Facebook COO桑德伯格哈佛商學院演講稿（中英文）
分享桑德伯格2012年在哈佛商學院畢業典禮上的勵志演講稿，中英文對照版本。
Facebook COO 桑德伯格2012哈佛商學院演講It's an honor to be here today to address HBS's distinguished faculty, proud parents, patient guests, and most importantly, the class of 2012.今天很榮幸來到這裏爲尊敬的哈佛商學院（HBS）的教授們，自豪的畢業生家長們和耐心的來賓們，尤其是爲今年的畢業生們演講。Today was supposed to be a day of [w]unbridled[/w] celebration and I know that's no longer true. I join all of you in grieving for your classmate Nate. I know there are no words that makes something like this better.今天原本應該是狂歡的日子，不過我知道現在並不合適了（由於一名畢業生在歐洲突然死亡）讓我們一起爲Nate同學表示哀悼，當然任何言語在這樣的悲劇前都蒼白無力。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.儘管有悲傷縈繞在大家心頭，今天仍然象徵着你們取得的傑出成績。所以讓我們一起爲12屆的畢業生們獻上最熱烈的祝賀。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.當尊敬的院長Nohria邀請我今天來做演講時，我想來給一羣遠比我年輕有活力的人們演講？我沒問題。這正是我每天在Facebook做的事情。我喜歡和年輕人在一起，除了當他們問我，“沒有互聯網的大學是怎樣的？” 或者更誇張“謝麗爾，你能過來下麼？我們想知道‘老人’會對這個新功能怎麼看” 這類問題。我不是在開玩笑。It's a special [w]privilege[/w] for me to be here this month. When I was a student here 17 years ago, I studied social marketing with Professor Kash Rangan. One of the many examples Kash used to explain the concept of social marketing was the lack of organ donors in this country, which kills 18 people every single day. Earlier this month, Facebook launched a tool to support organ donations, something that stems directly from Kash's work. Kash, wherever you are here, we are all grateful for your dedication.能夠在畢業季來到這裏，我覺得很榮幸。17年前當我是哈佛的學生時，我上了Kash Rangan教授的“社交化營銷”。一個Kash用來解釋“社交化營銷”概念的例子就是美國在器官捐贈方面的不足，每天因此有18人死亡。本月早些時候，Facebook推出了一款支持器官捐贈的工具，這是對Kash工作的直接應用。Kash，無論你今天坐在哪裏，我們都十分感激你的貢獻。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，我坐在你們現在的位置上。但是這個世界已經變化了很多。我所在的小組Section B曾嘗試進行HBS的第一次在線課程。我們用的是AOL的聊天室和電話撥號上網服務。（你們的父母可以向你們解釋什麼是撥號上網。）我們得給每人發一張寫有我們網名的列表，因爲那時在網上用真名是件讓人難以想象的事。不過這完全不行。網一直斷，我們會被踢出聊天室。因爲當時的世界還無法讓90人同時在線交流。不過有幾個瞬間，我們彷彿看到了未來。一個由於科技進步讓我們和真實生活中的同事、家人和朋友更好地聯繫在一起的未來。It used to be that in order to reach more people than you could talk to in a day, you had to be rich and famous and powerful. You had to be a celebrity, a politician, a CEO. But that's not true today. Now ordinary people have voice, not just those of us lucky enough to go to HBS, but anyone with access to Facebook, to Twitter, to a mobile phone. This is disrupting traditional power structures and leveling traditional hierarchy. Voice and power are shifting from institutions to individuals, from the historically powerful to the historically powerless. And all of this is happening so much faster than I could have ever imagined when I was sitting where you are today – and Mark Zuckerberg was 11 years old.過去如果想在一天內聯繫到比你能見着面更多的人，你要麼有錢，要麼有名，要麼有權。 你得是名人，政客，或者CEO。但是今天不一樣了。現在普通人也可以獲得話語權。不僅是那些能到HBS讀書的幸運兒，而是任何能上Facebook，Twitter或者有手機的人。這正在打破傳統的權利結構，讓傳統的階層界限變得模糊。話語權正從機構轉向個人，從曾經有權有勢的人轉向普通人。而且這一切的變化速度遠遠超出了當時就坐在你們今天位置上的我的想像。那時候，馬克•扎克伯格才十一歲。