桑德伯格清華畢業演講：命運偏愛勇者

主講人：謝麗爾·桑德伯格（Facebook公司首席運營官）

時間：2015年6月27日

主辦：清華大學經濟管理學院

【編者按】

6月27日，清華大學經濟管理學院2015畢業典禮在清華大學綜合體育館舉行。Facebook公司首席運營官謝麗爾?桑德伯格（Sheryl Sandberg）作畢業典禮演講。桑德伯格是清華經管學院畢業典禮歷年來第一位女性演講嘉賓。

在她的演講中，桑德伯格回顧了她從踏入職場至今的心得體會，并用自身經歷介紹了過去25年中互聯網帶給整個世界的巨大變化。桑德伯格鼓勵畢業生說，“從現在起的未來25年，你們將幫助塑造屬于你們這一代人的世界”，“作為清華的畢業生，你們不僅將成為中國的領袖，還將成為全球的領袖。”

以下是桑德伯格視頻及演講全文：

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.
錢穎一院長、杰出的清華經管學院的教師們、自豪的畢業生親屬、鼎力支持他們的朋友們、以及更重要的，清華經管學院2015屆的畢業生們：我很榮幸今天來到這里為你們做畢業典禮演講。同我的老板馬克·扎克伯格不一樣的是，我不會講中文。為此我感到抱歉。但是，他請我用中文轉達他對大家的問候——祝賀。今天能在這里祝賀優秀的同學們畢業，我感到非常興奮。

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."
當錢穎一院長邀請我今天來做演講時，我想，來給遠比我年輕比我酷的人演講？這事兒我能做。我在Facebook每天都要做這樣的事情。因為扎克伯格比我小15歲，并且我們的大多數員工是他的同齡人，而不是我這個年齡的。我喜歡和年輕人在一起，除非他們問我：“你在大學時沒有手機用是怎樣的日子？”甚至更糟糕的問題是，“謝麗爾，你能過來一下嗎？我們想知道歲數大的人對這個新功能有什么看法？”

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年從哈佛大學本科畢業，獲得經濟學學士學位；1995年從哈佛商學院畢業，獲得MBA學位——所以可以說，我上了美國的清華大學。其實這并不是那么久遠的事情。但是我能告訴你的是，這個世界在這短短的25年當中發生了翻天覆地的變化。在哈佛商學院時，我所在的班級曾嘗試進行學院的第一次在線課程。我們當時必須給每人發一張寫有我們網名的列表，因為那時在網上使用真名是件讓人難以想象的事。但是最后還是沒有搞成，因為電腦系統不斷崩潰——當時根本無法實現90人同時在線交流。

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.
不過在系統崩潰之間的幾個短暫瞬間里，我們窺見了未來——一個技術可以實現我們和同事、家人、朋友連接在一起的未來。現在的世界已經是我坐在你們這個位置時難以想象的世界了。而從現在起的未來25年，你們將幫助塑造屬于你們這一代人的世界。

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.
作為清華的畢業生，你們不僅將成為中國的領袖，還將成為全球的領袖。中國在教育程度及經濟增長方面都已是世界的領先者。不僅是政界和商界的領袖們認識到中國的重要性，許多美國的父母也認識到了這一點。在我所居住的舊金山灣區，最難進的中小學校正是那些教漢語的學校。

But the fact is countries don't lead. People lead.
但事實是，國家不能領導，要靠人來領導。

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?
從你們今天畢業起，你們就開啟了成為領導者的征程。你會成為什么樣的領導者？你會對他人產生多大的影響？你將會在世界上留下什么樣的印記？

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，我們的墻上貼著提醒我們要有遠大目標的海報——挑戰自我每一天都要做得更多。這些海報中蘊含了一些重要的有關領導力的經驗——今天，我想分享其中我認為會對你們有意義的四點。

First, fortune favors the bold.
第一、命運偏愛勇者。

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公司之所以存在，是因為扎克伯格相信，通過科技實現個人之間的互聯，可以使這個世界變得更美好。他深信于此，以至于從哈佛大學本科輟學去追求自己的理想，并且這些年來他一直為此奮斗不止。扎克伯格靠的不是運氣，而是勇氣。

