Facebook首席運營官Sheryl Sandberg桑德伯格在2012哈佛商學院畢業(yè)典禮上的演講中提到，做人要“講真話、求真知、做真我！” 她鼓勵大家擇業(yè)時要“坐上火箭”，要考慮為自己的未來做些什么，不要太在意職位，要看發(fā)展，看機會，依靠自己的知識獲得尊敬。這是小編到目前為止聽過最實在的畢業(yè)演講，每年美國各所大學有許多勵志演講，給畢業(yè)生們打強心針，這一劑是我聽過最有用的。比如求職的時候，大公司就是火箭，無論職位如何，上了火箭就對了。演講準備非常充分，比如：奉勸所有畢業(yè)生培養(yǎng)技能，而非填充簡歷；如何面對領導及去領導；工作的動力和自信等等。

英語演講稿：

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

Today was supposed to be a day of unbridled celebration and I know that’s no longer true. I join all of you in grieving for your classmate Nate. There are no words which can make this better.
今天原本應該是狂歡的日子，不過我知道現(xiàn)在并不合適了(由于一個畢業(yè)生在歐洲的突然死亡)，讓我們一起為Nate同學表示哀悼，當然任何言語在這樣的悲劇前都蒼白無力。

Though laden with sadness, today still marks a distinct and impressive achievement for this class. So please join me in giving our warmest congratulations to this class.
盡管有悲傷縈繞在大家心頭，今天仍然象征著你們?nèi)〉玫慕艹龀煽儭Ｋ宰屛覀円黄馂?2界的畢業(yè)生們獻上最熱烈的祝賀。

When Dean Nohria asked me to speak here today, I thought, come talk to a group of people way younger and cooler than I am? I can do that. I do that every day at Facebook. I like being surrounded by young people, except when they say to me, “What was it like being in college without the internet?” or worse,” Sheryl, can you come here? We need to see what old people think of this feature.”
當尊敬的院長Nohria邀請我今天來做演講時，我想來給一群遠比我年輕有活力的人們演講，我沒問題。這正是我每天在Facebook做的事情。我喜歡和年輕人在一起，除了當他們問我，“沒有互聯(lián)網(wǎng)的大學是怎樣的?”或者(更夸張)“謝麗爾，你能過來下么?我們想知道‘老人’會對這個新功能怎么看”這類問題。(這是真的)我沒有開玩笑。

When I was a student here 17 years ago, I studied social marketing with Professor Kash Rangan. One of the many examples Kash used to explain the concept of social marketing was the lack of organ donors in this country, which kills 18 people every single day. Earlier this month, Facebook launched a tool to support organ donations, something that stems directly from Kash’s work. Kash, we are all grateful for your dedication.
在這個月回到這里對我有特別的意義。17年前當我是哈佛的學生時，我受上了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，每天有18人因此死亡。本月早些時候，F(xiàn)acebook推出了一款支持器官捐贈的工具，這是對Kash工作的直接應用。Kash，無論你今天坐到哪里，我們都十分感激你的貢獻。

SANDBERG’S HARVARD SECTION TRIED TO HAVE THE SCHOOL’S FIRST ONLINE CLASS

It wasn’t really that long ago when I was sitting where you are, but the world has changed an awful lot. My section, section B, tried to have HBS’s first online class. We had to use an AOL chat room and dial up service. (Your parents can explain to you later what dial-up service is.) We had to pass out a list of screen names because it was unthinkable to put your real name on the internet. And it never worked. It kept crashing. The world just wasn’t set up for 90 people to communicate at once online. But for a few brief moments, we glimpsed the future – a future where technology would power who we are and connect us to our real colleagues, our real family, our real friends.
所以也就在“不久”之前，我坐在你們現(xiàn)在的位置上，但這個世界已經(jīng)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(wǎng)服務。你們的父母可以解釋給你們聽什么是撥號上網(wǎng)。我們得給每人發(fā)一張寫有我們網(wǎng)名的列表，因為那時在網(wǎng)上用真名是件讓人難以想象的事。不過這完全不行。網(wǎng)一直斷，我們會被踢出聊天室。因為當時的世界還無法讓90人同時在線交流。不過有幾個瞬間，我們(仿佛)看到了未來，一個由于科學進步，讓我們和真實生活中的同事、家人和朋友(更好地)聯(lián)系在一起的未來。

