FACEBOOK COO桑德伯格2015清华毕业演讲范文合集

第一篇：FACEBOOK COO桑德伯格2015清华毕业演讲

Facebook COO桑德伯格清华毕业演讲：命运偏爱勇者，向前一步

6月27日，清华大学经济管理学院2015毕业典礼在清华大学综合体育馆举行。毕业典礼由钱颖一院长主持。Facebook公司首席运营官谢丽尔桑德伯格(Sheryl Sandberg)作毕业典礼演讲。

桑德伯格曾任克林顿政府财政部长办公厅主任、谷歌全球在线销售和运营部门副总裁。现任Facebook首席运营官，被媒体称为Facebook的第一夫人，她也是第一位进入Facebook董事会的女性成员。同时，她还是福布斯上榜的前50名最有力量 的商业女精英之一，女权主义者，2013年曾登上《时代周刊》杂志封面，并被《时代》杂志评为全球最具影响力的人物。

Facebook公司首席运营官谢丽尔桑德伯格(Sheryl Sandberg)在清华大学经济管理学院毕业典礼的演讲(全文如下)

钱颖一院长、杰出的清华经管学院的教师们、自豪的毕业生亲属、鼎力支持他们的朋友们，以及更重要的是，清华经管学院2015届的毕业生们：

我很荣幸今天来到这里为你们做毕业典礼演讲。同我的老板马克扎克伯格不一样的是，我不会讲中文。为此我感到抱歉。但是，他请我用中文转达他对大家的问候——祝贺。今天能在这里祝贺优秀的同学们毕业，我感到非常兴奋。

当钱颖一院长邀请我今天来做演讲时，我想，来给远比我年轻比我酷的人演讲?这事儿我能做。我在Facebook每天都要做这样的事情。因为扎克伯格比我小15岁，并且我们的大多数员工是他的同龄人，而不是我这个年龄的。我喜欢和年轻人在一起，除非他们问我你在大学时没有手机用是怎样的日子?甚至更糟糕的问题是，谢丽尔，你能过来一下吗?我们想知道岁数大的人对这个新功能有什么看法。

我1991年从哈佛大学本科毕业，获得经济学学士学位;1995年从哈佛商学院毕业，获得MBA学位——所以可以说，我上了美国的清华大学。其实这并不是那么久远的事情。但是我能告诉你的是，这个世界在这短短的25年当中发生了翻天覆地的变化。在哈佛商学院时，我所在的班级曾尝试进行学院的第一次在线课程。我们当时必须给每人发一张写有我们网名的列表，因为那时在网上使用真名是件让人难以想象的事。但是最后还是没有搞成，因为电脑系统不断崩溃——当时根本无法实现90人同时在线交流。

不过在系统崩溃之间的几个短暂瞬间里，我们窥见了未来——一个技术可以实现我们和同事、家人、朋友连接在一起的未来。现在的世界已经是我坐在你们这个位置时难以想象的世界了。而从现在起的未来25年，你们将帮助塑造属于你们这一代人的世界。

作为清华的毕业生，你们不仅将成为中国的领袖，还将成为全球的领袖。中国在教育程度及经济增长方面都已是世界的领先者。不仅是政界和商界的领袖们认识到中国的重要性，许多美国的父母也认识到了这一点。在我所居住的旧金山湾区，最难进的中小学校正是那些教汉语的学校。

但事实是，国家不能领导，要靠人来领导。

从你们今天毕业起，你们就开启了成为领导者的征程。你会成为什么样的领导者?你会对他人产生多大的影响?你将会在世界上留下什么样的印记?

在Facebook公司里，我们的墙上贴着提醒我们要有远大目标的海报——挑战自我每一天都要做得更多。这些海报中蕴含了一些重要的有关领导力的经验——今天，我想分享其中我认为会对你们有意义的四点。

第一，命运偏爱勇者(Fortune favors the bold)。

Facebook公司之所以存在，是因为扎克伯格相信，通过科技实现个人之间的互联，可以使这个世界变得更美好。他深信于此，以至于从哈佛大学本科辍学去追求自己的理想，并且这些年来他一直为此奋斗不止。扎克伯格靠的不是运气，而是勇气。

能像扎克伯格那样这么早就发现自己的热情所在，是一件不同寻常的事。我花了长得多的时间才发现自己到底想做什么。在我穿着学位服参加毕业典礼时，我无论如何也想不到自己会到Facebook工作，因为那时互联网还不存在——并且扎克伯格当时只有11岁。我当时想我只会在政府或者非营利组织工作，因为我相信这些机构或组织可以让世界变得更美好，而公司是以盈利为导向的。但是，当我在美国财政部工作的时候，我看到了科技公司在很大程度上影响着世界，于是我改变了自己的想法。因此，当我结束了在政府部门的工作后，我决定搬到硅谷去。

回过头看，这似乎是一个明智的举动。但是在2001年，这是个可被质疑的决定，因为那时科技泡沫刚刚破灭。大公司都在大规模裁员，小公司倒闭如潮。我给自己4个月的期限要找到一份工作，但是我足足花了将近一年的时间。在我最初接受的某次面试当中，有一个公司的首席执行官对我说：我之所以面试你，完全是受朋友所托，但是我根本不会考虑聘用像你这样的人——在政府工作过的人无法胜任科技公司的工作。

最终，我还是说服了某个公司雇佣了我。14年过去了，我仍然热爱在科技公司工作。这虽然不是我的初衷，但是我最终还是找到了我的热情所在。

我希望，如果你在一条道路上前行，却发现自己的心另有所属，那么就请你去独辟蹊径，以到达理想的彼岸。如果一次没有成功，请继续锲而不舍地尝试。直到找到能点燃你激情的，对自己、对他人都有意义的工作。能将激情和奉献完美结合是一种奢侈。一旦达成，幸福将至。

第二，反馈是一种本领(Feedback is a gift)。

在Facebook，我知道决定我工作绩效的最重要的因素是我与扎克伯格的关系。当我刚加入Facebook公司时，我就让他做出承诺，每星期都要给我工作反馈，这样任何困扰他的事情都可以尽快讨论。他不仅爽快地答应了，并且立即说他也希望我也对他做反馈。在最初的几年当中，我们都坚持这样的惯例，每周五下午见面谈论我们所关心的事情，事无巨细。几年下来，分享真实的意见已经成为我们关系当中很自然的一部分，我们现在随时会这么做，而不必再等到周五了。

从自己老板那里获得反馈很重要，但是从自己的下属那里获得反馈也同样至关重要。这绝非易事，因为员工总是太过于渴望去取悦他们的上司，而不去批评或质疑他们的上司。

我最喜欢的一个例子是来自华尔街的。1990年，鲍勃鲁宾成为高盛公司的首席执行官。上任满第一周，在查看公司账目时，他发现有一大笔在黄金上的投资。他问为什么会投资黄金?结果答案是，因为您，先生。我?他迷惑了。显然是因为在头一天他在交易所视察时曾经说过一句黄金看起来有点意思，结果这句话就被传成了鲁宾喜欢黄金，然后就有人花了几百万美元来讨老板的欢心。