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.
能像扎克伯格那樣這么早就發現自己的熱情所在，是一件不同尋常的事。我花了長得多的時間才發現自己到底想做什么。在我穿著學位服參加畢業典禮時，我無論如何也想不到自己會到Facebook工作，因為那時互聯網還不存在——并且扎克伯格當時只有11歲。我當時想我只會在政府或者非營利組織工作，因為我相信這些機構或組織可以讓世界變得更美好，而公司是以盈利為導向的。但是，當我在美國財政部工作的時候，我看到了科技公司在很大程度上影響著世界，于是我改變了自己的想法。因此，當我結束了在政府部門的工作后，我決定搬到硅谷去。

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."
回過頭看，這似乎是一個明智的舉動。但是在2001年，這是個可被質疑的決定，因為那時科技泡沫剛剛破滅。大公司都在大規模裁員，小公司倒閉如潮。我給自己4個月的期限要找到一份工作，但是我足足花了將近一年的時間。在我最初接受的某次面試當中，有一個公司的首席執行官對我說：“我之所以面試你，完全是受朋友所托，但是我根本不會考慮聘用像你這樣的人——在政府工作過的人無法勝任科技公司的工作。”

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.
最終，我還是說服了某個公司雇傭了我。14年過去了，我仍然熱愛在科技公司工作。這雖然不是我的初衷，但是我最終還是找到了我的熱情所在。

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.
我希望，如果你在一條道路上前行，卻發現自己的心另有所屬，那么就請你去獨辟蹊徑，以到達理想的彼岸。如果一次沒有成功，請繼續鍥而不舍地嘗試。直到找到能點燃你激情的，對自己、對他人都有意義的工作。能將激情和奉獻完美結合是一種奢侈。一旦達成，幸福將至。

Second, feedback is a gift.
第二、反饋是一種本領。

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，我知道決定我工作績效的最重要的因素是我與扎克伯格的關系。當我剛加入Facebook公司時，我就讓他做出承諾，每星期都要給我工作反饋，這樣任何困擾他的事情都可以盡快討論。他不僅爽快地答應了，并且立即說他也希望我也對他做反饋。在最初的幾年當中，我們都堅持這樣的慣例，每周五下午見面談論我們所關心的事情，事無巨細。幾年下來，分享真實的意見已經成為我們關系當中很自然的一部分，我們現在隨時會這么做，而不必再等到周五了。

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.
從自己老板那里獲得反饋很重要，但是從自己的下屬那里獲得反饋也同樣至關重要。這絕非易事，因為員工總是太過于渴望去取悅他們的上司，而不去批評或質疑他們的上司。

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.
我最喜歡的一個例子是來自華爾街的。1990年，鮑勃·魯賓成為高盛公司的首席執行官。上任滿第一周，在查看公司賬目時，他發現有一大筆在黃金上的投資。他問為什么會投資黃金？結果答案是，“因為您，先生。”“我？”他迷惑了。顯然是因為在頭一天他在交易所視察時曾經說過一句“黃金看起來有點意思”，結果這句話就被傳成了“魯賓喜歡黃金”，然后就有人花了幾百萬美元來討老板的歡心。

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."
我也遇到過類似的挑戰，當然比這事的影響要在小一些的量級上。我剛加入Facebook時，我的職責之一是建立公司的商業運作——但與此同時還不能破壞成就Facebook的那種工程技術驅動的文化。所以我嘗試做的一件事就是鼓勵人們在和我開會時不要做正式的電子演示文稿。最開始我講得很客氣，結果所有人都無視我的要求，仍然在做電子演示文稿。大概過了兩年吧，我就說，“好了，我通常不喜歡立規矩，但我現在必須定個規矩，和我開會時誰也不能再做電子演示文稿了。”

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!"
大約一個月之后，當我正要對我們的全球銷售團隊講話時，一個同事對我說，“在你上臺之前，有件事你應該知道，大家對你規定的‘和客戶會面不做電子演示文稿’的規定很有意見。”我感到很震驚，我從來沒有禁止過給客戶做電子演示文稿！我只是不希望他們在和我開會的時候用電子演示文稿。和客戶展示產品時怎么能不做電子演示文稿？所以我上臺就說，“首先，我說的是和我開會時不用電子演示文稿。其次，下次你們再聽到壞點子——就像和客戶會面不做電子演示文稿這類——請大聲說出來。哪怕你知道那話是我說的，請告訴我這是錯誤的！”

