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(lái)到這里為尊敬的哈佛商學(xué)院（HBS）的教授們，自豪的畢業(yè)生家長(zhǎng)們和耐心的來(lái)賓們，尤其是為今年的畢業(yè)生們演講。

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. 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(guò)我知道現(xiàn)在并不合適了（由于一名畢業(yè)生在歐洲突然死亡）讓我們一起為Nate同學(xué)表示哀悼，當(dāng)然任何言語(yǔ)在這樣的悲劇前都蒼白無(wú)力。

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

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(zhǎng)Nohria邀請(qǐng)我今天來(lái)做演講時(shí)，我想來(lái)給一群遠(yuǎn)比我年輕有活力的人們演講？我沒(méi)問(wèn)題。這正是我每天在Facebook做的事情。我喜歡和年輕人在一起，除了當(dāng)他們問(wèn)我，“沒(méi)有互聯(lián)網(wǎng)的大學(xué)是怎樣的？” 或者更夸張“謝麗爾，你能過(guò)來(lái)下么？我們想知道‘老人’會(huì)對(duì)這個(gè)新功能怎么看” 這類問(wèn)題。我不是在開(kāi)玩笑。

It's a special privilege 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(lái)到這里，我覺(jué)得很榮幸。17年前當(dāng)我是哈佛的學(xué)生時(shí)，我上了Kash Rangan教授的“社交化營(yíng)銷”。一個(gè)Kash用來(lái)解釋“社交化營(yíng)銷”概念的例子就是美國(guó)在器官捐贈(zèng)方面的不足，每天因此有18人死亡。本月早些時(shí)候，F(xiàn)acebook推出了一款支持器官捐贈(zèng)的工具，這是對(duì)Kash工作的直接應(yīng)用。Kash，無(wú)論你今天坐在哪里，我們都十分感激你的貢獻(xiàn)。

It wasn't really that long ago when I was sitting where you are, but the world has changed an awful lot. My section, section B, tried to have HBS's first online class. We had to use an AOL chat room and dial up service. (Your parents can explain to you later what dial-up service is.) We had to pass out a list of screen names because it was unthinkable to put your real name on the internet. And it never worked. It kept crashing and kicking all of us off. Because the world just wasn't set up for 90 people to communicate at once online. For a few brief moments, we glimpsed the future – a future where technology would power who we are and connect us to our real colleagues, our real family, our real friends.
所以也就在“不久”之前，我坐在你們現(xiàn)在的位置上。但是這個(gè)世界已經(jīng)變化了很多。我所在的小組Section B曾嘗試進(jìn)行HBS的第一次在線課程。我們用的是AOL的聊天室和電話撥號(hào)上網(wǎng)服務(wù)。（你們的父母可以向你們解釋什么是撥號(hào)上網(wǎng)。）我們得給每人發(fā)一張寫有我們網(wǎng)名的列表，因?yàn)槟菚r(shí)在網(wǎng)上用真名是件讓人難以想象的事。不過(guò)這完全不行。網(wǎng)一直斷，我們會(huì)被踢出聊天室。因?yàn)楫?dāng)時(shí)的世界還無(wú)法讓90人同時(shí)在線交流。不過(guò)有幾個(gè)瞬間，我們仿佛看到了未來(lái)。一個(gè)由于科技進(jìn)步讓我們和真實(shí)生活中的同事、家人和朋友更好地聯(lián)系在一起的未來(lái)。

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(guò)去如果想在一天內(nèi)聯(lián)系到比你能見(jiàn)著面更多的人，你要么有錢，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?，F(xiàn)在普通人也可以獲得話語(yǔ)權(quán)。不僅是那些能到HBS讀書的幸運(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(yǔ)權(quán)正從機(jī)構(gòu)轉(zhuǎn)向個(gè)人，從曾經(jīng)有權(quán)有勢(shì)的人轉(zhuǎn)向普通人。而且這一切的變化速度遠(yuǎn)遠(yuǎn)超出了當(dāng)時(shí)就坐在你們今天位置上的我的想像。那時(shí)候，馬克·扎克伯格才十一歲。

