主講人：謝麗爾·桑德伯格（Facebook公司首席運(yùn)營(yíng)官）

時(shí)間：2015年6月27日

主辦：清華大學(xué)經(jīng)濟(jì)管理學(xué)院

【編者按】

6月27日，清華大學(xué)經(jīng)濟(jì)管理學(xué)院2015畢業(yè)典禮在清華大學(xué)綜合體育館舉行。Facebook公司首席運(yùn)營(yíng)官謝麗爾?桑德伯格（Sheryl Sandberg）作畢業(yè)典禮演講。桑德伯格是清華經(jīng)管學(xué)院畢業(yè)典禮歷年來(lái)第一位女性演講嘉賓。

在她的演講中，桑德伯格回顧了她從踏入職場(chǎng)至今的心得體會(huì)，并用自身經(jīng)歷介紹了過(guò)去25年中互聯(lián)網(wǎng)帶給整個(gè)世界的巨大變化。桑德伯格鼓勵(lì)畢業(yè)生說(shuō)，“從現(xiàn)在起的未來(lái)25年，你們將幫助塑造屬于你們這一代人的世界”，“作為清華的畢業(yè)生，你們不僅將成為中國(guó)的領(lǐng)袖，還將成為全球的領(lǐng)袖。”

以下是桑德伯格視頻及演講全文：

I am honored to be here today to address Dean Yingyi Qian, Tsinghua School of Economics and Management's distinguished faculty, proud family members, supportive friends, and most importantly, the class of 2015. Unlike my boss, Mark Zuckerberg, I do not speak Chinese. For that I apologize. But he did ask me to pass along this message -- zhuhe. I am thrilled to be here to congratulate this magnificent class on your graduation.
錢(qián)穎一院長(zhǎng)、杰出的清華經(jīng)管學(xué)院的教師們、自豪的畢業(yè)生親屬、鼎力支持他們的朋友們、以及更重要的，清華經(jīng)管學(xué)院2015屆的畢業(yè)生們：我很榮幸今天來(lái)到這里為你們做畢業(yè)典禮演講。同我的老板馬克·扎克伯格不一樣的是，我不會(huì)講中文。為此我感到抱歉。但是，他請(qǐng)我用中文轉(zhuǎn)達(dá)他對(duì)大家的問(wèn)候——祝賀。今天能在這里祝賀優(yōu)秀的同學(xué)們畢業(yè)，我感到非常興奮。

When Dean Qian invited me to speak 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, since Mark is 15 years younger than I am and many of our employees are more his contemporaries than mine. I like being surrounded by young people, except when they say to me, "What was it like being at university without a mobile phone?" or worse, "Sheryl, can you come here? We need to see what old people think of this feature."
當(dāng)錢(qián)穎一院長(zhǎng)邀請(qǐng)我今天來(lái)做演講時(shí)，我想，來(lái)給遠(yuǎn)比我年輕比我酷的人演講？這事兒我能做。我在Facebook每天都要做這樣的事情。因?yàn)樵瞬癖任倚?5歲，并且我們的大多數(shù)員工是他的同齡人，而不是我這個(gè)年齡的。我喜歡和年輕人在一起，除非他們問(wèn)我：“你在大學(xué)時(shí)沒(méi)有手機(jī)用是怎樣的日子？”甚至更糟糕的問(wèn)題是，“謝麗爾，你能過(guò)來(lái)一下嗎？我們想知道歲數(shù)大的人對(duì)這個(gè)新功能有什么看法？”

I graduated from college in 1991 and business school in 1995. This was not that long ago. But I can tell you: the world has changed an awful lot in just 25 years. My business school class tried to have our school's first online class. We had to pass out a list of screen names because it was unthinkable to put your real name on the Internet. And it did not work because the system kept crashing -- it just wasn't possible for 90 people to communicate at once online.
我1991年從哈佛大學(xué)本科畢業(yè)，獲得經(jīng)濟(jì)學(xué)學(xué)士學(xué)位；1995年從哈佛商學(xué)院畢業(yè)，獲得MBA學(xué)位——所以可以說(shuō)，我上了美國(guó)的清華大學(xué)。其實(shí)這并不是那么久遠(yuǎn)的事情。但是我能告訴你的是，這個(gè)世界在這短短的25年當(dāng)中發(fā)生了翻天覆地的變化。在哈佛商學(xué)院時(shí)，我所在的班級(jí)曾嘗試進(jìn)行學(xué)院的第一次在線(xiàn)課程。我們當(dāng)時(shí)必須給每人發(fā)一張寫(xiě)有我們網(wǎng)名的列表，因?yàn)槟菚r(shí)在網(wǎng)上使用真名是件讓人難以想象的事。但是最后還是沒(méi)有搞成，因?yàn)殡娔X系統(tǒng)不斷崩潰——當(dāng)時(shí)根本無(wú)法實(shí)現(xiàn)90人同時(shí)在線(xiàn)交流。

