人妖 ts 桑德伯格清华毕业演讲：侥幸偏疼勇者

人妖 ts

主讲东谈主：谢丽尔·桑德伯格（Facebook公司首席运营官）

时间：2015年6月27日

左右：清华大学经济管理学院

【编者按】

6月27日，清华大学经济管理学院2015毕业庆典在清华大学详细体育馆举行。Facebook公司首席运营官谢丽尔•桑德伯格（Sheryl Sandberg）作毕业庆典演讲。桑德伯格是清华管理学院毕业庆典积年来第一位女性演讲嘉宾。

在她的演讲中，桑德伯格转头了她从踏入职场于今的心多礼会，并用本身经历先容了夙昔25年中互联网带给系数寰球的巨大变化。桑德伯格饱读吹毕业生说，“从当今起的将来25年，你们将匡助塑造属于你们这一代东谈主的寰球”，“算作清华的毕业生，你们不仅将成为中国的首领，还将成为全球的首领。”

以下是桑德伯格视频及演讲全文：

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. 钱颖一院长、凸起的清华管理学院的素质们、自傲的毕业生支属、猖獗援救他们的一又友们、以及更贵重的，清华管理学院2015届的毕业生们：我很荣幸今天来到这里为你们作念毕业庆典演讲。同我的雇主马克·扎克伯格不一样的是，我不会讲汉文。为此我感到对不起。然而，他请我用汉文转达他对寰球的致意——道贺。今天能在这里道贺优秀的同学们毕业，我感到十分欣喜。

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." 当钱颖一院长邀请我今天来作念演讲时，我想，来给远比我年青比我酷的东谈主演讲？这事儿我能作念。我在Facebook每天齐要作念这样的事情。因为扎克伯格比我小15岁，何况咱们的大大齐职工是他的同龄东谈主，而不是我这个年级的。我可爱和年青东谈主在通盘，除非他们问我：“你在大学时莫得手机用是若何的日子？”以致更倒霉的问题是，“谢丽尔，你能过来一下吗？咱们想知谈岁数大的东谈主对这个新功能有什么观点？”

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年从哈佛大学本科毕业，得到经济学学士学位；1995年从哈佛商学院毕业，得到MBA学位——是以不错说，我上了好意思国的清华大学。其实这并不是那么久远的事情。然而我能告诉你的是，这个寰球在这短短的25年当中发生了地覆天翻的变化。在哈佛商学院时，我所在的班级曾尝试进行学院的第一次在线课程。咱们那时必须给每东谈主发一张写有咱们网名的列表，因为那时在网上使用本名是件让东谈主难以联想的事。然而临了还是莫得搞成，因为电脑系统约束崩溃——那时根蒂无法罢了90东谈主同期在线换取。

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. 不外在系统崩溃之间的几个瞬息瞬息里，咱们窥见了将来——一个技巧不错罢了咱们和共事、家东谈主、一又友联结在通盘的将来。当今的寰球照旧是我坐在你们这个位置时难以联想的寰球了。而从当今起的将来25年，你们将匡助塑造属于你们这一代东谈主的寰球。

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. 算作清华的毕业生，你们不仅将成为中国的首领，还将成为全球的首领。中国在耕作进度及经济增长方面齐已是寰球的当先者。不仅是政界和商界的首领们强劲到中国的贵重性，许多好意思国的父母也强劲到了这极少。在我所居住的旧金山湾区，最难进的中小学纠恰是那些教汉语的学校。

But the fact is countries don't lead. People lead. 但事实是，国度不可携带，要靠东谈主来携带。

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? 从你们今天毕业起，你们就开启了成为携带者的征途。你会成为什么样的携带者？你会对他东谈主产生多大的影响？你将会谢寰球上留住什么样的印章？

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，咱们的墙上贴着教唆咱们要有雄壮方针的海报——挑战自我每一天齐要作念得更多。这些海报中蕴含了一些贵重的谋划携带力的履历——今天，我想共享其中我以为会对你们非凡旨的四点。

小说专区

First， fortune favors the bold. 第一、侥幸偏疼勇者。

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公司之是以存在，是因为扎克伯格信赖，通过科技罢了个东谈主之间的互联，不错使这个寰球变得更好意思好。他深信于此，以至于从哈佛大学本科辍学去追求我方的空想，何况这些年来他一直为此推进不啻。扎克伯格靠的不是侥幸，而是勇气。