It used to be that in order to reach more people than you could talk to in a day, you had to be rich and famous and powerful. You had to be a celebrity, a politician, a CEO. But that’s not true today. Now ordinary people have voice, not just those of us lucky to go to HBS, but anyone with access to Facebook, Twitter, a mobile phone. This is disrupting traditional power structures and leveling traditional hierarchy. Control and power are shifting from institutions to individuals, from the historically powerful to the historically powerless. And all of this is happening so much faster than I could have imagined when I was sitting where you are today – and Mark Zuckerberg was 11 years old.
過去如果想在一天內(nèi)聯(lián)系到比你能見著面更多的人，你要么有錢，要么有名，要么有權，(你得是)名人、政客或者CEO。但今天不一樣了，現(xiàn)在的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FB、Twitter或者有(智能)手機的人。這正打破傳統(tǒng)的權利結構，讓傳統(tǒng)的階層變得扁平。話語權正從機構轉向個人，從曾經(jīng)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初就坐在你們今天位置上的我的想象。那時候，馬克·扎克伯格才十一歲。

‘WE WOULDN’T EVEN THINK ABOUT HIRING SOMEONE LIKE YOU’

As the world becomes more connected and less hierarchical, traditional career paths are shifting as well. In 2001, after working in the government, I moved out to Silicon Valley to try to find a job. My timing wasn’t really that good. The bubble had crashed. Small companies were closing. Big companies were laying people off. One CEO looked at me and said, “we wouldn’t even think about hiring someone like you.”
當世界變得更緊密且更扁平時，傳統(tǒng)的職業(yè)生涯也在發(fā)生變化。2011年在為政府工作了幾年之后(謝麗爾·桑德伯格當初為Larry Summers工作)，我搬到硅谷找下一份工作。當時并不是個好時機，泡沫破滅了。小公司都在倒閉，大公司都在裁員。一個女性CEO看著我說，“我們根本不會考慮找你這樣的人。”

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 my criteria in the rows. One of the jobs on that sheet was to become Google’s first Business Unit general manager, which sounds good now, but at the time no one thought consumer internet companies could ever make money. I was not sure there was actually a job there at all; Google had no business units, so what was there to generally manage? And the job was several levels lower than jobs I was being offered at other companies.
過了一段時間，我有了幾個offers。需要做決定了，那么我是怎么做的呢?(由于)我受過MBA的訓練，我做了個EXECL表格，我把工作都列了出來并且一行行把我的批判標準也列了出來，比較公司的愿景，工作的職責等。表格中有一個工作是去做Google的第一個業(yè)務部總經(jīng)理。這現(xiàn)在聽起來很不錯，但是當時沒有消費者相信互聯(lián)網(wǎng)公司可以賺錢。我都不敢確定那兒是不是真有這樣的職位。Google沒有業(yè)務部，那要我去總管什么呢?何況那職位比我在其他公司得到的offers都要低好幾級。

So I sat down with Eric Schmidt, who had just become the CEO, and I showed him the spreadsheet and I said, this job meets none of my criteria. He put his hand on my spreadsheet and he looked at me and said, “Don’t be an idiot.”
后來我和當時剛剛上任的CEO艾里克·施密特見了面，我給他看了我的列表。我說，“這份工作完全不和我的選擇標準。”他用手按住我的表格，看著我說：“不要犯傻。”極佳的職業(yè)忠告。然后他說，“(重要的是)坐上火箭”。

EXCELLENT CAREER ADVICE: ‘GET ON A ROCKET SHIP’

Excellent career advice. And then he said, “Get on a rocket ship. When companies are growing quickly and having a lot of impact, careers take care of themselves. And when companies aren’t growing quickly or their missions don’t matter as much, that’s when stagnation and politics come in. If you’re offered a seat on a rocket ship, don’t ask what seat. Just get on.”
當公司在飛速發(fā)展產(chǎn)生很大影響力時，事業(yè)自然也會突飛猛進。當公司發(fā)展較慢時，或者公司前景一般時，停滯和(辦公室)政治就會出現(xiàn)。如果你得到了坐上火箭的機會，別管是什么位置，上去就行。

