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Sheryl Sandberg，现任Facebook COO，前Google全球在线销售和运营部门的副总裁。1969年出生于美国华盛顿州一个犹太中产家庭。1987年入哈佛大学攻读经济学，以第一名的成绩本科毕业。作为著名经济学家 Lawrence H. Summers 最受青睐的学生，毕业后被其聘请担任他在世界银行的研究助手。1993年进入哈佛商学院(HBS)学习，以MBA最高荣誉毕业。当 Summers 被任命为克林顿时期的美国财政部副部长时，她受邀成为其首席幕僚；当 Summers 高升财政部长时，Sheryl又被任命为其办公厅主任，那一年，她才30岁。

Summers 任期结束后，Sheryl开始了她的硅谷征程。2001年的Google还只是一家创办不过三年，前途未卜的小公司。当2008年她离开时，她曾经领导的Google的侧栏广对公司总收入的贡献超过一半，成为 Google最主要的收入来源。

2008年，她加盟Facebook负责销售、营销、收购、合作、人士、公共政策和联络事宜，开始与 Mark Zuckberg 携手，专注于 “改变世界”。 2010年，Facebook 的广告广告收入将近 19 亿美元，比2008年翻6倍；2011年，全年营收达 37.11 亿美元；2012年 Facebook 上市，同年，Sheryl Sandberg成为董事会第一位女性成员，且首次登上时代周刊封面；2013年，她与几位第一夫人一起，入围“福布斯女性权势榜”，被称为“硅谷最有影响力的女人”。

在2012的 HBS 毕业典礼上，Sheryl 给了这些未来的business leaders 三个忠告和一个期望：

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.

Today was supposed to be a day of unbridled celebration, and I know that’s no longer true. I join all of you in grieving for your classmate Nate, I know there are no words that makes something like this better. Although laden with sadness, today still marks a distinct and impressive achievement for this class. So please everyone join me in grieving our warmest congratulations to this class of 2012.

unbridled celebration：疯狂地庆祝，bridle原本指收紧马儿的缰绳，unbridled表示“大家可以像脱缰的野马一样玩命地庆祝”。

注：毕业典礼前，2012届毕业生Nate同学在欧洲突然死亡，Sheryl为此次悲惨事件表示哀悼。

-----第一个忠告的分割线-----

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 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 she said, “I want to talk about, you know, talk 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 flaw. I’d hired thousands of people up to that point in my career, but no one had ever said anything like that, and I had never said anything like that.

My Jaw hit the flaw,表示“惊呆了”

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 and she has been promoted, and runs all of People Operation at Facebook and is doing an extraordinary job, having an amazing impact. Lori has a great metaphor for careers. She says they are not a ladder; they’re a jungle gym.

As you start your post-HSB career, look for opportunities, look for growth, look for impact, and 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 are going to giving 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 wassitting where you are, I would have missed my career.

职业道路已不再如ladder，用简单的上升或者下降来衡量职业选择已不再合理。你可以有更多方向，更多选择。就如同jungle gym，一边上不去，从另外一边上。这边上去了，也可以从那边下来。培养好你的技能，专业，适应性，在一份有挑战的工作中激发新的潜力，才是当下的职场成功要素。不要计划太多，也不要想着扶摇直上。如果真的只盯着ladder，那就没有今天的 Sheryle Sandberg 了。

-----第二个忠告的分割线-----

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. As traditional structures are breaking down, leadership has to evolve as well from hierarchy to shared responsibility, from command 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 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 are going to need talent, skill, and imagination and vision. But more than anything else, you are going to need your 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.

If you watch young children, you’ll immediately notice how honest they are. My friend Besty from my section, a few years after business school, was pregnant with her second child. And her first child Sam was about five. He looked around and said, "Mommy where is the baby?" and 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." "Really? Aren't the baby's legs in your legs?" "No. The whole baby’s in my tummy." And she said, "Mommy, what is growing in your butt?" [Big laugh] 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 bad 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. What that means is that one person's performance, is assessed by someone else's perception. This is not a setup for honesty. Think about how people speak in 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 are entering this new line of business. And I'm certain the management team has done a thorough ROI analysis.But I am not sure we have fully considered the downstream effects of taking this step forward at this time. As we would say at Facebook or on the internet,three letters: WTF. Truth is better served by using simple language.

ROI: Return On Investment.投资回报率

Down stream effect：下游效应，这里指采取该措施带来的一系列影响

Last year, Mark decided to learn Chinese, and as a 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 in sentences. 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.

In sheer exasperation, she burst out: 表示所谓的"怒摔！然后就爆发出来了"exasperation（n.）来自exasperate,v.，表示暴躁+生气+郁闷

世界被科技改变，领导力也要随之发生变革。作为未来商业领袖，不应只是顺应潮流，而应引领潮流。领袖的力量不仅来自职位高低，更来自对信息的掌握，和别人对你的信任和尊重。诚实，简单，坦白，是获取信息和信任最有效的手段。

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 to 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 to encourage people not to do formal PowerPoint presentation for meeting 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 PowerPoint 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. So about a month later, I went out and I was about to speak to our global sales team on a big stage, and some one came up to me and said, before you get on the stage, you 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 arule: 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.” 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.