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 women CEO looked at me and said, "we would never even think about hiring someone like you."
當(dāng)世界變得更緊密界限更模糊時(shí)，傳統(tǒng)的職業(yè)生涯也在發(fā)生變化。2001年在為政府工作了幾年之后，(謝麗爾·桑德伯格當(dāng)初為L(zhǎng)arry Summers工作）我搬到硅谷找下一份工作。當(dāng)時(shí)并不是個(gè)好時(shí)機(jī)。泡沫破滅了。小公司都在倒閉，大公司都在裁員。一個(gè)女性CEO看著我說(shuō)，“我們根本不會(huì)考慮招你這樣的人?！?/div>

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(guò)了一段時(shí)間，我有了幾個(gè)offers。需要做決定了，那么我是怎么做的呢？由于我受過(guò)MBA的訓(xùn)練，所以我做了一個(gè)Excel表。我把工作都列了出來(lái)并且一行行把我的評(píng)判標(biāo)準(zhǔn)也列了出來(lái)。比較公司的遠(yuǎn)景，工作的職責(zé)等。表格中有一個(gè)工作是去做Google的第一個(gè)業(yè)務(wù)部總經(jīng)理。這現(xiàn)在聽(tīng)起來(lái)很不錯(cuò)，但是當(dāng)時(shí)沒(méi)人相信直接面對(duì)消費(fèi)者的互聯(lián)網(wǎng)公司可以賺錢。我都不敢確定那兒是不是真有這樣的職位；Google就沒(méi)有業(yè)務(wù)部，那要我去總管什么呢？何況那職位比我在其他公司得到的offers都要低好幾級(jí)。

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(lái)我和當(dāng)時(shí)剛剛上任的CEO艾里克·施密特見(jiàn)了面，我給他看了我的列表。我說(shuō)，“這份工作完全不合我的選擇標(biāo)準(zhǔn)。”他用手按住我的表格。看著我說(shuō)：“不要犯傻。

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."
極佳的職業(yè)忠告。然后他說(shuō)，重要的是坐上火箭。當(dāng)公司在飛速發(fā)展而產(chǎn)生很大影響力時(shí)，事業(yè)自然也會(huì)突飛猛進(jìn)。當(dāng)公司發(fā)展較慢時(shí)，或者公司前景一般時(shí)，停滯和辦公室政治就會(huì)出現(xiàn)。如果你得到了坐上火箭的機(jī)會(huì)，別管是什么位置，上去就行。”

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(kāi)Google的時(shí)候，我記住了這句忠告。當(dāng)時(shí)好幾家公司請(qǐng)我去做CEO，但是我去了Facebook做COO（首席運(yùn)營(yíng)官）。那時(shí)有人問(wèn)你為什么要去給一個(gè)23歲的年輕人打工？

The traditional metaphor for careers is a ladder, but I no longer think that metaphor holds. It just doesn't make sense in a less hierarchical world. When I was first at Facebook, a woman named Lori Goler, a 1997 graduate of HBS, was working in marketing at eBay and I knew her kind of socially. She called me and said, "I want to think about you know talk with you about coming to work with you at Facebook. So I thought about calling you and telling you all the things I'm good at and all the things I like to do. But I figured that everyone is doing that. So instead I want to know what's your biggest problem and how can I solve it?"
職業(yè)發(fā)展通常會(huì)被比作“爬階梯”。但我認(rèn)為這個(gè)比喻不再恰當(dāng)了。在越來(lái)越扁平的世界里，這種說(shuō)法是沒(méi)有意義的。我剛到Facebook的時(shí)候，97屆HBS的校友Lori Goler還在eBay做市場(chǎng)營(yíng)銷，我知道她善于交際。她打電話給我說(shuō)，“我想和你談?wù)劦紽acebook和你一起工作的事，我想到給你打電話，和你說(shuō)我有哪些特長(zhǎng)以及我想做的事情。但我知道所有人都會(huì)這樣說(shuō)。所以我就想知道什么是你現(xiàn)在最棘手的問(wèn)題，我又該如何幫你解決這個(gè)問(wèn)題？”

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

Lori has a great metaphor for careers. She says they're not a ladder, they're a jungle gym.
Lori對(duì)職業(yè)有個(gè)很好的比喻。她說(shuō)職業(yè)不是階梯，而是游樂(lè)場(chǎng)里兒童玩的立方格攀登架。