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

THE METAPHOR FOR A CAREER IS NO LONGER A LADDER; IT’S A JUNGLE GYM

The traditional metaphor for careers is a ladder, but I no longer think that metaphor holds. It just doesn’t make sense in a less hierarchical world. When I was first at Facebook, a woman named Lori Goler, a 1997 graduate of HBS, was working in marketing at eBay and I knew her a bit socially. She called me and said, “I want to talk with you about coming to work with you at Facebook. So I thought about calling you and telling you all the things I’m good at and all the things I like to do. But I figured that everyone is doing that. So instead I want to know what’s your biggest problem and how can I solve it?”
職業(yè)發(fā)展通常會被比作“爬階梯”，但我認為這個比喻不再恰當了。在越來越扁平的世界里，這種說法是沒有意義的。我剛到Facebook的時候，97界HBS的校友Lori Goler還在eBav做市場營銷。我和她曾在某個社交場合上認識，她打電話給我說，“我想喝你談談到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，所以我就像知道什么是你現(xiàn)在最棘手的問題，我又該如何幫你解決這個問題?”

My jaw hit the floor. I’d hired thousands of people up to that point in my career, but no one had ever said anything like that. I had never said anything like that. Job searches are always about the job searcher, but not in Lori’s case. I said, “You’re hired. My biggest problem is recruiting and you can solve it.” So Lori changed fields into something she never thought she’d do, went down a level to start in a new field. She has since been promoted and runs all of People Operations at Facebook and is doing an extraordinary job.
我感動嘚五體投地。那時我一路過來，雇了上千人，但是從來沒有人對我這樣說過，我自己也從來沒有這樣說過。找工作一直是關于找工作的人(是怎樣，要什么)。但是Lori不是這樣想的。我說，“你被錄用了。我最大的問題就是招人，你可以幫我。”之后Lori就換到了這個她自己都從未想過去做的領域，還降了一級，重新開始。之后她被升職，負責整個Facebook的人事運行，現(xiàn)在做得非常好，(在公司)有很大的影響力。

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

LOOK FOR GROWTH, IMPACT AND MISSION. MOVE SIDEWAYS, DOWN, ON AND OFF

As you start your post-HBS career, look for opportunities, look for growth, look for impact, look for mission. Move sideways, move down, move on, move off. Build your skills, not your resume. Evaluate what you can do, not the title they’re going to give you. Do real work. Take a sales quota, a line role, an ops job. Don’t plan too much, and don’t expect a direct climb. If I had mapped out my career when I was sitting where you are, I would have missed my career.
當你們開始HBS之后的職業(yè)生涯時，(你們應該)尋找機會，追隨成長，力求影響力，發(fā)現(xiàn)愿景，可以平調(diào)、降級、升職，甚至換新的領域，培養(yǎng)你的技能，而不是填充你的簡歷。根據(jù)你能做的事來評判工作，而不是你可以得到的職位。做真正的工作。接受一個銷售目標，一個生產(chǎn)線上的工作，一個涉及運營方面的工作，別作太多計劃，也別要求要“青云直上”。如果我在坐在你們的位置上時就計劃好我的職業(yè)，我會錯過我現(xiàn)在的職業(yè)。

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

As traditional structures are breaking down, leadership has to evolve as well – from hierarchy to shared responsibility, from command and control to listening and guiding. You’ve been trained by this great institution not just to be part of these trends, but to lead.
在這個傳統(tǒng)結構正被打破的時代，領導班子也需要演變。從設立階層到責任共享，從命令與控制，到聆聽和引導。你在HBS這個偉大的學院學習，不僅是為了能夠跟上浪潮，更重要的是能去引領潮流。

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

‘MOMMY, WHAT IS GROWING IN YOUR BUTT?’