As the world becomes more connected and less [w]hierarchical[/w], traditional career paths are shifting as well. In 2001, after working in the government, I moved out to Silicon Valley to try to find a job. My timing wasn't really that good. The bubble had crashed. Small companies were closing. Big companies were laying people off. One women CEO looked at me and said, "we would never even think about hiring someone like you."當世界變得更緊密界限更模糊時，傳統的職業生涯也在發生變化。2001年在爲政府工作了幾年之後，(謝麗爾•桑德伯格當初爲Larry Summers工作）我搬到硅谷找下一份工作。當時並不是個好時機。泡沫破滅了。小公司都在倒閉，大公司都在裁員。一個女性CEO看着我說，“我們根本不會考慮招你這樣的人。”After a while I had a few offers and I had to make a decision, so what did I do? I am MBA trained, so I made a spreadsheet. I listed my jobs in the columns and the things for my criteria in the rows, and compared the companies, the missions, and the roles. One of the jobs on that sheet was to become Google's first Business Unit general manager, which sounds good now, but at the time no one thought consumer internet companies could ever make money. I was not sure there was actually a job there at all; Google had no business units, so what was there to generally manage? And the job was several levels lower than jobs I was being offered at other companies.過了一段時間，我有了幾個offers。需要做決定了，那麼我是怎麼做的呢？由於我受過MBA的訓練，所以我做了一個Excel表。我把工作都列了出來並且一行行把我的評判標準也列了出來。比較公司的遠景，工作的職責等。表格中有一個工作是去做Google的第一個業務部總經理。這現在聽起來很不錯，但是當時沒人相信直接面對消費者的互聯網公司可以賺錢。我都不敢確定那兒是不是真有這樣的職位；Google就沒有業務部，那要我去總管什麼呢？何況那職位比我在其他公司得到的offers都要低好幾級。So I sat down with Eric Schmidt, who had just become the CEO, and I showed him the spreadsheet and I said, this job meets none of my criteria. He put his hand on my spreadsheet and he looked at me and said, "Don't be an idiot."後來我和當時剛剛上任的CEO艾裏克•施密特見了面，我給他看了我的列表。我說，“這份工作完全不合我的選擇標準。”他用手按住我的表格。看着我說：“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."極佳的職業忠告。然後他說，重要的是坐上火箭。當公司在飛速發展而產生很大影響力時，事業自然也會突飛猛進。當公司發展較慢時，或者公司前景一般時，停滯和辦公室政治就會出現。如果你得到了坐上火箭的機會，別管是什麼位置，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?大概六年半之後，當我要離開Google的時候，我記住了這句忠告。當時好幾家公司請我去做CEO，但是我去了Facebook做COO（首席運營官）。那時有人問你爲什麼要去給一個23歲的年輕人打工？The traditional metaphor for careers is a ladder, but I no longer think that metaphor holds. It just doesn't make sense in a less hierarchical world. When I was first at Facebook, a woman named Lori Goler, a 1997 graduate of HBS, was working in marketing at eBay and I knew her kind of socially. She called me and said, "I want to think about you know talk with you about coming to work with you at Facebook. So I thought about calling you and telling you all the things I'm good at and all the things I like to do. But I figured that everyone is doing that. So instead I want to know what's your biggest problem and how can I solve it?"職業發展通常會被比作“爬階梯”。但我認爲這個比喻不再恰當了。在越來越扁平的世界裏，這種說法是沒有意義的。我剛到Facebook的時候，97屆HBS的校友Lori Goler還在eBay做市場營銷。我和認識了她並且知道善於交際。她打電話給我說，“我想和你談談到Facebook和你一起工作的事，我想到給你打電話，和你說我有哪些特長以及我想做的事情。但我知道所有人都會這樣說。所以我就想知道什麼是你現在最棘手的問題，我又該如何幫你解決這個問題？”