But for a few brief moments in between crashes, we glimpsed the future -- a future where technology would connect us to our colleagues, our relatives, our friends. The world we live in today is one I could not have imagined when I was sitting where you are. And 25 years from now, you will have helped shape your generation's world.
不過(guò)在系統(tǒng)崩潰之間的幾個(gè)短暫瞬間里，我們窺見(jiàn)了未來(lái)——一個(gè)技術(shù)可以實(shí)現(xiàn)我們和同事、家人、朋友連接在一起的未來(lái)?，F(xiàn)在的世界已經(jīng)是我坐在你們這個(gè)位置時(shí)難以想象的世界了。而從現(xiàn)在起的未來(lái)25年，你們將幫助塑造屬于你們這一代人的世界。

As graduates of Tsinghua, you will be leaders not just in China, but globally. China is a world leader in terms of educational attainment and economic growth. It is not just political and business leaders that recognize the importance of China. Many American parents realize it as well; the hardest schools to get into in the San Francisco Bay area where I live are those that teach Chinese.
作為清華的畢業(yè)生，你們不僅將成為中國(guó)的領(lǐng)袖，還將成為全球的領(lǐng)袖。中國(guó)在教育程度及經(jīng)濟(jì)增長(zhǎng)方面都已是世界的領(lǐng)先者。不僅是政界和商界的領(lǐng)袖們認(rèn)識(shí)到中國(guó)的重要性，許多美國(guó)的父母也認(rèn)識(shí)到了這一點(diǎn)。在我所居住的舊金山灣區(qū)，最難進(jìn)的中小學(xué)校正是那些教漢語(yǔ)的學(xué)校。

But the fact is countries don't lead. People lead.
但事實(shí)是，國(guó)家不能領(lǐng)導(dǎo)，要靠人來(lái)領(lǐng)導(dǎo)。

As you graduate today, you start your path toward leadership. What kind of leader will you be? How much impact on others will you have? What will be your mark on the world?
從你們今天畢業(yè)起，你們就開(kāi)啟了成為領(lǐng)導(dǎo)者的征程。你會(huì)成為什么樣的領(lǐng)導(dǎo)者？你會(huì)對(duì)他人產(chǎn)生多大的影響？你將會(huì)在世界上留下什么樣的印記？

At Facebook, we have posters on our walls to remind us to think big -- to challenge ourselves to do more each and every day. There are important leadership lessons reflected in these posters -- and today, I want to cover four of them that I think can be meaningful for you.
在Facebook公司里，我們的墻上貼著提醒我們要有遠(yuǎn)大目標(biāo)的海報(bào)——挑戰(zhàn)自我每一天都要做得更多。這些海報(bào)中蘊(yùn)含了一些重要的有關(guān)領(lǐng)導(dǎo)力的經(jīng)驗(yàn)——今天，我想分享其中我認(rèn)為會(huì)對(duì)你們有意義的四點(diǎn)。

First, fortune favors the bold.
第一、命運(yùn)偏愛(ài)勇者。

Facebook exists because Mark believed that the world would be a better place if people could use technology to connect as individuals. He believed it so much that he dropped out of Harvard College to pursue that mission and he fought to hold onto it over the years. What Mark did was not lucky. It was bold.
Facebook公司之所以存在，是因?yàn)樵瞬裣嘈?，通過(guò)科技實(shí)現(xiàn)個(gè)人之間的互聯(lián)，可以使這個(gè)世界變得更美好。他深信于此，以至于從哈佛大學(xué)本科輟學(xué)去追求自己的理想，并且這些年來(lái)他一直為此奮斗不止。扎克伯格靠的不是運(yùn)氣，而是勇氣。

It's unusual to find your passion as early as Mark. It took me far longer to figure out what I wanted to do. When I was sitting in a graduation robe, I could not have considered a job at Facebook because the Internet did not exist -- and Mark was only 11 years old. I thought I would only ever work for the government or a philanthropic organization because I believed these institutions made the world a better place while companies only worked towards profits. But when I was working at the U.S. Treasury Department, I saw from afar how much impact technology companies were having on the world and I changed my mind. So when my government job ended, I decided to move to Silicon Valley.
能像扎克伯格那樣這么早就發(fā)現(xiàn)自己的熱情所在，是一件不同尋常的事。我花了長(zhǎng)得多的時(shí)間才發(fā)現(xiàn)自己到底想做什么。在我穿著學(xué)位服參加畢業(yè)典禮時(shí)，我無(wú)論如何也想不到自己會(huì)到Facebook工作，因?yàn)槟菚r(shí)互聯(lián)網(wǎng)還不存在——并且扎克伯格當(dāng)時(shí)只有11歲。我當(dāng)時(shí)想我只會(huì)在政府或者非營(yíng)利組織工作，因?yàn)槲蚁嘈胚@些機(jī)構(gòu)或組織可以讓世界變得更美好，而公司是以盈利為導(dǎo)向的。但是，當(dāng)我在美國(guó)財(cái)政部工作的時(shí)候，我看到了科技公司在很大程度上影響著世界，于是我改變了自己的想法。因此，當(dāng)我結(jié)束了在政府部門(mén)的工作后，我決定搬到硅谷去。

