第一篇：FACEBOOK COO桑德伯格2015清華畢業(yè)演講

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

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

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

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

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

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

當(dāng)錢穎一院長邀請我今天來做演講時，我想，來給遠(yuǎn)比我年輕比我酷的人演講?這事兒我能做。我在Facebook每天都要做這樣的事情。因為扎克伯格比我小15歲，并且我們的大多數(shù)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(xué)時沒有手機(jī)用是怎樣的日子?甚至更糟糕的問題是，謝麗爾，你能過來一下嗎?我們想知道歲數(shù)大的人對這個新功能有什么看法。

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

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

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

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

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

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

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

Facebook公司之所以存在，是因為扎克伯格相信，通過科技實現(xiàn)個人之間的互聯(lián)，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(xué)本科輟學(xué)去追求自己的理想，并且這些年來他一直為此奮斗不止。扎克伯格靠的不是運(yùn)氣，而是勇氣。

能像扎克伯格那樣這么早就發(fā)現(xiàn)自己的熱情所在，是一件不同尋常的事。我花了長得多的時間才發(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，我無論如何也想不到自己會到Facebook工作，因為那時互聯(lián)網(wǎng)還不存在——并且扎克伯格當(dāng)時只有11歲。我當(dāng)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(jī)構(gòu)或組織可以讓世界變得更美好，而公司是以盈利為導(dǎo)向的。但是，當(dāng)我在美國財政部工作的時候，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(dāng)我結(jié)束了在政府部門的工作后，我決定搬到硅谷去。

回過頭看，這似乎是一個明智的舉動。但是在2001年，這是個可被質(zhì)疑的決定，因為那時科技泡沫剛剛破滅。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(dāng)中，有一個公司的首席執(zhí)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。

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。

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，那么就請你去獨(dú)辟蹊徑，以到達(dá)理想的彼岸。如果一次沒有成功，請繼續(xù)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(xiàn)完美結(jié)合是一種奢侈。一旦達(dá)成，幸福將至。

第二，反饋是一種本領(lǐng)(Feedback is a gift)。

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

從自己老板那里獲得反饋很重要，但是從自己的下屬那里獲得反饋也同樣至關(guān)重要。這絕非易事，因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(zhì)疑他們的上司。

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(zhí)行官。上任滿第一周，在查看公司賬目時，他發(fā)現(xiàn)有一大筆在黃金上的投資。他問為什么會投資黃金?結(jié)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(jīng)說過一句黃金看起來有點意思，結(jié)果這句話就被傳成了魯賓喜歡黃金，然后就有人花了幾百萬美元來討老板的歡心。

我也遇到過類似的挑戰(zhàn)，當(dāng)然比這事的影響要在小一些的量級上。我剛加入Facebook時，我的職責(zé)之一是建立公司的商業(yè)運(yùn)作——但與此同時還不能破壞成就Facebook的那種工程技術(shù)驅(qū)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(jié)果所有人都無視我的要求，仍然在做電子演示文稿。大概過了兩年吧，我就說，好了，我通常不喜歡立規(guī)矩，但我現(xiàn)在必須定個規(guī)矩，和我開會時誰也不能再做電子演示文稿了。

大約一個月之后，當(dāng)我正要對我們的全球銷售團(tuán)隊講話時，一個同事對我說，在你上臺之前，有件事你應(yīng)該知道，大家對你規(guī)定的‘和客戶會面不做電子演示文稿’的規(guī)定很有意見。我感到很震驚，我從來沒有禁止過給客戶做電子演示文稿!我只是不希望他們在和我開會的時候用電子演示文稿。和客戶展示產(chǎn)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!

一個好的領(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)主動要求反饋。我從電子演示文稿事件中吸取了教訓(xùn)。我現(xiàn)在經(jīng)常問我的同事有哪些地方我還能做得更好?我總是對那些敢于對我說實話的人心懷感激，并且當(dāng)眾表揚(yáng)他們。我深信只有你和你的同事并肩做戰(zhàn)，只有當(dāng)你不僅指揮而且也聆聽時，你才能成為最好的領(lǐng)導(dǎo)。

第二篇：桑德伯格TED演講

桑德伯格TED演講：為什么女性領(lǐng)導(dǎo)那么少？

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

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

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

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

所以問題是，我們該怎樣解決這樣的尷尬？我們怎樣改變這些高管職位的比例？我們怎樣使這個變得不同？我首先想說，我談這個女性就職因為我的確認(rèn)為我們得找到答案。在我們勞動力的高收入的部分，在高管的人員中，財富500強(qiáng)首席執(zhí)行長官中，或在其它類似的高管行業(yè)中，我確信，問題是女性被排除在外。當(dāng)下人們對此談了很多，他們談到像彈性時間和指導(dǎo)公司應(yīng)該培訓(xùn)婦女計劃的事。今天我不想談這些盡管所有這些事都非常重要。今天我想關(guān)注作為個人我們所能做到的事。我們要告訴給自己的事是什么？我們告訴給女同事和打工的女性的事是什么？我們要告訴給我們女兒的事是什么？

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

一、坐在桌旁。

二、讓你的伴侶成為一個真正的合作伙伴。

三、在你離開前別放棄。

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

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

我但愿這答案是容易的。我希望我盡可能告訴我所共事過的所有年輕女性，所有這些非常棒的女性，“相信你們自己，為自身利益要討價還價。把握住你的成功?！蔽蚁Ｍ乙材芨嬖V我的女兒。但這不是很簡單。因為首先是數(shù)據(jù)表明一件事，它表明成功和人緣親切性對于男性來說是積極影響的而對于女性來說是負(fù)面影響的。每個人都點頭，因為我們大家都知道這是真的。

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

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

第二條：讓你的伴侶成為一個真正的合作伙伴。我已經(jīng)確信我們在職場比起我們在家庭中起了更大的作用。數(shù)據(jù)也很清楚地表明這點。如果一個女性和一個男性同時全職并有一個小孩，女性比起男性要做兩倍多家務(wù)活兒，女性比起男性做了三倍多照顧嬰兒的事。所以她有了2份，3份工作，而他只有一份。當(dāng)有人必須在家多干活時，誰應(yīng)該留下來？這個的理由實在太復(fù)雜，我沒有時間來講它們。但我也不認(rèn)為周日看美式足球和日常的懶惰是理由。