My jaw hit the floor. I'd hired thousands of people up to that point in my career, but no one had ever said anything like that. I had never said anything like that. Job searches are always about the job searcher, but not in Lori's case. I said, "You're hired. My biggest problem is recruiting and you can solve it." So Lori changed fields into something she never thought she'd do, went down a level to start in a new field. She has since been promoted and runs all of People Operations at Facebook and is doing an extraordinary job, having an amazing impact.我感動得五體投地。那時我一路過來，僱了上千人，但是從來沒有人對我這樣說過。我自己也從來沒有這樣說過。找工作一直是關於找工作的人是怎樣，要什麼。但是Lori不是這樣想的。我說，“你被錄用了。我最大的問題就是招人，你可以幫我。”之後Lori就換到了這個她自己都從未想過去做的領域，還降了一級，重新開始。之後她被升職，負責整個Facebook的人事運行，現在做得非常好，在公司有很大的影響力。Lori has a great metaphor for careers. She says they're not a ladder, they're a jungle gym.Lori對職業有個很好的比喻。她說職業不是階梯，而是遊樂場裏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.當你們開始HBS之後的職業生涯時，你們要去尋找機會，追隨成長，力求影響力，發現遠景，可以平調，降級，升職，甚至換新的領域。培養你的技能，而不是填充你的簡歷。根據你能做的事來評判工作，而不是你可以得到的職位。做真正的工作。接受一個銷售目標，一個生產線上的工作，一個涉及運營方面的工作，別作太多計劃，也別要求要“青雲直上”。如果我在坐在你們的位置上時就計劃好我的職業，我會錯過我現在的職業。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.你們現在正邁入一個和我當時不同的世界。我的世界剛剛開始被連接起來，你的世界已經高速連接在一起。我當時競爭很激烈。你們現在的競爭更加激烈。我的世界變化很快，你的世界變化更快。As traditional structures are breaking down, leadership has to evolve as well-from hierarchy to shared responsibility, from command and control to listening and guiding. You've been trained by this great institution not just to be part of these trends, but to lead.在這個傳統結構正被打破的時代，領導班子也需要演變。從設立階層到責任共享，從命令與控制到聆聽和引導。你在HBS這個偉大的學院學習不僅是爲了能夠跟上浪潮，更重要的是能去引領潮流。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.當你在這個新世界裏乘風破浪時，你能依靠的不是你是誰也不是你的學位。你要依靠的是你的知識。你的力量不會源自你在公司的位置，而來自於建立信任，獲得尊敬。你會需要天賦，技能，想象力和視野。不過最最重要的是，具有真誠溝通的能力，既能鼓舞你身邊的人，又能聆聽他們的建議，在每一天的工作中不斷學習進步。If you watch young children, you'll immediately notice how honest they are. My friend Betsy from my section a few years after business school was pregnant with her second child. And her first child, Sam, was about five and he looked around and said, "Mommy, where is the baby?" She said, "The baby is in my tummy." He said, "Really? Aren't the baby's arms in your arms?" She said, "No, the baby's in my tummy." "Are the baby's legs in your legs?" "No, the whole baby is in my tummy." Then he said, 'Then Mommy, what is growing in your butt?"如果你留意小孩，你會立刻發現他們是多麼的誠實。我的一個HBS小組裏的朋友Betsy在畢業後幾年懷上了第二個孩子。她的第一個小孩，Sam，那時大概五歲。Sam環視了下她問，“媽媽，小寶寶在哪裏啊？”她說，“小寶寶在我肚子裏。”他說，“真的麼？難道小寶寶的手不在你的手裏？”她說，“不，小寶寶在我肚子裏。”“真的？小寶寶的腿不在你腿裏？”“不，整個寶寶都在我肚子裏啊。”然後她說，“那麼媽媽，爲什麼你的屁股越來越大？”As adults, we are never this honest. And that's not a bad thing. I have borne two children and the last thing I needed were those comments which obviously could be made. But it's not always a good thing either. Because all of us, and especially leaders, need to speak and hear the truth.作爲成年人，我們從不如此直接。這未必是件壞事。我也是兩個孩子的媽媽，我最不想聽到的恐怕就是這些評論，當然這些評論用在我身上也確實沒錯。但是那也不總是件好事。因爲我們所有人，尤其是領導者，需要說真話，聽真話。