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.
一個好的領導者知道大部分雇員不愿意挑戰權威，所以領導者就有義務主動要求反饋。我從電子演示文稿事件中吸取了教訓。我現在經常問我的同事“有哪些地方我還能做得更好？”我總是對那些敢于對我說實話的人心懷感激，并且當眾表揚他們。我深信只有你和你的同事并肩做戰，只有當你不僅指揮而且也聆聽時，你才能成為最好的領導。

Third, nothing is someone's else's problem.
第三， 以身作則。

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.
當我剛入職場時，我觀察那些身處領導崗位的人時會想，“他們太幸運了，他們有那么大的掌控力。”所以你們可以想象的到，當我在商學院選修領導力課程時被告知，職位越高將會越依賴他人時，我有多么的驚訝。說實話，那時候我認為教授講的是錯的。

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.
其實教授講的是對的。我依賴我的銷售團隊，而不是反過來。如果他們達不到銷售目標，是我的責任。作為領導者，我所要實現的不僅是竭盡個人之所能，而是要讓我的團隊中的所有人發揮自己的能力。

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.
不同國家的企業運作都有其特定的文化特點。但我相信有一些領導力的原則是世界通用的——其中一條就是激發總是好過指示。是的，在多數組織里，員工總是按照老板的指示來做事。但是偉大的領導者不僅僅只是需要完全的服從。他們想要的是激發出員工心底的熱情，完全的信任及真正的敬業精神。他們不僅僅是要得到團隊的智慧，而是要贏得他們的心。如果他們相信公司的使命并且對你也信之如篤，那么他們就不僅僅只是把日常任務完成好，而且是以真正的熱情來投入這些工作。

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.
沒有人能像我摯愛的丈夫大衛·高德伯格那樣贏得那么多人的心，他不幸在兩個月前突然去世。大衛是一個真正能激發人的領導者。他為人和善、待人慷慨，思維深刻。他提升了他周圍每一個人的業績水平。他是SurveyMonkey公司的首席執行官，這是他幫助建立起來的一個極為出色的公司。他是為了我和我們的孩子這樣去做的。

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."
我們的一個朋友、硅谷著名的風險投資人比爾·格雷，寫過一篇短文號召人們“向大衛那樣”。比爾寫到，“大衛向我們所有人完整地展示了怎樣做一個偉大的人……但是這并不讓人有挫折感，因為大衛的偉大并不是好競爭的或威脅他人的，他的偉大是柔和的，觸動心靈的，無私的。他是領導者‘以身作則’理念的經典標桿。”

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.
哈佛商學院弗朗西斯·福雷教授曾經說過，“領導力表現在，因為你的存在能使他人變得更好，而且當你不在的時候你的影響力還能一直持續。”就像大衛一樣，你們也應該能在自己的職業生涯中為他人做到這一切。

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.
中國有句話叫“婦女能頂半邊天”，這個說法被世界各地廣為引用。女性在中國歷史上及現在都扮演著特殊的角色。

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.
當世界各國都在聚焦討論女性的地位和發展的時候，我們曾在這里—北京討論過這個問題。早在1995年，《北京宣言》和《行動綱領》，這兩個號召女性全方位和平等地參與生活和決策的宣言和綱領，就由189個國家的政府在北京共同簽署。去年，在這一歷史性宣言20周年之際，各國領導人重聚在此，向人們傳遞這一北京承諾：男女平等。

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.
但是，盡管我們認識到女性的重要性及力量，當我們審視各國的領導層時，仍然絕大多數由男性主導。在幾乎所有國家——包括美國和中國，只有不到6%的頂尖企業是由女性來領導的。女性在各行各業的領導角色都少之又少。這意味著，在做出影響我們所有人福祉的決定時，女性的意見無法被平等地聽取。

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.
產生領導角色性別差異的原因很多——直接的性別歧視、女性需要承擔更多的家庭責任、職場中缺乏靈活性，更為重要的是，我們帶有的偏見。雖然全球各地的文化千差萬別，但是我們對于男性與女性的偏見卻驚人的相似。盡管女性的地位在中國及全球各地都在不斷變化與演進，傳統的預期與偏見卻依然如故。直到今天，在美國、中國乃至全球各地，男性總被期待去領導、奮進、成功，而女性則被期待去分享、融通、屈從他人。我們期待男孩和男人展現領導力，但是當一個小女孩出頭來領導時，英語中我們稱她“專橫”，中文則稱之為“強勢”。