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

（歡呼）

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

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

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

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

第三篇：桑德伯格哈佛商學(xué)院畢業(yè)演講(中英對照)

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

It's an honor to be here today to address HBS's distinguished faculty, proud parents, patient guests, and most importantly, the class of 2012.今天很榮幸來到這里為尊敬的哈佛商學(xué)院（HBS）的教授們，自豪的畢業(yè)生家長們和耐心的來賓們，尤其是為今年的畢業(yè)生們演講。

Today was supposed to be a day of [w]unbridled[/w] celebration and I know that's no longer true.I join all of you in grieving for your classmate Nate.I know there are no words that makes something like this better.今天原本應(yīng)該是狂歡的日子，不過我知道現(xiàn)在并不合適了（由于一名畢業(yè)生在歐洲突然死亡）讓我們一起為Nate同學(xué)表示哀悼，當(dāng)然任何言語在這樣的悲劇前都蒼白無力。

Although laden with sadness, today still marks a distinct and impressive achievement for this class.So please everyone join me in giving our warmest congratulations to this class of 2012.盡管有悲傷縈繞在大家心頭，今天仍然象征著你們?nèi)〉玫慕艹龀煽?。所以讓我們一起?2屆的畢業(yè)生們獻(xiàn)上最熱烈的祝賀。

When the wonderful Dean Nohria invited me to speak here today, I thought, come talk to a group of people way younger and cooler than I am? I can do that.I do that every day at Facebook.I like being surrounded by young people, except when they say to me, “What was it like being in college without the internet?” or worse,“ Sheryl, can you come here? We need to see what old people think of this feature.” It's not joking.當(dāng)尊敬的院長Nohria邀請我今天來做演講時，我想來給一群遠(yuǎn)比我年輕有活力的人們演講？我沒問題。這正是我每天在Facebook做的事情。我喜歡和年輕人在一起，除了當(dāng)他們問我，―沒有互聯(lián)網(wǎng)的大學(xué)是怎樣的？‖ 或者更夸張―謝麗爾，你能過來下么？我們想知道?老人‘會對這個新功能怎么看‖ 這類問題。我不是在開玩笑。

It's a special [w]privilege[/w] for me to be here this month.When I was a student here 17 years ago, I studied social marketing with Professor Kash Rangan.One of the many examples Kash used to explain the concept of social marketing was the lack of organ donors in this country, which kills 18 people every single day.Earlier this month, Facebook launched a tool to support organ donations, something that stems directly from Kash's work.Kash, wherever you are here, we are all grateful for your dedication.能夠在畢業(yè)季來到這里，我覺得很榮幸。17年前當(dāng)我是哈佛的學(xué)生時，我上了Kash Rangan教授的―社交化營銷‖。一個Kash用來解釋―社交化營銷‖概念的例子就是美國在器官捐贈方面的不足，每天因此有18人死亡。本月早些時候，F(xiàn)acebook推出了一款支持器官捐贈的工具，這是對Kash工作的直接應(yīng)用。Kash，無論你今天坐在哪里，我們都十分感激你的貢獻(xiàn)。

It wasn't really that long ago when I was sitting where you are, but the world has changed an awful lot.My section, section B, tried to have HBS's first online class.We had to use an AOL chat room and dial up service.(Your parents can explain to you later what dial-up service is.)We had to pass out a list of screen names because it was unthinkable to put your real name on the internet.And it

never worked.It kept crashing and kicking all of us off.Because the world just wasn't set up for 90 people to communicate at once online.For a few brief moments, we glimpsed the future – a future where technology would power who we are and connect us to our real colleagues, our real family, our real friends.所以也就在―不久‖之前，我坐在你們現(xiàn)在的位置上。但是這個世界已經(jīng)變化了很多。我所在的小組Section B曾嘗試進(jìn)行HBS的第一次在線課程。我們用的是AOL的聊天室和電話撥號上網(wǎng)服務(wù)。（你們的父母可以向你們解釋什么是撥號上網(wǎng)。）我們得給每人發(fā)一張寫有我們網(wǎng)名的列表，因為那時在網(wǎng)上用真名是件讓人難以想象的事。不過這完全不行。網(wǎng)一直斷，我們會被踢出聊天室。因為當(dāng)時的世界還無法讓90人同時在線交流。不過有幾個瞬間，我們仿佛看到了未來。一個由于科技進(jìn)步讓我們和真實生活中的同事、家人和朋友更好地聯(lián)系在一起的未來。

It used to be that in order to reach more people than you could talk to in a day, you had to be rich and famous and powerful.You had to be a celebrity, a politician, a CEO.But that's not true today.Now ordinary people have voice, not just those of us lucky enough to go to HBS, but anyone with access to Facebook, to Twitter, to a mobile phone.This is disrupting traditional power structures and leveling traditional hierarchy.Voice and power are shifting from institutions to individuals, from the historically powerful to the historically powerless.And all of this is happening so much faster than I could have ever imagined when I was sitting where you are today – and Mark Zuckerberg was 11 years old.過去如果想在一天內(nèi)聯(lián)系到比你能見著面更多的人，你要么有錢，要么有名，要么有權(quán)。你得是名人，政客，或者CEO。但是今天不一樣了。現(xiàn)在普通人也可以獲得話語權(quán)。不僅是那些能到HBS讀書的幸運(yùn)兒，而是任何能上Facebook，Twitter或者有手機(jī)的人。這正在打破傳統(tǒng)的權(quán)利結(jié)構(gòu)，讓傳統(tǒng)的階層界限變得模糊。話語權(quán)正從機(jī)構(gòu)轉(zhuǎn)向個人，從曾經(jīng)有權(quán)有勢的人轉(zhuǎn)向普通人。而且這一切的變化速度遠(yuǎn)遠(yuǎn)超出了當(dāng)時就坐在你們今天位置上的我的想像。那時候，馬克·扎克伯格才十一歲。