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

As adults, we are never this honest. And that’s not a bad thing. I have borne two children and the last thing I needed were those comments. But it’s not always a good thing either. Because all of us, and especially leaders, need to speak and hear the truth.
作為成年人，我們從不如此直接。這不是好事。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。但那也總不是好事，因為我們所有人，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. This means that one person’s performance is assessed by someone else’s perception.
在工作環(huán)境中，說真話是尤其得難。因為無論我們多希望將組織架構扁平化，所有的組織都會有某種層級。這就意味著一個員工的表現(xiàn)，會由別人對其印象來評估。這樣的設計不鼓勵真誠。

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.
想象一下人們是在典型的工作環(huán)境中是如何溝通的。人們不說“我不同意我們的擴張策略”或者，更好“這看起來真心傻。”人們會說，“我知道進入這個新領域有眾多好處，而且我相信管理團隊一定做過細致的投資回報分析，不過，我不確定我們是否完整地考慮了在這個時刻采取這個方案會產(chǎn)生的所有后果。”(對此就該用)我們在Facebook或者互聯(lián)網(wǎng)上常說的三個字：WTF。事實最好用簡短的語言來表達。

‘TRUTH IS BETTER USED BY USING SIMPLE LANGUAGE’

Truth is better used by using simple language. Last year, Mark decided to learn Chinese and as part of studying, he would spend an hour or so each week with some of our employees who were native Chinese speakers. One day, one of them was trying to tell him something about her manager. She said this long sentence and he said, “simpler please.” And then she said it again and he said, “no, I still don’t understand, simpler please”…and so on and so on. Finally, in sheer exasperation, she burst out, “my manager is bad.” Simple and clear and very important for him to know.
去年，馬克·扎克伯格決定開始學中文，作為學習的一部分，他每周會花大約一個小時的時間和一些來自中國的員工交談。有一天，有個員工談到了她的老板。她說了一通之后，馬克說，“請說簡單點。”她再沈括了一遍之后，他說，“不行，我還是沒明白，請再簡單點。”就這樣來回了幾次。終于，她憤怒地說道，“我老板壞!”簡單明了，而且非常重要，需要讓馬克知道。

People rarely speak this clearly in the workforce or in life. And as you get more senior, not only will people speak less clearly to you but they will overreact to the small things you say. When I joined Facebook, one of the things I had to do was build the business side of the company and put some systems into place. But I wanted to do it without destroying the culture that made Facebook great. So one of the things I tried to do was encourage people not to do formal PowerPoint presentations for meetings with me. I would say things like, “Don’t do PowerPoint presentations for meetings with me. Instead, come in with a list of what you want to discuss.” But everyone ignored me and they kept doing their presentations meeting after meeting, month after month. So about two years in, I said, “OK, I hate rules but I have a rule: no more PowerPoint in my meetings.”
在工作或者生活中，人們很少會把話說那么明了。尤其是當你的級別上升后，人們不僅不會和你把話說清楚，人們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(yè)那塊給建立起來，將其系統(tǒng)化，但是我不想破壞Facebook原有的文化。我嘗試的一件事就是鼓勵人們和我開會時不要做正式的PPT幻燈片。我會說，“和我開會不用作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PowerPoint幻燈片，就這樣一個又一個會議，一個月又一個月，沒有改變。大概兩年后，我說，“OK，我不喜歡條條框框，但我要定個規(guī)矩，和我開會不用做PowerPoint。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.” So I got on the stage and said, “one, I meant no PowerPoint with me. But two, more importantly, next time you hear something that’s really stupid, don’t adhere to it. Fight it or ignore it, even if it’s coming from me or Mark.”
大約一個月之后，我在一個大型場合正要和全球銷售團隊講話，一個同事上來對我說，“在你上臺之前，大家對你制定的‘和客戶會面不做PPT’的規(guī)定很有意見。”我說，“什么，‘和客戶會面不做PPT’?”他們說：“你制定了一個規(guī)定：不做PPT。”之后我上了臺就說，“首先，我說的是和我開會不用PPT。其次，更重要的是，下次你們聽到一些你們認為很傻的話，不要去遵循它，而是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.
一個好的領導者知道大部分人不愿意去挑戰(zhàn)權威，所以領導者有義務去鼓勵大家來質(zhì)疑。當然說鼓勵反饋容易，做起來難。因為聽到的反饋往往不是我們想要的那種。