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(kāi)始HBS之后的職業(yè)生涯時(shí)，你們要去尋找機(jī)會(huì)，追隨成長(zhǎng)，力求影響力，發(fā)現(xiàn)遠(yuǎn)景，可以平調(diào)，降級(jí)，升職，甚至換新的領(lǐng)域。培養(yǎng)你的技能，而不是填充你的簡(jiǎn)歷。根據(jù)你能做的事來(lái)評(píng)判工作，而不是你可以得到的職位。做真正的工作。接受一個(gè)銷售目標(biāo)，一個(gè)生產(chǎn)線上的工作，一個(gè)涉及運(yùn)營(yíng)方面的工作，別作太多計(jì)劃，也別要求要“青云直上”。如果我在坐在你們的位置上時(shí)就計(jì)劃好我的職業(yè)，我會(huì)錯(cuò)過(guò)我現(xiàn)在的職業(yè)。

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

As traditional structures are breaking down, leadership has to evolve as well-from hierarchy to shared responsibility, from command and control to listening and guiding. You've been trained by this great institution not just to be part of these trends, but to lead.
在這個(gè)傳統(tǒng)結(jié)構(gòu)正被打破的時(shí)代，領(lǐng)導(dǎo)班子也需要演變。從設(shè)立階層到責(zé)任共享，從命令與控制到聆聽(tīng)和引導(dǎo)。你在HBS這個(gè)偉大的學(xué)院學(xué)習(xí)不僅是為了能夠跟上浪潮，更重要的是能去引領(lǐng)潮流。

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

If you watch young children, you'll immediately notice how honest they are. My friend Betsy from my section a few years after business school was pregnant with her second child. And her first child, Sam, was about five and he looked around and said, "Mommy, where is the baby?" She said, "The baby is in my tummy." He said, "Really? Aren't the baby's arms in your arms?" She said, "No, the baby's in my tummy." "Are the baby's legs in your legs?" "No, the whole baby is in my tummy." Then he said, 'Then Mommy, what is growing in your butt?"
如果你留意小孩，你會(huì)立刻發(fā)現(xiàn)他們是多么的誠(chéng)實(shí)。我的一個(gè)HBS小組里的朋友Betsy在畢業(yè)后幾年懷上了第二個(gè)孩子。她的第一個(gè)小孩，Sam，那時(shí)大概五歲。Sam環(huán)視了下她問(wèn)，“媽媽，小寶寶在哪里?。俊彼f(shuō)，“小寶寶在我肚子里?！彼f(shuō)，“真的么？難道小寶寶的手不在你的手里？”她說(shuō)，“不，小寶寶在我肚子里。”“真的？小寶寶的腿不在你腿里？”“不，整個(gè)寶寶都在我肚子里啊?！比缓笏f(shuō)，“那么媽媽，為什么你的屁股越來(lái)越大？”

As adults, we are never this honest. And that's not a bad thing. I have borne two children and the last thing I needed were those comments which obviously could be made. But it's not always a good thing either. Because all of us, and especially leaders, need to speak and hear the truth.
作為成年人，我們從不如此直接。這未必是件壞事。我也是兩個(gè)孩子的媽媽，我最不想聽(tīng)到的恐怕就是這些評(píng)論，當(dāng)然這些評(píng)論用在我身上也確實(shí)沒(méi)錯(cuò)。但是那也不總是件好事。因?yàn)槲覀兯腥?，尤其是領(lǐng)導(dǎo)者，需要說(shuō)真話，聽(tīng)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(shuō)真話尤其得難，因?yàn)闊o(wú)論我們多希望將組織架構(gòu)扁平化，所有的組織都會(huì)有某種層級(jí)。這就意味著一個(gè)員工的表現(xiàn)會(huì)由別人對(duì)其印象來(lái)評(píng)估。

This is not a setup for honesty. Think about how people speak in a typical workforce. Rather than say, "I disagree with our expansion strategy" or better yet, "this seems truly stupid." They say, "I think there are many good reasons why we're entering this new line of business, and I'm certain the management team has done a thorough ROI analysis, but I'm not sure we have fully considered the downstream effects of taking this step forward at this time." As we would say at Facebook, three letters: WTF.
這是不鼓勵(lì)真誠(chéng)的設(shè)計(jì)。想象一下人們?cè)诘湫偷墓ぷ鳝h(huán)境中是如何溝通的。人們不說(shuō)“我不同意我們的擴(kuò)張策略”或者，更好，“這看起來(lái)真傻?！比藗儠?huì)說(shuō)，“我知道進(jìn)入這個(gè)新領(lǐng)域有眾多好處，而且我相信管理團(tuán)隊(duì)一定做過(guò)細(xì)致的投資回報(bào)分析，不過(guò)，我不確定我們是否完整地考慮了在這個(gè)時(shí)刻采取這個(gè)方案會(huì)產(chǎn)生的所有后果。對(duì)此就該用我們?cè)贔acebook或者互聯(lián)網(wǎng)上常說(shuō)的三個(gè)字：WTF。

