登上火箭船 ——雪莉·桑德伯格

（单词翻译）

Getting on a rocket ship

——Sheryl Sandberg

When Dean Nohria asked me to speak here today, I thought, come and talk to a group ofpeople younger and cooler than I am? I can do that. I do that every day at Facebook. I like beingsurrounded by young people, except when they say to me, "What was it like being in collegewithout the internet?" or worse, "Sheryl, can you come here? We need to see what old peoplethink of this feature ."

When I was a student here 17 years ago, I studied social marketing¹ with Professor KashRangan. One of the many examples Kash used to explain the concept of social marketing was thelack of organ donors² 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'swork. Kash, we are all grateful for your dedication³.

It wasn't really that long ago when I was sitting where you are, but the world has changed anawful lot. My section, section B, tried to have HBS' first online class. We had to use an AOL chatroom and dial up service. (Your parents can explain to you later what dial-up service is.) We hadto 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 . The world just wasn't set up for 90 people to communicateat once online. But for a few brief moments, we glimpsed the future, a future where technologywould power who we are and connect us to our real colleagues, our real family, our real friends.

It used to be that in order to reach more people than you could talk to in a day, you had to berich and famous and powerful. You had to be a celebrity⁴ , a politician , a CEO. But that's not truetoday. Now ordinary people have voice, not just those of us lucky to go to HBS, but anyone withaccess to Facebook, to Twitter, to a mobile phone. This is disrupting traditional power structuresand leveling traditional hierarchy⁵ . Control and power are shifting from institutions to individuals,from the historically powerful to the historically powerless. And all of this is happening so muchfaster than I could have imagined when I was sitting where you are today and Mark Zuckerbergwas11years old.

As the world becomes more connected and less hierarchical, traditional career paths areshifting as well. In 2001, after working in the government, I moved out to Silicon⁶ Valley to try tofind a job. My timing⁷ wasn't really that good. The bubble had crashed. Small companies wereclosing. Big companies were laying people off. One CEO looked at me and said, "We wouldn'teven think about hiring someone like you."

After a while I had a few offers and I had to make a decision, so what did I do? I am MBAtrained, so I made a spreadsheet. I listed my jobs in the columns and my criteria⁸ in the rows. Oneof the jobs on that sheet was to become Google's first Business Unit general manager, whichsounds good now, but at the time no one thought consumer internet companies could ever makemoney. I was not sure there was actually a job there at all; Google had no business units, so whatwas there to generally manage? And the job was several levels lower than jobs I was being offeredat other companies.

So I sat down with Eric Schmidt, who had just become the CEO, and I showed him thespreadsheet and I said, "This job meets none of my criteria." He put his hand on my spreadsheetand he looked at me and said, "Don't be an idiot ."EXCELLENT CAREER ADVICE: GET ON A ROCKET SHIPAnd then he said, "Get on a rocket ship. When companies are growing quickly and having alot of impact , careers take care of themselves. And when companies aren't growing quickly ortheir missions don't matter as much, that's when stagnation⁹ and politics come in. If you're offereda seat on a rocket ship, don't ask what seat. Just get on."About six and one-half years later, when I was leaving Google, I took that advice to heart. Iwas offered CEO jobs at a bunch of companies, but I went to Facebook as COO. At the timepeople said, "Why are you going to work for a 23-year-old?"THE METAPHOR¹⁰ FOR A CAREER IS NO LONGER A LADDER; IT'S A JUNGLEGYM

The traditional metaphor for careers is a ladder, but I no longer think that metaphor holds. Itjust doesn't make sense in a less hierarchical world. When I was first at Facebook, a woman namedLori Goler, a 1997 graduate of HBS, was working in marketing at eBay and I knew her a bitsocially. She called me and said, "I want to talk with you about coming to work with you atFacebook. So I thought about calling you and telling you all the things I'm good at and all thethings I like to do. But I figured that everyone is doing that. So instead I want to know what's yourbiggest problem and how can I solve it?"

My jaw¹¹ hit the floor. I'd hired thousands of people up to that point in my career, but no onehad ever said anything like that. I had never said anything like that. Job searches are always aboutthe job searcher, but not in Lori's case. I said, "You're hired. My biggest problem is recruiting andyou can solve it." So Lori changed fields into something she never thought she'd do, went down alevel to start in a new field. She has since been promoted and runs all of People Operations atFacebook and is doing an extraordinary job.

Lori has a great metaphor for careers. She says they're not a ladder, they're a jungle gym.

LOOK FOR GROWTH, IMPACT AND MISSION. MOVE SIDEWAYS, DOWN, ON ANDOFF

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 yourresume. Evaluate what you can do, not the title they're going to give you. Do real work. Take asales quota¹² , a line role, an ops job. Don't plan too much, and don't expect a direct climb. If I hadmapped out my career when I was sitting where you are, I would have missed my career.

You are entering a different business world than I entered. Mine was just starting to getconnected. Yours is hyper -connected. Mine was competitive. Yours is more competitive. Minemoved quickly, yours moves even more quickly.

As traditional structures are breaking down, leadership has to evolve as well from hierarchyto shared responsibility, from command and control to listening and guiding. You've been trainedby 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 youhold. you'll have to rely on what you know. Your strength will not come from your place on someorg chart, but from building trust and earning respect. You're going to need talent, skill, andimagination and vision. But more than anything else, you're going to need the ability tocommunicate authentically¹³, to speak so that you inspire the people around you and to listen so thatyou continue to learn each and every day on the job.

参考译文

登上火箭船

——雪莉·桑德伯格

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）“雪莉，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。

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，每天有18人因此死亡。

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，无论你今天坐到哪里，我们都十分感激你的贡献。

也就在“不久”之前，我坐在你们现在的位置上，但这个世界已经变化了很多。我当时所在的小组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。（你们的父母可以解释给你们听什么是拨号上网。）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，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，一个由于科学进步，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。

过去如果你想在一天内联系的人到比你能见着面的人更多的话，你要么有钱，要么有名，要么有权，（你得是）名人、政客或者CEO。但今天不一样了，现在的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FB、Twitter或者有（智能）手机的人。这正打破传统的权利结构，让传统的阶层界线变得模糊。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初就坐在你们今天位置上的我的想象。那时候，马克·扎克伯格才十一岁。

当世界变得更紧密且更扁平时，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，我搬到硅谷试图找一份工作。当时并不是个好时机，互联网泡沫破灭了，小公司都在倒闭，大公司都在裁员。一个CEO看着我说，“我们根本不会考虑找你这样的人。”

过了一段时间，我有了几个offer。需要做决定了，那么我是怎么做的呢？我受过MBA的培训，我做了个EXECL表格，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，但是当时没有消费者相信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offer都要低好几级。

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，“这份工作完全不符合我的选择标准。”他用手按住我的表格，看着我说：“不要犯傻。”极佳的职业忠告。然后他说，“坐上火箭”。

当公司在飞速发展产生很大影响力时，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。

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（大学生）打工？

职业生涯不再是阶梯，而是一个攀爬架。

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。我和她曾在某个社交场合上认识，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？”

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。

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。

寻求成长，力求影响力实现愿景可以平调、降级升职。

当你们开始HBS之后的职业生涯时，（你们应该）寻找机会，追随成长，力求影响力，发现愿景，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。

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，你的世界已经超级连接在一起。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。

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。

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。