我也遇到过类似的挑战，当然比这事的影响要在小一些的量级上。我刚加入Facebook时，我的职责之一是建立公司的商业运作——但与此同时还不能破坏成就Facebook的那种工程技术驱动的文化。所以我尝试做的一件事就是鼓励人们在和我开会时不要做正式的电子演示文稿。最开始我讲得很客气，结果所有人都无视我的要求，仍然在做电子演示文稿。大概过了两年吧，我就说，好了，我通常不喜欢立规矩，但我现在必须定个规矩，和我开会时谁也不能再做电子演示文稿了。

大约一个月之后，当我正要对我们的全球销售团队讲话时，一个同事对我说，在你上台之前，有件事你应该知道，大家对你规定的‘和客户会面不做电子演示文稿’的规定很有意见。我感到很震惊，我从来没有禁止过给客户做电子演示文稿!我只是不希望他们在和我开会的时候用电子演示文稿。和客户展示产品时怎么能不做电子演示文稿?所以我上台就说，首先，我说的是和我开会时不用电子演示文稿。其次，下次你们再听到坏点子——就像和客户会面不做电子演示文稿这类——请大声说出来。哪怕你知道那话是我说的，请告诉我这是错误的!

一个好的领导者知道大部分雇员不愿意挑战权威，所以领导者就有义务主动要求反馈。我从电子演示文稿事件中吸取了教训。我现在经常问我的同事有哪些地方我还能做得更好?我总是对那些敢于对我说实话的人心怀感激，并且当众表扬他们。我深信只有你和你的同事并肩做战，只有当你不仅指挥而且也聆听时，你才能成为最好的领导。

第二篇：桑德伯格TED演讲

桑德伯格TED演讲：为什么女性领导那么少？

Facebook COO 谢乐尔·桑德伯格（Sheryl Sandberg）

谢乐尔·桑德伯格（Sheryl Sandberg）是全球最大的社交网站Facebook的首席运营官，曾任比尔·克林顿政府的财政部办公室主任，后任Google副总裁，短时间内帮助谷歌实现盈利。2008年3月，桑德伯格加入新兴社交网络Facebook，担任首席运营官。3年后，Facebook的用户数从当初的6000万飙升至如今的7亿，广告收入更是从2008年的3亿美元上涨到2010年的19亿美元，比两年前翻了六倍，而Google的广告收入在这三年增速减缓。她在演讲中为职场女性提供3条建议：像男性一样坐到谈判桌旁，争取自己能够胜任的职位和应得的薪水；与伴侣有效沟通，共同分担家务和养育孩子的责任；在得到自己想要的职位前“不要提前离场”。

正文：我们先承认我们是幸运的。我们没有生活在我们母亲和我们祖母生活过的那个世界，在那时，女性的职业选择是非常有限的。今天在座的各位，大多数人成长于一个女性有基本公民权的世界。令人惊讶地是，我们还生活在一个有些女性还没有这些权利的世界。但除上所述，我们还有一个问题，它是一个实际问题。这问题是：在世界各地，女性没达到任何职业的高管职位。这些数据很清楚地告诉我们这实情。190个国家元首里，九位是女性领导。在世界上议会的总人数中，13%是女性议员。在公司部门，女性占据高位C级职位，董事会席位高管职位比例占15%，16%。自从2002年起这数据没变化过有下降趋势。即使在非营利的行业----我们有时认为这一行业是被更多女性所领导的，女性领导人占20%。

我们还面临着另一个问题，就是女性在职业成功和个人价值实现中所面临的艰难选择。美国最近一个研究表明，已婚高管人员，三分之二的已婚男性高管人员有孩子，只有三分之一的已婚女性高管人员有孩子。几年前，我在纽约，出席一个协议，在那种别致的纽约私募投资办事处中的一个你能想象到的。我在这个大约有3小时的会议上，过了2小时，有个间歇休息，所有人都站起来，这会议组织者开始显得的确很尴尬。我意识到他不知道在他办公室哪里是女洗手间。所以我开始寻找移动厕所，盘算他们刚搬进来，但我没有看到任何移动厕所。然后我说，“你是刚搬到这办公室吗？”他说，“不是，我们在这儿已经有一年了。”我说，“你能否告诉我这一年来，我是唯一一个来这间办公室的女性吗？”他看着我，说到，“是的。或者说你可能是唯一一个要上女性洗手间。”

所以问题是，我们该怎样解决这样的尴尬？我们怎样改变这些高管职位的比例？我们怎样使这个变得不同？我首先想说，我谈这个女性就职因为我的确认为我们得找到答案。在我们劳动力的高收入的部分，在高管的人员中，财富500强首席执行长官中，或在其它类似的高管行业中，我确信，问题是女性被排除在外。当下人们对此谈了很多，他们谈到像弹性时间和指导公司应该培训妇女计划的事。今天我不想谈这些尽管所有这些事都非常重要。今天我想关注作为个人我们所能做到的事。我们要告诉给自己的事是什么？我们告诉给女同事和打工的女性的事是什么？我们要告诉给我们女儿的事是什么？

现在首先，我想澄清这个演讲不带有任何评判。我也没有正确的答案；甚至就我而言，我也没有完全的答案。在周一，我离开我生活的加利福尼亚，我坐上飞机赶赴这会议。当我送我三岁的女儿到幼儿园时，她紧紧抱进我的腿，哭喊着，“妈咪，不要上飞机”之类的话。这很难受。有时我感到内疚。我知道无论是家庭主妇，还是职业女性，有时她们都会感同身受。所以我不会说对所有人来说，呆在职场是件正确的事。今天我的演讲是要讲如果你真正想呆在职场。我想有3条建议。

一、坐在桌旁。

二、让你的伴侣成为一个真正的合作伙伴。

三、在你离开前别放弃。

第一、坐在桌旁。仅仅几周前在脸谱，我们主持一个非常高级行政官员会议，马克·扎克伯格与来自硅谷周围的高级行政官员见面。每个人都坐在桌边。然后携同他的2个女性，在他部门中她们也占非常高的职位。我对她们说，“坐在桌边。来吧，坐在桌边。”因为她们坐在了屋子的一边。我在大四时，我选修一节欧洲思想史的课程。你们喜爱大学的这类课程嘛。我希望我现在能做到。我和我室友卡丽一起学习，她那时是一个才华横溢的文学学生，现在成为了一个杰出的文学家，另外我的弟弟一个聪明的小伙子，但他爱打水球，他上医学预科大二。我们三人一起选修这课。然后卡丽读了所有希腊文和拉丁文的原版书籍--去了所有的课--我读了所有英语的书上了大多数的课。我弟弟有点忙；他读了12本书中的一本去上了几节课，在考试前几天他来到我们房间自己辅导了一下。我们三个一起去考试了，我们坐下来。我们考了有3个小时，我们的小蓝笔记本，是的。我们走出来，对视对方，我们说，“你考得怎样？”卡丽说，“伙计，我感到我真没有答对有关黑格尔辩证法的主要命题。”我说，“上帝啊，我真希望我考试时能想到学习过的洛克的产权理论等哲学家。”我弟弟却说，“我会是班里考得最好的。”“你会是班里考得最好的？你啥都不知道。”