Truth is better served by using simple language. Last year, Mark decided to learn Chinese and as part of studying, he would spend an hour or so each week with some of our employees who were native Chinese speakers. One day, one of them was trying to tell him something about her manager. She said this long sentence and he said, "simpler please." And then she said it again and he said, "no, I still don't understand, simpler please"…and so on and so on. Finally, in sheer exasperation, she burst out, "my manager is bad." Simple and clear and super important for him to know.
事實(shí)最好用簡(jiǎn)短的語(yǔ)言來(lái)表達(dá)。去年，馬克·扎克伯格決定開(kāi)始學(xué)中文。作為學(xué)習(xí)的一部分，他每周會(huì)花大約一個(gè)小時(shí)的時(shí)間和一些來(lái)自中國(guó)的員工交談。有一天，有一個(gè)員工談到了她的老板。她說(shuō)了一通之后，馬克說(shuō)，“請(qǐng)說(shuō)簡(jiǎn)單點(diǎn)?！彼僬f(shuō)了一遍之后，他說(shuō)，“不行，我還是沒(méi)明白，請(qǐng)?jiān)俸?jiǎn)單點(diǎn)?！本瓦@樣來(lái)回了幾次。終于，她憤怒地說(shuō)道，“我老板壞！”簡(jiǎn)單明了，而且非常重要，需要讓馬克知道。

People rarely speak this clearly in the workforce or in life. And as you get more senior, not only will people speak less clearly to you but they will overreact to the small things you say. When I joined Facebook, one of the things I had to do was build the business side of the company and put some systems into place. But I wanted to do it without destroying the culture that made Facebook great. So one of the things I tried to do was encourage people not to do formal PowerPoint presentations for meetings with me. I would say things like, "Don't do PowerPoint presentations for meetings with me. Why don't you come in with a list of what you want to discuss." But everyone ignored me and they kept doing their presentations meeting after meeting, month after month. So about two years in, I said, "OK, I hate rules but I have a rule: no more PowerPoint in my meetings. And I mean it, no more."
在工作或者生活中，人們很少會(huì)把話說(shuō)那么明了。尤其是當(dāng)你的級(jí)別上升后，人們不僅不會(huì)和你把話說(shuō)清楚，還會(huì)對(duì)你所說(shuō)的小事反應(yīng)過(guò)激。當(dāng)我加入Facebook的時(shí)候，我的職責(zé)之一就是把公司商業(yè)那塊給建立起來(lái)，將其系統(tǒng)化。但是我不想破壞Facebook原有的文化。我嘗試的一件事就是鼓勵(lì)人們和我開(kāi)會(huì)時(shí)不要做正式的PPT。我會(huì)說(shuō)，“和我開(kāi)會(huì)不用做PPT?！卑涯阆胗懻摰氖铝谐鰜?lái)就行。但是所有人都無(wú)視我的要求，仍然在做PPT，就這樣一個(gè)又一個(gè)會(huì)議，一個(gè)月又一個(gè)月，沒(méi)有改變。大概兩年后，我說(shuō)，“OK，我不喜歡條條框框，但我要定個(gè)規(guī)矩，和我開(kāi)會(huì)不用做PPT。我是認(rèn)真的。別再做了?！?/div>

About a month later I was about to speak to our global sales team on a big stage and someone came up to me and said, "Before you get on that stage, you really should know everyone's pretty upset about the no PowerPoint with clients thing." I said, "What no PowerPoint with clients thing?" They said, " You made rule: no PowerPoint." So I got on the stage and said, "one, I meant no PowerPoint with me. But two, more importantly, next time you hear something that's really stupid, don't adhere to it. Fight it or ignore it, even if it's coming from me or Mark."
大約一個(gè)月之后，我在一個(gè)大型場(chǎng)合正要和全球銷售團(tuán)隊(duì)講話，一個(gè)同事上來(lái)對(duì)我說(shuō)，“在你上臺(tái)之前，你應(yīng)該知道大家對(duì)你制定的‘和客戶會(huì)面不做PPT’的規(guī)定很有意見(jiàn)?！蔽艺f(shuō)，“什么‘ 和客戶會(huì)面不做PPT’？”他們說(shuō)：“你制定了一個(gè)規(guī)定：不做PPT?！敝笪疑狭伺_(tái)就說(shuō)，“首先，我說(shuō)的是和我開(kāi)會(huì)不用PPT。其次，更重要的是，下次你們聽(tīng)到一些你們認(rèn)為很傻的話，不要去遵循它，而要去提意見(jiàn)或者無(wú)視它，哪怕你知道那話是我或者馬克說(shuō)的?！?/div>