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.
其它一些社會因素也阻礙了女性的前進。女性通常被職業社交圈排除在外——比如“關系”——以及正式的、非正式的對職業發展至關重要的社交活動。在美國也是如此。在美國，男性通常選擇去指導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."
我相信，如果男性能夠承擔起家庭的一半責任，女性承擔起職場的一半責任，這個世界將會變得更加美好——好消息是，我們能夠改變偏見，實現真正的平等。我們能夠支持職場中的女性領導者。我們能夠在家庭中找到更多的平衡，父親幫助母親打理家務、撫養子女；更加平等的婚姻會獲得更多幸福；更積極主動的父親能夠培養出更成功的子女。我們可以走到說小女孩“專橫”的人面前說：“那個女孩不是專橫，她具有高級的領導才華。”

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.
我想澄清一點——平等不僅僅只對女性有益，而是對所有人都有益。職場中女性的參與是經濟增長的主要動力之一。那些充分發揮所有人才能的公司要遠遠比沒有認識到這點的公司更加成功。去年站在這個位置演講的阿里巴巴創始人馬云曾經說過，“阿里巴巴成功的秘訣之一是因為我們有很多女性……沒有女性，就沒有阿里巴巴。”在阿里巴巴公司，有40%的員工是女性，并且有35%的高層管理者是女性——這遠遠超過世界上多數公司。

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.
偉大的領導者不僅僅培養與他們相像的人，他們培養每一個人。如果你想成為一個偉大的領導者，無論在公司里還是團隊中，在培養男性員工的同時也要注意培養女性員工。

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.
我們的女性同行也可以幫助我們自身的發展。當2013年《向前一步》這本書出版的時候，我們成立了LeanIn.Org。這是一個非營利性組織，旨在幫助女性實現自己的目標。LeanIn.Org通過組織Lean In Circles互組小組來達到個體間互相幫助的目的。小組成員通過定期見面來相互分享并互助學習。目前，在超過100個國家里大約有2.3萬個這樣的互助小組。

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.'"
我見到的第一個國際Lean In Circle互助小組就是在北京——一群年輕的職業女性聚集在一起，支持彼此的職業理想并挑戰“剩女”這個稱謂。在過去的兩年間，她們已經在全中國建立了互助網絡，從職業白領到大學生——女性和男性一起來支持平等權利。其中一個互助小組就在清華，今天上午我還與她們見了面。她們對學業及職業前景的熱情深深地打動了我。其中一個成員告訴我：“我加入清華互助小組以后開始深刻領會到‘得道多助’這句中國諺語的意思。”

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.
我相信，你們這一代人將會在解決男女平等問題上比我們這一代做得更好。我們寄希望于你們，你們是一個更加平等的世界的希望所在。

——

Today is a day of celebration. A day to celebrate your accomplishments, the hard work that brought you to this moment.
今天是一個歡慶的日子，一個慶祝你們成就的日子，一個幾經努力換來的時刻。

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.
今天是一個感恩的日子，一個應該感謝那些幫助過你們獲得今天成績的人們的日子——是他們培育了你，教導了你，帶給了你的歡樂并擦干了你的眼淚。

Today is a day of reflection. A day to think about what kind of leader you want to be.
今天是個值得思考的日子，一個應該思考你想成為什么樣的領導者的日子。

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:
我堅信你們將是未來的領導者，不僅是中國的領導者，也是世界的領導者。對你們每個人，我送上四個祝愿：

1. That you are bold and have good fortune. Fortune favors the bold.
1、祝愿你勇敢而幸運。命運偏愛勇者。

2. That you give and get the feedback you need. Feedback is a gift.
2、祝愿你給予并收到你需要的反饋。反饋是一種本領。

3. That you empower everyone. Nothing is somebody else's problem.
3、祝愿你給身邊每個人以力量。以身作則。

4. That you support equality. Lean In!
4、祝愿你支持男女平等。向前一步！

Congratulations!
祝賀你們！