The workplace is an especially difficult place for anyone to tell the truth, because no matter how flat we want our organizations to be, all organizations have some form of hierarchy. And what that means is that one person's performance is assessed by someone else's perception.在工作環境中，說真話尤其得難，因爲無論我們多希望將組織架構扁平化，所有的組織都會有某種層級。這就意味着一個員工的表現會由別人對其印象來評估。This is not a setup for honesty. Think about how people speak in a typical workforce. Rather than say, "I disagree with our expansion strategy" or better yet, "this seems truly stupid." They say, "I think there are many good reasons why we're entering this new line of business, and I'm certain the management team has done a thorough ROI analysis, but I'm not sure we have fully considered the downstream effects of taking this step forward at this time." As we would say at Facebook, three letters: WTF.這是不鼓勵真誠的設計。想象一下人們在典型的工作環境中是如何溝通的。人們不說“我不同意我們的擴張策略”或者，更好，“這看起來真傻。”人們會說，“我知道進入這個新領域有衆多好處，而且我相信管理團隊一定做過細緻的投資回報分析，不過，我不確定我們是否完整地考慮了在這個時刻採取這個方案會產生的所有後果。對此就該用我們在Facebook或者互聯網上常說的三個字：WTF。Truth is better served by using simple language. Last year, Mark decided to learn Chinese and as part of studying, he would spend an hour or so each week with some of our employees who were native Chinese speakers. One day, one of them was trying to tell him something about her manager. She said this long sentence and he said, "simpler please." And then she said it again and he said, "no, I still don't understand, simpler please"…and so on and so on. Finally, in sheer exasperation, she burst out, "my manager is bad." Simple and clear and super important for him to know.事實最好用簡短的語言來表達。去年，馬克•扎克伯格決定開始學中文。作爲學習的一部分，他每週會花大約一個小時的時間和一些來自中國的員工交談。有一天，有一個員工談到了她的老闆。她說了一通之後，馬克說，“請說簡單點。”她再說了一遍之後，他說，“不行，我還是沒明白，請再簡單點。”就這樣來回了幾次。終於，她憤怒地說道，“我老闆壞！”簡單明瞭，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，人們很少會把話說那麼明瞭。尤其是當你的級別上升後，人們不僅不會和你把話說清楚，還會對你所說的小事反應過激。當我加入Facebook的時候，我的職責之一就是把公司商業那塊給建立起來，將其系統化。但是我不想破壞Facebook原有的文化。我嘗試的一件事就是鼓勵人們和我開會時不要做正式的PPT。我會說，“和我開會不用做PPT。”把你想討論的事列出來就行。但是所有人都無視我的要求，仍然在做PPT，就這樣一個又一個會議，一個月又一個月，沒有改變。大概兩年後，我說，“OK，我不喜歡條條框框，但我要定個規矩，和我開會不用做PPT。我是認真的。別再做了。”About a month later I was about to speak to our global sales team on a big stage and someone came up to me and said, "Before you get on that stage, you really should know everyone's pretty upset about the no PowerPoint with clients thing." I said, "What no PowerPoint with clients thing?" They said, " You made rule: no PowerPoint." So I got on the stage and said, "one, I meant no PowerPoint with me. But two, more importantly, next time you hear something that's really stupid, don't adhere to it. Fight it or ignore it, even if it's coming from me or Mark."大約一個月之後，我在一個大型場合正要和全球銷售團隊講話，一個同事上來對我說，“在你上臺之前，你應該知道大家對你制定的‘和客戶會面不做PPT’的規定很有意見。”我說，“什麼‘ 和客戶會面不做PPT’？”他們說：“你制定了一個規定：不做PPT。”之後我上了臺就說，“首先，我說的是和我開會不用PPT。其次，更重要的是，下次你們聽到一些你們認爲很傻的話，不要去遵循它，而要去提意見或者無視它，哪怕你知道那話是我或者馬克說的。”