A good leader recognizes that most people won't feel comfortable challenging authority, so it falls upon authority to encourage them to question. It's easy to say that you're going to encourage feedback but it's hard to do, because unfortunately it doesn't always come in a format we want to hear it.
一個(gè)好的領(lǐng)導(dǎo)者知道大部分人不愿意去挑戰(zhàn)權(quán)威，所以領(lǐng)導(dǎo)者有義務(wù)去鼓勵(lì)大家來(lái)質(zhì)疑。當(dāng)然說(shuō)鼓勵(lì)反饋容易，做起來(lái)難。因?yàn)槁?tīng)到的反饋往往不是我們想要的那種。

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(kāi)始在Google工作時(shí)，我的團(tuán)隊(duì)里面有四個(gè)人。所以對(duì)我而言，由我自己來(lái)面試團(tuán)隊(duì)的每個(gè)成員就尤其重要。要成為我的團(tuán)隊(duì)的一份子，我必須了解你。當(dāng)團(tuán)隊(duì)增長(zhǎng)到大約有100人的時(shí)候，我意識(shí)到在面試上花的時(shí)間越來(lái)越多。所以有一天在我的報(bào)告會(huì)上，我說(shuō)也許我應(yīng)該停止面試。那時(shí)我完全預(yù)計(jì)他們會(huì)打斷我說(shuō)，“不行，你的面試是流程中很重要的一步?！比欢麄兌紝?duì)此非常贊賞。然后他們轉(zhuǎn)過(guò)來(lái)解釋說(shuō)我一直都是流程中的瓶頸。我先是覺(jué)得羞愧，然后惱怒。我花了幾個(gè)小時(shí)的時(shí)間生悶氣。他們?yōu)槭裁床桓嬖V我我是瓶頸？為什么他們不阻止我拖大家的后腿？后來(lái)我明白了：如果沒(méi)人告訴我，那這就是我的錯(cuò)。我還不夠開(kāi)懷并主動(dòng)告訴大家我希望得到反饋。我決定從此改變這點(diǎn)。

When you're the leader, it is really hard to get good and honest feedback, no many how many times you ask for it. One trick I've discovered is that I try to speak really openly about the things I'm bad at, because that gives people permission to agree with me, which is a lot easier than pointing it out in the first place. To take one of many possible examples, when things are unresolved I can get a tad anxious. Really, when anything's unresolved, I get a lot anxious. I'm quite certain no one has accused me of being too calm. So I speak about it openly and that gives people permission to tell me when it's happening. But if I never said anything, would anyone who works at Facebook walk up to me and say, "Hey Sheryl, calm down. You're driving us all nuts!" I don't think so.
當(dāng)你是領(lǐng)導(dǎo)，得到有用的真實(shí)的反饋是很難的，哪怕你反復(fù)要求。我發(fā)現(xiàn)的一個(gè)小技巧是嘗試主動(dòng)地談?wù)撃愕哪承┤秉c(diǎn)。因?yàn)檫@樣會(huì)讓人愿意來(lái)認(rèn)同我，這比直接指出我的缺點(diǎn)要容易許多。從眾多可能中舉個(gè)例子來(lái)說(shuō)，當(dāng)事情沒(méi)有搞定時(shí)，我會(huì)有點(diǎn)焦躁。真的，只要有事情沒(méi)有搞定，我會(huì)變得非常焦躁。我敢肯定沒(méi)人會(huì)說(shuō)我過(guò)于冷靜。后來(lái)我就主動(dòng)地談?wù)撨@個(gè)缺點(diǎn)，讓大家來(lái)認(rèn)同我，因而可以在我焦躁時(shí)告誡我但是如果我對(duì)此一句不提，會(huì)有Facebook的員工，走上來(lái)對(duì)我說(shuō)，“嘿，謝麗爾，冷靜點(diǎn)。你快把我們搞瘋了！”我可不這樣認(rèn)為。