这种故事的问题出在数据所表明的事实：女性被系统化地低估了她们自身的能力。如果你测试男性和女性，你问他们问题，按完全客观的标准平均成绩来算，男性会错误的高估一些，女性则会错误地低估一些。女性在职场不会为自身利益去谈判。在过去两年，关于人们从学校进入职场的一个调查表明57%的男生或男性进入职场，我猜会协商他们的第一份薪水，只有7%的女性会去协商。更重要的是，男性把他们的成功归功于他们自身，而女性则归功于其他外部因素。如果你问男性为什么他们能把工作做好，他们会说，“我棒极了。这是显而易见的。这还用问吗？”如果你问女性是什么使她们在工作中出色，她们会说有人帮助她们，她们很幸运，她们工作异常努力。这个问题很重要吗？大家，这关系很大因为没人得到角落办公室的职位要是只坐在旁边，而不是桌边。没人得到提升如果他们认为他们不应享有这成功，或者他们甚至不明白他们自己的成功。

我但愿这答案是容易的。我希望我尽可能告诉我所共事过的所有年轻女性，所有这些非常棒的女性，“相信你们自己，为自身利益要讨价还价。把握住你的成功。”我希望我也能告诉我的女儿。但这不是很简单。因为首先是数据表明一件事，它表明成功和人缘亲切性对于男性来说是积极影响的而对于女性来说是负面影响的。每个人都点头，因为我们大家都知道这是真的。

一个非常棒的研究也很好地表明了这一观点。哈佛商学院的一个著名研究是有关于一位叫海蒂·罗森的女性。她是硅谷一家公司的负责人，她使用她的关系成为一名非常成功的风险资本家。在2002年，不久前当时在哥伦比亚大学的一位教授做这个例子和把它改成霍华德·罗森。他把这个案例，他们两人向两组学生展示。他只改变了一个词：海蒂到霍华德。但这个词就造成了非常大的差异。然后他调查学生。好消息是学生们，男生和女生认为海蒂和霍华德都是能力相当的，这很好。但坏消息是每个人都喜欢霍华德。他是个了不起的人，大家都想和他共事，大家都想和他去钓鱼。但海蒂呢？不好说。她有点只为自己着想，对政治有点热衷。大家不太想和她共事。这是复杂的。我们得告诉我们的女儿和我们的同事，我们得告诉我们自己相信我们能获得A，得到提升，坐在桌边。我们在这世上得做到这点，在世上，女性要争取这些就得做出牺牲，尽管她们的兄弟不用为此而付出牺牲。

所有关于这的最可悲的事是很难记住这个。我将讲个对我来说是个真正尴尬的故事，但我认为它很重要。在脸谱不久前我给大约100名员工做这个演讲。几小时后，在脸谱工作的一个年轻女性坐到我小桌子旁边，她想和我谈谈。我说，好，她坐了下来，我们谈了起来。她说，“我今天学了一些东西。我知道我需要举起我的手。”我说，“你指什么啊？”她说，“你在讲这个话时，你说你将会回答2个以上问题。我和其他一些人举起手，你回答了2个以上问题。我把手放下来，我注意到所有女性都把手放下来，然后你又回答了很多问题，仅有男性参与。”我自己想了一下，如果换成是我，谁会在乎这个，明显地做这次演讲，在这演讲中，我甚至没注意到男人们的手是不是还一直举着，女人们的手是不是还一直举着，我们到底有多出色，当我们作为公司和组织的经理人的时候，以及当我们作为少数，与男性竞争争取机会的时候？我们得让女性坐到桌子边上。

第二条：让你的伴侣成为一个真正的合作伙伴。我已经确信我们在职场比起我们在家庭中起了更大的作用。数据也很清楚地表明这点。如果一个女性和一个男性同时全职并有一个小孩，女性比起男性要做两倍多家务活儿，女性比起男性做了三倍多照顾婴儿的事。所以她有了2份，3份工作，而他只有一份。当有人必须在家多干活时，谁应该留下来？这个的理由实在太复杂，我没有时间来讲它们。但我也不认为周日看美式足球和日常的懒惰是理由。

我认为理由是更加复杂化的。我认为，作为一个社会，我们总是更希望男孩子们成功，对女孩子则压力小些。我知道有居家男人呆在家里做内务支持职场妻子这很难。当我去“妈咪和我”的培训课时，我看到那里的父亲，我留意到其他妈咪不愿和他相处。这是个问题，因为我们得把内务变成一个重要的工作因为它是世界上最难的工作-居家工作无论男人女人，我们只有平分了这些事，女性才可能留在职场。（掌声）研究表明夫妻收入相等、且夫妻分担责任相当的家庭也有50%的离婚率。如果这数据并不那么鼓舞人，还有更多的在这个讲台我该怎么讲呢？夫妻双方对于彼此的了解，不仅是做爱这么简单。

（欢呼）

建议三：在你离开前别放弃。我认为这是一个非常深刻的讽刺对于女性所采取行动而言--我一直目睹类似情况的发生--女性希望留在职场这个目标，往往导致它们最终不得不离开职场。曾发生这样的事：我们都忙；每个人都很忙；作为一个女人也很忙。她开始考虑生小孩。从她开始考虑生小孩的时候起，她开始考虑为孩子准备房间。“我该如何调整孩子这件事和手头上的其他事呢？”言下之意，她不再举起她的手，她不寻求提升，她不找新的计划，她不会说，“我，我想做那个。”她开始退缩。这是个问题让我们说说她怀孕的那段日子9个月的怀胎，3个月的产假，6个月来调养休息快速调整要2年，更多的，正如我看到的女性开始过早考虑这事当她们有约会或者结婚时，当她们开始考虑要小孩，这会花相当长的一段时间。一位女性关于此事来找我，我看着她，她显得有点年轻。我说，“那么你和你丈夫考虑要小孩了？”她说，“哦不，我还没结婚。”她甚至没有男友。我说，“你考虑这个太早了吧。”

但关键是一旦你开始退缩下来，接下来会发生什么呢？每个人都会经历这个在这儿我告诉你，一旦在家你有了孩子，你真的最好是回到你的工作中去，因为把小孩留在家太难了，你的工作得有挑战性。它也得有回报。你得感觉到世界因你而变。如果2年前你没有得到提升在你旁边的一个男孩得到提升，如果三年前你放弃寻找新的机会，你会变得很乏味因为你应该紧踩油门，加油。在你离开前别放弃。保住工作。紧踩油门，除非到了那一天你需要离开为了孩子休假然后做出你自己的决定。不要提前做太长远决定，特别是你甚至不晓得自己该做怎样的决定。

我这一代的女性非常可惜，没能改变高管职位的数据变化。女人们就是呆在原地。我们没能达到50%的高管职位，在任何行业的高管职位中，女性都未达到50%。但我希望未来一代人可以做到。我认为我们世界上半数国家和半数公司会由女性所领导，那将会是一个更美好的世界。这不仅仅是因为人们会知道女性洗手间在哪儿，尽管这也有非常大的帮助。我认为它