‘BEING PART OF MY TEAM MEANT THAT I HAD TO KNOW YOU’

When I first started at Google, I had a team of four people and it was really important to me that I interview everyone. For me, being part of my team meant I had to know you. When the team had grown to about 100 people, I realized it was taking longer to schedule my interviews. So one day at my meeting of just my direct reports, I said “maybe I should stop interviewing”, fully expecting them to jump in and say “no, your interviews are a critical part of the process.” They applauded. Then they fell over themselves explaining that I was the bottleneck of all time. I was embarrassed. Then I was angry and I spent a few hours just quietly fuming. Why didn’t they tell me I was a bottleneck? Why did they let me go on slowing them down? Then I realized that if they hadn’t told me, it was my fault. I hadn’t convinced them that I wanted that feedback and I would have to change that going forward.
當我剛開始在Google工作時，我的團隊里面有四個人。所以對我而言，由我自己來面試每個團隊的成員就尤其重要。要成為我團隊的一份子，我必須了解你。當團隊增長到大約有100人的時候，我意識到在面試上花的時間越來越多，所以有一天在我的報告會上，我說，也許我應該停止面試。那時我完全預計他們會打斷我說，“不行，你的面試是流程中很重要的一步。”(然而)他們都對此非常贊賞，然后他們轉過來解釋說，我一直都是流程中的瓶頸。我先是覺得羞愧，然后惱怒。我花了幾個小時的時間生悶氣，他們?yōu)槭裁床桓嬖V我我是瓶頸?為什么他們不阻止我拖大家的后腿?后來我明白了：如果沒人告訴我，那這就是我的錯。我還不夠開懷并主動告訴大家我希望得到反饋。我決定從此改變這點。

When you’re the leader, it is really hard to get good and honest feedback, no many how many times you ask for it. One trick I’ve discovered is that I try to speak really openly about the things I’m bad at, because that gives people permission to agree with me, which is a lot easier than pointing it out in the first place. To take one of many possible examples, when things are unresolved I can get a tad anxious. Really, when anything’s unresolved, I get 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，哪怕你反復要求。我發(fā)現(xiàn)的一個小技巧是嘗試主動地談論你的某些缺點，因為這樣會讓人愿意來認同我，這比直接指出我的確定要容易許多。從眾多可能中舉個例子來說，當事情沒有搞定時，我會有點焦躁。真的，只要有事情沒搞定，我會變得非常焦躁。我敢肯定沒人會說我過于冷靜。后來我就主動地談論到這個缺點，讓大家來認同我，因而可以在我焦躁時告誡我。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!”我不這樣認為。

‘WHEN YOU GET HONESTY BACK, WILL YOU REACT WITH ANGER OR WITH GRATITUDE?’

As you graduate today, ask yourself, how will you lead. Will you use simple and clear language? Will you seek out honesty? When you get honesty back, will you react with anger or with gratitude?
在你們畢業(yè)的今天，問自己你將何去領導，你會用簡短明了的語言?你會追求真實的反饋?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 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(jīng)常會說帶著“完整的自己”去上班，這點我深信不疑。

Motivation comes from working on things we care about. But it also comes from working with people we care about. And in order to care about someone, you have to know them. You have to know what they love and hate, what they feel, not just what they think. If you want to win hearts and minds, you have to lead with your heart as well as your mind. I don’t believe we have a professional self from Mondays through Fridays and a real self for the rest of the time. That kind of division probably never worked, but in today’s world, with real and authentic voice, it makes even less sense.
工作的動力來自于做我們在乎的事情，但也來自于和我們在乎的人一起工作。要做到在乎某人，你必須了解他們，你必須知道他們喜歡什么討厭什么，他們會有什么樣的感受，而不只是他們會想什么。如果你想得到人心，你必須用心去領導。我不相信周一到周五我們是職業(yè)的自己，其他時間才是真正的自己。類似這樣的分離從來就不太可行，在越來越提倡真實的當今世界里，這就更沒有意義了。