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(wèn)自己你將如何去領(lǐng)導(dǎo)，你會(huì)用簡(jiǎn)單明了的語(yǔ)言？你會(huì)追尋真實(shí)的反饋？當(dāng)你得到真實(shí)的反饋，你會(huì)憤怒還是感激？

As we strive to be more authentic in our communication, we should also strive to be more authentic in a broader sense. I talk a lot about bringing your whole self to work—something I believe in very deeply.
當(dāng)我們努力更真誠(chéng)地溝通時(shí)，我們也應(yīng)該在更多的意義上做到真實(shí)。我經(jīng)常會(huì)說(shuō)帶著“完整的自己”去上班，這是我深深相信的一點(diǎn)。

Motivation comes from working on things we care about. But it also comes from working with people we care about. And in order to care about someone, you have to know them. You have to know what they love and hate, what they feel, not just what they think. If you want to win hearts and minds, you have to lead with your heart as well as your mind. I don't believe we have a professional self from Mondays through Fridays and a real self for the rest of the time. That kind of division probably never worked, but in today's world, with real and authentic voice, it makes even less sense.
工作的動(dòng)力來(lái)自于做我們?cè)诤醯氖虑椋瞾?lái)自于和我們?cè)诤醯娜艘黄鸸ぷ?。要做到在乎某人，你必須了解他們，你必須知道他們喜歡什么討厭什么，他們會(huì)有什么樣的感受，而不只是他們會(huì)想什么。如果你想得到人心，你必須用心去領(lǐng)導(dǎo)。我不相信周一到周五我們是職業(yè)的自己，其它時(shí)間才是真正的自己。類似這樣的分離從來(lái)就不太可行，在越來(lái)越提倡真實(shí)的當(dāng)今世界里，這就更沒(méi)有意義了。

I've cried at work. I've told people I've cried at work. And it's been reported in the press that 'Sheryl Sandberg cried on Mark Zuckerberg's shoulder', which is not exactly what happened. I talk about my hopes and fears and ask people about theirs. I try to be myself – honest about my strengths and weaknesses – and I encourage others to do the same. It is all professional and it is all personal, all at the very same time.
我在工作時(shí)流過(guò)淚。我告訴過(guò)別人我在工作時(shí)流過(guò)淚。后來(lái)這被媒體報(bào)道成“謝麗爾·桑德伯格在馬克·扎克伯格的肩膀上哭泣”，事實(shí)當(dāng)然不是如此。我會(huì)談?wù)撐业南Ｍ涂謶?，也?huì)詢問(wèn)別人的希望和恐懼。我努力做真實(shí)的自己，直面我的優(yōu)點(diǎn)和缺點(diǎn)。我會(huì)鼓勵(lì)別人也這么做。一切都與職業(yè)相關(guān)，也都與個(gè)人相關(guān)，兩者無(wú)時(shí)無(wú)刻不交融在一起。

As part of bringing my whole self to work, I recently started speaking up about the challenges women face in the workforce, something I only had the courage to do in the last few years. Before this, I did my career like everyone else does it. I never told anyone I was a girl. Don't tell. I left the lights on when I went home to do something for my kids. I locked my office door and pumped milk for my babies while I was on conference calls. People would ask, "what's that sound?" I would say, "What sound?" "I hear a beep." "Oh, there's a fire truck really right outside my office."
作為帶著“完整的自己”去上班的一部分努力，最近我開(kāi)始公開(kāi)談?wù)撆栽诠ぷ鳝h(huán)境中面臨的挑戰(zhàn)。這也是我最近幾年才有勇氣做的事情。在此之前，我和大家一樣小心翼翼地在職場(chǎng)上打拼。我從沒(méi)和別人強(qiáng)調(diào)“我是女兒身”。“不說(shuō)”原則。當(dāng)我暫時(shí)回家照顧下孩子時(shí)，我會(huì)把（辦公室的）燈留著。當(dāng)我鎖上門在辦公室邊參加電話會(huì)議，邊為我的寶寶們擠奶時(shí)，有人會(huì)問(wèn)，“那是什么聲音？”我會(huì)說(shuō)，“什么聲音？”“我聽(tīng)到嗶的一聲”“噢，我窗外正好有一輛消防車?！?/div>