A good leader recognizes that most people won't feel comfortable challenging authority, so it falls upon authority to encourage them to question. It's easy to say that you're going to encourage feedback but it's hard to do, because unfortunately it doesn't always come in a format we want to hear it.一個好的領導者知道大部分人不願意去挑戰權威，所以領導者有義務去鼓勵大家來質疑。當然說鼓勵反饋容易，做起來難。因爲聽到的反饋往往不是我們想要的那種。When I first started at Google, I had a team of four people and it was really important to me that I interview everyone who was on my team. It felt like being part of my team meant I had to know you. When the team had grown to about 100 people, I realized it was taking longer to schedule my interviews. So one day at my meeting of just my direct reports, I said "maybe I should stop interviewing", fully expecting them to jump in and say "no, your interviews are a critical part of the process." They applauded. Then they fell over themselves explaining that I was the bottleneck of all time. I was embarrassed. Then I was angry and I spent a few hours just quietly fuming. Why didn't they tell me I was a bottleneck? Why did they let me go on slowing them down? Then I realized that if they hadn't told me, it was my fault. I hadn't convinced them that I wanted that feedback and I would have to change that going forward.當我剛開始在Google工作時，我的團隊裏面有四個人。所以對我而言，由我自己來面試團隊的每個成員就尤其重要。要成爲我的團隊的一份子，我必須瞭解你。當團隊增長到大約有100人的時候，我意識到在面試上花的時間越來越多。所以有一天在我的報告會上，我說也許我應該停止面試。那時我完全預計他們會打斷我說，“不行，你的面試是流程中很重要的一步。”然而他們都對此非常讚賞。然後他們轉過來解釋說我一直都是流程中的瓶頸。我先是覺得羞愧，然後惱怒。我花了幾個小時的時間生悶氣。他們爲什麼不告訴我我是瓶頸？爲什麼他們不阻止我拖大家的後腿？後來我明白了：如果沒人告訴我，那這就是我的錯。我還不夠開懷並主動告訴大家我希望得到反饋。我決定從此改變這點。When you're the leader, it is really hard to get good and honest feedback, no many how many times you ask for it. One trick I've discovered is that I try to speak really openly about the things I'm bad at, because that gives people permission to agree with me, which is a lot easier than pointing it out in the first place. To take one of many possible examples, when things are unresolved I can get a tad anxious. Really, when anything's unresolved, I get a lot anxious. I'm quite certain no one has accused me of being too calm. So I speak about it openly and that gives people permission to tell me when it's happening. But if I never said anything, would anyone who works at Facebook walk up to me and say, "Hey Sheryl, calm down. You're driving us all nuts!" I don't think so.當你是領導，得到有用的真實的反饋是很難的，哪怕你反覆要求。我發現的一個小技巧是嘗試主動地談論你的某些缺點。因爲這樣會讓人願意來認同我，這比直接指出我的缺點要容易許多。從衆多可能中舉個例子來說，當事情沒有搞定時，我會有點焦躁。真的，只要有事情沒有搞定，我會變得非常焦躁。我敢肯定沒人會說我過於冷靜。後來我就主動地談論這個缺點，讓大家來認同我，因而可以在我焦躁時告誡我但是如果我對此一句不提，會有Facebook的員工，走上來對我說，“嘿，謝麗爾，冷靜點。你快把我們搞瘋了！”我可不這樣認爲。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?在你們畢業的今天，問自己你將如何去領導，你會用簡單明瞭的語言？你會追尋真實的反饋？當你得到真實的反饋，你會憤怒還是感激？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.當我們努力更真誠地溝通時，我們也應該在更多的意義上做到真實。我經常會說帶着“完整的自己”去上班，這是我深深相信的一點。