下载掌阅APP，畅读海量书库
立即打开
No one gets the promotion if they don't think they deserve their success, or they don't even understand their own success.
不认为成功是自己应得的，或者不懂自己成功的人，就不会得到晋升。
Sheryl Sandberg
（雪莉·桑德伯格）
为什么女性领导那么少？是女性不够优秀吗？是她们不努力吗？脸书（Facebook）首席运营官雪莉·桑德伯格（Sheryl Sandberg）为职场拼搏的女性提出了三条有力建议，助你从职场小女人变身职场女强人！雪莉·桑德伯格的三条有力建议：①要坐到谈判桌旁，争取自己应得的机会与成功；②让你的另一半真正成为另一半，分担家庭责任；③不到迫不得已，不要提前离场。
雪莉·桑德伯格号召女性们要更有抱负，她鼓励年轻的女性留在职场——“如果所有的女性都更看重她们的工作，那么现在我们就能缩小和男性在职场抱负上的差距。领导位置是留给那些努力争取的人，领导位置由你的努力开始。”她提醒女性，“要从男性那边争取机会并为自己的成功感到骄傲。”
1969年8月26日生于华盛顿的雪莉·桑德伯格（Sheryl Sandberg），在41岁时，成为了Facebook首席运营官，并在2011福布斯权势女性榜排名第5位。2008年3月，正当Facebook从一家受到广泛关注的创业公司向一家互联网巨头迈进时，桑德伯格从谷歌跳槽至这家社交网站。她负责Facebook的销售、营销、收购、合作、人事、公共政策和联络事宜，使该网站CEO马克·扎克伯格（Mark Zuckerberg）可以专注于Facebook的设计和新功能。雪莉·桑德伯格给此家初出茅庐的新兴企业带来了难得的成熟气息，帮助Facebook从一家热门创业公司走向互联网世界的主宰。在她的努力下，Facebook克服用户隐私问题的困扰，在全世界获得了5亿以上的用户，成为最重要的互联网企业之一。
Sheryl Sandberg, COO of Facebook TED Ideas Worth Spreading, Dec，2010
So for any of us in this room today, let's start out by admitting we're lucky. We don't live in the world our mothers lived in；our grandmothers lived in, where career choices for women were so limited.And if you're in this room today, most of us grew up in a world where we had basic civil rights, and amazingly, we still live in a world where some women don't have them.But all that aside, we still have a problem, and it’s a real problem.And the problem is this：Women are not making it to the top of any profession anywhere in the world.The numbers tell the story quite clearly.190 heads of state-nine are women.Of all the people in parliament in the world，13 percent are women.In the corporate sector, women at the top, C-level jobs, board seats-top out at 15，16 percent.The numbers have not moved since 2002 and are going in the wrong direction.And even in the non-proft world, a world we sometimes think of as being led by more women, women at the top：20 percent.
We also have another problem, which is that women face harder choices between professional success and personal fulfllment. A recent study in the U.S.showed that, of married senior managers, two-thirds of the married men had children and only one-third of the married women had children.A couple of years ago, I was in New York, and I was pitching a deal, and I was in one of those fancy New York private equity offces you can picture.And I'm in the meeting—it's about a three-hour meeting—and two hours in, there kind of needs to be that bio break, and everyone stands up, and the partner running the meeting starts looking really embarrassed.And I realized he doesn't know where the women's room is in his offce.So I start looking around for moving boxes, fguring they just moved in, but I don't see any.And so I said，“Did you just move into this offce?”And he said，“No, we’ve been here about a year.”And I said，“Are you telling me that I am the only woman to have pitched a deal in this offce in a year?”And he looked at me, and he said，“Yeah.Or maybe you’re the only one who had to go to the bathroom.”