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. 能像扎克伯格那样这样早就发现我方的心扉所在，是一件不同寻常的事。我花了长得多的时间才发现我方到底想作念什么。在我一稔学位服参加毕业庆典时，我无论如何也想不到我方会到Facebook就业，因为那时互联网还不存在——何况扎克伯格那时只好11岁。我那时想我只会在政府或者非牟利组织就业，因为我信赖这些机构或组织不错让寰球变得更好意思好，而公司是以盈利为导向的。然而，当我在好意思国财政部就业的时候，我看到了科技公司在很猛进度上影响着寰球，于是我改造了我方的想法。因此，当我控制了在政府部门的就业后，我决定搬到硅谷去。

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." 回偏激看，这似乎是一个理智的举动。然而在2001年，这是个可被质疑的决定，因为那时科技泡沫刚刚抑遏。大公司齐在大规模裁人，小公司倒闭如潮。我给我方4个月的期限要找到一份就业，然而我足足花了快要一年的时间。在我最初给与的某次口试当中，有一个公司的首席实践官对我说：“我之是以口试你，弥散是受一又友所托，然而我根蒂不会接头遴聘像你这样的东谈主——在政府就业过的东谈主无法胜任科技公司的就业。”

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. 最终，我还是劝服了某个公司雇佣了我。14年夙昔了，我仍然嗜好在科技公司就业。这天然不是我的初志，然而我最终还是找到了我的心扉所在。

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. 我但愿，要是你在一条谈路向前行，却发现我方的心另有所属，那么就请你去自出心裁，以到达空想的此岸。要是一次莫得告捷，请链接永远不渝地尝试。直到找到能焚烧你心思的，对我方、对他东谈主齐非凡旨的就业。能将心思和奉献好意思满结合是一种蹧跶。一朝达成，幸福将至。

Second， feedback is a gift. 第二、响应是一种法式。

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，我知谈决定我就功绩效的最贵重的要素是我与扎克伯格的谋划。当我刚加入Facebook公司时，我就让他作念出答允，每星期齐要给我就业响应，这样任何困扰他的事情齐不错尽快接头。他不仅阴凉地搭理了，何况立即说他也但愿我也对他作念响应。在最初的几年当中，咱们齐坚抓这样的老例，每周五下昼碰面评述咱们所眷注的事情，事无巨细。几年下来，共享确凿的意见照旧成为咱们谋划当中很天然的一部分，咱们当今随时会这样作念，而不必再比及周五了。

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. 从我方雇主何处得到响应很贵重，然而从我方的下属何处得到响应也雷同至关贵重。这绝非易事，因为职工老是太过于渴慕去逢迎他们的上级，而不去月旦或质疑他们的上级。

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. 我最可爱的一个例子是来自华尔街的。1990年，鲍勃·鲁宾成为高盛公司的首席实践官。上任满第一周，在检讨公司账目时，他发现存一大笔在黄金上的投资。他问为什么会投资黄金？服从谜底是，“因为您，先生。”“我？”他诱惑了。显着是因为在头一天他在来回所视察时也曾说过一句“黄金看起来有点风趣”，服从这句话就被传成了“鲁宾可爱黄金”，然后就有东谈主花了几百万好意思元来讨雇主的欢心。

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." 我也碰到过近似的挑战，天然比这事的影响要在小一些的量级上。我刚加入Facebook时，我的职责之一是诞生公司的生意运作——但与此同期还不可恣虐建树Facebook的那种工程技巧驱动的文化。是以我尝试作念的一件事便是饱读吹东谈主们在和我开会时不要作念追究的电子演示文稿。最运转我讲得很客气，服从通盘东谈主齐无视我的条款，仍然在作念电子演示文稿。约略过了两年吧，我就说，“好了，我平日不可爱立规则，但我当今必须定个规则，和我开会时谁也不可再作念电子演示文稿了。”

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!" 梗概一个月之后，当我正要对咱们的全球销售团队语言时，一个共事对我说，“在你上台之前，有件事你应该知谈，寰球对你规则的‘和客户会面不作念电子演示文稿’的规则很非凡见。”我感到很惊骇，我从来莫得拦阻过给客户作念电子演示文稿！我只是不但愿他们在和我开会的时候用电子演示文稿。和客户展示居品时若何能不作念电子演示文稿？是以我上台就说，“启程点，我说的是和我开会时毋庸电子演示文稿。其次，下次你们再听到坏点子——就像和客户会面不作念电子演示文稿这类——请高声说出来。哪怕你知谈那话是我说的，请告诉我这是虚伪的！”

