Facebook COO 桑德伯格2012哈佛商学院毕业演讲

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.
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 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.
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 achievement 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? 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." It's not joking.
当尊敬的院长Nohria邀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。

It's a special privilege 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 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, wherever you are 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 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 and kicking all of us off. Because the world just wasn't 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 colleagues, 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 that's not true today. Now ordinary people have voice, not just those of us lucky enough to go to HBS, but anyone with 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 faster 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 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 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，“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 and the things for my criteria in the rows, and compared the companies, the missions, and the roles. 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.
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, "Don't 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 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."
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. 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 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 said, "I want to think about you know 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?"

职业发展通常会被比作“爬阶梯”。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. 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, 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 they're not a ladder, they're 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, 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.
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 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。

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. You'll 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'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.
当你在这个新世界里乘风破浪时，你能依靠的不是你是谁也不是你的学位。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, 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. And 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? 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 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 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 person's performance is assessed by someone else's 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。