将会是一个更美好的世界。我有2个孩子。我5岁的儿子和3岁的女儿。我想我儿子会选择在职场或在家里都尽心尽责，全心奉献。我女儿的选择不仅仅是成功，她会更热爱她所做出的成就。

第三篇：桑德伯格哈佛商学院毕业演讲(中英对照)

Facebook COO 桑德伯格2012哈佛商学院毕业演讲

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.今天很荣幸来到这里为尊敬的哈佛商学院（HBS）的教授们，自豪的毕业生家长们和耐心的来宾们，尤其是为今年的毕业生们演讲。

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.今天原本应该是狂欢的日子，不过我知道现在并不合适了（由于一名毕业生在欧洲突然死亡）让我们一起为Nate同学表示哀悼，当然任何言语在这样的悲剧前都苍白无力。

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.尽管有悲伤萦绕在大家心头，今天仍然象征着你们取得的杰出成绩。所以让我们一起为12届的毕业生们献上最热烈的祝贺。

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.当尊敬的院长Nohria邀请我今天来做演讲时，我想来给一群远比我年轻有活力的人们演讲？我没问题。这正是我每天在Facebook做的事情。我喜欢和年轻人在一起，除了当他们问我，―没有互联网的大学是怎样的？‖ 或者更夸张―谢丽尔，你能过来下么？我们想知道‗老人‘会对这个新功能怎么看‖ 这类问题。我不是在开玩笑。

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.能够在毕业季来到这里，我觉得很荣幸。17年前当我是哈佛的学生时，我上了Kash Rangan教授的―社交化营销‖。一个Kash用来解释―社交化营销‖概念的例子就是美国在器官捐赠方面的不足，每天因此有18人死亡。本月早些时候，Facebook推出了一款支持器官捐赠的工具，这是对Kash工作的直接应用。Kash，无论你今天坐在哪里，我们都十分感激你的贡献。

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，我坐在你们现在的位置上。但是这个世界已经变化了很多。我所在的小组Section B曾尝试进行HBS的第一次在线课程。我们用的是AOL的聊天室和电话拨号上网服务。（你们的父母可以向你们解释什么是拨号上网。）我们得给每人发一张写有我们网名的列表，因为那时在网上用真名是件让人难以想象的事。不过这完全不行。网一直断，我们会被踢出聊天室。因为当时的世界还无法让90人同时在线交流。不过有几个瞬间，我们仿佛看到了未来。一个由于科技进步让我们和真实生活中的同事、家人和朋友更好地联系在一起的未来。

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.过去如果想在一天内联系到比你能见着面更多的人，你要么有钱，要么有名，要么有权。你得是名人，政客，或者CEO。但是今天不一样了。现在普通人也可以获得话语权。不仅是那些能到HBS读书的幸运儿，而是任何能上Facebook，Twitter或者有手机的人。这正在打破传统的权利结构，让传统的阶层界限变得模糊。话语权正从机构转向个人，从曾经有权有势的人转向普通人。而且这一切的变化速度远远超出了当时就坐在你们今天位置上的我的想像。那时候，马克·扎克伯格才十一岁。

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.”当世界变得更紧密界限更模糊时，传统的职业生涯也在发生变化。2001年在为政府工作了几年之后，(谢丽尔·桑德伯格当初为Larry Summers工作）我搬到硅谷找下一份工作。当时并不是个好时机。泡沫破灭了。小公司都在倒闭，大公司都在裁员。一个女性CEO看着我说，―我们根本不会考虑招你这样的人。‖ 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.过了一段时间，我有了几个offers。需要做决定了，那么我是怎么做的呢？由于我受过MBA的训练，所以我做了一个Excel表。我把工作都列了出来并且一行行把我的评判标准也列了出来。比较公司的远景，工作的职责等。表格中有一个工作是去做Google的第一个业务部总经理。这现在听起来很不错，但是当时没人相信直接面对消费者的互联网公司可以赚钱。我都不敢确定那儿是不是真有这样的职位；Google就没有业务部，那要我去总管什么呢？何况那职位比我在其他公司得到的offers都要低好几级。

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.”后来我和当时刚刚上任的CEO艾里克·施密特见了面，我给他看了我的列表。我说，―这份工作完全不合我的选择标准。‖他用手按住我的表格。看着我说：―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.”极佳的职业忠告。然后他说，重要的是坐上火箭。当公司在飞速发展而产生很大影响力时，事业自然也会突飞猛进。当公司发展较慢时，或者公司前景一般时，停滞和办公室政治就会出现。如果你得到了坐上火箭的机会，别管是什么位置，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，当我要离开Google的时候，我记住了这句忠告。当时好几家公司请我去做CEO，但是我去了Facebook做COO（首席运营官）。那时有人问你为什么要去给一个23岁的年轻人打工？

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?” 职业发展通常会被比作―爬阶梯‖。但我认为这个比喻不再恰当了。在越来越扁平的世界里，这种说法是没有意义的。我刚到Facebook的时候，97届HBS的校友Lori Goler还在eBay做市场营销。我和认识了她并且知道善于交际。她打电话给我说，―我想和你谈谈到

Facebook和你一起工作的事，我想到给你打电话，和你说我有哪些特长以及我想做的事情。但我知道所有人都会这样说。所以我就想知道什么是你现在最棘手的问题，我又该如何帮你解决这个问题？‖

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.我感动得五体投地。那时我一路过来，雇了上千人，但是从来没有人对我这样说过。我自己也从来没有这样说过。找工作一直是关于找工作的人是怎样，要什么。但是Lori不是这样想的。我说，―你被录用了。我最大的问题就是招人，你可以帮我。‖之后Lori就换到了这个她自己都从未想过去做的领域，还降了一级，重新开始。之后她被升职，负责整个Facebook的人事运行，现在做得非常好，在公司有很大的影响力。

Lori has a great metaphor for careers.She says they're not a ladder, they're a jungle gym.Lori对职业有个很好的比喻。她说职业不是阶梯，而是游乐场里儿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.当你们开始HBS之后的职业生涯时，你们要去寻找机会，追随成长，力求影响力，发现远景，可以平调，降级，升职，甚至换新的领域。培养你的技能，而不是填充你的简历。根据你能做的事来评判工作，而不是你可以得到的职位。做真正的工作。接受一个销售目标，一个生产线上的工作，一个涉及运营方面的工作，别作太多计划，也别要求要―青云直上‖。如果我在坐在你们的位置上时就计划好我的职业，我会错过我现在的职业。

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.你们现在正迈入一个和我当时不同的世界。我的世界刚刚开始被连接起来，你的世界已经高速连接在一起。我当时竞争很激烈。你们现在的竞争更加激烈。我的世界变化很快，你的世界变化更快。

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.在这个传统结构正被打破的时代，领导班子也需要演变。从设立阶层到责任共享，从命令与控制到聆听和引导。你在HBS这个伟大的学院学习

