1、1Facebook COO 桑德伯格2012哈佛商学院毕业演讲Its an honor to be here today to address HBSs distinguished faculty, proud parents, patient guests, and most importantly, the class of 2012.今天很荣幸来到这里为尊敬的哈佛商学院（HBS）的教授们，自豪的毕业生家长们和耐心的来宾们，尤其是为今年的毕业生们演讲。Today was supposed to be a day of wunbridled/w celebration and I know
2、thats no longer true. I join all of you in grieving for your classmate Nate. I know there are no words that makes something like this better.今天原本应该是狂欢的日子，不过我知道现在并不合适了（由于一名毕业生在欧洲突然死亡）让我们一起为 Nate 同学表示哀悼，当然任何言语在这样的悲剧前都苍白无力。Although laden with sadness, today still marks a distinct and impressive achieve
3、ment for this class. So please everyone join me in giving our warmest congratulations to this class of 2012.尽管有悲伤萦绕在大家心头，今天仍然象征着你们取得的杰出成绩。所以让我们一起为12届的毕业生们献上最热烈的祝贺。When the wonderful Dean Nohria invited me to speak here today, I thought, come talk to a group of people way younger and cooler than I am
4、? 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.“ Its not joking.当尊敬的院长 Nohria 邀
5、请我今天来做演讲时，我想来给一群远比我年轻有活力的人们演讲？我没问题。这正是我每天在 Facebook 做的事情。我喜欢和年轻人在一起，除了当他们问我， “没有互联网的大学是怎样的？” 或者更夸张“谢丽尔，你能过来下么？我们想知道老人 会对这个新功能怎么看” 这类问题。我不是在开玩笑。Its a special wprivilege/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 o
6、f 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 Kashs work. Kash, wherever you ar
7、e here, we are all grateful for your dedication.能够在毕业季来到这里，我觉得很荣幸。17年前当我是哈佛的学生时，我上了 Kash Rangan 教授的“社交化营销” 。一个 Kash 用来解释“ 社交化营销”概念的例子就是美国在器官捐赠方面的不足，每天因此有18人死亡。本月早些时候，Facebook 推出了一款支持器官捐赠的工具，这是对 Kash 工作的直接应用。Kash，无论你今天坐在哪里，我们都十分感激你的贡献。It wasnt really that long ago when I was sitting where you are, bu
8、t the world has changed an awful lot. My section, section B, tried to have HBSs 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 2list of screen names because it was unthinkable to put your r
9、eal name on the internet. And it never worked. It kept crashing and kicking all of us off. Because the world just wasnt 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 coll
10、eagues, our real family, our real friends.所以也就在“不久”之前，我坐在你们现在的位置上。但是这个世界已经变化了很多。我所在的小组 Section B 曾尝试进行 HBS 的第一次在线课程。我们用的是 AOL 的聊天室和电话拨号上网服务。 （你们的父母可以向你们解释什么是拨号上网。 ）我们得给每人发一张写有我们网名的列表，因为那时在网上用真名是件让人难以想象的事。不过这完全不行。网一直断，我们会被踢出聊天室。因为当时的世界还无法让90 人同时在线交流。不过有几个瞬间，我们仿佛看到了未来。一个由于科技进步让我们和真实生活中的同事、家人和朋友更好地联系在一
11、起的未来。It used to be that in order to reach more people than you could talk to in a day, you had to be rich and famous and powerful. You had to be a celebrity, a politician, a CEO. But thats not true today. Now ordinary people have voice, not just those of us lucky enough to go to HBS, but anyone with
12、 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 fa
13、ster than I could have ever imagined when I was sitting where you are today and Mark Zuckerberg was 11 years old.过去如果想在一天内联系到比你能见着面更多的人，你要么有钱，要么有名，要么有权。 你得是名人，政客，或者 CEO。但是今天不一样了。现在普通人也可以获得话语权。不仅是那些能到 HBS 读书的幸运儿，而是任何能上Facebook，Twitter 或者有手机的人。这正在打破传统的权利结构，让传统的阶层界限变得模糊。话语权正从机构转向个人，从曾经有权有势的人转向普通人。而且这一切
14、的变化速度远远超出了当时就坐在你们今天位置上的我的想像。那时候，马克扎克伯格才十一岁。As the world becomes more connected and less whierarchical/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 wasnt really that good. The bubble had crash