So the question is, how are we going to fx this?How do we change these numbers at the top?How do we make this different?I want to start out by saying, I talk about this—about keeping women in the workforce—because I really think that's the answer. In the high-income part of our workforce, in the people who end up at the top—Fortune 500 CEO jobs, or the equivalent in other industries—the problem, I am convinced, is that women are dropping out.Now people talk about this a lot, and they talk about things like fextime and mentoring and programs companies should have to train women.I want to talk about none of that today, even though that's all really important.Today I want to focus on what we can do as individuals.What are the messages we need to tell ourselves?What are the messages we tell the women who work with and for us?What are the messages we tell our daughters?
Now, at the outset, I want to be very clear that this speech comes with no judgments. I don't have the right answer.I don't even have it for myself.I left San Francisco, where I live, on Monday, and I was getting on the plane for this conference.And my daughter, who's three, when I dropped her off at preschool, did that whole hugging-the-leg, crying，“Mommy, don't get on the plane”thing.This is hard.I feel guilty sometimes.I know no women, whether they're at home or whether they’re in the workforce, who don’t feel that sometimes.So I’m not saying that staying in the workforce is the right thing for everyone.
My talk today is about what the messages are if you do want to stay in the workforce, and I think there are three. One, sit at the table.Two, make your partner a real partner.And three, don't leave before you leave.
Number one：sit at the table. Just a couple weeks ago at Facebook, we hosted a very senior government official, and he came in to meet with senior execs from around Silicon Valley.And everyone kind of sat at the table.And then he had these two women who were traveling with him who were pretty senior in his department, and I kind of said to them，“Sit at the table.Come on, sit at the table，”and they sat on the side of the room.When I was in college, my senior year, I took a course called European Intellectual History.Don't you love that kind of thing from college?I wish I could do that now.And I took it with my roommate, Carrie, who was then a brilliant literary student—and went on to be a brilliant literary scholar—and my brother—smart guy, but a water-polo-playing pre-med, who was a sophomore.
The three of us take this class together. And then Carrie reads all the books in the original Greek and Latin, goes to all the lectures.I read all the books in English and go to most of the lectures.My brother is kind of busy.He reads one book of 12 and goes to a couple of lectures, marches himself up to our room a couple days before the exam to get himself tutored.The three of us go to the exam together, and we sit down.And we sit there for three hours—and our little blue notebooks—yes, I'm that old.And we walk out, and we look at each other, and we say，“How did you do?”And Carrie says，“Boy, I feel like I didn't really draw out the main point on the Hegelian dialectic.”And I say，“God, I really wish I had really connected John Locke's theory of property with the philosophers who follow.”And my brother says，“I got the top grade in the class.”“You got the top grade in the class?You don't know anything.”
The problem with these stories is that they show what the data shows：women systematically underestimate their own abilities. If you test men and women, and you ask them questions on totally objective criteria like GPAs, men get it wrong slightly high, and women get it wrong slightly low.Women do not negotiate for themselves in the workforce.A study in the last two years of people entering the workforce out of college showed that 57 percent of boys entering, or men, I guess, are negotiating their frst salary, and only seven percent of women.And most importantly, men attribute their success to themselves, and women attribute it to other external factors.If you ask men why they did a good job, they'll say，“I'm awesome.Obviously.Why are you even asking?”If you ask women why they did a good job, what they'll say is someone helped them, they got lucky, they worked really hard.Why does this matter?Boy, it matters a lot because no one gets to the corner offce by sitting on the side, not at the table, and no one gets the promotion if they don't think they deserve their success, or they don't even understand their own success.
I wish the answer were easy. I wish I could just go tell all the young women I work for, all these fabulous women，“Believe in yourself and negotiate for yourself.Own your own success.”I wish I could tell that to my daughter.But it's not that simple.Because what the data shows, above all else, is one thing, which is that success and likability are positively correlated for men and negatively correlated for women.And everyone's nodding, because we all know this to be true.
