我并没有见过谢丽尔•桑德伯格本人，她也没有给我寄过她新书（《向前一步：女性、工作与领导意志》Lean In: Women, Work, and the Will to Lead）的手稿，更没有邀请我为她的新书撰写专栏。此外，许多人认为她在误导女性去“拥有一切”，但对于她与别人之间的争论，我也没有太过关注。不过，看过她在2012年科技、娱乐、设计大会（TED）上的演讲。当时听说她正在写一本书，我感到非常兴奋。后来，我的同事莎拉•皮科洛和吉姆•斯坦福德拿到了一本，还借给我阅读，让我很是欣喜。

    不同的读者，根据各自所处的位置，肯定能从本书中得到不同程度的共鸣。从我个人而言，我是以两种身份在读这本书：一种是作为一家以业绩为基础、高度驱动的公司CEO，另外的身份则是一个九岁女孩的家长。不论是以哪种身份来看，我都认为《向前一步》是本不得不看的好书。

    《向前一步》和另外一本很不错的新书【马扎林•巴纳吉与安东尼•格林沃德联合撰写的《盲点：善良人心中隐藏的偏见》（Blindspot: Hidden Biases of Good People），书中以巧妙的方式详细介绍了无意识的偏见是如何出现的，以及为何即是处事最周到的人和最成功的公司，也会因为无意识的偏见而犯下无心之错】让我对某些行为的认识更加清楚，因此，我觉得这两本书已经对我产生了影响。

    面对每天的挑战，这两本书让我有了更深入的思考和理解——无论是作为一名配偶和家长，还是作为一家公司的CEO，而且这家公司的持续成功完全取决于它们的员工。在这里，我想主要从一名公司领导者的立场，与读者朋友们分享自己对于《向前一步》这本书的看法。（笔者计划专门为《盲点》一书撰写另外一个专栏。）

    桑德伯格以一种妙趣横生、易于吸收领会的方式，针对英才管理如何提高生产率与效率，提出了宝贵的见解。当然，书的重点是如何更好地进行职业生涯管理，尤其是（但并不限于）女性的职业生涯管理。更明确地说，这本书解释了为什么女性在不必要的情况下主动退出或被排挤出局会面临更高的风险；为何公司需要认识到，在所有决策过程中必须包容不同观点的价值，包括性别；以及许多公司在招聘、培养、提升和留住女性时，为什么往往会无意当中搬起石头砸自己的脚。

    书的开头部分，桑德伯格讲了一则故事，拥有快速解决问题的制度权利却始终无法及时获得充分信息的许多决策者们，对故事的内容肯定会感同身受。

    I have never met Sheryl Sandberg in person. She did not send me a copy of the manuscript for her new book, Lean In: Women, Work, and the Will to Lead. And she did not ask me to write a column on it.

    Also, I have not followed closely her debate with those who characterize her as misleading women about "having it all." Yet, having watched her popular 2012 TED talk, I was excited to read that she was working on a book. And I was delighted when Sara Piccollo and Kim Stafford, work colleagues, obtained a copy and lent it to me.

    This book will likely resonate with readers to different degrees depending on their vantage points. Personally, I approached it wearing two hats -- one as the CEO of a merit-based and highly-driven company, and the other as the parent of a nine-year old daughter. In both capacities, I feel that Lean In is a must-read.

    Together with another great new book (Blindspot: Hidden Biases of Good People by Mahzarin Banaji and Anthony Greenwald, a book that brilliantly details how unconscious biases operate and why even the most thoughtful people and most successful companies can inadvertently trip up because of them.), Lean In has made me more aware of certain behaviors and, thus, already has had an impact on me.

    Both books have armed me with thoughtful insights that speak directly to challenges I face every day -- as a spouse and parent, but also as CEO of a company whose continued success depends on its people. It is the latter that I would like to share with you here, focusing for now primarily on Lean In. (I plan to write another column devoted to Blindspot.)