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. 一个好的携带者知谈大部分雇员不肯意挑战泰斗，是以携带者就有义务主动条款响应。我从电子演示文稿事件中吸取了训戒。我当今往往问我的共事“有哪些方位我还能作念得更好？”我老是对那些勇于对我说真话的东谈主心胸谢意，何况当众表扬他们。我深信只好你和你的共事并肩作念战，只好当你不仅教化而且也凝听时，你智力成为最佳的携带。

Third， nothing is someone's else's problem. 第三， 身段力行。

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. 当我刚入职场时，我不雅察那些身处携带岗亭的东谈主时会想，“他们太侥幸了，他们有那么大的掌控力。”是以你们不错联想的到，当我在商学院选修携带力课程时被讨教，职位越高将会越依赖他东谈主时，我有何等的诧异。说真话，那时候我以为评释讲的是错的。

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. 其实评释讲的是对的。我依赖我的销售团队，而不是反过来。要是他们够不上销售方针，是我的包袱。算作携带者，我所要罢了的不仅是竭尽个东谈主之所能，而是要让我的团队中的通盘东谈主发扬我方的智商。

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. 不同国度的企业运作齐有其特定的文化特色。但我信赖有一些携带力的原则是寰球通用的——其中一条便是激勉老是好过指令。是的，在大齐组织里，职工老是按照雇主的指令来作念事。然而伟大的携带者不单是只是需要弥散的遵命。他们想要的是激勉出职工心底的心扉，弥散的信任及确凿的敬业精神。他们不单是是要得到团队的聪惠，而是要赢得他们的心。要是他们信赖公司的职责何况对你也信之如笃，那么他们就不单是只是把日常任务完成好，而且是以确凿的心扉来参加这些就业。

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. 莫得东谈主能像我挚爱的丈夫大卫·高德伯格那样赢得那么多东谈主的心，他不舒适在两个月前遽然死字。大卫是一个确凿能激勉东谈主的携带者。他为东谈主和蔼、待东谈主慷慨，念念维深远。他进步了他周围每一个东谈主的功绩水平。他是SurveyMonkey公司的首席实践官，这是他匡助诞生起来的一个极为出色的公司。他是为了我和咱们的孩子这样去作念的。

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." 咱们的一个一又友、硅谷有名的风险投资东谈主比尔·格雷，写过一篇漫笔命令东谈主们“向大卫那样”。比尔写到，“大卫向咱们通盘东谈主完整地展示了若何作念一个伟大的东谈主……然而这并不让东谈主有迂回感，因为大卫的伟大并不是好竞争的或抑遏他东谈主的，他的伟大是柔软的，漂泊心灵的，忘我的。他是携带者‘身段力行’理念的经典标杆。”

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. 哈佛商学院弗朗西斯·福雷评释也曾说过，“携带力表当今，因为你的存在能使他东谈主变得更好，而且当你不在的时候你的影响力还能一直抓续。”就像大卫一样，你们也应该能在我方的职业生存中为他东谈主作念到这一切。

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. 中国有句话叫“妇女能顶半边天”，这个说法被寰球各地广为援用。女性在中国历史上及当今齐上演着非常的变装。

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. 当寰球列国齐在聚焦接头女性的地位和发展的时候，咱们曾在这里—北京接头过这个问题。早在1995年，《北京宣言》和《步履摘要》，这两个命令女性全标的和对等地参与生活和有策划的宣言和摘要，就由189个国度的政府在北京共同签署。旧年，在这一历史性宣言20周年之际，列国携带东谈主重聚在此，向东谈主们传递这一北京答允：男女对等。

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. 然而，尽管咱们强劲到女性的贵重性及力量，当咱们注视列国的携带层时，仍然绝大大齐由男性主导。在简直通盘国度——包括好意思国和中国，只好不到6%的顶尖企业是由女性来携带的。女性在五行八作的携带变装齐少之又少。这意味着，在作念出影响咱们通盘东谈主福祉的决定时，女性的意见无法被对等地听取。

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. 产生携带变装性别相反的原因许多——径直的性别仇怨、女性需要承担更多的家庭包袱、职场中穷乏天真性，更为贵重的是，咱们带有的偏见。天然全球各地的文化天地之别，然而咱们关于男性与女性的偏见却惊东谈主的相似。尽管女性的地位在中国及全球各地齐在约束变化与演进，传统的预期与偏见却依然还是。直到今天，在好意思国、中国乃至全球各地，男性总被期待去携带、奋进、告捷，而女性则被期待去共享、融通、屈从他东谈主。咱们期待男孩和男东谈主展现携带力，然而当一个小女孩出面来携带时，英语中咱们称她“专横”，汉文则称之为“强势”。