不仅是为了能够跟上浪潮，更重要的是能去引领潮流。

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.当你在这个新世界里乘风破浪时，你能依靠的不是你是谁也不是你的学位。你要依靠的是你的知识。你的力量不会源自你在公司的位置，而来自于建立信任，获得尊敬。你会需要天赋，技能，想象力和视野。不过最最重要的是，具有真诚沟通的能力，既能鼓舞你身边的人，又能聆听他们的建议，在每一天的工作中不断学习进步。

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，你会立刻发现他们是多么的诚实。我的一个HBS小组里的朋友Betsy在毕业后几年怀上了第二个孩子。她的第一个小孩，Sam，那时大概五岁。Sam环视了下她问，―妈妈，小宝宝在哪里啊？‖她说，―小宝宝在我肚子里。‖他说，―真的么？难道小宝宝的手不在你的手里？‖她说，―不，小宝宝在我肚子里。‖―真的？小宝宝的腿不在你腿里？‖―不，整个宝宝都在我肚子里啊。‖然后她说，―那么妈妈，为什么你的屁股越来越大？‖ 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.作为成年人，我们从不如此直接。这未必是件坏事。我也是两个孩子的妈妈，我最不想听到的恐怕就是这些评论，当然这些评论用在我身上也确实没错。但是那也不总是件好事。因为我们所有人，尤其是领导者，需要说真话，听真话。

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.在工作环境中，说真话尤其得难，因为无论我们多希望将组织架构扁平化，所有的组织都会有某种层级。这就意味着一个员工的表现会由别人对其印象来评估。

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.这是不鼓励真诚的设计。想象一下人们在典型的工作环境中是如何沟通的。人们不说―我不同意我们的扩张策略‖或者，更好，―这看起来真傻。‖人们会说，―我知道进入这个新领域有众多好处，而且我相信管理团队一定做过细致的投资回报分析，不过，我不确定我们是否完整地考虑了在这个时刻采取这个方案会产生的所有后果。对此就该用我们在Facebook或者互联网上常说的三个字：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.事实最好用简短的语言来表达。去年，马克·扎克伯格决定开始学中文。作为学习的一部分，他每周会花大约一个小时的时间和一些来自中国的员工交谈。有一天，有一个员工谈到了她的老板。她说了一通之后，马克说，―请说简单点。‖她再说了一遍之后，他说，―不行，我还是没明白，请再简单点。‖就这样来回了几次。终于，她愤怒地说道，―我老板坏！‖简单明了，而且非常重要，需要让马克知道。

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，人们很少会把话说那么明了。尤其是当你的级别上升后，人们不仅不会和你把话说清楚，还会对你所说的小事反应过激。当我加入Facebook的时候，我的职责之一就是把公司商业那块给建立起来，将其系统化。但是我不想破坏Facebook原有的文化。我尝试的一件事就是鼓励人们和我开会时不要做正式的PPT。我会说，―和我开会不用做PPT。‖把你想讨论的事列出来就行。但是所有人都无视我的要求，仍然在做PPT，就这样一个又一个会议，一个月又一个月，没有改变。大概两年后，我说，―OK，我不喜欢条条框框，但我要定个规矩，和我开会不用做PPT。我是认真的。别再做了。‖

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.“大约一个月之后，我在一个大型场合正要和全球销售团队讲话，一个同事上来对我说，―在你上台之前，你应该知道大家对你制定的‗和客户会面不做PPT‘的规定很有意见。‖我说，―什么‗ 和客户会面不做PPT‘？‖他们说：―你制定了一个规定：不做PPT。‖之后我上了台就说，―首先，我说的是和我开会不用PPT。其次，更重要的是，下次你们听到一些你们认为很傻的话，不要去遵循它，而要去提意见或者无视它，哪怕你知道那话是我或者马克说的。‖

A good leader recognizes that most people won't feel comfortable challenging authority, so it falls upon authority to encourage them to question.It's easy to say that you're going to encourage feedback but it's hard to do, because unfortunately it doesn't always come in a format we want to hear it.一个好的领导者知道大部分人不愿意去挑战权威，所以领导者有义务去鼓励大家来质疑。当然说鼓励反馈容易，做起来难。因为听到的反馈往往不是我们想要的那种。

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.当我刚开始在Google工作时，我的团队里面有四个人。所以对我而言，由我自己来面试团队的每个成员就尤其重要。要成为我的团队的一份子，我必须了解你。当团队增长到大约有100人的时候，我意识到在面试上花的时间越来越多。所以有一天在我的报告会上，我说也许我应该停止面试。那时我完全预计他们会打断我说，―不行，你的面试是流程中很重要的一步。‖然而他们都对此非常赞赏。然后他们转过来解释说我一直都是流程中的瓶颈。我先是觉得羞愧，然后恼怒。我花了几个小时的时间生闷气。他们为什么不告诉我我是瓶颈？为什么他们不阻止我拖大家的后腿？后来我明白了：如果没人告诉我，那这就是我的错。我还不够开怀并主动告诉大家我希望得到反馈。我决定从此改变这点。

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.当你是领导，得到有用的真实的反馈是很难的，哪怕你反复要求。我发现的一个小技巧是尝试主动地谈论你的某些缺点。因为这样会让人愿意来认同我，这比直接指出我的缺点要容易许多。从众多可能中举个例子来说，当事情没有搞定时，我会有点焦躁。真的，只要有事情没有搞定，我会变得非常焦躁。我敢肯定没人会说我过于冷静。后来我就主动地谈论这个缺点，让大家来认同我，因而可以在我焦躁时告诫我但是如果我对此一句不提，会有Facebook的员工，走上来对我说，―嘿，谢丽尔，冷静点。你快把我们搞疯了！‖我可不这样认为。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?在你们毕业的今天，问自己你将如何去领导，你会用简单明了的语言？你会追寻真实的反馈？当你得到真实的反馈，你会愤怒还是感激？

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.当我们努力更真诚地沟通时，我们也应该在更多的意义上做到真实。我经常会说带着―完整的自己‖去上班，这是我深深相信的一点。

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.工作的动力来自于做我们在乎的事情，但也来自于和我们在乎的人一起工作。要做到在乎某人，你必须了解他们，你必须知道他们喜欢什么讨厌什么，他们会有什么样的感受，而不只是他们会想什么。如果你想得到人心，你必须用心去领导。我不相信周一到周五我们是职业的自己，其它时间才是真正的自己。类似这样的分离从来就不太可行，在越来越提倡真实的当今世界里，这就更没有意义了。

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.我在工作时流过泪。我告诉过别人我在工作时流过泪。后来这被媒体报道成―谢丽尔·桑德伯格在马克·扎克伯格的肩膀上哭泣‖，事实当然不是如此。我会谈论我的希望和恐惧，也会询问别人的希望和恐惧。我努力做真实的自己，直面我的优点和缺点。我会鼓励别人也这么做。一切都与职业相关，也都与个人相关，两者无时无刻不交融在一起。