But the lack of progress we've made in the past decade has convinced me we need to start talking about this. I graduated from HBS in 1995 and I thought it was completely clear that by the time someone from my year was invited to speak at this podium, we would have achieved equality in the workforce. But women at the top — C-level jobs — are stuck at 15-16 percent and have not moved in a decade. Not even close to 50% and worse no longer growing. We need to acknowledge openly that gender remains an issue at the highest levels of leadership. The promise of equality is not equality. We need to start talking about this.
然而，由于我們?cè)谏蟼€(gè)10年取得的進(jìn)展很小，我決定要開(kāi)始公開(kāi)討論這點(diǎn)。我是1995年從HBS畢業(yè)的，當(dāng)時(shí)我想等到我們這屆有人被邀請(qǐng)到這個(gè)講臺(tái)演講的時(shí)候，我們一定已經(jīng)實(shí)現(xiàn)了工作上的男女平等。但是在C-級(jí)別的工作上，女性的比例始終停留在15到16％。10年來(lái)一點(diǎn)都沒(méi)有變化。離50％還差很遠(yuǎn)，而且更糟的是，已經(jīng)停止增長(zhǎng)。我們需要公開(kāi)承認(rèn)在執(zhí)行級(jí)別的領(lǐng)導(dǎo)層，性別仍然是個(gè)大問(wèn)題。對(duì)平等的承諾不等于真正的平等。我們需要就此進(jìn)行談?wù)摗?/div>

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

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

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(kāi)地探討我們都需要的靈活機(jī)制來(lái)平衡工作和生活。幾周前我接受了一個(gè)采訪，我說(shuō)我會(huì)5點(diǎn)半離開(kāi)公司去和我的小孩吃晚飯。我被由此而來(lái)的媒體報(bào)道震驚了。我的一個(gè)朋友說(shuō)她不確定就算我用斧子砍人，是否能上一樣多的頭條。我告訴她我對(duì)砍人沒(méi)興趣。不過(guò)這讓我明白，對(duì)于我們所有人，不管是男人還是女人，這是個(gè)未解決的問(wèn)題。要不是這樣，為什么大家會(huì)對(duì)此有那么多評(píng)論？

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(kāi)始討論為什么只有少數(shù)的女性，即便來(lái)自HBS，即便是你們這屆畢業(yè)生，渴望坐上最高的領(lǐng)導(dǎo)職位。我們無(wú)法彌補(bǔ)領(lǐng)導(dǎo)崗位上的差距，除非我們先彌補(bǔ)職業(yè)抱負(fù)上的差距。我們需要更多的女性不僅僅坐在會(huì)議桌旁，而且要像奧巴馬總統(tǒng)幾周前在Barnard學(xué)校說(shuō)的那樣，去光明正大地坐到主座上去。

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(lái)這里十分激動(dòng)的另一個(gè)原因是院長(zhǎng)Nohria告訴我今年是第一次有女生進(jìn)入HBS50周年。你們的院長(zhǎng)對(duì)讓更多的女性進(jìn)入領(lǐng)導(dǎo)崗位很執(zhí)著。他告訴我這就是為什么他請(qǐng)我來(lái)做今年的演講者的原因。

I met a woman from that first class once. She told me that when they first came in, the first class of woman. They took a men's room and converted it to a woman's room, made sense. But they left the urinals in. She thought the message was super clear – 'we are not sure this whole girl thing is going to work out and if the case doesn't, we don't want to have to reinstall the urinals.' The urinals are long gone. Let's make sure that no one ever misses them.
有一次我遇到了那屆的一位女生。她告訴我當(dāng)?shù)谝粚门雽W(xué)時(shí)，學(xué)校把一個(gè)男生洗手間改成了女生洗手間。沒(méi)錯(cuò)吧。但是他們留下了小便池。她認(rèn)為這里的信息很明確我們不確定這個(gè)女生來(lái)上學(xué)的事是不是靠譜，萬(wàn)一后來(lái)黃了，我們也不必重新安裝小便池。現(xiàn)在這些小便池當(dāng)然早就不在了。讓我們確保沒(méi)人會(huì)想念它們。

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

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

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

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

And four, most deeply, that your generation accomplishes what mine has failed to do. Give us a world where half our homes are run by men and half our institutions are run by women. I'm pretty sure that would be a better world.
第四，最由衷的一點(diǎn)，讓你們這代來(lái)實(shí)現(xiàn)我們這代沒(méi)有做到的。讓我們創(chuàng)造一個(gè)男女在家庭和工作都各撐半邊天的世界。我敢保證這會(huì)是個(gè)更美好的世界。

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