As the world becomes more connected and less [w]hierarchical[/w], traditional career paths are shifting as well.In 2001, after working in the government, I moved out to Silicon Valley to try to find a job.My timing wasn't really that good.The bubble had crashed.Small companies were closing.Big companies were laying people off.One women CEO looked at me and said, “we would never even think about hiring someone like you.”當(dāng)世界變得更緊密界限更模糊時，傳統(tǒng)的職業(yè)生涯也在發(fā)生變化。2001年在為政府工作了幾年之后，(謝麗爾·桑德伯格當(dāng)初為Larry Summers工作）我搬到硅谷找下一份工作。當(dāng)時并不是個好時機(jī)。泡沫破滅了。小公司都在倒閉，大公司都在裁員。一個女性CEO看著我說，―我們根本不會考慮招你這樣的人。‖ After a while I had a few offers and I had to make a decision, so what did I do? I am MBA trained, so I made a spreadsheet.I listed my jobs in the columns and the things for my criteria in the rows, and compared the companies, the missions, and the roles.One of the jobs on that sheet was to become Google's first Business Unit general manager, which sounds good now, but at the time no

one thought consumer internet companies could ever make money.I was not sure there was actually a job there at all;Google had no business units, so what was there to generally manage? And the job was several levels lower than jobs I was being offered at other companies.過了一段時間，我有了幾個offers。需要做決定了，那么我是怎么做的呢？由于我受過MBA的訓(xùn)練，所以我做了一個Excel表。我把工作都列了出來并且一行行把我的評判標(biāo)準(zhǔn)也列了出來。比較公司的遠(yuǎn)景，工作的職責(zé)等。表格中有一個工作是去做Google的第一個業(yè)務(wù)部總經(jīng)理。這現(xiàn)在聽起來很不錯，但是當(dāng)時沒人相信直接面對消費(fèi)者的互聯(lián)網(wǎng)公司可以賺錢。我都不敢確定那兒是不是真有這樣的職位；Google就沒有業(yè)務(wù)部，那要我去總管什么呢？何況那職位比我在其他公司得到的offers都要低好幾級。

So I sat down with Eric Schmidt, who had just become the CEO, and I showed him the spreadsheet and I said, this job meets none of my criteria.He put his hand on my spreadsheet and he looked at me and said, “Don't be an idiot.”后來我和當(dāng)時剛剛上任的CEO艾里克·施密特見了面，我給他看了我的列表。我說，―這份工作完全不合我的選擇標(biāo)準(zhǔn)?！檬职醋∥业谋砀??？粗艺f：―不要犯傻。

Excellent career advice.And then he said, “Get on a rocket ship.When companies are growing quickly and having a lot of impact, careers take care of themselves.And when companies aren't growing quickly or their missions don't matter as much, that's when [w]stagnation[/w] and politics come in.If you're offered a seat on a rocket ship, don't ask what seat.Just get on.”極佳的職業(yè)忠告。然后他說，重要的是坐上火箭。當(dāng)公司在飛速發(fā)展而產(chǎn)生很大影響力時，事業(yè)自然也會突飛猛進(jìn)。當(dāng)公司發(fā)展較慢時，或者公司前景一般時，停滯和辦公室政治就會出現(xiàn)。如果你得到了坐上火箭的機(jī)會，別管是什么位置，上去就行。‖

About six and one-half years later, when I was leaving Google, I took that advice to heart.I was offered CEO jobs at a bunch of companies, but I went to Facebook as COO.At the time people said, why are you going to work for a 23-year-old?大概六年半之后，當(dāng)我要離開Google的時候，我記住了這句忠告。當(dāng)時好幾家公司請我去做CEO，但是我去了Facebook做COO（首席運(yùn)營官）。那時有人問你為什么要去給一個23歲的年輕人打工？

The traditional metaphor for careers is a ladder, but I no longer think that metaphor holds.It just doesn't make sense in a less hierarchical world.When I was first at Facebook, a woman named Lori Goler, a 1997 graduate of HBS, was working in marketing at eBay and I knew her kind of socially.She called me and said, “I want to think about you know talk with you about coming to work with you at Facebook.So I thought about calling you and telling you all the things I'm good at and all the things I like to do.But I figured that everyone is doing that.So instead I want to know what's your biggest problem and how can I solve it?” 職業(yè)發(fā)展通常會被比作―爬階梯‖。但我認(rèn)為這個比喻不再恰當(dāng)了。在越來越扁平的世界里，這種說法是沒有意義的。我剛到Facebook的時候，97屆HBS的校友Lori Goler還在eBay做市場營銷。我和認(rèn)識了她并且知道善于交際。她打電話給我說，―我想和你談?wù)劦?/p>

Facebook和你一起工作的事，我想到給你打電話，和你說我有哪些特長以及我想做的事情。但我知道所有人都會這樣說。所以我就想知道什么是你現(xiàn)在最棘手的問題，我又該如何幫你解決這個問題？‖

My jaw hit the floor.I'd hired thousands of people up to that point in my career, but no one had ever said anything like that.I had never said anything like that.Job searches are always about the job searcher, but not in Lori's case.I said, “You're hired.My biggest problem is recruiting and you can solve it.” So Lori changed fields into something she never thought she'd do, went down a level to start in a new field.She has since been promoted and runs all of People Operations at Facebook and is doing an extraordinary job, having an amazing impact.我感動得五體投地。那時我一路過來，雇了上千人，但是從來沒有人對我這樣說過。我自己也從來沒有這樣說過。找工作一直是關(guān)于找工作的人是怎樣，要什么。但是Lori不是這樣想的。我說，―你被錄用了。我最大的問題就是招人，你可以幫我?！驦ori就換到了這個她自己都從未想過去做的領(lǐng)域，還降了一級，重新開始。之后她被升職，負(fù)責(zé)整個Facebook的人事運(yùn)行，現(xiàn)在做得非常好，在公司有很大的影響力。

Lori has a great metaphor for careers.She says they're not a ladder, they're a jungle gym.Lori對職業(yè)有個很好的比喻。她說職業(yè)不是階梯，而是游樂場里兒童玩的立方格攀登架。