Put…into place：把xxx放妥当，put some systems into place，使一切系统化。

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. I 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, "Oh, No, your interviews are a critical part of the process." They applauded. Then they fell over themselves explaining that I was the bottleneck of the 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 didn’t 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 been open enough told them that I wanted that feedback, and I would have to change that going forward.

fume：原意是“冒烟”，这里指“气得冒烟”。

quietly fume：静静地生闷气。

When you are the leader, it's really hard to get good feedback and honest feed back, no matter 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 out in the first place. To take one of my 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 ever 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 any one 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.

tad: n. 一小点，一点点（美式口语）= bit

nut: n. 原意“坚果”，常作引申意“傻子，疯子”，drivesb. nut:把某人逼疯的节奏。

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? As we strive to be more authentic in our communication, we should also strive to be more authentic in a broader sense.

当你的年资见长、职位渐高，你就越来越不容易听到真话，因为人们往往不愿意挑战权威。鼓励员工说真话，主动反省而给员工机会发声认同，从而及时获取信息，做出正确的判断，是商业领袖应该有意识地去努力的方向。如唐太宗所言：以人为镜，可以明得失。越至高位，越要时常照镜子。

I talk a lot about bring your whole self to work, something I believe in very 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 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, a real voice and authentic voice, it makes even less sense.

I've cried at work. I told people I’ve cried worked at work, and it’s been reported in the press that "Sheryl Sandberg cried on Mark Zuckberg's shoulder", which is not exactly what happened. I talk about my hopes and fears, and ask people about theirs. I tried 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.

如何使人这块明镜始终光亮如新呢？答案是永远都做你自己。不仅仅在家里，也在职场。不仅仅在周末，也在工作日。诚实地面对自己的优势和劣势，让别人了解一个真实完整的自己，才是有效沟通的终极武器。

-----第三个忠告+期望的分割线-----

As part of bringing my whole self to work I recently started speaking up about the challenges woman 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 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 truck, really, right outside my office" but the lack of progress we've made in the past decade, has convinced me we need to start talking about this.

曾经像男人一样在奋斗，从来不敢承认自己是女人，害怕自己丧失竞争力，直到这几年才开始逐渐意识到职业女性应拥有自己的权益。大家要是有兴趣可以去看一下 Sheryl Sanberg 写的《Lean In》，其中有详细地论述女性如何寻找自己的职业路线，如何寻找自己的mentor，以及如何寻找家庭和事业的平衡点。

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. We need to start talking about how women underestimate their abilities compared to men and for women but not men, success and like ability are negatively correlated. That means that as woman is more successful in your workplaces, she would 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. 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 as more as women, not just 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.

podium：演讲台

negatively correlated：负相关

A couple weeks ago, in an interview I said that I leave the office at 5.30 pm to have dinner with my children and I was shocked at the press coverage. One of my friends said she was not sure I couldn’t get more headlines if I had murder someone with an ax. I told her I was not really interested in trying that. But this showed me that this is an unresolved issue for all of us for men and women. Otherwise why would everyone write so much about it? 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 sit at the table, but as president Obama said, a few weeks ago at Bernard, to take their rightful seats at the head of the table.

归根到底，只有当有更多的女性，立大志做大事时（close the professional ambition gap），男女平等才能真正实现（close the leadership gap）。

One of the reasons I was so excited to be here today is Dean Noria told me that this year is the 50th anniversary of letting women into this class. Your Dean is so passionate about letting more women into leadership position and he 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, the first class of women, they took a men's room and converted it into a women'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 gong to work out and in case it doesn't we don't want to have to reinstall the urinals. The urinals are long gone. Lets make sure that no one ever missed them.

Urinal：男厕所的男性小便池

以一个发生在哈佛的小故事，和蕴含丰富寓意的象征物urinal收尾，从高大上的忠告回到诙谐感人，引起共鸣又鼓舞人心的小事，留下回味和希望，也是美式演讲经典的做法。

-----收尾的分割线-----

As you and your classmates spread out across the globe and walk across this stage tomorrow, I wish for you 4 things:

First, keep in touch via Facebook. This is critical to your future success. We are public now so can you click on the ad or two while you are there? 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. 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 of institutions are run by women. I am pretty sure that would be a better world.

I joined everyone here in offering my most sincere congratulations to the class of 2012. With your authentic self, give yourself a huge round of applause.

演讲最后的四条总结，送给所有快毕业或已毕业的职场伙伴们：

1. 与所有的同学校友保持联络，人际关系在未来也许会是一笔宝贵的财富；

2. 不要糊涂度日，努力寻找和说出真相；

3. 用开放的心态探索和接受最真实的自己；

4. 为创造一个我们父辈未能享受的，男女更加平等的美好世界而共同努力。

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