There's a really good study that shows this really well. There's a famous Harvard Business School study on a woman named Heidi Roizen.And she's an operator in a company in Silicon Valley, and she uses her contacts to become a very successful venture capitalist.In 2002—not so long ago—a professor who was then at Columbia University took that case and made it Howard Roizen.And he gave the case out, both of them, to two groups of students.He changed exactly one word：“Heidi”to“Howard”.But that one word made a really big difference.He then surveyed the students, and the good news was the students, both men and women, thought Heidi and Howard were equally competent, and that's good.The bad news was that everyone liked Howard.He's a great guy.You want to work for him.You want to spend the day fshing with him.But Heidi?Not so sure.She’s a little out for herself.She’s a little political.You’re not sure you’d want to work for her.This is the complication.We have to tell our daughters and our colleagues, we have to tell ourselves to believe we got the A to reach for the promotion, to sit at the table, and we have to do it in a world where, for them, there are sacrifces they will make for that, even though for their brothers, there are not.
The saddest thing about all of this is that it's really hard to remember this. And I'm about to tell a story which is truly embarrassing for me, but I think important.I gave this talk at Facebook not so long ago to about 100 employees, and a couple hours later, there was a young woman who works there sitting outside my little desk, and she wanted to talk to me.I said, okay, and she sat down, and we talked.And she said，“I learned something today.I learned that I need to keep my hand up.”I said，“What do you mean?”She said，“Well, you're giving this talk, and you said you were going to take two more questions.And I had my hand up with lots of other people, and you took two more questions.And I put my hand down, and I noticed all the women put their hand down, and then you took more questions, only from the men.”And I thought to myself, wow, if it's me—who cares about this, obviously—giving this talk—and during this talk, I can't even notice that the men’s hands are still raised, and the women’s hands are still raised.How good are we as managers of our companies and our organizations at seeing that the men are reaching for opportunities more than women?We’ve got to get women to sit at the table.
Message number two：make your partner a real partner. I've become convinced that we've made more progress in the workforce than we have in the home.The data shows this very clearly.If a woman and a man work full-time and have a child, the woman does twice the amount of housework the man does, and the woman does three times the amount of childcare the man does.So she's got three jobs or two jobs, and he's got one.Who do you think drops out when someone needs to be home more?The causes of this are really complicated, and I don't have time to go into them.And I don’t think Sunday football-watching and general laziness is the cause.
I think the cause is more complicated. I think, as a society, we put more pressure on our boys to succeed than we do on our girls.I know men that stay home and work in the home to support wives with careers, and it's hard.When I go to the Mommy-and-Me stuff and I see the father there, I notice that the other mommies don't play with him.And that's a problem because we have to make it an important job, because it's the hardest job in the world to work inside the home, for people of both genders, if we're going to even things out and let women stay in the workforce.Studies show that households with equal earning and equal responsibility also have half the divorce rate.And if that wasn’t good enough motivation for everyone out there, they also have more—how shall I say this on this stage?—they know each other more in the biblical sense as well.
Message number three：don't leave before you leave. I think there's a really deep irony to the fact that actions women are taking-and I see this all the time-with the objective of staying in the workforce actually lead to their eventually leaving.Here's what happens：We're all busy.Everyone's busy.A woman’s busy.And she starts thinking about having a child, and from the moment she starts thinking about having a child, she starts thinking about making room for that child.“How am I going to ft this into everything else I’m doing?”And literally from that moment, she doesn’t raise her hand anymore, she doesn’t look for a promotion, she doesn’t take on the new project, she doesn’t say，“Me.I want to do that.”She starts leaning back.The problem is that-let’s say she got pregnant that day, that day-nine months of pregnancy, three months of maternity leave, six months to catch your breath-fast-forward two years, more often-and as I’ve seen it-women start thinking about this way earlier—when they get engaged, when they get married, when they start thinking about trying to have a child, which can take a long time.One woman came to see me about this, and I kind of looked at her—she looked a little young.And I said，“So are you and your husband thinking about having a baby?”And she said，“Oh no, I’m not married.”She didn’t even have a boyfriend.I said，“You’re thinking about this just way too early.”