15、ed. Small companies were closing. Big companies were laying people off. One women CEO looked at me and said, “we would never even think about hiring someone like you.“当世界变得更紧密界限更模糊时，传统的职业生涯也在发生变化。2001年在为政府工作了几年之后，(谢丽尔 桑德伯格当初为 Larry Summers 工作）我搬到硅谷找下一份工作。当时并不是个好时机。泡沫破灭了。小公司都在倒闭，大公司都在裁员。一个女性 CEO 看着我说
16、，“我们根本不会考虑招你这样的人。 ”After a while I had a few offers and I had to make a decision, so what did I do? I am MBA trained, so I made a spreadsheet. I listed my jobs in the columns 3and the things for my criteria in the rows, and compared the companies, the missions, and the roles. One of the jobs on that
17、 sheet was to become Googles 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 th
18、e job was several levels lower than jobs I was being offered at other companies.过了一段时间，我有了几个 offers。需要做决定了，那么我是怎么做的呢？由于我受过 MBA 的训练，所以我做了一个 Excel 表。我把工作都列了出来并且一行行把我的评判标准也列了出来。比较公司的远景，工作的职责等。表格中有一个工作是去做 Google 的第一个业务部总经理。这现在听起来很不错，但是当时没人相信直接面对消费者的互联网公司可以赚钱。我都不敢确定那儿是不是真有这样的职位；Google 就没有业务部，那要我去总管什么呢？何况
19、那职位比我在其他公司得到的 offers 都要低好几级。So I sat down with Eric Schmidt, who had just become the CEO, and I showed him the spreadsheet and I said, this job meets none of my criteria. He put his hand on my spreadsheet and he looked at me and said, “Dont be an idiot.“后来我和当时刚刚上任的 CEO 艾里克 施密特见了面，我给他看了我的列表。我说， “这份工作
20、完全不合我的选择标准。 ”他用手按住我的表格。看着我说：“不要犯傻。Excellent career advice. And then he said, “Get on a rocket ship. When companies are growing quickly and having a lot of impact, careers take care of themselves. And when companies arent growing quickly or their missions dont matter as much, thats when wstagnation/w
21、 and politics come in. If youre offered a seat on a rocket ship, dont ask what seat. Just get on.“极佳的职业忠告。然后他说，重要的是坐上火箭。当公司在飞速发展而产生很大影响力时，事业自然也会突飞猛进。当公司发展较慢时，或者公司前景一般时，停滞和办公室政治就会出现。如果你得到了坐上火箭的机会，别管是什么位置，上去就行。 ”About six and one-half years later, when I was leaving Google, I took that advice to heart
22、. I was offered CEO jobs at a bunch of companies, but I went to Facebook as COO. At the time people said, why are you going to work for a 23-year-old?大概六年半之后，当我要离开 Google 的时候，我记住了这句忠告。当时好几家公司请我去做 CEO，但是我去了 Facebook 做 COO（首席运营官） 。那时有人问你为什么要去给一个23岁的年轻人打工？The traditional metaphor for careers is a ladde
23、r, but I no longer think that metaphor holds. It just doesnt 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 k
24、now talk with you about coming to work with you at Facebook. So I thought about calling you and telling you all the things Im good at and all the things I like to do. But I figured that everyone is doing that. So instead I want to know whats your biggest 4problem and how can I solve it?“职业发展通常会被比作“爬
25、阶梯”。但我认为这个比喻不再恰当了。在越来越扁平的世界里，这种说法是没有意义的。我刚到 Facebook 的时候，97届 HBS 的校友 Lori Goler 还在eBay 做市场营销。我和认识了她并且知道善于交际。她打电话给我说， “我想和你谈谈到Facebook 和你一起工作的事，我想到给你打电话，和你说我有哪些特长以及我想做的事情。但我知道所有人都会这样说。所以我就想知道什么是你现在最棘手的问题，我又该如何帮你解决这个问题？”My jaw hit the floor. Id hired thousands of people up to that point in my career,