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."作为带着―完整的自己‖去上班的一部分努力，最近我开始公开谈论女性在工作环境中面临的挑战。这也是我最近几年才有勇气做的事情。在此之前，我和大家一样小心翼翼地在职场上打拼。我从没和别人强调―我是女儿身‖。―不说‖原则。当我暂时回家照顾下孩子时，我会把（办公室的）灯留着。当我锁上门在办公室边参加电话会议，边为我的宝宝们挤奶时，有人会问，―那是什么声音？‖我会说，―什么声音？‖―我听到哔的一声‖―噢，我窗外正好有一辆消防车。‖

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，由于我们在上个10年取得的进展很小，我决定要开始公开讨论这点。我是1995年从HBS毕业的，当时我想等到我们这届有人被邀请到这个讲台演讲的时候，我们一定已经实现了工作上的男女平等。但是在C-级别的工作上，女性的比例始终停留在15到16％。10年来一点都没有变化。离50％还差很远，而且更糟的是，已经停止增长。我们需要公开承认在执行级别的领导层，性别仍然是个大问题。对平等的承诺不等于真正的平等。我们需要就此进行谈论。

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.我们要讨论女性相比男性为什么会低估自己的能力。而且和男性不同，对于女性，成功和受欢迎程度是反向相关的。这意味着一个女性在事业上越成功，她就会越不受人喜爱。这意味着女性需要另一种形式的管理和辅导，另一种形式的支持和鼓励，甚至一些保护，在某些方面，要比男性有更多的保护。

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.而且现在有资历做这些的女性还太少，所以在座的男性毕业生们要和女性毕业生们一起肩负起这个责任，甚至更多。不仅仅讨论性别，而且要帮助女性取得成功。当听到一个工作上很优秀的女性不为人爱戴，深呼吸一下，问问自己这是为什么。

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.我们需要公开地探讨我们都需要的灵活机制来平衡工作和生活。几周前我接受了一个采访，我说我会5点半离开公司去和我的小孩吃晚饭。我被由此而来的媒体报道震惊了。我的一个朋友说她不确定就算我用斧子砍人，是否能上一样多的头条。我告诉她我对砍人没兴趣。不过这

让我明白，对于我们所有人，不管是男人还是女人，这是个未解决的问题。要不是这样，为什么大家会对此有那么多评论？

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.也许，最重要的是，我们应该开始讨论为什么只有少数的女性，即便来自HBS，即便是你们这届毕业生，渴望坐上最高的领导职位。我们无法弥补领导岗位上的差距，除非我们先弥补职业抱负上的差距。我们需要更多的女性不仅仅坐在会议桌旁，而且要像奥巴马总统几周前在Barnard学校说的那样，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.我今天来这里十分激动的另一个原因是院长Nohria告诉我今年是第一次有女生进入HBS50周年。你们的院长对让更多的女性进入领导岗位很执着。他告诉我这就是为什么他请我来做今年的演讲者的原因。

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.有一次我遇到了那届的一位女生。她告诉我当第一届女生入学时，学校把一个男生洗手间改成了女生洗手间。没错吧。但是他们留下了小便池。她认为这里的信息很明确我们不确定这个女生来上学的事是不是靠谱，万一后来黄了，我们也不必重新安装小便池。现在这些小便池当然早就不在了。让我们确保没人会想念它们。

As you and your classmates spread out across the globe and walk across this stage tomorrow, I wish for you four things:当你和你的同学们即将走向世界各地，当你们明天走出校园，我对你们有四个期望：

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，通过Facebook保持联系。这对于你们未来的成功而言很关键！另外，我们现在是上市公司了，所以当你上Facebook的时候请点击一两个广告吧！

Two, that you make the effort to speak as well as seek the truth.第二，努力说真话，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，最由衷的一点，让你们这代来实现我们这代没有做到的。让我们创造一个男女在家庭和工作都各撑半边天的世界。我敢保证这会是个更美好的世界。

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.让我们一起向2012年的毕业生们献上最真挚的祝贺。和你们的―真我‖一起，给你们自己一轮热烈的掌声吧！

第四篇：桑德伯格在UC伯克利毕业演讲[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 “lean in to the suck.” It was good advice, but not really what I meant by “lean 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：谢丽尔.桑德伯格(facebook首席运营官)清华毕业演讲汇总

桑德伯格清华毕业演讲：命运偏爱勇者

主讲人：谢丽尔·桑德伯格（Facebook公司首席运营官）

时间：2015年6月27日

主办：清华大学经济管理学院

【编者按】

6月27日，清华大学经济管理学院2015毕业典礼在清华大学综合体育馆举行。Facebook公司首席运营官谢丽尔•桑德伯格（Sheryl Sandberg）作毕业典礼演讲。桑德伯格是清华经管学院毕业典礼历年来第一位女性演讲嘉宾。

在她的演讲中，桑德伯格回顾了她从踏入职场至今的心得体会，并用自身经历介绍了过去25年中互联网带给整个世界的巨大变化。桑德伯格鼓励毕业生说，“从现在起的未来25年，你们将帮助塑造属于你们这一代人的世界”，“作为清华的毕业生，你们不仅将成为中国的领袖，还将成为全球的领袖。”

以下是桑德伯格视频及演讲全文：

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.钱颖一院长、杰出的清华经管学院的教师们、自豪的毕业生亲属、鼎力支持他们的朋友们、以及更重要的，清华经管学院2015届的毕业生们：我很荣幸今天来到这里为你们做毕业典礼演讲。同我的老板马克·扎克伯格不一样的是，我不会讲中文。为此我感到抱歉。但是，他请我用中文转达他对大家的问候——祝贺。今天能在这里祝贺优秀的同学们毕业，我感到非常兴奋。

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.” 当钱颖一院长邀请我今天来做演讲时，我想，来给远比我年轻比我酷的人演讲？这事儿我能做。我在Facebook每天都要做这样的事情。因为扎克伯格比我小15岁，并且我们的大多数员工是他的同龄人，而不是我这个年龄的。我喜欢和年轻人在一起，除非他们问我：“你在大学时没有手机用是怎样的日子？”甚至更糟糕的问题是，“谢丽尔，你能过来一下吗？我们想知道岁数大的人对这个新功能有什么看法？”

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年从哈佛大学本科毕业，获得经济学学士学位；1995年从哈佛商学院毕业，获得MBA学位——所以可以说，我上了美国的清华大学。其实这并不是那么久远的事情。但是我能告诉你的是，这个世界在这短短的25年当中发生了翻天覆地的变化。在哈佛商学院时，我所在的班级曾尝试进行学院的第一次在线课程。我们当时必须给每人发一张写有我们网名的列表，因为那时在网上使用真名是件让人难以想象的事。但是最后还是没有搞成，因为电脑系统不断崩溃——当时根本无法实现90人同时在线交流。

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.不过在系统崩溃之间的几个短暂瞬间里，我们窥见了未来——一个技术可以实现我们和同事、家人、朋友连接在一起的未来。现在的世界已经是我坐在你们这个位置时难以想象的世界了。而从现在起的未来25年，你们将帮助塑造属于你们这一代人的世界。