But the point is that what happens once you start kind of quietly leaning back?Everyone who's been through this-and I'm here to tell you, once you have a child at home, your job better be really good to go back, because it's hard to leave that kid at home-your job needs to be challenging. It needs to be rewarding.You need to feel like you're making a difference.And if two years ago you didn't take a promotion and some guy next to you did, if three years ago you stopped looking for new opportunities, you’re going to be bored because you should have kept your foot on the gas pedal.Don’t leave before you leave.Stay in.Keep your foot on the gas pedal until the very day you need to leave to take a break for a child-and then make your decisions.Don’t make decisions too far in advance, particularly ones you’re not even conscious you’re making.
My generation really, sadly, is not going to change the numbers at the top. They're just not moving.We are not going to get to where 50 percent of the population-in my generation, there will not be 50 percent of[women]at the top of any industry.But I'm hopeful that future generations can.I think a world that was run where half of our countries and half of our companies were run by women, would be a better world.And it's not just because people would know where the women's bathrooms are, even though that would be very helpful.I think it would be a better world.I have two children.I have a fve-year-old son and a two-year-old daughter.I want my son to have a choice to contribute fully in the workforce or at home, and I want my daughter to have the choice to not just succeed, but to be liked for her accomplishments.
Thank you.
——雪莉·桑德伯格，脸谱首席运营官，在TED（值得分享的思想）的演讲
2010年12月