In retrospect, this seems like a shrewd move. But in 2001, it was questionable at best. The tech bubble had burst. Large companies were doing massive layoffs and small companies were going out of business. I gave myself four months to find a job. It took almost a year. In one of my first interviews, a tech company CEO said to me, "I took this meeting as a favor to a friend but I would never hire someone like you -- people from the government can't work in technology."
回過(guò)頭看，這似乎是一個(gè)明智的舉動(dòng)。但是在2001年，這是個(gè)可被質(zhì)疑的決定，因?yàn)槟菚r(shí)科技泡沫剛剛破滅。大公司都在大規(guī)模裁員，小公司倒閉如潮。我給自己4個(gè)月的期限要找到一份工作，但是我足足花了將近一年的時(shí)間。在我最初接受的某次面試當(dāng)中，有一個(gè)公司的首席執(zhí)行官對(duì)我說(shuō)：“我之所以面試你，完全是受朋友所托，但是我根本不會(huì)考慮聘用像你這樣的人——在政府工作過(guò)的人無(wú)法勝任科技公司的工作?！?/p>

Eventually, I persuaded someone to hire me, and 14 years later, I still love working in tech. It was not my original plan, but I got there -- eventually.
最終，我還是說(shuō)服了某個(gè)公司雇傭了我。14年過(guò)去了，我仍然熱愛(ài)在科技公司工作。這雖然不是我的初衷，但是我最終還是找到了我的熱情所在。

I hope if you find yourself on one path but longing for something else, you find a way to get there. And if that isn't right, try again. Try until you find something that stirs your passion, a job that matters to you and matters to others. It's a luxury to combine passion and contribution. It's also a clear path to happiness.
我希望，如果你在一條道路上前行，卻發(fā)現(xiàn)自己的心另有所屬，那么就請(qǐng)你去獨(dú)辟蹊徑，以到達(dá)理想的彼岸。如果一次沒(méi)有成功，請(qǐng)繼續(xù)鍥而不舍地嘗試。直到找到能點(diǎn)燃你激情的，對(duì)自己、對(duì)他人都有意義的工作。能將激情和奉獻(xiàn)完美結(jié)合是一種奢侈。一旦達(dá)成，幸福將至。

Second, feedback is a gift.
第二、反饋是一種本領(lǐng)。

At Facebook, I knew that the most important determinant of my performance would be my relationship with Mark. When I joined, I asked Mark for a commitment that he would give me feedback every week so that anything that bothered him would be aired and discussed quickly. Mark not only said yes but immediately added that he wanted it to be reciprocal. For the first few years, we stuck to this routine and met every Friday afternoon to voice concerns big and small. As the years went by, sharing honest reactions became part of our relationship and we now do so in real time rather than waiting for the end of the week.
在Facebook，我知道決定我工作績(jī)效的最重要的因素是我與扎克伯格的關(guān)系。當(dāng)我剛加入Facebook公司時(shí)，我就讓他做出承諾，每星期都要給我工作反饋，這樣任何困擾他的事情都可以盡快討論。他不僅爽快地答應(yīng)了，并且立即說(shuō)他也希望我也對(duì)他做反饋。在最初的幾年當(dāng)中，我們都堅(jiān)持這樣的慣例，每周五下午見(jiàn)面談?wù)撐覀兯P(guān)心的事情，事無(wú)巨細(xì)。幾年下來(lái)，分享真實(shí)的意見(jiàn)已經(jīng)成為我們關(guān)系當(dāng)中很自然的一部分，我們現(xiàn)在隨時(shí)會(huì)這么做，而不必再等到周五了。

Getting feedback from your boss is one thing, but it's every bit as important to get feedback from those who work for you. This is not an easy thing to do as employees are often eager to please those above them and don't want to criticize or question their higher-ups.
從自己老板那里獲得反饋很重要，但是從自己的下屬那里獲得反饋也同樣至關(guān)重要。這絕非易事，因?yàn)閱T工總是太過(guò)于渴望去取悅他們的上司，而不去批評(píng)或質(zhì)疑他們的上司。