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.作为清华的毕业生，你们不仅将成为中国的领袖，还将成为全球的领袖。中国在教育程度及经济增长方面都已是世界的领先者。不仅是政界和商界的领袖们认识到中国的重要性，许多美国的父母也认识到了这一点。在我所居住的旧金山湾区，最难进的中小学校正是那些教汉语的学校。

But the fact is countries don't lead.People lead.但事实是，国家不能领导，要靠人来领导。

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? 从你们今天毕业起，你们就开启了成为领导者的征程。你会成为什么样的领导者？你会对他人产生多大的影响？你将会在世界上留下什么样的印记？

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，我们的墙上贴着提醒我们要有远大目标的海报——挑战自我每一天都要做得更多。这些海报中蕴含了一些重要的有关领导力的经验——今天，我想分享其中我认为会对你们有意义的四点。First, fortune favors the bold.第一、命运偏爱勇者。

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，是因为扎克伯格相信，通过科技实现个人之间的互联，可以使这个世界变得更美好。他深信于此，以至于从哈佛大学本科辍学去追求自己的理想，并且这些年来他一直为此奋斗不止。扎克伯格靠的不是运气，而是勇气。

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.能像扎克伯格那样这么早就发现自己的热情所在，是一件不同寻常的事。我花了长得多的时间才发现自己到底想做什么。在我穿着学位服参加毕业典礼时，我无论如何也想不到自己会到Facebook工作，因为那时互联网还不存在——并且扎克伯格当时只有11岁。我当时想我只会在政府或者非营利组织工作，因为我相信这些机构或组织可以让世界变得更美好，而公司是以盈利为导向的。但是，当我在美国财政部工作的时候，我看到了科技公司在很大程度上影响着世界，于是我改变了自己的想法。因此，当我结束了在政府部门的工作后，我决定搬到硅谷去。

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.” 回过头看，这似乎是一个明智的举动。但是在2001年，这是个可被质疑的决定，因为那时科技泡沫刚刚破灭。大公司都在大规模裁员，小公司倒闭如潮。我给自己4个月的期限要找到一份工作，但是我足足花了将近一年的时间。在我最初接受的某次面试当中，有一个公司的首席执行官对我说：“我之所以面试你，完全是受朋友所托，但是我根本不会考虑聘用像你这样的人——在政府工作过的人无法胜任科技公司的工作。”

Eventually, I persuaded someone to hire me, and 14 years later, I still love working in tech.It was not my original plan, but I got there--eventually.最终，我还是说服了某个公司雇佣了我。14年过去了，我仍然热爱在科技公司工作。这虽然不是我的初衷，但是我最终还是找到了我的热情所在。

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，如果你在一条道路上前行，却发现自己的心另有所属，那么就请你去独辟蹊径，以到达理想的彼岸。如果一次没有成功，请继续锲而不舍地尝试。直到找到能点燃你激情的，对自己、对他人都有意义的工作。能将激情和奉献完美结合是一种奢侈。一旦达成，幸福将至。Second, feedback is a gift.第二、反馈是一种本领。

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，我知道决定我工作绩效的最重要的因素是我与扎克伯格的关系。当我刚加入Facebook公司时，我就让他做出承诺，每星期都要给我工作反馈，这样任何困扰他的事情都可以尽快讨论。他不仅爽快地答应了，并且立即说他也希望我也对他做反馈。在最初的几年当中，我们都坚持这样的惯例，每周五下午见面谈论我们所关心的事情，事无巨细。几年下来，分享真实的意见已经成为我们关系当中很自然的一部分，我们现在随时会这么做，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.从自己老板那里获得反馈很重要，但是从自己的下属那里获得反馈也同样至关重要。这绝非易事，因为员工总是太过于渴望去取悦他们的上司，而不去批评或质疑他们的上司。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.我最喜欢的一个例子是来自华尔街的。1990年，鲍勃·鲁宾成为高盛公司的首席执行官。上任满第一周，在查看公司账目时，他发现有一大笔在黄金上的投资。他问为什么会投资黄金？结果答案是，“因为您，先生。”“我？”他迷惑了。显然是因为在头一天他在交易所视察时曾经说过一句“黄金看起来有点意思”，结果这句话就被传成了“鲁宾喜欢黄金”，然后就有人花了几百万美元来讨老板的欢心。

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.” 我也遇到过类似的挑战，当然比这事的影响要在小一些的量级上。我刚加入Facebook时，我的职责之一是建立公司的商业运作——但与此同时还不能破坏成就Facebook的那种工程技术驱动的文化。所以我尝试做的一件事就是鼓励人们在和我开会时不要做正式的电子演示文稿。最开始我讲得很客气，结果所有人都无视我的要求，仍然在做电子演示文稿。大概过了两年吧，我就说，“好了，我通常不喜欢立规矩，但我现在必须定个规矩，和我开会时谁也不能再做电子演示文稿了。”

About a month later I was about to address our global sales team, when someone said to me, “Before you get on that stage, you really should know everyone's pretty upset about the no PowerPoint with clients thing.” I was shocked.I had never banned these presentations for clients!I just did not want them in meetings with me.How could we present to our clients without PowerPoint? So I got on the stage and said, “One, I meant no PowerPoint with me.And two, next time you hear a bad idea--like not doing proper client presentations--speak up.Even if you think it is what I have asked for, tell me I am wrong!” 大约一个月之后，当我正要对我们的全球销售团队讲话时，一个同事对我说，“在你上台之前，有件事你应该知道，大家对你规定的‘和客户会面不做电子演示文稿’的规定很有意见。”我感到很震惊，我从来没有禁止过给客户做电子演示文稿！我只是不希望他们在和我开会的时候用电子演示文稿。和客户展示产品时怎么能不做电子演示文稿？所以我上台就说，“首先，我说的是和我开会时不用电子演示文稿。其次，下次你们再听到坏点子——就像和客户会面不做电子演示文稿这类——请大声说出来。哪怕你知道那话是我说的，请告诉我这是错误的！”

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.一个好的领导者知道大部分雇员不愿意挑战权威，所以领导者就有义务主动要求反馈。我从电子演示文稿事件中吸取了教训。我现在经常问我的同事“有哪些地方我还能做得更好？”我总是对那些敢于对我说实话的人心怀感激，并且当众表扬他们。我深信只有你和你的同事并肩做战，只有当你不仅指挥而且也聆听时，你才能成为最好的领导。Third, nothing is someone's else's problem.第三，以身作则。

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.当我刚入职场时，我观察那些身处领导岗位的人时会想，“他们太幸运了，他们有那么大的掌控力。”所以你们可以想象的到，当我在商学院选修领导力课程时被告知，职位越高将会越依赖他人时，我有多么的惊讶。说实话，那时候我认为教授讲的是错的。

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.其实教授讲的是对的。我依赖我的销售团队，而不是反过来。如果他们达不到销售目标，是我的责任。作为领导者，我所要实现的不仅是竭尽个人之所能，而是要让我的团队中的所有人发挥自己的能力。