今天在座的各位，我们首先要承认的是我们是幸运的。我们没有出生在我们母亲和祖母生活过的那个时代，那时女性可选择的职业是非常有限的。而你们今天能够在此就座，是因为大多数人都生活在能拥有基本公民权利的世界。但令人惊讶的是我们还生活在一个有些女性还无法得到这些权利的世界。但撇下这些不谈，我们还面临着一个问题，一个实际问题，这个问题是：在世界各地，女性无法得到部分职业的高管职位。这些数据很清楚地说明了一切。190个国家元首里，只有9位是女性领导人。世界各国议会的总人数中，女性议员只占13%。在公司部门，女性占据高位，如部门主管，公司董事等高管职位占15%或16%。自从2002年起这数据就没有变化过，且有下降趋势。即使在非营利性的领域，有时我们认为这一行业会有更多女性领导者，但女性领导人也只占20%。
我们还面临着另一个问题，那就是职业女性在事业和家庭中面临着艰难选择。美国最近一项研究表明，在已婚高管人员中，三分之二的已婚男性有孩子，只有三分之一的已婚女性有孩子。几年前，我到纽约去谈一笔生意，坐在一间华丽的私募基金公司的办公室中，你们可以想象一下那种会议有时会长达3小时，过了2小时后有人就需要去洗手间了，需要休息一下，全体的人都站了起来，这时候会议的组织者开始露出尴尬的神色了。我意识到，那是因为他不知道办公室的女盥洗室在哪里？于是我就开始四处寻找可移动卫生间，想着他们可能刚搬的新办公室。但是我还是没有找到。然后我就问了：“你是刚搬的办公室吗？”他说：“不是，我们在这里已经有一年了。”我说：“你的意思是，我是一年以来唯一一位来到这里谈生意的女性喽！”他看了看我说：“是，或者说您是唯一一位要去卫生间的女性。”
所以问题是，我们该怎样解决这样的尴尬问题？我们怎样改变女性在高管中的比例？我们怎样使这件事有所改观？我首先想说的是，要让女性留在职场中，因为我认为这就是答案。对于高收入人群，或者在500强企业担任首席执行官的，或者其他行业的佼佼者，我相信女性已然被排除在外了。当下人们对此谈了很多，他们谈论最多的是弹性工作制、指导和培训女性的计划。但是今天我不想谈这些，尽管这些都非常重要。今天我想谈的是作为个人我们能做什么。我们要告诉自己什么？我们要告诉女同事和女员工什么？我们要告诉女儿的事是什么？
现在首先，我想澄清，这个演讲不带有任何评判。我也没有正确答案。连我自己都没有正确的答案。在周一，我离开旧金山——我的家，坐上飞机赶赴这次会谈。当我送我三岁的女儿到幼儿园时，她紧紧抱紧我的腿，哭喊着“妈咪，不要上飞机”之类的话。那感觉很难受。有时我感到内疚。我知道无论是家庭主妇，还是职业女性，有时她们都会对此感同身受。所以我不会对所有人说，留在职场是件正确的事。
今天我要说的是，如果你真正想留在职场该怎么做。我认为有三点：一，加入讨论。二，找一位真正的人生伴侣。三，在你离开前别放弃。
第一条，加入讨论。就在几周前，在Facebook我们主持了一个高层政府官员参加的会议，他（马克·扎克伯格）与来自硅谷的高级行政官员及陪同入场。每个人都坐在桌边。和他一起来的还有2名女性，她们也在某部门有非常高的职位。我对她们说，“坐在桌边。来吧，坐在桌边。”她们只坐在了会议室的一角。我在大四时，选修了一节欧洲思想史的课程。你们不都喜爱大学的这类课程吗？我希望我现在还能上这门课。我和我室友卡丽一起学习，她那时是一个才华横溢的文科生，现在已成为了一个杰出的学者。而我的弟弟——一个聪明的小伙子，一个爱打水球的医科学生，当时他在念大二。
我们三人一起选修这门课。然后卡丽读了所有希腊文和拉丁文的原版书籍，而且每节课必到。我则读了所有的英语书，上了大部分的课。我弟弟比较忙。他只读了12本书中的一本，去上了几节课，临考前他来到我们房间临时抱佛脚。之后我们三个一起去考试了，我们坐下来，带着我们蓝色笔记本考了3个小时，那个时代都是如此。是的，我们走出考场，互相看着对方，问道，“你考得怎样？”卡丽说，“哎，我感到我没有答对那个有关黑格尔辩证法的要点。”我说，“上帝啊，我真希望我考试时能想起学过的洛克的产权理论和相关的哲学家。”我弟弟却说，“我会是班里考得最好的。”“你会是班里考得最好的？可你什么也没学到呀。”
这个故事正反映了之前提到的数据中表明的事实：女性天生容易低估自身的能力。如果做个试验，你让男性和女性回答一些很客观的问题，比如像GPA的问题，男性会高估一些，而女性则会低估一些。女性在职场不会为自身利益去争取。过去两年有一份关于人们从学校进入职场的一个调查：57%的男生或男性进入职场时，定会协商他们的第一份薪水，而只有7%的女性会去协商。更重要的是，男性把他们的成功归功于他们自身，而女性则归功于其他外部因素。如果你问男性为什么他们能把工作做好，他们会说，“因为我很强。这是显而易见的。这还用问吗？”如果你问女性是什么使她们工作出色，她们会说有人帮助她们，她们很幸运，她们很努力。但这有什么关系呢？大家注意了，这关系很大，因为坐在角落而不是桌边的人，是不会得到一间好的办公室的。不认为成功是自己应得的，或者不懂自己成功的人，就不会得到晋升。