One of my favorite examples of this comes from Wall Street. In 1990, Bob Rubin became the CEO of Goldman Sachs. At the end of his first week, he looked at Goldman's books and noticed large investments in gold. He asked someone why. The answer? "That was you, sir." "Me?" he replied. Apparently, the day before he had been walking around on the trading floor and he commented to someone that "gold looks interesting." This got repeated as "Rubin likes gold" and someone spent hundreds of millions of dollars to make the new boss happy.
我最喜歡的一個(gè)例子是來(lái)自華爾街的。1990年，鮑勃·魯賓成為高盛公司的首席執(zhí)行官。上任滿(mǎn)第一周，在查看公司賬目時(shí)，他發(fā)現(xiàn)有一大筆在黃金上的投資。他問(wèn)為什么會(huì)投資黃金？結(jié)果答案是，“因?yàn)槟壬?。”“我？”他迷惑了。顯然是因?yàn)樵陬^一天他在交易所視察時(shí)曾經(jīng)說(shuō)過(guò)一句“黃金看起來(lái)有點(diǎn)意思”，結(jié)果這句話(huà)就被傳成了“魯賓喜歡黃金”，然后就有人花了幾百萬(wàn)美元來(lái)討老板的歡心。

On a smaller scale, I have faced a similar challenge. When I joined Facebook, one of my tasks was to build the business side of the company -- but without destroying the engineering-driven culture that made Facebook great. So one of the things I tried to do was discourage people from doing formal PowerPoint presentations for meetings with me. At first, I asked nicely. Everyone ignored me and kept doing their presentations. So about two years in, I said, "OK, I usually hate rules but I now have a rule: No more PowerPoint in my meetings."
我也遇到過(guò)類(lèi)似的挑戰(zhàn)，當(dāng)然比這事的影響要在小一些的量級(jí)上。我剛加入Facebook時(shí)，我的職責(zé)之一是建立公司的商業(yè)運(yùn)作——但與此同時(shí)還不能破壞成就Facebook的那種工程技術(shù)驅(qū)動(dòng)的文化。所以我嘗試做的一件事就是鼓勵(lì)人們?cè)诤臀议_(kāi)會(huì)時(shí)不要做正式的電子演示文稿。最開(kāi)始我講得很客氣，結(jié)果所有人都無(wú)視我的要求，仍然在做電子演示文稿。大概過(guò)了兩年吧，我就說(shuō)，“好了，我通常不喜歡立規(guī)矩，但我現(xiàn)在必須定個(gè)規(guī)矩，和我開(kāi)會(huì)時(shí)誰(shuí)也不能再做電子演示文稿了。”

About a month later I was about to address our global sales team, when someone said to me, "Before you get on that stage, you really should know everyone's pretty upset about the no PowerPoint with clients thing." I was shocked. I had never banned these presentations for clients! I just did not want them in meetings with me. How could we present to our clients without PowerPoint? So I got on the stage and said, "One, I meant no PowerPoint with me. And two, next time you hear a bad idea -- like not doing proper client presentations -- speak up. Even if you think it is what I have asked for, tell me I am wrong!"
大約一個(gè)月之后，當(dāng)我正要對(duì)我們的全球銷(xiāo)售團(tuán)隊(duì)講話(huà)時(shí)，一個(gè)同事對(duì)我說(shuō)，“在你上臺(tái)之前，有件事你應(yīng)該知道，大家對(duì)你規(guī)定的‘和客戶(hù)會(huì)面不做電子演示文稿’的規(guī)定很有意見(jiàn)?！蔽腋械胶苷痼@，我從來(lái)沒(méi)有禁止過(guò)給客戶(hù)做電子演示文稿！我只是不希望他們?cè)诤臀议_(kāi)會(huì)的時(shí)候用電子演示文稿。和客戶(hù)展示產(chǎn)品時(shí)怎么能不做電子演示文稿？所以我上臺(tái)就說(shuō)，“首先，我說(shuō)的是和我開(kāi)會(huì)時(shí)不用電子演示文稿。其次，下次你們?cè)俾?tīng)到壞點(diǎn)子——就像和客戶(hù)會(huì)面不做電子演示文稿這類(lèi)——請(qǐng)大聲說(shuō)出來(lái)。哪怕你知道那話(huà)是我說(shuō)的，請(qǐng)告訴我這是錯(cuò)誤的！”