CRYING AT WORK: YES, SHE’S DONE IT BUT NOT EXACTLY ON ZUCKERBERG’S SHOULDER

I’ve cried at work. I’ve told people I’ve cried at work. And it’s been reported in the press that ‘Sheryl Sandberg cried on Mark Zuckerberg’s shoulder’, which is not exactly what happened. I talk about my hopes and fears and ask people about theirs. I try to be myself – honest about my strengths and weaknesses – and I encourage others to do the same. It is all professional and it is all personal, all at the very same time.
我在工作時流過淚。我告訴過別人我在工作時流過淚，后來這被媒體報道成謝麗爾·桑德伯格在馬克·扎克伯格的肩膀哭泣。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(yōu)點和缺點。我會鼓勵別人也這么做。一切都與職業(yè)無關，也都與個人相關，兩者無時無刻不交融在一起。

I recently started speaking up about the challenges women face in the workforce, something I only had the courage to do in the last few years. Before this, I did my career like everyone else does it. I never told anyone I was a girl. Don’t tell. I left the lights on when I went home to do something for my kids . I locked my office door and pumped milk for my babies while I was on conference calls. People would ask, “what’s that sound?” I would say, “What sound?” “I hear a beep.” “Oh, there’s a fire truck outside my office.”
作為帶著“完整的自己”去上班的一部分努力，最近我開始公開談論女性在工作環(huán)境中面臨的挑戰(zhàn)。這也是我最近幾年才有勇氣做的事情。在此之前，我和大家一樣小心翼翼地職場上打拼，我從沒和別人強調(diào)“我是女兒身”。“不說”原則。當我暫時回家照顧孩子時，我會把辦公室的燈留著，當我鎖上門在辦公室邊參加電話會議，邊為我的寶寶們擠奶時，有人會問，“那是什么聲音?”我會說，“什么聲音?”“我聽到嘩的一聲。”“哦，我窗外正好有一輛救火車。”

But the lack of progress over the past decade has convinced me we need to start talking about this. I graduated from HBS in 1995 and I thought it was completely clear that by the time someone from my year was invited to speak at this podium, we would have achieved equality in the workforce. But women at the top — C-level jobs — are stuck at 15-16 percent and have not moved in a decade. Not even close to 50% and no longer growing. We need to acknowledge openly that gender remains an issue at the highest levels of leadership. The promise of equality is not equality. We need to start talking about this.
然而，由于我們在上個10年取得的進展很小，我決定要開始公開討論這點。我是1995年從HBS畢業(yè)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(jīng)實現(xiàn)了工作上的男女平等。但是在C-級別的工作上，女性的比例始終停留在15-16%。10年來一點都沒有變化。離50%還差很遠，而且更糟的是，已經(jīng)停止增長。我們需要公開承認，在執(zhí)行級別的領導層，性別仍然是個大問題。對平等的承諾不等于真正的平等。

‘AS A WOMAN IS MORE SUCCESSFUL IN YOUR WORKPLACES, SHE WILL BE LESS LIKED’

We need to start talking about how women underestimate their abilities compared to men and how for women, but not men, success and likeability are negatively correlated. That means that as a woman is more successful in your workplaces, she will be less liked. This means that women need a different form of management and mentorship, a different form of sponsorship and encouragement than men.
我們需要就此進行談論。我們要討論女性相比男性為什么會低估自己的能力。而且和男性不同，對于女性，成功和受歡迎程度是反向相關的。這意味著一個女性在事業(yè)上越成功，她就會越不為人喜愛。這意味著女性需要另一種形式的管理和輔導，另一種形式的支持和鼓勵，甚至一些保護。

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.
在某些方面，要比男性有更多的保護，而且現(xiàn)在有資歷做這些的女性還太少，所以你們這界畢業(yè)生中的男性同胞們要和女性畢業(yè)生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(yōu)秀的女性不為人愛戴，深呼吸一下，問問自己這是是為什么。

We need to start talking openly about the flexibility all of us need to have both a job and a life. A couple of weeks ago in an interview I said that I leave the office at 5:30 p.m. to have dinner with my children. I was shocked at the press coverage. One of my friends said I couldn’t get more headlines if I had murdered someone with an ax. This showed me this is an unresolved issue for all of us, men and women alike. Otherwise, everyone would not write so much about it.
我們需要公開第探討我們都需要的靈活機制，來做平衡的工作和生活。幾周前我接受了一個采訪，我說我會5點半離開公司去和我的小孩吃晚飯。我被由此而來的媒體報道震驚了，我的一個朋友說，她不確定就算我用斧子砍人，是否能上一樣多的頭條。我告訴她我對砍人沒興趣。不過這讓我明白這是一個未被解決的問題，對于我們所有人，男人和女人。要不是這樣，為什么大家會對此有那么多評論?