As you start your post-HBS career, look for opportunities, look for growth, look for impact, look for mission.Move sideways, move down, move on, move off.Build your skills, not your resume.Evaluate what you can do, not the title they're going to give you.Do real work.Take a sales quota, a line role, an ops job.Don't plan too much, and don't expect a direct climb.If I had mapped out my career when I was sitting where you are, I would have missed my career.當(dāng)你們開始HBS之后的職業(yè)生涯時，你們要去尋找機(jī)會，追隨成長，力求影響力，發(fā)現(xiàn)遠(yuǎn)景，可以平調(diào)，降級，升職，甚至換新的領(lǐng)域。培養(yǎng)你的技能，而不是填充你的簡歷。根據(jù)你能做的事來評判工作，而不是你可以得到的職位。做真正的工作。接受一個銷售目標(biāo)，一個生產(chǎn)線上的工作，一個涉及運(yùn)營方面的工作，別作太多計劃，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(yè)，我會錯過我現(xiàn)在的職業(yè)。

You are entering a different business world than I entered.Mine was just starting to get connected.Yours is hyper-connected.Mine was competitive.Yours is way more competitive.Mine moved quickly, yours moves even more quickly.你們現(xiàn)在正邁入一個和我當(dāng)時不同的世界。我的世界剛剛開始被連接起來，你的世界已經(jīng)高速連接在一起。我當(dāng)時競爭很激烈。你們現(xiàn)在的競爭更加激烈。我的世界變化很快，你的世界變化更快。

As traditional structures are breaking down, leadership has to evolve as well-from hierarchy to shared responsibility, from command and control to listening and guiding.You've been trained by this great institution not just to be part of these trends, but to lead.在這個傳統(tǒng)結(jié)構(gòu)正被打破的時代，領(lǐng)導(dǎo)班子也需要演變。從設(shè)立階層到責(zé)任共享，從命令與控制到聆聽和引導(dǎo)。你在HBS這個偉大的學(xué)院學(xué)習(xí)

不僅是為了能夠跟上浪潮，更重要的是能去引領(lǐng)潮流。

As you lead in this new world, you will not be able to rely on who you are or the degree you hold.You'll have to rely on what you know.Your strength will not come from your place on some org chart, your strength will come from building trust and earning respect.You're going to need talent, skill, and imagination and vision.But more than anything else, you're going to need the ability to communicate authentically, to speak so that you inspire the people around you and to listen so that you continue to learn each and every day on the job.當(dāng)你在這個新世界里乘風(fēng)破浪時，你能依靠的不是你是誰也不是你的學(xué)位。你要依靠的是你的知識。你的力量不會源自你在公司的位置，而來自于建立信任，獲得尊敬。你會需要天賦，技能，想象力和視野。不過最最重要的是，具有真誠溝通的能力，既能鼓舞你身邊的人，又能聆聽他們的建議，在每一天的工作中不斷學(xué)習(xí)進(jìn)步。

If you watch young children, you'll immediately notice how honest they are.My friend Betsy from my section a few years after business school was pregnant with her second child.And her first child, Sam, was about five and he looked around and said, “Mommy, where is the baby?” She said, “The baby is in my tummy.” He said, “Really? Aren't the baby's arms in your arms?” She said, “No, the baby's in my tummy.” “Are the baby's legs in your legs?” “No, the whole baby is in my tummy.” Then he said, 'Then Mommy, what is growing in your butt?“如果你留意小孩，你會立刻發(fā)現(xiàn)他們是多么的誠實。我的一個HBS小組里的朋友Betsy在畢業(yè)后幾年懷上了第二個孩子。她的第一個小孩，Sam，那時大概五歲。Sam環(huán)視了下她問，―媽媽，小寶寶在哪里??？‖她說，―小寶寶在我肚子里。‖他說，―真的么？難道小寶寶的手不在你的手里？‖她說，―不，小寶寶在我肚子里?！D真的？小寶寶的腿不在你腿里？‖―不，整個寶寶都在我肚子里啊。‖然后她說，―那么媽媽，為什么你的屁股越來越大？‖ As adults, we are never this honest.And that's not a bad thing.I have borne two children and the last thing I needed were those comments which obviously could be made.But it's not always a good thing either.Because all of us, and especially leaders, need to speak and hear the truth.作為成年人，我們從不如此直接。這未必是件壞事。我也是兩個孩子的媽媽，我最不想聽到的恐怕就是這些評論，當(dāng)然這些評論用在我身上也確實沒錯。但是那也不總是件好事。因為我們所有人，尤其是領(lǐng)導(dǎo)者，需要說真話，聽真話。

The workplace is an especially difficult place for anyone to tell the truth, because no matter how flat we want our organizations to be, all organizations have some form of hierarchy.And what that means is that one person's performance is assessed by someone else's perception.在工作環(huán)境中，說真話尤其得難，因為無論我們多希望將組織架構(gòu)扁平化，所有的組織都會有某種層級。這就意味著一個員工的表現(xiàn)會由別人對其印象來評估。

This is not a setup for honesty.Think about how people speak in a typical workforce.Rather than say, ”I disagree with our expansion strategy“ or better yet, ”this seems truly stupid.“ They say, ”I think there are many good reasons why we're entering this new line of business, and I'm certain the management team has done a thorough ROI analysis, but I'm not sure we have fully considered the downstream effects of taking this step forward at this time.“ As we would say at Facebook, three letters: WTF.這是不鼓勵真誠的設(shè)計。想象一下人們在典型的工作環(huán)境中是如何溝通的。人們不說―我不同意我們的擴(kuò)張策略‖或者，更好，―這看起來真傻。‖人們會說，―我知道進(jìn)入這個新領(lǐng)域有眾多好處，而且我相信管理團(tuán)隊一定做過細(xì)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(chǎn)生的所有后果。對此就該用我們在Facebook或者互聯(lián)網(wǎng)上常說的三個字：WTF。Truth is better served by using simple language.Last year, Mark decided to learn Chinese and as part of studying, he would spend an hour or so each week with some of our employees who were native Chinese speakers.One day, one of them was trying to tell him something about her manager.She said this long sentence and he said, ”simpler please.“ And then she said it again and he said, ”no, I still don't understand, simpler please“…and so on and so on.Finally, in sheer exasperation, she burst out, ”my manager is bad.“ Simple and clear and super important for him to know.事實最好用簡短的語言來表達(dá)。去年，馬克·扎克伯格決定開始學(xué)中文。作為學(xué)習(xí)的一部分，他每周會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?！僬f了一遍之后，他說，―不行，我還是沒明白，請再簡單點?！瓦@樣來回了幾次。終于，她憤怒地說道，―我老板壞！‖簡單明了，而且非常重要，需要讓馬克知道。