    In a manner that is enjoyable to read and easy to internalize, Sandberg provides valuable insights on how a meritocracy can enhance its productivity and effectiveness. The major emphasis is, of course, on better career management, especially (but not only) as it relates to women -- or, to put it more specifically, explaining why women face a much higher risk of unnecessarily opting out or of being pushed out; why companies need to recognize the value of including diverse perspectives, including gender, in all areas of decision-making; and how too many companies inadvertently shoot themselves in the foot when it comes to hiring, developing, promoting and retaining women.

    Early in the book, Sandberg tells a story that will ring true with many decision-makers who have the institutional power to quickly solve problems but may not always have access to comprehensive information in a timely manner.

    怀孕期间，桑德伯格在（之前）上班的地方寻找一个停车位。最后，她在离办公楼入口很远的地方找到了一个车位。

    为了准时开会，她不得不在路上笨拙地奔跑。她意识到，其他怀孕的职场女性肯定也会有同样痛苦的经历。于是，桑德伯格向公司CEO建议，应该为怀孕的员工预留停车位。CEO马上同意了，而且意识到，这么显而易见的事情，之前他竟然从未想到过。于是他认识到，多视角的领导团队更有利于发现和解决大大小小的问题。

    缺少及时信息并不是我们所面临的唯一的陷阱。我们有自己的工作日程，还有各种相互矛盾的主张需要我们关注。而另外一些沟通失败的情况非常顽固，即使最成功的公司（本来可以更加成功）也不能幸免。例如，有些沟通失败的情况会导致下属过于依赖字面意思来理解高层发出的信号。

    桑德伯格在书中和读者分享了一个例子。有一次，她针对内部工作提出了一项要求：幻灯片演示不能成为她与同事开会的主要形式。结果这一主张被推而广之（例如被推广到与客户和潜在客户的会议当中），但这并不是她的初衷。这又是一个案例，因为员工的大胆反馈，一项没有实效的举措最终得以终结。

    及时的反馈对于任何一家公司的活力和健康都至关重要。涉及员工很难开口的微妙问题时，尤其是只涉及少数人的情况下，及时反馈最为重要。

    作为管理者，我们都有义务保证沟通渠道畅通。我们还必须承认，仅仅靠开门政策和保证每个人在开会时都有发言的机会，还远远不够。（实际上，对于女性和不同文化背景的人为何对举手发言犹豫不决，尤其是在个别盎格鲁撒克逊式的公司当中，他们为什么很难通过大声叫喊来吸引注意力，《向前一步》和《盲点》两本书了都给出很好的理由。）

    通常情况下，越是最有价值的见解和反馈，就越难收集。因此，管理者应努力做到，始终如一地耐心征集不同的观点，确保更高效的双向互动，同时为这种互动提供适当的安全地带。

    桑德伯格正是要提醒我们，世界上不存在放之四海而皆准的法则。公司必须找到属于自己的切入点。这是一个渐进的过程。为了提供帮助，《向前一步》一书给出了许多有趣的例子和可行的建议。

    比如，目前对导师制的重视。导师制在如今的机构内已经成为一种时髦。

    这些计划通常被视为保护和增强公司文化的有效方式，尤其是那些迅速增长和大举招聘的公司。事实也确实如此。但这些计划也最有可能面临过度制度化的风险。

    导师计划需要经过周到细心的设计，同时根据需要进行调整。如何解决有意识和下意识感知到的真实障碍？桑德伯格在书中提供了大量的实例，其中包括高盛（Goldman Sachs）一名高管的真实案例。这位高管决定将男性和女性的指导会安排在早餐和午餐进行，而不是在酒会或晚餐时间。因为在酒会或晚餐时间，不同性别之间的会面被人误解的风险更高。

    有组织的辅导对于克服障碍，平等获得许多公司采用的、非正式的内部培训来说，至关重要，尤其是对女性来说更是如此。但这种辅导并非完全的替代品。实际上，无论是启用正式辅导，还是非正式的辅导，效果都比不上两者相结合的方式。

    Well into her pregnancy, Sandberg was searching for a parking place at her (former) workplace. The one she finally located was quite far from the entrance to the building.

    Forced to run awkwardly to make a meeting, she realized that this ordeal is shared by other pregnant women. So Sandberg went to her CEO and suggested that parking spaces be reserved for this purpose. The CEO instantly agreed, noting how this obvious decision had never occurred to him and recognizing that a multi-perspective leadership team is better at identifying and solving problems, large and small.