‘WE NEED MORE WOMEN NOT JUST TO SIT AT THE TABLE, BUT TO TAKE THEIR RIGHTFUL SEATS’

And maybe, most importantly, we need to start talking about how fewer women than men, even from places like HBS, even likely in this class, aspire to the very top jobs. We will not close the leadership gap until we close the professional ambition gap. We need more women not just to sit at the table, but as President Obama said a few weeks ago at Barnard, to take their rightful seats at the head of the table.
也許，最重要的是，我們應該開始討論為什么只有少數(shù)的女性，即便來自HBS，很可能即便在你們這屆畢業(yè)生，很少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(yè)抱負上的差距。我們需要更多的女性不僅僅坐上桌子，而且要像總統(tǒng)奧巴馬幾周前在Barnard學校說的那樣，去光明正大地做到主座上去。

One of the reasons I was so excited to be here today is that this is the 50th anniversary of letting women into this school. Dean Noria, who is so passionate about getting more women into leadership positions, told me that he wanted me to speak this year for that reason. I met a woman from that first class once. She told me that when they first came in, they took a men’s room and converted it to a woman’s room. But they left the urinals in. She thought the message was clear – ‘we are not sure this whole woman thing is going to work out and if not, we don’t want to have to reinstall the urinals.’ The urinals are long gone. Let’s make sure that no one ever misses them.
我今天來這里十分激動的另一個原因是，院長Nohria告訴我今年是第一次有女生進入HBS的50周年。你們的院長對讓更多的女性進入領導崗位很執(zhí)著。他告訴這是為什么，他請我來做今天的演講者。我有一次遇到了那屆的一位女生，她告訴我當?shù)谝粚门雽W時，學習把一個男生洗手間改成了女生洗手間。沒錯吧!但是他們留下了小便池。她認為這里的信息很明確，我們不確定這個女生來上學的事是不是靠譜。萬一后來黃了，我們也不必重新安裝小便池。現(xiàn)在這些小便池當然早就不在了。讓我們確保每人會想念它們。

FOUR THINGS SANDBERG WISHES FOR HARVARD’S GRADUATING CLASS OF 2012

As you and your classmates spread out across the globe and walk across this stage tomorrow, I wish for you four things: First, keep in touch via Facebook. This is critical to your future success! And since we’re public now, why you are there, click on an ad or two. Two, that you make the effort to speak as well as seek the truth. Three, that you remain true to and open about your authentic self. And four, that your generation accomplishes what mine has failed to do. Give us a world where half our homes are run by men and half our institutions are run by women. I’m pretty sure that would be a better world.
當你和你們同學們即將走向世界各地，當你們明天走出校園，我對你們有四個期望：第一，通過Facebook保持聯(lián)系，這很關鍵，對于你們未來的成功而言!另外，我們現(xiàn)在是上市公司了，所以當你上Facebook的時候請點擊一兩個廣告吧!第二，努力說真話，求真知。第三，保持你的“真我”，用你的“真我”待人。第四，最由衷的一點，讓你們這代來實現(xiàn)我們這代沒有做到的。讓我們創(chuàng)造一個男女在家庭和工作都各撐半邊天的世界，我敢保證這會是個更美好的世界。

I join everyone here in offering my most sincere congratulations to the HBS Class of 2012. Give yourselves a huge round of applause.
讓我們一起向2012年的畢業(yè)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!我今天很榮幸來到這里，為尊敬的哈佛商學院(HBS)的教授們，自豪的畢業(yè)生家長們和耐心的來賓們，尤其是為今年畢業(yè)的你們演講。
 

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