我希望这答案是简单的。我希望我尽可能告诉我共事过的所有年轻女性，这些优秀的女性，“相信自己，要为自身利益去讨价还价。把握住你的成功。”我也希望能把这个告诉我的女儿。但这没那么简单。因为首先数据表明，成功和好人缘对于男性来说是积极影响的而对于女性来说是负面影响。每个人都赞同，因为我们大家都知道这是真的。
一项非常棒的研究也很好地说明了这一观点。哈佛商学院有一个著名研究是关于一位叫海蒂·罗森的女性。她是硅谷一家公司的经营者，她通过自己的社会关系，成为了一位成功的风险资本家。在2002年，哥伦比亚大学的一位教授使用了这个案例，然后他把这个案例印成两个版本，分给两组学生。他仅改动了一个字，只是把海蒂改为霍华德，他只改变了一个词，但是这一改动造成很大的区别。然后他调查了学生，好消息是男生和女生都认为海蒂和霍华德能力相当，这很好。但坏消息是每个人都喜欢霍华德。认为他是个了不起的人，大家都想和他共事，大家都想陪他钓鱼。但海蒂呢？不好说。她有点自私，有点耍手腕。大家不太想和她共事。这就是复杂之处。我们得告诉我们的女儿和我们的同事，我们也得告诉我们自己，要相信我们能做得很好，得到提升，参与讨论。在这个世上，女性要争取这些就得做出牺牲，尽管她们的兄弟不用为此而付出牺牲。
关于这件事最可悲的是很难被人记住。我要讲个对我来说真正感到尴尬的故事，但我觉得它很重要。不久前我在Facebook给大约100名员工做个关于这个话题的演讲。几小时后，一位在那里工作的一个年轻女性坐到我小桌子旁边，她说想和我谈谈。我说，好，她坐了下来，我们谈了起来。她说，“我今天才知道了一点，那就是我要一直举着手。”我说，“你是什么意思？”她说，“你在演讲时，你说你会回答2个问题。我和其他一些人举起手，你回答了2个问题。我放下手，我注意到所有女性都把手放了下来，但是你又回答了很多问题，但是仅有男性还在提问。”我自己想了一下——如果换成是我，做这次演讲谁会在乎这个——在这演讲中，我甚至没注意到是男性的手一直举着，还是女性的手一直举着。当我们作为公司和组织的管理者时，对这样给予男性机会多于女性的做法，能有多少改观呢？我们得让女性坐到桌子边上。
第二条：找个真正的人生伴侣。我相信我们在职场中取得的进步，比在家庭中起着更大的作用。数据也很清楚地表明这点。如果妻子和丈夫都是全职并育有一个小孩，女性要比男性多做2倍的家务活儿，而妻子照顾孩子的时间是丈夫的3倍。所以说女性将有三份工作，或者两份，而男性只有一份。当有人必须在家多干活时，谁应该留下来？这个理由实在太复杂，我没有时间深入讲它们。但我并不认为周日看美式足球和日常懒惰是正当理由。
我认为理由变得更加复杂，当今社会，男孩比女孩有更大的成功压力。我知道让男人待在家里做家务支持职业妻子是很难的。当我去“妈咪和我”的培训课时，看到那里的男性，我甚至留意到其他妈咪都不愿和他相处，这就是个问题。因为我们必须让这份工作——这份世上最难的工作——居家工作，变成对两性来说都很重要的工作。只有我们平分了这些事，女性才可能留在职场。研究表明夫妻收入相等且夫妻分担相同责任的家庭也有50%的离婚率。如果这一点不足以激励在座的各位，他们也更能……要怎么在讲台上说呢？夫妻双方对于彼此的了解，可不仅是享受鱼水之欢。
第三条：在你离开前别放弃。我认为这是一个非常深刻的讽刺。对于女性所做的事而言——我一直目睹类似情况的发生——女性客观上希望能留在职场中，但实际上最终导致离职。曾发生这样的事：我们都忙；每个人都很忙；作为一个女人更忙。她开始考虑生小孩。从她开始考虑生小孩的时候起，她就开始考虑为孩子腾出空间了。“我该怎么将这个与其他事情平衡呢？”言下之意，她不再举起她的手，不再寻求升职机遇，不再接受新的项目，她不会说，“我，我想做那个。”她开始退缩，这是个问题。让我们说说她怀孕的那段日子，9个月的妊娠期，3个月的产假，6个月的调养休息，快速调整也需要2年，更常看到的是——女性大多过早地考虑这个。当她们订婚时，当她们结婚时，当她们开始考虑要个孩子时，其实还有很长时间。一位女性就此事来找我，我看着她，她看上去很年轻。我说，“那么你和你丈夫考虑要小孩了？”她说，“哦不，我还没结婚呢。”甚至连男友都还没有。我说，“你考虑这个太早了吧。”