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.不同国家的企业运作都有其特定的文化特点。但我相信有一些领导力的原则是世界通用的——其中一条就是激发总是好过指示。是的，在多数组织里，员工总是按照老板的指示来做事。但是伟大的领导者不仅仅只是需要完全的服从。他们想要的是激发出员工心底的热情，完全的信任及真正的敬业精神。他们不仅仅是要得到团队的智慧，而是要赢得他们的心。如果他们相信公司的使命并且对你也信之如笃，那么他们就不仅仅只是把日常任务完成好，而且是以真正的热情来投入这些工作。

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.没有人能像我挚爱的丈夫大卫·高德伯格那样赢得那么多人的心，他不幸在两个月前突然去世。大卫是一个真正能激发人的领导者。他为人和善、待人慷慨，思维深刻。他提升了他周围每一个人的业绩水平。他是SurveyMonkey公司的首席执行官，这是他帮助建立起来的一个极为出色的公司。他是为了我和我们的孩子这样去做的。

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.” 我们的一个朋友、硅谷著名的风险投资人比尔·格雷，写过一篇短文号召人们“向大卫那样”。比尔写到，“大卫向我们所有人完整地展示了怎样做一个伟大的人……但是这并不让人有挫折感，因为大卫的伟大并不是好竞争的或威胁他人的，他的伟大是柔和的，触动心灵的，无私的。他是领导者‘以身作则’理念的经典标杆。”

Harvard Business School Professor Frances Frei has said “leadership is about making others better as a result of your presence and making sure that impact lasts in your absence.” Like Dave, you can do this for others over the course of your career.哈佛商学院弗朗西斯·福雷教授曾经说过，“领导力表现在，因为你的存在能使他人变得更好，而且当你不在的时候你的影响力还能一直持续。”就像大卫一样，你们也应该能在自己的职业生涯中为他人做到这一切。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.中国有句话叫“妇女能顶半边天”，这个说法被世界各地广为引用。女性在中国历史上及现在都扮演着特殊的角色。

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.当世界各国都在聚焦讨论女性的地位和发展的时候，我们曾在这里—北京讨论过这个问题。早在1995年，《北京宣言》和《行动纲领》，这两个号召女性全方位和平等地参与生活和决策的宣言和纲领，就由189个国家的政府在北京共同签署。去年，在这一历史性宣言20周年之际，各国领导人重聚在此，向人们传递这一北京承诺：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，尽管我们认识到女性的重要性及力量，当我们审视各国的领导层时，仍然绝大多数由男性主导。在几乎所有国家——包括美国和中国，只有不到6%的顶尖企业是由女性来领导的。女性在各行各业的领导角色都少之又少。这意味着，在做出影响我们所有人福祉的决定时，女性的意见无法被平等地听取。

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.产生领导角色性别差异的原因很多——直接的性别歧视、女性需要承担更多的家庭责任、职场中缺乏灵活性，更为重要的是，我们带有的偏见。虽然全球各地的文化千差万别，但是我们对于男性与女性的偏见却惊人的相似。尽管女性的地位在中国及全球各地都在不断变化与演进，传统的预期与偏见却依然如故。直到今天，在美国、中国乃至全球各地，男性总被期待去领导、奋进、成功，而女性则被期待去分享、融通、屈从他人。我们期待男孩和男人展现领导力，但是当一个小女孩出头来领导时，英语中我们称她“专横”，中文则称之为“强势”。

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.其它一些社会因素也阻碍了女性的前进。女性通常被职业社交圈排除在外——比如“关系”——以及正式的、非正式的对职业发展至关重要的社交活动。在美国也是如此。在美国，男性通常选择去指导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，如果男性能够承担起家庭的一半责任，女性承担起职场的一半责任，这个世界将会变得更加美好——好消息是，我们能够改变偏见，实现真正的平等。我们能够支持职场中的女性领导者。我们能够在家庭中找到更多的平衡，父亲帮助母亲打理家务、抚养子女；更加平等的婚姻会获得更多幸福；更积极主动的父亲能够培养出更成功的子女。我们可以走到说小女孩“专横”的人面前说：“那个女孩不是专横，她具有高级的领导才华。” 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.我想澄清一点——平等不仅仅只对女性有益，而是对所有人都有益。职场中女性的参与是经济增长的主要动力之一。那些充分发挥所有人才能的公司要远远比没有认识到这点的公司更加成功。去年站在这个位置演讲的阿里巴巴创始人马云曾经说过，“阿里巴巴成功的秘诀之一是因为我们有很多女性……没有女性，就没有阿里巴巴。”在阿里巴巴公司，有40%的员工是女性，并且有35%的高层管理者是女性——这远远超过世界上多数公司。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.伟大的领导者不仅仅培养与他们相像的人，他们培养每一个人。如果你想成为一个伟大的领导者，无论在公司里还是团队中，在培养男性员工的同时也要注意培养女性员工。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.我们的女性同行也可以帮助我们自身的发展。当2013年《向前一步》这本书出版的时候，我们成立了LeanIn.Org。这是一个非营利性组织，旨在帮助女性实现自己的目标。LeanIn.Org通过组织Lean In Circles互组小组来达到个体间互相帮助的目的。小组成员通过定期见面来相互分享并互助学习。目前，在超过100个国家里大约有2.3万个这样的互助小组。

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.'” 我见到的第一个国际Lean In Circle互助小组就是在北京——一群年轻的职业女性聚集在一起，支持彼此的职业理想并挑战“剩女”这个称谓。在过去的两年间，她们已经在全中国建立了互助网络，从职业白领到大学生——女性和男性一起来支持平等权利。其中一个互助小组就在清华，今天上午我还与她们见了面。她们对学业及职业前景的热情深深地打动了我。其中一个成员告诉我：“我加入清华互助小组以后开始深刻领会到‘得道多助’这句中国谚语的意思。” 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，你们这一代人将会在解决男女平等问题上比我们这一代做得更好。我们寄希望于你们，你们是一个更加平等的世界的希望所在。——

Today is a day of celebration.A day to celebrate your accomplishments, the hard work that brought you to this moment.今天是一个欢庆的日子，一个庆祝你们成就的日子，一个几经努力换来的时刻。

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.今天是一个感恩的日子，一个应该感谢那些帮助过你们获得今天成绩的人们的日子——是他们培育了你，教导了你，带给了你的欢乐并擦干了你的眼泪。

Today is a day of reflection.A day to think about what kind of leader you want to be.今天是个值得思考的日子，一个应该思考你想成为什么样的领导者的日子。

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: 我坚信你们将是未来的领导者，不仅是中国的领导者，也是世界的领导者。对你们每个人，我送上四个祝愿：

1.That you are bold and have good fortune.Fortune favors the bold.1、祝愿你勇敢而幸运。命运偏爱勇者。2.That you give and get the feedback you need.Feedback is a gift.2、祝愿你给予并收到你需要的反馈。反馈是一种本领。

3.That you empower everyone.Nothing is somebody else's problem.3、祝愿你给身边每个人以力量。以身作则。4.That you support equality.Lean In!

4、祝愿你支持男女平等。向前一步！Congratulations!祝贺你们！