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。
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." They say, "I think there are many good reasons why we're entering this new line of business, and I'm certain the management team has done a thorough ROI analysis, but I'm not sure we have fully considered the downstream effects of taking this step forward at this time." As we would say at Facebook, three 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 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 don't 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 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 like, "Don't do PowerPoint presentations for meetings with me. Why don't 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 more 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，“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 everyone's 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 that's really stupid, don't adhere to it. Fight it or ignore it, even if it's coming from me or Mark."
大约一个月之后，我在一个大型场合正要和全球销售团队讲话，一个同事上来对我说，“在你上台之前，你应该知道大家对你制定的‘和客户会面不做PPT’的规定很有意见。”我说，“什么‘ 和客户会面不做PPT’?”他们说：“你制定了一个规定：不做PPT。”之后我上了台就说，“首先，我说的是和我开会不用PPT。其次，更重要的是，下次你们听到一些你们认为很傻的话，不要去遵循它，而要去提意见或者无视它，哪怕你知道那话是我或者马克说的。”
A good leader recognizes that most people won't feel comfortable challenging authority, so it falls upon authority to encourage them to question. It's easy to say that you're going to encourage feedback but it's hard to do, because unfortunately it doesn't always come in a format we want to hear it.
一个好的领导者知道大部分人不愿意去挑战权威，所以领导者有义务去鼓励大家来质疑。当然说鼓励反馈容易，做起来难。因为听到的反馈往往不是我们想要的那种。
When I first started at Google, I had a team of four people and it was really important to me that I interview everyone who was on my team. It felt like being part of my team meant I had to know you. When the team had grown to about 100 people, I realized it was taking longer to schedule my interviews. So one day at my meeting of just my direct reports, I said "maybe I should stop interviewing", fully expecting them to jump in and say "no, your interviews are a critical part of the process." They applauded. Then they fell over themselves explaining that I was the bottleneck of all time. I was embarrassed. Then I was angry and I spent a few hours just quietly fuming. Why didn't they tell me I was a bottleneck? Why did they let me go on slowing them down? Then I realized that if they hadn't told me, it was my fault. I hadn't convinced them that I wanted that feedback and I would have to change that going forward.
当我刚开始在Google工作时，我的团队里面有四个人。所以对我而言，由我自己来面试团队的每个成员就尤其重要。要成为我的团队的一份子，我必须了解你。当团队增长到大约有100人的时候，我意识到在面试上花的时间越来越多。所以有一天在我的报告会上，我说也许我应该停止面试。那时我完全预计他们会打断我说，“不行，你的面试是流程中很重要的一步。”然而他们都对此非常赞赏。然后他们转过来解释说我一直都是流程中的瓶颈。我先是觉得羞愧，然后恼怒。我花了几个小时的时间生闷气。他们为什么不告诉我我是瓶颈?为什么他们不阻止我拖大家的后腿?后来我明白了：如果没人告诉我，那这就是我的错。我还不够开怀并主动告诉大家我希望得到反馈。我决定从此改变这点。
When you're the leader, it is really hard to get good and honest feedback, no many how many times you ask for it. One trick I've discovered is that I try to speak really openly about the things I'm bad at, because that gives people permission to agree with me, which is a lot easier than pointing it out in the first place. To take one of many possible examples, when things are unresolved I can get a tad anxious. Really, when anything's unresolved, I get a lot anxious. I'm quite certain no one has accused me of being too calm. So I speak about it openly and that gives people permission to tell me when it's happening. But if I never said anything, would anyone who works at Facebook walk up to me and say, "Hey Sheryl, calm down. You're driving us all nuts!" I don't think so.
当你是领导，得到有用的真实的反馈是很难的，哪怕你反复要求。我发现的一个小技巧是尝试主动地谈论你的某些缺点。因为这样会让人愿意来认同我，这比直接指出我的缺点要容易许多。从众多可能中举个例子来说，当事情没有搞定时，我会有点焦躁。真的，只要有事情没有搞定，我会变得非常焦躁。我敢肯定没人会说我过于冷静。后来我就主动地谈论这个缺点，让大家来认同我，因而可以在我焦躁时告诫我但是如果我对此一句不提，会有Facebook的员工，走上来对我说，“嘿，谢丽尔，冷静点。你快把我们搞疯了!”我可不这样认为。
As you graduate today, ask yourself, how will you lead. Will you use simple and clear language? Will you seek out honest feedback? When you get honesty feedback, will you react with anger or with gratitude?
在你们毕业的今天，问自己你将如何去领导，你会用简单明了的语言?你会追寻真实的反馈?当你得到真实的反馈，你会愤怒还是感激?
As we strive to be more authentic in our communication, we should also strive to be more authentic in a broader sense. I talk a lot about bringing your whole self to work—something I believe in very deeply.
当我们努力更真诚地沟通时，我们也应该在更多的意义上做到真实。我经常会说带着“完整的自己”去上班，这是我深深相信的一点。
Motivation comes from working on things we care about. But it also comes from working with people we care about. And in order to care about someone, you have to know them. You have to know what they love and hate, what they feel, not just what they think. If you want to win hearts and minds, you have to lead with your heart as well as your mind. I don't believe we have a professional self from Mondays through Fridays and a real self for the rest of the time. That kind of division probably never worked, but in today's world, with real and authentic voice, it makes even less sense.
工作的动力来自于做我们在乎的事情，但也来自于和我们在乎的人一起工作。要做到在乎某人，你必须了解他们，你必须知道他们喜欢什么讨厌什么，他们会有什么样的感受，而不只是他们会想什么。如果你想得到人心，你必须用心去领导。我不相信周一到周五我们是职业的自己，其它时间才是真正的自己。类似这样的分离从来就不太可行，在越来越提倡真实的当今世界里，这就更没有意义了。
I've cried at work. I've told people I've cried at work. And it's been reported in the press that 'Sheryl Sandberg cried on Mark Zuckerberg's shoulder', which is not exactly what happened. I talk about my hopes and fears and ask people about theirs. I try to be myself – honest about my strengths and weaknesses – and I encourage others to do the same. It is all professional and it is all personal, all at the very same time.
我在工作时流过泪。我告诉过别人我在工作时流过泪。后来这被媒体报道成“谢丽尔·桑德伯格在马克·扎克伯格的肩膀上哭泣”，事实当然不是如此。我会谈论我的希望和恐惧，也会询问别人的希望和恐惧。我努力做真实的自己，直面我的优点和缺点。我会鼓励别人也这么做。一切都与职业相关，也都与个人相关，两者无时无刻不交融在一起。