A good leader recognizes that most employees won't feel comfortable challenging authority, so it falls upon authority to solicit feedback. I learned from my PowerPoint mistake. I now ask my colleagues "What could I do better?" And I always thank the person who has the guts to answer me honestly, often by praising them publicly. I firmly believe that you lead best when you walk side-by-side with your colleagues. When you don't just talk but you also listen.
一個(gè)好的領(lǐng)導(dǎo)者知道大部分雇員不愿意挑戰(zhàn)權(quán)威，所以領(lǐng)導(dǎo)者就有義務(wù)主動(dòng)要求反饋。我從電子演示文稿事件中吸取了教訓(xùn)。我現(xiàn)在經(jīng)常問(wèn)我的同事“有哪些地方我還能做得更好？”我總是對(duì)那些敢于對(duì)我說(shuō)實(shí)話(huà)的人心懷感激，并且當(dāng)眾表?yè)P(yáng)他們。我深信只有你和你的同事并肩做戰(zhàn)，只有當(dāng)你不僅指揮而且也聆聽(tīng)時(shí)，你才能成為最好的領(lǐng)導(dǎo)。

Third, nothing is someone's else's problem.
第三， 以身作則。

When I started my career, I observed people in leadership roles and thought, "They're so lucky. They have so much control." So imagine my surprise when I took a course in business school on leadership and was told that as you get more senior, you are more dependent on other people. At the time, I thought my professors were wrong.
當(dāng)我剛?cè)肼殘?chǎng)時(shí)，我觀(guān)察那些身處領(lǐng)導(dǎo)崗位的人時(shí)會(huì)想，“他們太幸運(yùn)了，他們有那么大的掌控力?！彼阅銈兛梢韵胂蟮牡?，當(dāng)我在商學(xué)院選修領(lǐng)導(dǎo)力課程時(shí)被告知，職位越高將會(huì)越依賴(lài)他人時(shí)，我有多么的驚訝。說(shuō)實(shí)話(huà)，那時(shí)候我認(rèn)為教授講的是錯(cuò)的。

They were right. I am dependent on my sales team... not the other way around. If they fall short, it is my mistake. As a leader, what I can accomplish is not just what I can do myself but what everyone on my team does.
其實(shí)教授講的是對(duì)的。我依賴(lài)我的銷(xiāo)售團(tuán)隊(duì)，而不是反過(guò)來(lái)。如果他們達(dá)不到銷(xiāo)售目標(biāo)，是我的責(zé)任。作為領(lǐng)導(dǎo)者，我所要實(shí)現(xiàn)的不僅是竭盡個(gè)人之所能，而是要讓我的團(tuán)隊(duì)中的所有人發(fā)揮自己的能力。

Companies in every country operate in ways that are right for their cultures. But I believe that there are some principles of leadership that are universal -- and one of those is that it is better to inspire than to direct. Yes, people will do what their bosses tell them to do in most organizations. But great leaders do not just want to secure compliance. They want to elicit genuine enthusiasm, complete trust, and real dedication. They don't just win the minds of their teams, they win their hearts. If they believe in your organization's mission and they believe in you, they will not only do their daily tasks well, but they will do them with true passion.
不同國(guó)家的企業(yè)運(yùn)作都有其特定的文化特點(diǎn)。但我相信有一些領(lǐng)導(dǎo)力的原則是世界通用的——其中一條就是激發(fā)總是好過(guò)指示。是的，在多數(shù)組織里，員工總是按照老板的指示來(lái)做事。但是偉大的領(lǐng)導(dǎo)者不僅僅只是需要完全的服從。他們想要的是激發(fā)出員工心底的熱情，完全的信任及真正的敬業(yè)精神。他們不僅僅是要得到團(tuán)隊(duì)的智慧，而是要贏(yíng)得他們的心。如果他們相信公司的使命并且對(duì)你也信之如篤，那么他們就不僅僅只是把日常任務(wù)完成好，而且是以真正的熱情來(lái)投入這些工作。

No one won more hearts than my beloved husband Dave Goldberg who passed away suddenly two months ago. Dave was a truly inspiring leader. He was kind. He was generous. He was thoughtful. He raised the level of performance of everyone around him. He did it as CEO of SurveyMonkey, an amazing company that he helped build. He did it for me and for our children.
沒(méi)有人能像我摯愛(ài)的丈夫大衛(wèi)·高德伯格那樣贏(yíng)得那么多人的心，他不幸在兩個(gè)月前突然去世。大衛(wèi)是一個(gè)真正能激發(fā)人的領(lǐng)導(dǎo)者。他為人和善、待人慷慨，思維深刻。他提升了他周?chē)恳粋€(gè)人的業(yè)績(jī)水平。他是SurveyMonkey公司的首席執(zhí)行官，這是他幫助建立起來(lái)的一個(gè)極為出色的公司。他是為了我和我們的孩子這樣去做的。

