一套的做法，在臉譜我們會貼海報激勵自己，完成重于完美，財富偏愛勇敢者，不要害怕，勇往直前。我最近又喜歡上一條，在臉譜沒有別人的問題。我希望你們也能這樣看問題，問題沒有別人的問題。性別不平等對男性和女性都沒有好處，種族主義對白人和少數族裔都是傷害，缺乏平等機會，讓我們所有人無法發揮自己的真正潛能。

在你們畢業的今天，我希望給你們一些壓力，讓你認識到，真相雖然有時難以接受，但很重要。不要逃避，碰到就要勇于面對。我第一次站出來，公開宣揚職場女權主義，僅僅是不到5年前。也就是說，畢業后，我有18年時間都保持著沉默。這種沉默似乎是在說，一切像這樣就行了。你們肯定能比我做的更好。我由衷地這樣認為。

同時，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順。很多人對世界的重大貢獻都遠遠晚于馬克·扎克伯格。找到你想爬的立體方格鐵架，并開始攀爬。你最終會找到你想做的事情，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“小學校”，也許由于學術潛質，也許由于個人品性。你們經歷第一次穿冬裝，第一次戀愛，或第一次C。你們更加了解自己是誰，以及自己想成為什么。還有最重要的，你們體會到了團結的力量。你們知道，雖然你們每個人都很出色，但團結起來，你們將會更強，并能發出更大的聲音。

我知道，你們永遠不會忘記哈佛，哈佛也不會忘記你們，特別是在下次募捐的時候。明天，你們都將步入社會，這是一生的旅途，途中會碰到很好的機遇，也會有很重大的責任，你們能夠讓世界對于每個人更加公平。對自己和他人，你們需要坦誠相待，要求并創造真正平等的機會。不是最終，而是現在。順便說下，明天你們將獲得馬克·扎克伯格所沒有的東西，一份哈佛學位。祝賀每一位畢業生！