People rarely speak this clearly in the workforce or in life.And as you get more senior, not only will people speak less clearly to you but they will overreact to the small things you say.When I joined Facebook, one of the things I had to do was build the business side of the company and put some systems into place.But I wanted to do it without destroying the culture that made Facebook great.So one of the things I tried to do was encourage people not to do formal PowerPoint presentations for meetings with me.I would say things like, ”Don't do PowerPoint presentations for meetings with me.Why don't you come in with a list of what you want to discuss.“ But everyone ignored me and they kept doing their presentations meeting after meeting, month after month.So about two years in, I said, ”O(jiān)K, I hate rules but I have a rule: no more PowerPoint in my meetings.And I mean it, no more.“在工作或者生活中，人們很少會把話說那么明了。尤其是當(dāng)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(yīng)過激。當(dāng)我加入Facebook的時候，我的職責(zé)之一就是把公司商業(yè)那塊給建立起來，將其系統(tǒng)化。但是我不想破壞Facebook原有的文化。我嘗試的一件事就是鼓勵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?！涯阆胗懻摰氖铝谐鰜砭托?。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(guī)矩，和我開會不用做PPT。我是認(rèn)真的。別再做了。‖

About a month later I was about to speak to our global sales team on a big stage and someone came up to me and said, ”Before you get on that stage, you really should know everyone's pretty upset about the no PowerPoint with clients thing.“ I said, ”What no PowerPoint with clients thing?“ They said, ” You made rule: no PowerPoint.“ So I got on the stage and said, ”one, I meant no PowerPoint with me.But two, more importantly, next time you hear something that's really stupid, don't adhere to it.Fight it or ignore it, even if it's coming from me or Mark.“大約一個月之后，我在一個大型場合正要和全球銷售團(tuán)隊講話，一個同事上來對我說，―在你上臺之前，你應(yīng)該知道大家對你制定的?和客戶會面不做PPT‘的規(guī)定很有意見?！艺f，―什么? 和客戶會面不做PPT‘？‖他們說：―你制定了一個規(guī)定：不做PPT?！笪疑狭伺_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(rèn)為很傻的話，不要去遵循它，而要去提意見或者無視它，哪怕你知道那話是我或者馬克說的?！?/p>

A good leader recognizes that most people won't feel comfortable challenging authority, so it falls upon authority to encourage them to question.It's easy to say that you're going to encourage feedback but it's hard to do, because unfortunately it doesn't always come in a format we want to hear it.一個好的領(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)去鼓勵大家來質(zhì)疑。當(dāng)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。

When I first started at Google, I had a team of four people and it was really important to me that I interview everyone who was on my team.It felt like being

part of my team meant I had to know you.When the team had grown to about 100 people, I realized it was taking longer to schedule my interviews.So one day at my meeting of just my direct reports, I said ”maybe I should stop interviewing“, fully expecting them to jump in and say ”no, your interviews are a critical part of the process.“ They applauded.Then they fell over themselves explaining that I was the bottleneck of all time.I was embarrassed.Then I was angry and I spent a few hours just quietly fuming.Why didn't they tell me I was a bottleneck? Why did they let me go on slowing them down? Then I realized that if they hadn't told me, it was my fault.I hadn't convinced them that I wanted that feedback and I would have to change that going forward.當(dāng)我剛開始在Google工作時，我的團(tuán)隊里面有四個人。所以對我而言，由我自己來面試團(tuán)隊的每個成員就尤其重要。要成為我的團(tuán)隊的一份子，我必須了解你。當(dāng)團(tuán)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(yīng)該停止面試。那時我完全預(yù)計他們會打斷我說，―不行，你的面試是流程中很重要的一步?！欢麄兌紝Υ朔浅Ｙ澷p。然后他們轉(zhuǎn)過來解釋說我一直都是流程中的瓶頸。我先是覺得羞愧，然后惱怒。我花了幾個小時的時間生悶氣。他們?yōu)槭裁床桓嬖V我我是瓶頸？為什么他們不阻止我拖大家的后腿？后來我明白了：如果沒人告訴我，那這就是我的錯。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。

When you're the leader, it is really hard to get good and honest feedback, no many how many times you ask for it.One trick I've discovered is that I try to speak really openly about the things I'm bad at, because that gives people permission to agree with me, which is a lot easier than pointing it out in the first place.To take one of many possible examples, when things are unresolved I can get a tad anxious.Really, when anything's unresolved, I get a lot anxious.I'm quite certain no one has accused me of being too calm.So I speak about it openly and that gives people permission to tell me when it's happening.But if I never said anything, would anyone who works at Facebook walk up to me and say, ”Hey Sheryl, calm down.You're driving us all nuts!“ I don't think so.當(dāng)你是領(lǐng)導(dǎo)，得到有用的真實的反饋是很難的，哪怕你反復(fù)要求。我發(fā)現(xiàn)的一個小技巧是嘗試主動地談?wù)撃愕哪承┤秉c。因為這樣會讓人愿意來認(rèn)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(dāng)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?wù)撨@個缺點，讓大家來認(rèn)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(rèn)為。As you graduate today, ask yourself, how will you lead.Will you use simple and clear language? Will you seek out honest feedback? When you get honesty feedback, will you react with anger or with gratitude?在你們畢業(yè)的今天，問自己你將如何去領(lǐng)導(dǎo)，你會用簡單明了的語言？你會追尋真實的反饋？當(dāng)你得到真實的反饋，你會憤怒還是感激？

As we strive to be more authentic in our communication, we should also strive

to be more [w]authentic[/w] in a broader sense.I talk a lot about bringing your whole self to work—something I believe in very deeply.當(dāng)我們努力更真誠地溝通時，我們也應(yīng)該在更多的意義上做到真實。我經(jīng)常會說帶著―完整的自己‖去上班，這是我深深相信的一點。