A friend of ours named Bill Gurley, a leading venture capitalist in Silicon Valley, wrote a post where he urged others to "Be Like Dave." Bill wrote, "Dave showed us all exactly what being a great human being looks like... But it was never frustrating because Dave's greatness was not competitive or threatening. It was gentle, inspirational and egoless. He was the quintessential standard for the notion of leading by example."
我們的一個(gè)朋友、硅谷著名的風(fēng)險(xiǎn)投資人比爾·格雷，寫(xiě)過(guò)一篇短文號(hào)召人們“向大衛(wèi)那樣”。比爾寫(xiě)到，“大衛(wèi)向我們所有人完整地展示了怎樣做一個(gè)偉大的人……但是這并不讓人有挫折感，因?yàn)榇笮l(wèi)的偉大并不是好競(jìng)爭(zhēng)的或威脅他人的，他的偉大是柔和的，觸動(dòng)心靈的，無(wú)私的。他是領(lǐng)導(dǎo)者‘以身作則’理念的經(jīng)典標(biāo)桿?！?/p>

Harvard Business School Professor Frances Frei has said "leadership is about making others better as a result of your presence and making sure that impact lasts in your absence." Like Dave, you can do this for others over the course of your career.
哈佛商學(xué)院弗朗西斯·福雷教授曾經(jīng)說(shuō)過(guò)，“領(lǐng)導(dǎo)力表現(xiàn)在，因?yàn)槟愕拇嬖谀苁顾俗兊酶?，而且?dāng)你不在的時(shí)候你的影響力還能一直持續(xù)。”就像大衛(wèi)一樣，你們也應(yīng)該能在自己的職業(yè)生涯中為他人做到這一切。

Fourth, lean in.
第四，向前一步。

As the Chinese proverb holds -- "women hold up half the sky." This is quoted all over the world and women have a special role in China's history and present.
中國(guó)有句話(huà)叫“婦女能頂半邊天”，這個(gè)說(shuō)法被世界各地廣為引用。女性在中國(guó)歷史上及現(xiàn)在都扮演著特殊的角色。

When the world has gathered to discuss the status and advancement of women, we've done it here in Beijing. In 1995, the Beijing Declaration and Platform for Action -- which called for women's full and equal participation in life and decision-making -- was adopted by 189 governments. Last year, on the 20th anniversary of that historic declaration, leaders again gathered here to mobilize around what has become known as the promise of Beijing: equality for women and men.
當(dāng)世界各國(guó)都在聚焦討論女性的地位和發(fā)展的時(shí)候，我們?cè)谶@里—北京討論過(guò)這個(gè)問(wèn)題。早在1995年，《北京宣言》和《行動(dòng)綱領(lǐng)》，這兩個(gè)號(hào)召女性全方位和平等地參與生活和決策的宣言和綱領(lǐng)，就由189個(gè)國(guó)家的政府在北京共同簽署。去年，在這一歷史性宣言20周年之際，各國(guó)領(lǐng)導(dǎo)人重聚在此，向人們傳遞這一北京承諾：男女平等。

Yet while we all acknowledge the importance and strength of women, when we look at leadership roles in every country, they are overwhelmingly held by men. In almost every country in the world -- including the United States and China -- less than 6 percent of the top companies are run by women. Women hold fewer leadership roles in every industry. This means that when it comes to making the decisions that affect all us, women's voices are not heard equally.
但是，盡管我們認(rèn)識(shí)到女性的重要性及力量，當(dāng)我們審視各國(guó)的領(lǐng)導(dǎo)層時(shí)，仍然絕大多數(shù)由男性主導(dǎo)。在幾乎所有國(guó)家——包括美國(guó)和中國(guó)，只有不到6%的頂尖企業(yè)是由女性來(lái)領(lǐng)導(dǎo)的。女性在各行各業(yè)的領(lǐng)導(dǎo)角色都少之又少。這意味著，在做出影響我們所有人福祉的決定時(shí)，女性的意見(jiàn)無(wú)法被平等地聽(tīng)取。