Motivation comes from working on things we care about. But it also comes from working with people we care about. And in order to care about someone, you have to know them. You have to know what they love and hate, what they feel, not just what they think. If you want to win hearts and minds, you have to lead with your heart as well as your mind. I don't believe we have a professional self from Mondays through Fridays and a real self for the rest of the time. That kind of division probably never worked, but in today's world, with real and authentic voice, it makes even less sense.工作的動力來自於做我們在乎的事情，但也來自於和我們在乎的人一起工作。要做到在乎某人，你必須瞭解他們，你必須知道他們喜歡什麼討厭什麼，他們會有什麼樣的感受，而不只是他們會想什麼。如果你想得到人心，你必須用心去領導。我不相信週一到週五我們是職業的自己，其它時間纔是真正的自己。類似這樣的分離從來就不太可行，在越來越提倡真實的當今世界裏，這就更沒有意義了。I've cried at work. I've told people I've cried at work. And it's been reported in the press that 'Sheryl Sandberg cried on Mark Zuckerberg's shoulder', which is not exactly what happened. I talk about my hopes and fears and ask people about theirs. I try to be myself – honest about my strengths and weaknesses – and I encourage others to do the same. It is all professional and it is all personal, all at the very same time.我在工作時流過淚。我告訴過別人我在工作時流過淚。後來這被媒體報道成“謝麗爾•桑德伯格在馬克•扎克伯格的肩膀上哭泣”，事實當然不是如此。我會談論我的希望和恐懼，也會詢問別人的希望和恐懼。我努力做真實的自己，直面我的優點和缺點。我會鼓勵別人也這麼做。一切都與職業相關，也都與個人相關，兩者無時無刻不交融在一起。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."作爲帶着“完整的自己”去上班的一部分努力，最近我開始公開談論女性在工作環境中面臨的挑戰。這也是我最近幾年纔有勇氣做的事情。在此之前，我和大家一樣小心翼翼地在職場上打拼。我從沒和別人強調“我是女兒身”。“不說”原則。當我暫時回家照顧下孩子時，我會把（辦公室的）燈留着。當我鎖上門在辦公室邊參加電話會議，邊爲我的寶寶們擠奶時，有人會問，“那是什麼聲音？”我會說，“什麼聲音？”“我聽到嗶的一聲”“噢，我窗外正好有一輛消防車。”But the lack of progress we've made in the past decade has convinced me we need to start talking about this. I graduated from HBS in 1995 and I thought it was completely clear that by the time someone from my year was invited to speak at this podium, we would have achieved equality in the workforce. But women at the top — C-level jobs — are stuck at 15-16 percent and have not moved in a decade. Not even close to 50% and worse no longer growing. We need to acknowledge openly that gender remains an issue at the highest levels of leadership. The promise of equality is not equality. We need to start talking about this.然而，由於我們在上個10年取得的進展很小，我決定要開始公開討論這點。我是1995年從HBS畢業的，當時我想等到我們這屆有人被邀請到這個講臺演講的時候，我們一定已經實現了工作上的男女平等。但是在C-級別的工作上，女性的比例始終停留在15到16％。10年來一點都沒有變化。離50％還差很遠，而且更糟的是，已經停止增長。我們需要公開承認在執行級別的領導層，性別仍然是個大問題。對平等的承諾不等於真正的平等。我們需要就此進行談論。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爲什麼會低估自己的能力。而且和男性不同，對於女性，成功和受歡迎程度是反向相關的。這意味着一個女性在事業上越成功，她就會越不受人喜愛。這意味着女性需要另一種形式的管理和輔導，另一種形式的支持和鼓勵，甚至一些保護，在某些方面，要比男性有更多的保護。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.而且現在有資歷做這些的女性還太少，所以在座的男性畢業生們要和女性畢業生們一起肩負起這個責任，甚至更多。不僅僅討論性別，而且要幫助女性取得成功。當聽到一個工作上很優秀的女性不爲人愛戴，深呼吸一下，問問自己這是爲什麼。We need to start talking openly about the flexibility all of us need to have both a job and a life. A couple of weeks ago in an interview I said that I leave the office at 5:30 p.m. to have dinner with my children. And I was shocked at the press coverage. One of my friends said she wasn't sure I couldn't get more headlines if I had murdered someone with an ax. I told her I wasn't really interested in trying that. This showed me this is an unresolved issue for all of us, men and women. Otherwise, why would everyone write so much about it.