26、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 Loris case. I said, “Youre hired. My biggest problem is recruiting and you can solve it.“ So Lori changed fields into something she never thought shed do, went
27、 down a level to start in a new field. She has since been promoted and runs all of People Operations at Facebook and is doing an extraordinary job, having an amazing impact.我感动得五体投地。那时我一路过来，雇了上千人，但是从来没有人对我这样说过。我自己也从来没有这样说过。找工作一直是关于找工作的人是怎样，要什么。但是 Lori 不是这样想的。我说， “你被录用了。我最大的问题就是招人，你可以帮我。”之后 Lori 就换到了
28、这个她自己都从未想过去做的领域，还降了一级，重新开始。之后她被升职，负责整个 Facebook 的人事运行，现在做得非常好，在公司有很大的影响力。Lori has a great metaphor for careers. She says theyre not a ladder, theyre a jungle gym.Lori 对职业有个很好的比喻。她说职业不是阶梯，而是游乐场里儿童玩的立方格攀登架。As you start your post-HBS career, look for opportunities, look for growth, look for impact, loo
29、k for mission. Move sideways, move down, move on, move off. Build your skills, not your resume. Evaluate what you can do, not the title theyre going to give you. Do real work. Take a sales quota, a line role, an ops job. Dont plan too much, and dont expect a direct climb. If I had mapped out my care
30、er when I was sitting where you are, I would have missed my career.当你们开始 HBS 之后的职业生涯时，你们要去寻找机会，追随成长，力求影响力，发现远景，可以平调，降级，升职，甚至换新的领域。培养你的技能，而不是填充你的简历。根据你能做的事来评判工作，而不是你可以得到的职位。做真正的工作。接受一个销售目标，一个生产线上的工作，一个涉及运营方面的工作，别作太多计划，也别要求要“青云直上” 。如果我在坐在你们的位置上时就计划好我的职业，我会错过我现在的职业。You are entering a different business
31、 world than I entered. Mine was just starting to get connected. Yours is hyper-connected. Mine was competitive. Yours is way more competitive. Mine moved quickly, yours moves even more quickly.你们现在正迈入一个和我当时不同的世界。我的世界刚刚开始被连接起来，你的世界已经高速连接在一起。我当时竞争很激烈。你们现在的竞争更加激烈。我的世界变化很快，你的世界变化更快。5As traditional struc
32、tures are breaking down, leadership has to evolve as well-from hierarchy to shared responsibility, from command and control to listening and guiding. Youve been trained by this great institution not just to be part of these trends, but to lead.在这个传统结构正被打破的时代，领导班子也需要演变。从设立阶层到责任共享，从命令与控制到聆听和引导。你在 HBS
33、这个伟大的学院学习不仅是为了能够跟上浪潮，更重要的是能去引领潮流。As you lead in this new world, you will not be able to rely on who you are or the degree you hold. Youll 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
34、re going to need talent, skill, and imagination and vision. But more than anything else, youre going to need the ability to communicate authentically, to speak so that you inspire the people around you and to listen so that you continue to learn each and every day on the job.当你在这个新世界里乘风破浪时，你能依靠的不是你是
35、谁也不是你的学位。你要依靠的是你的知识。你的力量不会源自你在公司的位置，而来自于建立信任，获得尊敬。你会需要天赋，技能，想象力和视野。不过最最重要的是，具有真诚沟通的能力，既能鼓舞你身边的人，又能聆听他们的建议，在每一天的工作中不断学习进步。If you watch young children, youll immediately notice how honest they are. My friend Betsy from my section a few years after business school was pregnant with her second child. An
36、d 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? Arent the babys arms in your arms?“ She said, “No, the babys in my tummy.“ “Are the babys legs in your legs?“ “No, the whole baby is in my tummy.“
37、Then he said, Then Mommy, what is growing in your butt?“如果你留意小孩，你会立刻发现他们是多么的诚实。我的一个 HBS 小组里的朋友 Betsy 在毕业后几年怀上了第二个孩子。她的第一个小孩，Sam，那时大概五岁。Sam 环视了下她问， “妈妈，小宝宝在哪里啊？ ”她说， “小宝宝在我肚子里。 ”他说， “真的么？难道小宝宝的手不在你的手里？”她说， “不，小宝宝在我肚子里。 ”“真的？小宝宝的腿不在你腿里？”“不，整个宝宝都在我肚子里啊。 ”然后她说， “那么妈妈，为什么你的屁股越来越大？”As adults, we are never