Motivation comes from working on things we care about.But it also comes from working with people we care about.And in order to care about someone, you have to know them.You have to know what they love and hate, what they feel, not just what they think.If you want to win hearts and minds, you have to lead with your heart as well as your mind.I don't believe we have a professional self from Mondays through Fridays and a real self for the rest of the time.That kind of division probably never worked, but in today's world, with real and authentic voice, it makes even less sense.工作的動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(lǐng)導(dǎo)。我不相信周一到周五我們是職業(yè)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(dāng)今世界里，這就更沒有意義了。

I've cried at work.I've told people I've cried at work.And it's been reported in the press that 'Sheryl Sandberg cried on Mark Zuckerberg's shoulder', which is not exactly what happened.I talk about my hopes and fears and ask people about theirs.I try to be myself – honest about my strengths and weaknesses – and I encourage others to do the same.It is all professional and it is all personal, all at the very same time.我在工作時流過淚。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(dāng)然不是如此。我會談?wù)撐业南Ｍ涂謶?，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(yōu)點和缺點。我會鼓勵別人也這么做。一切都與職業(yè)相關(guān)，也都與個人相關(guān)，兩者無時無刻不交融在一起。

As part of bringing my whole self to work, I recently started speaking up about the challenges women face in the workforce, something I only had the courage to do in the last few years.Before this, I did my career like everyone else does it.I never told anyone I was a girl.Don't tell.I left the lights on when I went home to do something for my kids.I locked my office door and pumped milk for my babies while I was on conference calls.People would ask, ”what's that sound?“ I would say, ”What sound?“ ”I hear a beep.“ ”O(jiān)h, there's a fire truck really right outside my office."作為帶著―完整的自己‖去上班的一部分努力，最近我開始公開談?wù)撆栽诠ぷ鳝h(huán)境中面臨的挑戰(zhàn)。這也是我最近幾年才有勇氣做的事情。在此之前，我和大家一樣小心翼翼地在職場上打拼。我從沒和別人強(qiáng)調(diào)―我是女兒身‖。―不說‖原則。當(dāng)我暫時回家照顧下孩子時，我會把（辦公室的）燈留著。當(dāng)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。‖

But the lack of progress we've made in the past decade has convinced me we

need to start talking about this.I graduated from HBS in 1995 and I thought it was completely clear that by the time someone from my year was invited to speak at this podium, we would have achieved equality in the workforce.But women at the top — C-level jobs — are stuck at 15-16 percent and have not moved in a decade.Not even close to 50% and worse no longer growing.We need to acknowledge openly that gender remains an issue at the highest levels of leadership.The promise of equality is not equality.We need to start talking about this.然而，由于我們在上個10年取得的進(jìn)展很小，我決定要開始公開討論這點。我是1995年從HBS畢業(yè)的，當(dāng)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(jīng)實現(xiàn)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(yuǎn)，而且更糟的是，已經(jīng)停止增長。我們需要公開承認(rèn)在執(zhí)行級別的領(lǐng)導(dǎo)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(jìn)行談?wù)摗?/p>

We need to start talking about how women underestimate their abilities compared to men and for women, but not men, success and likeability are negatively correlated.That means that as a woman is more successful in your workplaces, she will be less liked.This means that women need a different form of management and mentorship, a different form of sponsorship and encouragement and some protection, in some ways, more than men.我們要討論女性相比男性為什么會低估自己的能力。而且和男性不同，對于女性，成功和受歡迎程度是反向相關(guān)的。這意味著一個女性在事業(yè)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(dǎo)，另一種形式的支持和鼓勵，甚至一些保護(hù)，在某些方面，要比男性有更多的保護(hù)。

And there aren't enough senior women out there to do it, so it falls upon the men who are graduating today just as much or more as the women, not just to talk about gender but to help these women succeed.When they hear a woman is really great at her job but not liked, take a deep breath and ask why.而且現(xiàn)在有資歷做這些的女性還太少，所以在座的男性畢業(yè)生們要和女性畢業(yè)生們一起肩負(fù)起這個責(zé)任，甚至更多。不僅僅討論性別，而且要幫助女性取得成功。當(dāng)聽到一個工作上很優(yōu)秀的女性不為人愛戴，深呼吸一下，問問自己這是為什么。

We need to start talking openly about the flexibility all of us need to have both a job and a life.A couple of weeks ago in an interview I said that I leave the office at 5:30 p.m.to have dinner with my children.And I was shocked at the press coverage.One of my friends said she wasn't sure I couldn't get more headlines if I had murdered someone with an ax.I told her I wasn't really interested in trying that.This showed me this is an unresolved issue for all of us, men and women.Otherwise, why would everyone write so much about it.我們需要公開地探討我們都需要的靈活機(jī)制來平衡工作和生活。幾周前我接受了一個采訪，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？

And maybe, most importantly, we need to start talking about how fewer women than men, even from places like HBS, most likely even in this class, aspire to the very top jobs.We will not close the leadership gap until we close the professional ambition gap.We need more women not just to sit at the table, but as President Obama said a few weeks ago at Barnard, to take their rightful seats at the head of the table.也許，最重要的是，我們應(yīng)該開始討論為什么只有少數(shù)的女性，即便來自HBS，即便是你們這屆畢業(yè)生，渴望坐上最高的領(lǐng)導(dǎo)職位。我們無法彌補(bǔ)領(lǐng)導(dǎo)崗位上的差距，除非我們先彌補(bǔ)職業(yè)抱負(fù)上的差距。我們需要更多的女性不僅僅坐在會議桌旁，而且要像奧巴馬總統(tǒng)幾周前在Barnard學(xué)校說的那樣，去光明正大地坐到主座上去。

One of the reasons I was so excited to be here today is that Dean Nohria told me that this year is the 50th anniversary of letting women into this school.Your Dean is so passionate about getting more women into leadership positions.And he told me that he wanted me to speak this year for that reason.我今天來這里十分激動的另一個原因是院長Nohria告訴我今年是第一次有女生進(jìn)入HBS50周年。你們的院長對讓更多的女性進(jìn)入領(lǐng)導(dǎo)崗位很執(zhí)著。他告訴我這就是為什么他請我來做今年的演講者的原因。

