Facebook COO桑德伯格演讲 5
Why don't you come in with a list of what you want to discuss."
把你想讨论的事列出来就行。
But everyone ignored me and they kept doing their presentations meeting after meeting, month after month.
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。
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."
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,
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，
"Before you get on that stage, you really should know everyone's pretty upset about the no PowerPoint with clients thing."
“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。"
I said, "What no PowerPoint with clients thing?"
我说，“什么‘ 和客户会面不做PPT'？
They said, " You made rule: no PowerPoint."
“他们说：“你制定了一个规定：不做PPT。”
So I got on the stage and said, "one, I meant no PowerPoint with me.
之后我上了台就说，“首先，我说的是和我开会不用PPT。
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."
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.
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。
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.
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.
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。
It felt like being part of my team meant I had to know you.
要成为我的团队的一份子，我必须了解你。
When the team had grown to about 100 people, I realized it was taking longer to schedule my interviews.
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。
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.
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。
Then they fell over themselves explaining that I was the bottleneck of all time.
然后他们转过来解释说我一直都是流程中的瓶颈。
I was embarrassed. Then I was angry and I spent a few hours just quietly fuming.
我先是觉得羞愧，然后恼怒。我花了几个小时的时间生闷气。
Why didn't they tell me I was a bottleneck? Why did they let me go on slowing them down?
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？
Then I realized that if they hadn't told me, it was my fault.
后来我明白了：如果没人告诉我，那这就是我的错。
I hadn't been open enough to tell them that I wanted that feedback and I would have to change that going forward.
我还不够开怀到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.
当你是领导，得到有用的真实反馈是很难的，哪怕你反复要求。
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.
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。
So To take one of many possible examples, when things are unresolved I can get a tad anxious.
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。
Really, when anything's unresolved, I get a lot anxious.
真的，只要有事情没有搞定，我会变得非常焦躁。
I'm quite certain no one has accused me of being too calm.
我敢肯定没人会说我过于冷静。
So I speak about it openly and that gives people permission to tell me when it's happening.
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
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!"
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！”
I don't think so.
我可不这样认为。
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