    Lack of timely information is not the only trap that faces many of us who have demanding schedules and competing claims on our attention. Other types of communication failurespersist even in the most successful companies (which could thus be even more successful), including those that result in too-literal interpretation of signals from the top.

    Sandberg shares an episode where one of her internal work requests -- that Powerpoint presentations no longer dominate meetings with her associates -- was applied in a generalized manner that she never intended (namely, to outside meetings with clients and prospects). Once again, it was courageous feedback that put a stop to an unfortunate and detrimental lapse.

    Timely feedback is critical to the vibrancy and well-being of any company. It is most important when it comes to the delicate issues that employees may find hard to bring up, particularly those in under-represented groups.

    As managers, we all have an obligation to ensure proper channels of communications, and we must recognize that it is not enough just to have an open-door policy and ensure that all have a proper opportunity to speak at meetings. (Indeed, both Lean In and Blindspot provide good reasons why women and people from certain cultures hesitate to raise their hands to get the floor or, particularly in some Anglo-Saxon companies, find it hard to shout loudly to command attention.)

    Often the most valuable insights and feedback are the hardest to collect. Thus, managers should work hard and consistently to thoughtfully solicit diverse views, ensure greater two-way interactions, and provide proper safe zones.

    Sandberg is right to remind us that there simply isn't a one-size-fits-all approach. Companies have to find their individual sweet spots. It is an evolutionary process. And, to help it along, Lean In provides some interesting examples and actionable advice.

    Consider, for example, the current well-intentioned emphasis on mentoring. It is almost a modern-day institutional fad.

    These programs are often seen as a great way to preserve and enhance the culture of a company, and especially one that is growing rapidly and hiring robustly. They are. Yet they are all also among those facing the highest risk of being over-institutionalized.

    Mentoring programs need to be thoughtfully designed, and course-corrected as needed. Sandberg provides examples of how real and perceived hindrances, both conscious and subconscious, can be addressed -- including the case of an executive at Goldman Sachs (GS) who decided to have all his mentorship meetings, male and female, over breakfast and lunch rather than over drinks/dinner where gender mixed meetings have a higher risk of being misconstrued.

    Structured mentoring can play an important role in overcoming impediments, especially for women, to equal access to the informal mentoring approaches that many companies use. But they are not complete substitutes. Indeed, they are most effective in a mix than enables both formal and informal mentoring.

    有一点需要特别明确的是，管理上面临的挑战并不会随着导师的分配而消失。《向前一步》和《盲点》都要求我们注意结构性的障碍，包括“像我一样”的偏见和内部偏袒。这些倾向确实可能带来更“自然的”指导关系，但它们的效果也可能大打折扣。

    对此，桑德伯格认为公司应该认识到两个事实：促成良好的、双向指导关系的因素是对能力与前景的共识；而只有把它放到机构具体的经营问题与战略目标这个大的背景下，才能最好地达成这种共识。

    我想说的最后一点，是桑德伯格对《财富》杂志（Fortune）帕特里夏•塞勒斯首先提出的一个观点表示赞同。那就是，最好不要把职业发展视为爬梯子，而是要作为一个立体攀登架。

    两者存在非常重要的区别。立体攀登架支持进行更多探索，提供更多选择和成功的机会。这种观点认为，不论是出于内部还是外部原因，直线型的职业发展已经不再是惯例。而且，这也是一个更好的激励因素，是追求理想职业更强烈的动力。（正如桑德伯格所说：‘立体攀登架为许多人提供良好的视野，而不仅仅是处在顶端的人。而在梯子上，大多数攀登者向上的视线都被挡住了，只能看到上面人的屁股。’）

    总而言之，细枝末节的改变日积月累也会产生有意义的影响，我们绝对不能低估这种影响所能达到的程度。实际上，正如桑德伯格所说：“轻轻地推一把，或者采用小幅的干预措施，鼓励人们在关键时刻稍微改变一下处理方式，这些都有可能最终产生重大的变革。单单是这种公开讨论行为模式的‘小动作’就可以把下意识的动作变成有意识的行为。”桑德伯格同样分享了具有深刻见解的可行案例。