There are many reasons for the gender leadership gap -- outright discrimination, greater responsibilities at home, a lack of flexibility in the workplace, and importantly, our stereotypical expectations. While cultures differ all over the globe, our stereotypes of men and women are remarkably similar. Although the status of women is changing and evolving in China and many parts of the world, traditional expectations and stereotypes linger. To this day, in the U.S., in China, and everywhere, men are expected to lead, be assertive, succeed. Women are expected to share, be communal, acquiesce to others. We expect leadership from boys and men. But when a little girl leads, we call her "bossy" in English, or qiang shi in Chinese.
產(chǎn)生領(lǐng)導(dǎo)角色性別差異的原因很多——直接的性別歧視、女性需要承擔(dān)更多的家庭責(zé)任、職場(chǎng)中缺乏靈活性，更為重要的是，我們帶有的偏見(jiàn)。雖然全球各地的文化千差萬(wàn)別，但是我們對(duì)于男性與女性的偏見(jiàn)卻驚人的相似。盡管女性的地位在中國(guó)及全球各地都在不斷變化與演進(jìn)，傳統(tǒng)的預(yù)期與偏見(jiàn)卻依然如故。直到今天，在美國(guó)、中國(guó)乃至全球各地，男性總被期待去領(lǐng)導(dǎo)、奮進(jìn)、成功，而女性則被期待去分享、融通、屈從他人。我們期待男孩和男人展現(xiàn)領(lǐng)導(dǎo)力，但是當(dāng)一個(gè)小女孩出頭來(lái)領(lǐng)導(dǎo)時(shí)，英語(yǔ)中我們稱(chēng)她“專(zhuān)橫”，中文則稱(chēng)之為“強(qiáng)勢(shì)”。

Other social barriers also hold women back. Women are often excluded from professional networks -- like Guanxi -- and both formal and informal socializing that is critical for job advancement. This is also true in the United States, where men often chose to mentor other men instead of women.
其它一些社會(huì)因素也阻礙了女性的前進(jìn)。女性通常被職業(yè)社交圈排除在外——比如“關(guān)系”——以及正式的、非正式的對(duì)職業(yè)發(fā)展至關(guān)重要的社交活動(dòng)。在美國(guó)也是如此。在美國(guó)，男性通常選擇去指導(dǎo)其他男性而不是女性。

I believe that the world would be a better place if men ran half our homes and women ran half our institutions -- and the good news is that we can change the stereotypes and get to real equality. We can support women who lead in the workforce. We can find more balance in the home by fathers helping mothers with housekeeping and childrearing; more equal marriages are happier and more active fathers raise more successful children. We can walk up to someone who calls a little girl "bossy," and say instead, "That little girl is not bossy. That little girl has executive leadership skills."
我相信，如果男性能夠承擔(dān)起家庭的一半責(zé)任，女性承擔(dān)起職場(chǎng)的一半責(zé)任，這個(gè)世界將會(huì)變得更加美好——好消息是，我們能夠改變偏見(jiàn)，實(shí)現(xiàn)真正的平等。我們能夠支持職場(chǎng)中的女性領(lǐng)導(dǎo)者。我們能夠在家庭中找到更多的平衡，父親幫助母親打理家務(wù)、撫養(yǎng)子女；更加平等的婚姻會(huì)獲得更多幸福；更積極主動(dòng)的父親能夠培養(yǎng)出更成功的子女。我們可以走到說(shuō)小女孩“專(zhuān)橫”的人面前說(shuō)：“那個(gè)女孩不是專(zhuān)橫，她具有高級(jí)的領(lǐng)導(dǎo)才華?！?/p>

And I want to make this very clear: Equality is not just good for women. It's good for everyone. Female participation in the workforce is a major driver of economic growth. Companies that recognize the full talents of the entire population outperform those that do not. AliBaba CEO Jack Ma, who stood here last year, has said that "one of the secret sauces for Alibaba's success is that we have a lot of women... without women, there would be no Alibaba." Women hold 40 percent of all jobs at Alibaba and 35 percent of senior positions -- far more than most companies anywhere in the world.
我想澄清一點(diǎn)——平等不僅僅只對(duì)女性有益，而是對(duì)所有人都有益。職場(chǎng)中女性的參與是經(jīng)濟(jì)增長(zhǎng)的主要?jiǎng)恿χ?。那些充分發(fā)揮所有人才能的公司要遠(yuǎn)遠(yuǎn)比沒(méi)有認(rèn)識(shí)到這點(diǎn)的公司更加成功。去年站在這個(gè)位置演講的阿里巴巴創(chuàng)始人馬云曾經(jīng)說(shuō)過(guò)，“阿里巴巴成功的秘訣之一是因?yàn)槲覀冇泻芏嗯浴瓫](méi)有女性，就沒(méi)有阿里巴巴。”在阿里巴巴公司，有40%的員工是女性，并且有35%的高層管理者是女性——這遠(yuǎn)遠(yuǎn)超過(guò)世界上多數(shù)公司。

Great leaders don't just develop people like them, they develop everyone. If you want to be a great leader, you will develop the women -- as well as the men -- at your companies and on your teams.
偉大的領(lǐng)導(dǎo)者不僅僅培養(yǎng)與他們相像的人，他們培養(yǎng)每一個(gè)人。如果你想成為一個(gè)偉大的領(lǐng)導(dǎo)者，無(wú)論在公司里還是團(tuán)隊(duì)中，在培養(yǎng)男性員工的同時(shí)也要注意培養(yǎng)女性員工。