我們需要公開地探討我們都需要的靈活機制來平衡工作和生活。幾周前我接受了一個採訪，我說我會5點半離開公司去和我的小孩吃晚飯。我被由此而來的媒體報道震驚了。我的一個朋友說她不確定就算我用斧子砍人，是否能上一樣多的頭條。我告訴她我對砍人沒興趣。不過這讓我明白，對於我們所有人，不管是男人還是女人，這是個未解決的問題。要不是這樣，爲什麼大家會對此有那麼多評論？And maybe, most importantly, we need to start talking about how fewer women than men, even from places like HBS, most likely even in this class, aspire to the very top jobs. We will not close the leadership gap until we close the professional ambition gap. We need more women not just to sit at the table, but as President Obama said a few weeks ago at Barnard, to take their rightful seats at the head of the table.也許，最重要的是，我們應該開始討論爲什麼只有少數的女性，即便來自HBS，即便是你們這屆畢業生，渴望坐上最高的領導職位。我們無法彌補領導崗位上的差距，除非我們先彌補職業抱負上的差距。我們需要更多的女性不僅僅坐在會議桌旁，而且要像奧巴馬總統幾周前在Barnard學校說的那樣，去光明正大地坐到主座上去。One of the reasons I was so excited to be here today is that Dean Nohria told me that this year is the 50th anniversary of letting women into this school. Your Dean is so passionate about getting more women into leadership positions. And he told me that he wanted me to speak this year for that reason.我今天來這裏十分激動的另一個原因是院長Nohria告訴我今年是第一次有女生進入HBS50週年。你們的院長對讓更多的女性進入領導崗位很執着。他告訴我這就是爲什麼他請我來做今年的演講者的原因。I met a woman from that first class once. She told me that when they first came in, the first class of woman. They took a men's room and converted it to a woman's room, made sense. But they left the urinals in. She thought the message was super clear – 'we are not sure this whole girl thing is going to work out and if the case doesn't, we don't want to have to reinstall the urinals.' The urinals are long gone. Let's make sure that no one ever misses them.有一次我遇到了那屆的一位女生。她告訴我當第一屆女生入學時，學校把一個男生洗手間改成了女生洗手間。沒錯吧。但是他們留下了小便池。她認爲這裏的信息很明確我們不確定這個女生來上學的事是不是靠譜，萬一後來黃了，我們也不必重新安裝小便池。現在這些小便池當然早就不在了。讓我們確保沒人會想念它們。As you and your classmates spread out across the globe and walk across this stage tomorrow, I wish for you four things:當你和你的同學們即將走向世界各地，當你們明天走出校園，我對你們有四個期望：First, keep in touch via Facebook. This is critical to your future success! And we're public now, so can you click on an ad or two while you are there.第一，通過Facebook保持聯繫。這對於你們未來的成功而言很關鍵！另外，我們現在是上市公司了，所以當你上Facebook的時候請點擊一兩個廣告吧！Two, that you make the effort to speak as well as seek the truth.第二，努力說真話，求真知。Three, that you remain true to and open about your authentic self.第三，保持你的“真我”，用你的“真我”待人。And four, most deeply, that your generation accomplishes what mine has failed to do. Give us a world where half our homes are run by men and half our institutions are run by women. I'm pretty sure that would be a better world.第四，最由衷的一點，讓你們這代來實現我們這代沒有做到的。讓我們創造一個男女在家庭和工作都各撐半邊天的世界。我敢保證這會是個更美好的世界。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年的畢業生們獻上最真摯的祝賀。和你們的“真我”一起，給你們自己一輪熱烈的掌聲吧！
