雪莉桑德伯格演讲翻译_雪莉桑德伯格演讲
雪莉桑德伯格演讲翻译由刀豆文库小编整理，希望给你工作、学习、生活带来方便，猜你可能喜欢“雪莉桑德伯格演讲”。
原文： It‘s an honor to be here today to addre HBS‘s distinguished faculty, proud parents, patient guests, and most importantly, the cla of 2012.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 clamate Nate.There are no words which can make this better.Though laden with sadne, today still marks a distinct and impreive achievement for this cla.So please join me in giving our warmest congratulations to this cla.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.‖
When I was a student here 17 years ago, I studied social marketing with Profeor 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.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 cla.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 pa 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.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 acce 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 powerle.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.‗WE WOULDN‘T EVEN THINK ABOUT HIRING SOMEONE LIKE YOU‘ As the world becomes more connected and le 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.‖
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 Busine 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 busine units, so what was there to generally manage? And the job was several levels lower than jobs I was being offered at other companies.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.‖
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 miions 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.‖
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? 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 le 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?‖
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.Lori has a great metaphor for careers.She says they‘re not a ladder, they‘re a jungle gym.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 miion.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 mied my career.You are entering a different busine 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.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.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.‗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 busine 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?‖
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.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 aeed by someone else‘s perception.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 busine, 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.‗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.People rarely speak this clearly in the workforce or in life.And as you get more senior, not only will people speak le 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 busine 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 discu.‖ 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.‖
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.‖
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.‗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 proce.‖ They applauded.Then they fell over themselves explaining that I was the bottleneck of all time.I was embarraed.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.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 permiion to agree with me, which is a lot easier than pointing it out in the first place.To take one of many poible 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 permiion 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.‗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? 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.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 profeional 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 le sense.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 pre 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 weaknees – and I encourage others to do the same.It is all profeional and it is all personal, all at the very same time.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.‖
But the lack of progre 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 iue at the highest levels of leadership.The promise of equality is not equality.We need to start talking about this.‗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, succe and likeability are negatively correlated.That means that as a woman is more succeful in your workplaces, she will be le liked.This means that women need a different form of management and mentorship, a different form of sponsorship and encouragement than men.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.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 pre 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 iue for all of us, men and women alike.Otherwise, everyone would not write so much about it.‗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 cla, aspire to the very top jobs.We will not close the leadership gap until we close the profeional 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.