Our peers can help us develop, too. When Lean In was published in 2013, we launched LeanIn.org, a nonprofit with a mission to empower all women to achieve their ambitions. LeanIn.Org helps form Lean In Circles, small peer groups who met regularly to share and learn together. There are now over 23,000 circles in more than 100 countries.
我們的女性同行也可以幫助我們自身的發(fā)展。當(dāng)2013年《向前一步》這本書(shū)出版的時(shí)候，我們成立了LeanIn.Org。這是一個(gè)非營(yíng)利性組織，旨在幫助女性實(shí)現(xiàn)自己的目標(biāo)。LeanIn.Org通過(guò)組織Lean In Circles互組小組來(lái)達(dá)到個(gè)體間互相幫助的目的。小組成員通過(guò)定期見(jiàn)面來(lái)相互分享并互助學(xué)習(xí)。目前，在超過(guò)100個(gè)國(guó)家里大約有2.3萬(wàn)個(gè)這樣的互助小組。

The first international Lean In Circle I ever met with was in Beijing -- a group of young professional women who gathered to support each other's professional ambitions and challenge the idea of "shengnu," leftover women. In the past two years, they have built a network of Circles throughout China from working professionals to university students -- women and men who come together to support equality. One of these Circles is at Tsinghua, and I met with them earlier this morning. I was inspired by their passion for their studies and their careers. As one member told me, "It was when I first joined Lean In Tsinghua that I began to fully understand the Chinese proverb, 'A just cause enjoys abundant support.'"
我見(jiàn)到的第一個(gè)國(guó)際Lean In Circle互助小組就是在北京——一群年輕的職業(yè)女性聚集在一起，支持彼此的職業(yè)理想并挑戰(zhàn)“剩女”這個(gè)稱(chēng)謂。在過(guò)去的兩年間，她們已經(jīng)在全中國(guó)建立了互助網(wǎng)絡(luò)，從職業(yè)白領(lǐng)到大學(xué)生——女性和男性一起來(lái)支持平等權(quán)利。其中一個(gè)互助小組就在清華，今天上午我還與她們見(jiàn)了面。她們對(duì)學(xué)業(yè)及職業(yè)前景的熱情深深地打動(dòng)了我。其中一個(gè)成員告訴我：“我加入清華互助小組以后開(kāi)始深刻領(lǐng)會(huì)到‘得道多助’這句中國(guó)諺語(yǔ)的意思。”

I believe your generation will do a better job than mine at fixing the problem of gender inequality. So we turn to you. You are the promise for a more equal world.
我相信，你們這一代人將會(huì)在解決男女平等問(wèn)題上比我們這一代做得更好。我們寄希望于你們，你們是一個(gè)更加平等的世界的希望所在。

——

Today is a day of celebration. A day to celebrate your accomplishments, the hard work that brought you to this moment.
今天是一個(gè)歡慶的日子，一個(gè)慶祝你們成就的日子，一個(gè)幾經(jīng)努力換來(lái)的時(shí)刻。

This is a day of gratitude. A day to thank the people who helped you get here -- the people who nurtured you, taught you, cheered you on and dried your tears.
今天是一個(gè)感恩的日子，一個(gè)應(yīng)該感謝那些幫助過(guò)你們獲得今天成績(jī)的人們的日子——是他們培育了你，教導(dǎo)了你，帶給了你的歡樂(lè)并擦干了你的眼淚。

Today is a day of reflection. A day to think about what kind of leader you want to be.
今天是個(gè)值得思考的日子，一個(gè)應(yīng)該思考你想成為什么樣的領(lǐng)導(dǎo)者的日子。

I believe that you are the future leaders, not only of China but of the world. And for each of you, I wish four things:
我堅(jiān)信你們將是未來(lái)的領(lǐng)導(dǎo)者，不僅是中國(guó)的領(lǐng)導(dǎo)者，也是世界的領(lǐng)導(dǎo)者。對(duì)你們每個(gè)人，我送上四個(gè)祝愿：

1. That you are bold and have good fortune. Fortune favors the bold.
1、祝愿你勇敢而幸運(yùn)。命運(yùn)偏愛(ài)勇者。

2. That you give and get the feedback you need. Feedback is a gift.
2、祝愿你給予并收到你需要的反饋。反饋是一種本領(lǐng)。

3. That you empower everyone. Nothing is somebody else's problem.
3、祝愿你給身邊每個(gè)人以力量。以身作則。

4. That you support equality. Lean In!
4、祝愿你支持男女平等。向前一步！

Congratulations!
祝賀你們！