但问题是，一旦你开始退缩下来，接下来会发生什么呢？每个经历过这事的人——在这儿我告诉你，一旦你有了孩子，你的工作最好非常好，值得回来，因为把孩子扔在家里很难。你的工作得有挑战性，它得有回报，你得感觉到世界因你而变。如果两年前你没有得到提升，你旁边的一位男士升职了；如果三年前你放弃寻找新的机会，你会觉得很无趣，因为你本应该再接再厉的。在你离开前别放弃。保住工作，加油，除非到了你需要离开的那一天——为了孩子离开，再做出自己的决定。不要提前做太长远的决定，特别是你甚至不晓得自己该做怎样的决定。
我们这一代的女性可惜的一点是，无法改变女性高管职位的数量，女人们只能待在原地。我们没能达到50%的高管职位——在任何行业的高管职位中，女性都未达到50%。但我希望未来一代人可以做到。我认为只有由一半女性领导的世界，国家和企业将会变得更美好。这不仅仅是因为人们会知道女洗手间在哪儿，尽管这也有非常大的帮助。我认为它将会是一个更美好的世界。我有2个孩子，5岁的儿子和3岁的女儿。我希望我儿子会选择在职场或在家里都尽心尽责，全心奉献。而我女儿不仅仅会成功而且因她的成就获得认可。
谢谢。
·My talk today is about what the messages are if you do want to stay in the workforce, and I think there are three. One, sit at the table.Two, make your partner a real partner.And three, don't leave before you leave.
今天我要说的是，如果你真正想留在职场该怎么做。我认为有三点：一、加入讨论。二、找一位真正的人生伴侣。三、在你离开前别放弃。
·Women systematically underestimate their own abilities.
女性天生容易低估了自身的能力。
·Believe in yourself and negotiate for yourself. Own your own success.
相信自己，要为自身利益讨价还价。把握住你的成功。
·As a society, we put more pressure on our boys to succeed than we do on our girls.
当今社会，男孩有更大的成功压力。
·Don't leave before you leave. Stay in.Keep your foot on the gas pedal, until the very day you need to leave to take a break for a child-and then make your decisions.Don't make decisions too far in advance, particularly ones you're not even conscious you're making.
在你离开前别放弃。保住工作，加油，除非到了你需要离开的那一天——为了孩子离开，然后做出自己的决定。不要提前做太长远的决定，特别是你甚至不晓得自己该做怎样的决定。
·I think a world that was run where half of our countries and half of our companies were run by women, would be a better world.
我认为由一半女性领导的世界，国家和企业会变得更美好。
女权运动是一个跨越阶级与种族界线的社会运动。每个文化下面的女权运动各有其独特性，并且会针对该社会的女性来提出议题，比如苏丹的性器割除——女性割礼或北美的玻璃天花板效应，以及中国的女性参政问题、女性劳动报酬偏低的问题；女性下岗失业比例偏高的问题；流产和遗弃女婴问题；婚后居住在男方家所带来的男女不平等问题；媒体和社会观念中的父权思想残余问题等。
20世纪是被压迫阶级彻底解放的时代，亦是妇女解放的时代。妇女要想达到完全解放的目的，必须组织一个世界的大联合，“世界基督教禁酒联合会”“妇女国际会议”“国际妇女参政联合会”这些团体已相继成立。
妇女国际会议是一个有组织的促进国际女权运动的组织。1888年在华盛顿成立。妇女参政运动是女权运动的另一形态，但相对于女权运动是完全独立的。