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 paionate 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 cla 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 meage 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 mies them.FOUR THINGS SANDBERG WISHES FOR HARVARD‘S GRADUATING CLASS OF 2012 As you and your clamates spread out acro the globe and walk acro this stage tomorrow, I wish for you four things: First, keep in touch via Facebook.This is critical to your future succe!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.I join everyone here in offering my most sincere congratulations to the HBS Cla of 2012.Give yourselves a huge round of applause.译文：
今天很高兴来到哈佛商学院为各位老师，家长，贵宾，尤其是各位2012届同学做演讲。
今天本应是值得大庆的日子，但我们很为内特同学哀伤，在这场灾难面前言语显得很苍白。
但无论如何今天对你们而言是一个值得纪念且富有意义的日子。让我们一起对你们给予热烈祝贺！
当诺利亚院长邀请我今天来演讲时，我想和一群年轻有活力的人交流是我在Facebook每天都做，这我没问题。我喜欢和年轻人在一起，但有些时候他们也令我尴尬，比如他们会问：“念大学时不能上网是什么滋味？”或者“雪莉，你过来一下，你认为老人会怎么看待这个功能？” 当我17年前在这学习时，兰根教授教授社会营销。他用很多例子阐释这一理论，其中之一是缺少器官捐献，每天有18个生命为此消亡。本月初我们网站正式启用器官捐献工具，这一想法源于兰根教授。在此我想向兰根教授谨致谢意。似乎我毕业时间不算太久，但世界已今非昔比。当时我所在的B小组尽力想拥有这里的首个网络课堂。我们需要一个AOL聊天室和拨号服务。（你的父母稍后会告诉你什么是拨号服务。）我们要分发出去一张张列有网名的名单，因为那时没人会在网上用真名。网一直断，总死机。当时网上还不可以90人同时聊天。但我们仍可隐约窥见未来的景况：技术会使我们有能力和同事、家人、朋友沟通。在以前若想一天中与更多人晤面，那么这个人要富有，有名且有权势。这个人可能是名人、政治家或首席执行官。但今天情况迥然不同。如今不单是我们这些来到哈佛商学院的幸运儿，普通人也可表达自己的想法，只要他们使用Facebook，Twitter或手机。这摧毁了传统的权利结构，消除了传统的等级制度。个体将权利与控制力从机构手中抢回。这一切的发展速度是我当年毕业时难以想见的。当世界变得更紧密，更平等时，传统的职业生涯也在变化着。在2001年，辞掉了政府的工作后，我来到硅谷找工作。我的运气不算太好。泡沫破裂了，小公司倒闭了，大公司在裁员。一个CEO看着我说：“像你这样的人，我们都不会予以考虑。”
之后有一些职位向我伸出橄榄枝，这时我要抉择自己到底要做什么。我是工商管理硕士，所以我作出一张电子表格，将自己的工作和标准一一列出。单上列出的工作之一是谷歌的首位业务部总经理。这一职位如今看起来很好，但当时没人相信互联网公司能赚钱。我认为这一工作会让我无所事事；谷歌当时没有业务部，我要去那管理什么。此外，和其他向我敞开的职位相比这一职位级别较低。所以我和谷歌当时刚上任的首席执行官见了面，告诉他这一职位与我列表上的标准毫不相符，他推开表格对我说：“别傻了。” 这是一个好建议。之后他告诉我：“登上一艘火箭，当公司快速发展时，它的影响力在变大，你的事业自会开启；当公司发展缓慢或没什么影响力时，停滞和办公室政治随之而来。如果你得到一艘火箭上的职位，别犹豫，接受它。” 六年半后当我离开谷歌时我仍然将那个建议铭记于心。当时很多公司请我作首席执行官，但我去Facebook作了首席运营官。当时人们问我为何为一个23岁的年轻人工作？
之前人们认为职场道路应是梯状的，但在如今更为平等的世界里情况早已不同。我刚到Facebook时，一位我在社交场合认识的97届哈佛商学院毕业生当时在eBay做市场营销。一天她打电话对我说：“我想到Facebook工作，我本想陈述 下我的优缺点，但我知道现在很多人会给你打电话这样做，因此我现在想知道你的最大问题是什么，我如何帮你解决。”
我无比感动，那时我已雇佣过数千人，但没人对我说过这些话，我也没对别人这么说过。找工作总是关于找工作者本人，但她的想法令人感动。我告诉她：“你被雇佣了，我最大问题是招人，你可以解决这一问题。”她转入一个陌生领域，从基层做起，现在她已被提职，负责Facebook的人事运行，现在做得很出色。你们毕业后要寻找机会，主动成长，增加影响力，寻找自己的使命。你可以从各个层次做起，重要的是发展你的技能，而非填充简历。要知道自己能做什么，不要在意别人给你的头衔。做实事，接受一个销售目标，一份生产线上的工作，或一份运营工作。别计划太多，别期待平步青云。如果我在毕业之初就规划了事业发展，那我会错失很多机会。
如今你们面对的商业界与我那个时代的相比差异很大。我们那时竞争激烈，你们现在更为激烈；我们那时才开始联系紧密，你们现在联系更为紧密；我们那时更新很快，你们现在变化更快。传统的结构坍塌，领导班子也在演进—由等级制度变为责任共享，从发号施令变作聆听指导。在这里走出后你们不但要跟上潮流，更要引领潮流。
当你领导这个世界时，要知道自己是谁，拿到了什么学位，但更重要的是要懂得更多。你的优势并非源于你的职位，而是在于与他人间的信任与尊重。你需要天赋、技能、想象力和远见。更为重要的是你需要与人真诚沟通的能力，鼓励周围人的能力，并懂得聆听以互相学习。你如果观察教孩子，就会发现他们尤为诚实。有的一位朋友毕业几年后怀了二胎。她的五岁长子一天问道：“妈妈，孩子在哪？”她说：“在我肚子里。‖ 他又问道：“难道小孩的胳膊和腿不在你的胳膊和腿里吗？”母亲答道：“不，它整个在我的肚子里。”之后他问道：“那么妈妈，你的屁股为什么越来越大？”