I met a woman from that first class once.She told me that when they first came in, the first class of woman.They took a men's room and converted it to a woman's room, made sense.But they left the urinals in.She thought the message was super clear – 'we are not sure this whole girl thing is going to work out and if the case doesn't, we don't want to have to reinstall the urinals.' The urinals are long gone.Let's make sure that no one ever misses them.有一次我遇到了那屆的一位女生。她告訴我當(dāng)?shù)谝粚门雽W(xué)時，學(xué)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(rèn)為這里的信息很明確我們不確定這個女生來上學(xué)的事是不是靠譜，萬一后來黃了，我們也不必重新安裝小便池?，F(xiàn)在這些小便池當(dāng)然早就不在了。讓我們確保沒人會想念它們。

As you and your classmates spread out across the globe and walk across this stage tomorrow, I wish for you four things:當(dāng)你和你的同學(xué)們即將走向世界各地，當(dāng)你們明天走出校園，我對你們有四個期望：

First, keep in touch via Facebook.This is critical to your future success!And we're public now, so can you click on an ad or two while you are there.第一，通過Facebook保持聯(lián)系。這對于你們未來的成功而言很關(guān)鍵！另外，我們現(xiàn)在是上市公司了，所以當(dāng)你上Facebook的時候請點擊一兩個廣告吧！

Two, that you make the effort to speak as well as seek the truth.第二，努力說真話，求真知。

Three, that you remain true to and open about your authentic self.第三，保持你的―真我‖，用你的―真我‖待人。

And four, most deeply, that your generation accomplishes what mine has failed

to do.Give us a world where half our homes are run by men and half our institutions are run by women.I'm pretty sure that would be a better world.第四，最由衷的一點，讓你們這代來實現(xiàn)我們這代沒有做到的。讓我們創(chuàng)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。

I join everyone here in offering my most sincere congratulations to the Class of 2012.With your authentic self, give yourselves a huge round of applause.讓我們一起向2012年的畢業(yè)生們獻(xiàn)上最真摯的祝賀。和你們的―真我‖一起，給你們自己一輪熱烈的掌聲吧！

第四篇：桑德伯格在UC伯克利畢業(yè)演講[范文]

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

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

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

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

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

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

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

第五篇：謝麗爾.桑德伯格(facebook首席運(yùn)營官)清華畢業(yè)演講匯總

桑德伯格清華畢業(yè)演講：命運(yùn)偏愛勇者

主講人：謝麗爾·桑德伯格（Facebook公司首席運(yùn)營官）

時間：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(jīng)歷介紹了過去25年中互聯(lián)網(wǎng)帶給整個世界的巨大變化。桑德伯格鼓勵畢業(yè)生說，“從現(xiàn)在起的未來25年，你們將幫助塑造屬于你們這一代人的世界”，“作為清華的畢業(yè)生，你們不僅將成為中國的領(lǐng)袖，還將成為全球的領(lǐng)袖?！?/p>

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(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，我不會講中文。為此我感到抱歉。但是，他請我用中文轉(zhuǎn)達(dá)他對大家的問候——祝賀。今天能在這里祝賀優(yōu)秀的同學(xué)們畢業(yè)，我感到非常興奮。

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)錢穎一院長邀請我今天來做演講時，我想，來給遠(yuǎn)比我年輕比我酷的人演講？這事兒我能做。我在Facebook每天都要做這樣的事情。因為扎克伯格比我小15歲，并且我們的大多數(shù)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(xué)時沒有手機(jī)用是怎樣的日子？”甚至更糟糕的問題是，“謝麗爾，你能過來一下嗎？我們想知道歲數(shù)大的人對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(xué)本科畢業(yè)，獲得經(jīng)濟(jì)學(xué)學(xué)士學(xué)位；1995年從哈佛商學(xué)院畢業(yè)，獲得MBA學(xué)位——所以可以說，我上了美國的清華大學(xué)。其實這并不是那么久遠(yuǎn)的事情。但是我能告訴你的是，這個世界在這短短的25年當(dāng)中發(fā)生了翻天覆地的變化。在哈佛商學(xué)院時，我所在的班級曾嘗試進(jìn)行學(xué)院的第一次在線課程。我們當(dāng)時必須給每人發(fā)一張寫有我們網(wǎng)名的列表，因為那時在網(wǎng)上使用真名是件讓人難以想象的事。但是最后還是沒有搞成，因為電腦系統(tǒng)不斷崩潰——當(dāng)時根本無法實現(xiàn)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(tǒng)崩潰之間的幾個短暫瞬間里，我們窺見了未來——一個技術(shù)可以實現(xiàn)我們和同事、家人、朋友連接在一起的未來?，F(xiàn)在的世界已經(jīng)是我坐在你們這個位置時難以想象的世界了。而從現(xiàn)在起的未來25年，你們將幫助塑造屬于你們這一代人的世界。

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

But the fact is countries don't lead.People lead.但事實是，國家不能領(lǐng)導(dǎo)，要靠人來領(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，你們就開啟了成為領(lǐng)導(dǎo)者的征程。你會成為什么樣的領(lǐng)導(dǎo)者？你會對他人產(chǎn)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(yuǎn)大目標(biāo)的海報——挑戰(zhàn)自我每一天都要做得更多。這些海報中蘊(yùn)含了一些重要的有關(guān)領(lǐng)導(dǎo)力的經(jīng)驗——今天，我想分享其中我認(rèn)為會對你們有意義的四點。First, fortune favors the bold.第一、命運(yùn)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(xiàn)個人之間的互聯(lián)，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(xué)本科輟學(xué)去追求自己的理想，并且這些年來他一直為此奮斗不止。扎克伯格靠的不是運(yùn)氣，而是勇氣。

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。我花了長得多的時間才發(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，我無論如何也想不到自己會到Facebook工作，因為那時互聯(lián)網(wǎng)還不存在——并且扎克伯格當(dāng)時只有11歲。我當(dāng)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(jī)構(gòu)或組織可以讓世界變得更美好，而公司是以盈利為導(dǎo)向的。但是，當(dāng)我在美國財政部工作的時候，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(dāng)我結(jié)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(zhì)疑的決定，因為那時科技泡沫剛剛破滅。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(dāng)中，有一個公司的首席執(zhí)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?！?/p>

