Sheryl Sandberg, the chief operating officer of Facebook, graduated from the Harvard Business School in 1995. The charismatic alumna and one of Silicon Valley’s newest billionaires returned to campus on May 23 to deliver the Class Day keynote address to g
It''s an honor to be here today to address HBS''s distinguished faculty, proud parents, patient guests, and most importantly, the class of 2012.
今天很荣幸来到这里为尊敬的哈佛商中心(HBS)的教授们，自豪的毕业生家长们和耐心的来宾们，尤其是为今年的毕业生们演讲。
Today was supposed to be a day of unbridled celebration and I know that''s no longer true. I join all of you in grieving for your classmate Nate. I know there are no words that makes something like this better.
今天原本应该是狂欢的日子，不过我知道现在并不合适了(由于一名毕业生在欧洲突然死亡)让我们一起为Nate同学表示哀悼，当然任何言语在这样的悲剧前都苍白无力。
Although laden with sadness, today still marks a distinct and impressive achievement for this class. So please everyone join me in giving our warmest congratulations to this class of 2012.
尽管有悲伤萦绕在大家心头，今天仍然象征着你们取得的杰出成绩。所以让我们一起为2012届的毕业生们献上*热烈的祝贺。
When the wonderful Dean Nohria invited me to speak here 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. I like being surrounded by young people, except when they say to me, "What was it like being in college without the internet?" or worse," Sheryl, can you come here? We need to see what old people think of this feature." It''s not joking.
当尊敬的Nohria院长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“谢丽尔，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。我不是在开玩笑。
It''s a special privilege for me to be here this month. When I was a student here 17 years ago, I studied social marketing with Professor Kash Rangan. One of the many examples Kash used to explain the concept of social marketing was the lack of organ donors 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''s work. Kash, wherever you are here, we are all grateful for your dedication.
能够在毕业季来到这里，我觉得很荣幸。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，每天因此有18人死亡。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，无论你今天坐在哪里，我们都十分感激你的贡献。
It wasn''t really that long ago when I was sitting where you are, but the world has changed an awful lot. My section, section B, tried to have HBS''s first online class. We had to use an AOL chat room and dial up service. (Your parents can explain to you later what dial-up service is。) We had to 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 and kicking all of us off. Because the world just wasn''t set up for 90 people to communicate at once online. For a few brief moments, we glimpsed the future – a future where technology would power who we are and connect us to our real colleagues, our real family, our real friends.
所以也就在“不久”之前，我坐在你们现在的位置上。但是这个*已经变化了很多。我所在的小组Section B曾尝试进行HBS的次在线课程。我们用的是AOL的聊天室和电话拨号上网服务。(你们的父母可以向你们解释什么是拨号上网。)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，我们会被踢出聊天室。因为当时的*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。一个由于科技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。
It used to be that in order to reach more people than you could talk to in a day, you had to be rich and famous and powerful. You had to be a celebrity, a politician, a CEO. But that''s not true today. Now ordinary people have voice, not just those of us lucky enough to go to HBS, but anyone with access to Facebook, to Twitter, to a mobile phone. This is disrupting traditional power structures and leveling traditional hierarchy. Voice and power are shifting from institutions to individuals, from the historically powerful to the historically powerless. And all of this is happening so much faster than I could have ever imagined when I was sitting where you are today – and Mark Zuckerberg was 11 years old.
过去如果想在一天内联系到比你能见着面更多的人，你要么有钱，要么有名，要么有权。 你得是名人，政客，或者CEO。但是今天不一样了。现在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Facebook，Twitter或者有手机的人。这正在打破传统的权利结构，让传统的阶层界限变得模糊。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时就坐在你们今天位置上的我的想像。那时候，马克·扎克伯格才十一岁。
As the world becomes more connected and less hierarchical, traditional career paths are shifting as well. In 2001, after working in the government, I moved out to Silicon Valley to try to find a job. My timing wasn''t really that good. The bubble had crashed. Small companies were closing. Big companies were laying people off. One women CEO looked at me and said, "we would never even think about hiring someone like you."
当*变得更紧密界限更模糊时，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，(谢丽尔·桑德伯格当初为Larry Summers工作)我搬到硅谷找下一份工作。当时并不是个好时机。泡沫破灭了。小公司都在倒闭，大公司都在裁员。一个女性CEO看着我说，“我们根本不会考虑招你这样的人。”
After a while I had a few offers and I had to make a decision, so what did I do? I am MBA trained, so I made a spreadsheet. I listed my jobs in the columns and the things for my criteria in the rows, and compared the companies, the missions, and the roles. One of the jobs on that sheet was to become Google''s first Business Unit general manager, which sounds good now, but at the time no one thought consumer internet companies could ever make money. I was not sure there was actually a job there at all; Google had no business units, so what was there to generally manage? And the job was several levels lower than jobs I was being offered at other companies.
过了一段时间，我有了几个offers。需要做决定了，那么我是怎么做的呢？由于我受过MBA的训练，所以我做了一个Excel表。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的个业务部总经理。这现在听起来很不错，但是当时没人相信直接面对消费者的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就没有业务部，那要我去总管什么呢？何况那职位比我在其他公司得到的offers都要低好几级。
So I sat down with Eric Schmidt, who had just become the CEO, and I showed him the spreadsheet and I said, this job meets none of my criteria. He put his hand on my spreadsheet and he looked at me and said, "Don''t be an idiot."
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，“这份工作完全不合我的选择标准。”他用手按住我的表格。看着我说：“不要犯傻。
Excellent career advice. And then he said, "Get on a rocket ship. When companies are growing quickly and having a lot of impact, careers take care of themselves. And when companies aren''t growing quickly or their missions don''t matter as much, that''s when stagnation and politics come in. If you''re offered a seat on a rocket ship, don''t ask what seat. Just get on."
极佳的职业忠告。然后他说，重要的是坐上火箭。当公司在飞速发展而产生很大影响力时，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。”
About six and one-half