38、 this honest. And thats not a bad thing. I have borne two children and the last thing I needed were those comments which obviously could be made. But its not always a good thing either. Because all of us, and especially leaders, need to speak and hear the truth.作为成年人，我们从不如此直接。这未必是件坏事。我也是两个孩子的妈妈，我最不想
39、听到的恐怕就是这些评论，当然这些评论用在我身上也确实没错。但是那也不总是件好事。因为我们所有人，尤其是领导者，需要说真话，听真话。The workplace is an especially difficult place for anyone to tell the truth, because no matter how flat we want our organizations to be, all organizations have some form of hierarchy. And what that means is that one persons 6performanc
40、e is assessed by someone elses perception.在工作环境中，说真话尤其得难，因为无论我们多希望将组织架构扁平化，所有的组织都会有某种层级。这就意味着一个员工的表现会由别人对其印象来评估。This is not a setup for honesty. Think about how people speak in a typical workforce. Rather than say, “I disagree with our expansion strategy“ or better yet, “this seems truly stupid.“ Th
41、ey say, “I think there are many good reasons why were entering this new line of business, and Im certain the management team has done a thorough ROI analysis, but Im not sure we have fully considered the downstream effects of taking this step forward at this time.“ As we would say at Facebook, three
42、 letters: WTF.这是不鼓励真诚的设计。想象一下人们在典型的工作环境中是如何沟通的。人们不说“我不同意我们的扩张策略”或者，更好， “这看起来真傻。 ”人们会说， “我知道进入这个新领域有众多好处，而且我相信管理团队一定做过细致的投资回报分析，不过，我不确定我们是否完整地考虑了在这个时刻采取这个方案会产生的所有后果。对此就该用我们在 Facebook 或者互联网上常说的三个字：WTF。Truth is better served by using simple language. Last year, Mark decided to learn Chinese and as part
43、 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 d
44、ont understand, simpler please“and so on and so on. Finally, in sheer exasperation, she burst out, “my manager is bad.“ Simple and clear and super important for him to know.事实最好用简短的语言来7表达。去年，马克扎克伯格决定开始学中文。作为学习的一部分，他每周会花大约一个小时的时间和一些来自中国的员工交谈。有一天，有一个员工谈到了她的老板。她说了一通之后，马克说， “请说简单点。 ”她再说了一遍之后，他说， “不行，我还是
45、没明白，请再简单点。 ”就这样来回了几次。终于，她愤怒地说道， “我老板坏！”简单明了，而且非常重要，需要让马克知道。People rarely speak this clearly in the workforce or in life. And as you get more senior, not only will people speak less clearly to you but they will overreact to the small things you say. When I joined Facebook, one of the things I had to
46、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 lik
47、e, “Dont do PowerPoint presentations for meetings with me. Why dont 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 m
48、ore PowerPoint in my meetings. And I mean it, no more.“在工作或者生活中，人们很少会把话说那么明了。尤其是当你的级别上升后，人们不仅不会和你把话说清楚，还会对你所说的小事反应过激。当我加入 Facebook 的时候，我的职责之一就是把公司商业那块给建立起来，将其系统化。但是我不想破坏 Facebook原有的文化。我尝试的一件事就是鼓励人们和我开会时不要做正式的 PPT。我会说， “和我开会不用做 PPT。 ”把你想讨论的事列出来就行。但是所有人都无视我的要求，仍然在做PPT，就这样一个又一个会议，一个月又一个月，没有改变。大概两年后，我说，
49、 “OK，我不喜欢条条框框，但我要定个规矩，和我开会不用做 PPT。我是认真的。别再做了。 ”About a month later I was about to speak to our global sales team on a big stage and someone came up to me and said, “Before you get on that stage, you really should know everyones 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 thats really stup