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(fā)現(xiàn)自己的心另有所屬，那么就請你去獨(dú)辟蹊徑，以到達(dá)理想的彼岸。如果一次沒有成功，請繼續(xù)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(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，我就讓他做出承諾，每星期都要給我工作反饋，這樣任何困擾他的事情都可以盡快討論。他不僅爽快地答應(yīng)了，并且立即說他也希望我也對他做反饋。在最初的幾年當(dāng)中，我們都堅持這樣的慣例，每周五下午見面談?wù)撐覀兯P(guān)心的事情，事無巨細(xì)。幾年下來，分享真實的意見已經(jīng)成為我們關(guān)系當(dāng)中很自然的一部分，我們現(xiàn)在隨時會這么做，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(guān)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(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.我最喜歡的一個例子是來自華爾街的。1990年，鮑勃·魯賓成為高盛公司的首席執(zhí)行官。上任滿第一周，在查看公司賬目時，他發(fā)現(xiàn)有一大筆在黃金上的投資。他問為什么會投資黃金？結(jié)果答案是，“因為您，先生?！薄拔遥俊彼曰罅?。顯然是因為在頭一天他在交易所視察時曾經(jīng)說過一句“黃金看起來有點意思”，結(jié)果這句話就被傳成了“魯賓喜歡黃金”，然后就有人花了幾百萬美元來討老板的歡心。

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(zhàn)，當(dāng)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(zé)之一是建立公司的商業(yè)運(yùn)作——但與此同時還不能破壞成就Facebook的那種工程技術(shù)驅(qū)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(jié)果所有人都無視我的要求，仍然在做電子演示文稿。大概過了兩年吧，我就說，“好了，我通常不喜歡立規(guī)矩，但我現(xiàn)在必須定個規(guī)矩，和我開會時誰也不能再做電子演示文稿了?！?/p>

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(dāng)我正要對我們的全球銷售團(tuán)隊講話時，一個同事對我說，“在你上臺之前，有件事你應(yīng)該知道，大家對你規(guī)定的‘和客戶會面不做電子演示文稿’的規(guī)定很有意見。”我感到很震驚，我從來沒有禁止過給客戶做電子演示文稿！我只是不希望他們在和我開會的時候用電子演示文稿。和客戶展示產(chǎn)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(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)主動要求反饋。我從電子演示文稿事件中吸取了教訓(xùn)。我現(xiàn)在經(jīng)常問我的同事“有哪些地方我還能做得更好？”我總是對那些敢于對我說實話的人心懷感激，并且當(dāng)眾表揚(yáng)他們。我深信只有你和你的同事并肩做戰(zhàn)，只有當(dāng)你不僅指揮而且也聆聽時，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)肼殘鰰r，我觀察那些身處領(lǐng)導(dǎo)崗位的人時會想，“他們太幸運(yùn)了，他們有那么大的掌控力?！彼阅銈兛梢韵胂蟮牡?，當(dāng)我在商學(xué)院選修領(lǐng)導(dǎo)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(rèn)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(tuán)隊，而不是反過來。如果他們達(dá)不到銷售目標(biāo)，是我的責(zé)任。作為領(lǐng)導(dǎo)者，我所要實現(xiàn)的不僅是竭盡個人之所能，而是要讓我的團(tuán)隊中的所有人發(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.不同國家的企業(yè)運(yùn)作都有其特定的文化特點。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)總是好過指示。是的，在多數(shù)組織里，員工總是按照老板的指示來做事。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(wù)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(wèi)·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(wèi)是一個真正能激發(fā)人的領(lǐng)導(dǎo)者。他為人和善、待人慷慨，思維深刻。他提升了他周圍每一個人的業(yè)績水平。他是SurveyMonkey公司的首席執(zhí)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(fēng)險投資人比爾·格雷，寫過一篇短文號召人們“向大衛(wèi)那樣”。比爾寫到，“大衛(wèi)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(wèi)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(lǐng)導(dǎo)者‘以身作則’理念的經(jīng)典標(biāo)桿?！?/p>

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)說過，“領(lǐng)導(dǎo)力表現(xiàn)在，因為你的存在能使他人變得更好，而且當(dāng)你不在的時候你的影響力還能一直持續(xù)?！本拖翊笮l(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(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)世界各國都在聚焦討論女性的地位和發(fā)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(lǐng)》，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(lǐng)，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(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)識到女性的重要性及力量，當(dāng)我們審視各國的領(lǐng)導(dǎo)層時，仍然絕大多數(shù)由男性主導(dǎo)。在幾乎所有國家——包括美國和中國，只有不到6%的頂尖企業(yè)是由女性來領(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，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(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(jìn)，傳統(tǒng)的預(yù)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(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)一個小女孩出頭來領(lǐng)導(dǎo)時，英語中我們稱她“專橫”，中文則稱之為“強(qiáng)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(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、非正式的對職業(yè)發(fā)展至關(guān)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(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)起職場的一半責(zé)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(xiàn)真正的平等。我們能夠支持職場中的女性領(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；更加平等的婚姻會獲得更多幸福；更積極主動的父親能夠培養(yǎng)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(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——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(jīng)濟(jì)增長的主要動力之一。那些充分發(fā)揮所有人才能的公司要遠(yuǎn)遠(yuǎn)比沒有認(rèn)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(chuàng)始人馬云曾經(jīng)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?！痹诎⒗锇桶凸?，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)每一個人。如果你想成為一個偉大的領(lǐng)導(dǎo)者，無論在公司里還是團(tuán)隊中，在培養(yǎng)男性員工的同時也要注意培養(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(xiàn)自己的目標(biāo)。LeanIn.Org通過組織Lean In Circles互組小組來達(dá)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(xué)習(xí)。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(yè)女性聚集在一起，支持彼此的職業(yè)理想并挑戰(zhàn)“剩女”這個稱謂。在過去的兩年間，她們已經(jīng)在全中國建立了互助網(wǎng)絡(luò)，從職業(yè)白領(lǐng)到大學(xué)生——女性和男性一起來支持平等權(quán)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(xué)業(yè)及職業(yè)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(lǐng)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?！?/p>

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(jīng)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(yīng)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(dǎo)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(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: 我堅信你們將是未來的領(lǐng)導(dǎo)者，不僅是中國的領(lǐng)導(dǎo)者，也是世界的領(lǐng)導(dǎo)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(yùn)。命運(yùn)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(lǐng)。

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！