    由于结构问题，《向前一步》一书可能会面临一个巨大的风险——评论家们可能不会拿出足够的时间，鼓励管理者，尤其是男性管理者，了解桑德伯格见解深刻的建议。这将是评论家们的巨大遗憾。《向前一步》对于更透彻地了解人才管理具有重要的意义，包括（但不限于）更好地认识女性和其他少数群体在许多就业岗位中所面临的挑战。

    我担心，许多评论家会认为，这本书并不是在为公司提供指导，帮助拓宽和深化公司不同层次的人才，而是会选择更狭隘的解释——认为《向前一步》只适合那些在规划职业道路和权衡实际以及感官取舍时寻找见解和灵感的女性。

    这会不公平地限制本书的主题思想范围和影响力。这种狭隘的定性，也会正中许多人的下怀。他们巴不得在与性别相关的重要辩论中，给这本书扣上过于简单化、高度人为的区分以及极端解决方案这样的负面评价。

    管理者，尤其是男性管理者，非常明智地认为，桑德伯格的书实际上讨论的是我们所有人都应该认识和重视的一个普遍主题：包容性与多样性具有非常重要的商业意义。

    与其他管理者一样，我知道，要想履行我们的受托责任，很关键的一部分是确保公司聘用、启用、培养、激励和留住最优秀的人才。与其他父母一样，我最大的愿望和期望是，我的女儿能追求自己的职业激情，不必退缩或受到不公平的阻碍。《向前一步》为我的这两个角色提供了非常重要的指导。

    感谢你，谢丽尔•桑德伯格！

    默罕默德•埃尔–埃里安是太平洋投资管理公司CEO兼首席投资官。此外，他也是美国全球发展委员会负责人。（财富中文网）

    译者：刘进龙/汪皓

    It is particularly important to recognize that the managerial challenge does not end with the allocation of mentors. Both Lean In and Blindspot urge us to check for structural impediments, including the "like me" bias and in-group favoritism. Yes, these tendencies may lead to more "natural" mentoring relationships; but they may also be less effective.

    In connection with this, Sandberg rightly urges companies to recognize two realities: What motivates a good, two-way mentoring relationship is a common perception of capabilities and prospects; and this is best formulated in the context of the specific operational themes and strategic goals of the organization.

    The last point I would note here is Sandberg's endorsement of a point first made by Pattie Sellers at Fortune. It is best to view a career not as a ladder to climb, but as a jungle gym.

    This is an important distinction. A jungle gym allows for great exploration, optionality, and success. It recognizes that, for both internal and external reasons, linear careers are not the norm anymore. It is also a better motivator, and a stronger enabler of team work. (As Sandberg notes, "A jungle gym provides great views for many people, not just those at the top. On a ladder, most climbers are stuck staring at the butt of the person above.")

    In all this, we should never underestimate the extent to which small adaptations can cumulatively have a meaningful impact. Indeed, as Sandberg rightly points out, "Major changes can result from these kinds of 'nudge techniques,' or small interventions that encourage people to behave in slightly different ways at critical moments. The simple act of talking openly about behavioral patterns makes the subconscious conscious." Again, Sandberg shares insightful examples that are also operational.

    Due to framing problems, there is a material risk that reviewers of Lean In will not spend enough time encouraging managers, and especially male managers, to access Sandberg's insightful tips. This would be a great shame. Lean In is extremely valuable for gaining a better understanding of talent management, including (but not limited to) an improved appreciation of the challenges women and other minority populations face in many segments of the workforce.

    I worry that, rather than characterize this book as also providing a guide to help broaden and deepen talent at every level of a company, too many reviewers may opt for a very narrow interpretation -- that of viewing Lean In as just for women looking for insights and inspiration as they navigate careers and think about real and perceived trade-offs.

    This would unfairly limit the book's scope and influence. Such a narrow characterization would also play straight into the hands of those that wish to impose on important gender-related debates many over-simplifications, highly artificial distinctions, and extreme corner solutions.

    Managers, and especially male managers, are well-advised to think of Sandberg's book as one that speaks effectively to a general theme that we should all recognize and appreciate: There is a very strong business case for inclusion and diversity.