作为成年人，我们绝不如孩子诚实。这也好，我生过两个孩子，不愿听到这样的评论。但作为领导我们需要说出并听到实话。
职场的人们不愿讲真话，因为尽管我们希望平等，等级制度还是必不可免。也就是说一个人的表现要受他人的评判。
这种机制不鼓励诚实。试想人们在职场的说话方式，他们不会直接说：“我不同意这个扩张策略。”或“这看起来太蠢了。”他们会说：“我知道我们有很多理由进军这一新领域，管理团队也做了很多投资回报率分析，但我们还没有充分考虑到这时采取这一举措的不良后果。”
要用简单言语讲真话。去年，马克决定学中文，他每周会花上一个小时左右的时间和公司里的中国员工谈话。一天，其中一位员工想向他告经理的状。她先说了很长的一句话，马克说：“请简单点。”她又说了一遍后，马克任然不懂，最后，她受不了地大声说：“我的经理糟透了。”这一句简洁明了且对马克很重要。人们在工作生活中很少讲话简明。当你做到更高的位置时，人们不但对你说话拐弯抹角，且会过度解读你的话。我刚到Facebook时，要建立公司的商业板块，使体制得以落实。但与此同时想保留这里独有的优秀的企业文化。所以我建议员工开会时不要放PPT。我对他们说：“开会时无需做PPT陈述，将你想谈的问题列成清单。”但他们对此置之不理。两年后，我对他们说：“我讨厌规则，但我必须指出在和我开会时不能用PPT。”
一个月后，我要在一个大型场合上与全球销售团队对话，这时有人对我说：“你不准大家用PPT与客户交流，大家对此很反感。”之后我走上台，对大家说：“首 先，我是说和我开会时无需PPT；其次，如果下次你听到很愚蠢的指令，就无视它，或与之斗争，即便那是马克或我的指令。”
好领导要知道人们不会以挑战权威为乐，所以领导要鼓励他们多提问题。我们都会说欢迎批评指正，但实际做到这点并非易事，因为常常这种批评出现的方式并非合我们的意。
我刚到谷歌时，我的团队只有四人，我要面试每个人，这很重要。我认为员工作为团队一员，我要了解他们。后来团队壮大到100人，我意识到要花更长时间面试每个人。一天在我的报告会上我对大家说：“也许我要终止面试。”我预计他们会打断我说：“不，你的面试是很重要的一环。‖ 但实际上他们热烈鼓掌，并说我的面试一直是一个瓶颈。我无比尴尬，继而愤怒，坐在那生了数小时的闷气。他们为何不早告诉我我是瓶颈？为何让我一直耽误大家的时间？后来我想这要归咎于我。我没有告诉他们我需要反馈，我要改变这一点。
作为领导，尽管你多次提出，你也很难获得诚实有用的反馈。我使用的技巧是我会在开会时公开指出自己的不足，进而会有人赞同我，这比让他们直接指出毛病容易点。比如说，当有事情没解决时我会焦虑；当很多事没解决时我会坐立不安。我确信没人会说我过于镇定。我把这一缺点公开指出，恳请大家发现我这一点时直接告诉我。如果我不这样说，那么公司决不会有人对我说：“雪莉，镇定点，你快把我们逼疯了。”
今天在你们毕业之际，问问自己如何做个优秀领导。你会使用简单明了的语言吗？你会追求诚实吗？当你听到诚实的回答，你会愤怒还是感恩？ 在我们努力在交流中更真诚时，我们也要追求更多层面的真实，我一直深信我们应带着完整的自己来工作。
工作的动力源自做我们喜爱的事，同时也源自与我们关心的人共事。你需要了解他们，才能进而关心他们。要了解员工的好恶，想法与情感。你若想获得真心拥护，就要首先真心去做个好领导。我不相信我们可以把自己分裂，工作日是一个人，休息日又变成另一个人。在当今这个要求真实的时代，这种分裂行不通。我在工作中哭过，媒体曾报道“雪莉趴在马克肩膀上哭泣”，当然这是杜撰。我告诉他人我的希望与恐惧，并想知道他们的希望与恐惧。我努力做真实的自己，无论是缺点和优点都坦然接纳，我也鼓励他人这么做。无论在工作还是生活中都同样如此。
最近我一直在谈女性在职场中面临的挑战，这是我最近几年才有勇气做的事。在此之前，我的职场生涯跟大多数人一样。我也是女人。有时我会将办公室灯继续亮着，自己却回家照顾孩子；参加电话会议时会把办公室门锁上为孩子挤奶，人们会问：“什么声音？”我会说：“什么声音？”“我听到哔哔声”“哦，办公室外有辆消防车。”
过去十年情况一直如此，这促使我有了改变的想法。我于1995年从哈佛商学院毕业。我那时想到我们这一届学生被请回母校做演讲之时即是职场性别平等之日。但近十年职场中职位在C级以上的女性比例一直是15%—16%。我们必须认清在管理层女性领导者的比例仍然太小，性别歧视仍然存在，我们要正视这一问题。
我们需要知道女性们低估了自己的潜能，而且越成功的女人越不令人喜欢。这意味着女性需要不同的管理和指导，另一种形式的支持和鼓励。
没有很多高层女领导来做这件事，所以即将毕业的男生要和女生一起，甚至要比女性付出更多来帮助实现职场中的性别平等。当他们听到某一女性工作表现出色 且不被喜欢时，要问问自己这是为什么。
我们要协调好家庭和事业。数周前的一个采访我说我会在5:30下班与孩子共进晚餐。当时媒体对此广泛报道，对此我很惊异。我的一个朋友告诉我即便我杀了人也不会得到这么大的关注。这就表明家庭事业的平衡对每个人都是难题，不然这件事不会有那么大的关注度。
最重要的是我们要谈谈为什么很少有女性渴望做到管理层，恐怕在哈佛商学院也是如此。我们要让女性拥有向上走的抱负，才能进而谈到解决不平等的问题。我们不单需要女性参与到管理中来，也需要她们走到管理的最顶层。
今天我很兴奋的原因之一是今天是哈佛商学院接受女学生第50年纪念日。商学院院长对女性领导力很感兴趣，这是他邀请我来做演讲的原因。我曾与商学院的首届女学生中的一位有过一面之缘，她告诉我当她们刚来时，学院将男厕改为女厕，但男用小便器仍被保留，因为校方不确定招收女生这一政策是否可行，如果政策行不通那么也不用重新把男用小便器安装上。当然如今那些男用小便器早已不见，我们不会思念它们。
你和你的同学们会分布在世界各地，在此我对你们提出四点希望：首先，要用Facebook 常联系，这对你们未来成功很重要，我们现在已上市，你可以点击一两个广告；第二，讲真话，也要寻求真理；第三，做真实的自己，坦诚待人；最后，完成我们未能完成的使命。为我们创造一个未来，使男人女人在家庭事业上都能平等，我确信你们能创造一个更好的世界。
最后，对2012届哈佛商学院毕业生致以衷心祝贺。给你们自己好好鼓鼓掌吧!