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. 其它一些社会要素也艰涩了女性的前进。女性平日被职业外交圈排斥在外——比如“谋划”——以及追究的、非追究的对职业发展至关贵重的外交活动。在好意思国亦然如斯。在好意思国，男性平日遴聘去指导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." 我信赖，要是男性能够承担起家庭的一半包袱，女性承担起职场的一半包袱，这个寰球将会变得愈加好意思好——好音尘是，咱们能够改造偏见，罢了确凿的对等。咱们能够援救职场中的女性携带者。咱们能够在家庭中找到更多的均衡，父亲匡助母亲收拾家务、赡养子女；愈加对等的婚配会得到更多幸福；更积极主动的父亲能够培养出更告捷的子女。咱们不错走到说小女孩“专横”的东谈主眼前说：“阿谁女孩不是专横，她具有高等的携带才华。”

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. 我想剖析极少——对等不单是只对女性有意，而是对通盘东谈主齐有意。职场中女性的参与是经济增长的主要能源之一。那些充分发扬通盘东谈主智力的公司要远远比莫得强劲到这点的公司愈加告捷。旧年站在这个位置演讲的阿里巴巴独创东谈主马云也曾说过，“阿里巴巴告捷的诀要之一是因为咱们有许多女性……莫得女性，就莫得阿里巴巴。”在阿里巴巴公司，有40%的职工是女性，何况有35%的高层管理者是女性——这远远跳跃寰球上大齐公司。

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. 伟大的携带者不单是培养与他们相像的东谈主，他们培养每一个东谈主。要是你想成为一个伟大的携带者，无论在公司里还是团队中，在培养男性职工的同期也要正经培养女性职工。

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. 咱们的女性同业也不错匡助咱们本身的发展。当2013年《向前一步》这本书出书的时候，咱们成立了LeanIn.Org。这是一个非牟利性组织，旨在匡助女性罢了我方的方针。LeanIn.Org通过组织Lean In Circles互组小组来达到个体间相互匡助的主见。小构成员通过如期碰面来相互共享并相助学习。现时，在跳跃100个国度里梗概有2.3万个这样的相助小组。

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.'" 我见到的第一个国外Lean In Circle相助小组便是在北京——一群年青的职业女性集会在通盘，援救相互的职业空想并挑战“剩女”这个称谓。在夙昔的两年间，她们照旧在全中国诞生了相助收罗，从职业白领到大学生——女性和男性通盘来援救对等职权。其中一个相助小组就在清华，今天上昼我还与她们见了面。她们对学业及职业远景的心扉深深地打动了我。其中一个成员告诉我：“我加入清华相助小组以后运转深远相聚到‘得谈多助’这句中国成语的风趣。”

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. 我信赖，你们这一代东谈主将会在惩办男女对等问题上比咱们这一代作念得更好。咱们寄但愿于你们，你们是一个愈加对等的寰球的但愿所在。

——

Today is a day of celebration. A day to celebrate your accomplishments， the hard work that brought you to this moment. 今天是一个欢庆的日子，一个庆祝你们建树的日子，一个几经戮力换来的时刻。

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. 今天是一个感德的日子，一个应该感谢那些匡助过你们得到今天收获的东谈主们的日子——是他们培育了你，教化了你，带给了你的鲁莽并擦干了你的眼泪。

Today is a day of reflection. A day to think about what kind of leader you want to be. 今天是个值得念念考的日子，一个应该念念考你想成为什么样的携带者的日子。

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: 我敬佩你们将是将来的携带者，不仅是中国的携带者，亦然寰球的携带者。对你们每个东谈主，我奉上四个祝愿：

1. That you are bold and have good fortune. Fortune favors the bold. 1、祝愿你勇敢而侥幸。侥幸偏疼勇者。

2. That you give and get the feedback you need. Feedback is a gift. 2、祝愿你给以并收到你需要的响应。响应是一种法式。

3. That you empower everyone. Nothing is somebody else's problem. 3、祝愿你给身边每个东谈主以力量。身段力行。

4. That you support equality. Lean In! 4、祝愿你援救男女对等。向前一步！

Congratulations! 道贺你们！人妖 ts