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(jīng)管學(xué)院的教師們、自豪的畢業(yè)生親屬、鼎力支持他們的朋友們、以及更重要的，清華經(jīng)管學(xué)院2015屆的畢業(yè)生們：我很榮幸今天來到這里為你們做畢業(yè)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(zhuǎn)達他對大家的問候——祝賀。今天能在這里祝賀優(yōu)秀的同學(xué)們畢業(yè)，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(dāng)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(shù)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(xué)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(shù)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(xué)本科畢業(yè)，獲得經(jīng)濟學(xué)學(xué)士學(xué)位；1995年從哈佛商學(xué)院畢業(yè)，獲得MBA學(xué)位——所以可以說，我上了美國的清華大學(xué)。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(dāng)中發(fā)生了翻天覆地的變化。在哈佛商學(xué)院時，我所在的班級曾嘗試進行學(xué)院的第一次在線課程。我們當(dāng)時必須給每人發(fā)一張寫有我們網(wǎng)名的列表，因為那時在網(wǎng)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(tǒng)不斷崩潰——當(dāng)時根本無法實現(xiàn)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(tǒng)崩潰之間的幾個短暫瞬間里，我們窺見了未來——一個技術(shù)可以實現(xiàn)我們和同事、家人、朋友連接在一起的未來?，F(xiàn)在的世界已經(jīng)是我坐在你們這個位置時難以想象的世界了。而從現(xiàn)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(yè)生，你們不僅將成為中國的領(lǐng)袖，還將成為全球的領(lǐng)袖。中國在教育程度及經(jīng)濟增長方面都已是世界的領(lǐng)先者。不僅是政界和商界的領(lǐng)袖們認(rèn)識到中國的重要性，許多美國的父母也認(rèn)識到了這一點。在我所居住的舊金山灣區(qū)，最難進的中小學(xué)校正是那些教漢語的學(xué)校。

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

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(yè)起，你們就開啟了成為領(lǐng)導(dǎo)者的征程。你會成為什么樣的領(lǐng)導(dǎo)者？你會對他人產(chǎn)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(biāo)的海報——挑戰(zhàn)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(guān)領(lǐng)導(dǎo)力的經(jīng)驗——今天，我想分享其中我認(rèn)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(xiàn)個人之間的互聯(lián)，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(xué)本科輟學(xué)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(fā)現(xiàn)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(fā)現(xiàn)自己到底想做什么。在我穿著學(xué)位服參加畢業(yè)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(lián)網(wǎng)還不存在——并且扎克伯格當(dāng)時只有11歲。我當(dāng)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(gòu)或組織可以讓世界變得更美好，而公司是以盈利為導(dǎo)向的。但是，當(dāng)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(dāng)我結(jié)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(zhì)疑的決定，因為那時科技泡沫剛剛破滅。大公司都在大規(guī)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(dāng)中，有一個公司的首席執(zhí)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?！?/p>

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(fā)現(xiàn)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(xù)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(jié)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(lǐng)。

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(guān)系。當(dāng)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(yīng)了，并且立即說他也希望我也對他做反饋。在最初的幾年當(dāng)中，我們都堅持這樣的慣例，每周五下午見面談?wù)撐覀兯P(guān)心的事情，事無巨細。幾年下來，分享真實的意見已經(jīng)成為我們關(guān)系當(dāng)中很自然的一部分，我們現(xiàn)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(guān)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(zhì)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(zhí)行官。上任滿第一周，在查看公司賬目時，他發(fā)現(xiàn)有一大筆在黃金上的投資。他問為什么會投資黃金？結(jié)果答案是，“因為您，先生?！薄拔遥俊彼曰罅?。顯然是因為在頭一天他在交易所視察時曾經(jīng)說過一句“黃金看起來有點意思”，結(jié)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(zhàn)，當(dāng)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(zé)之一是建立公司的商業(yè)運作——但與此同時還不能破壞成就Facebook的那種工程技術(shù)驅(qū)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(jié)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(guī)矩，但我現(xiàn)在必須定個規(guī)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(dāng)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(yīng)該知道，大家對你規(guī)定的‘和客戶會面不做電子演示文稿’的規(guī)定很有意見?！蔽腋械胶苷痼@，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(chǎn)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(lǐng)導(dǎo)者知道大部分雇員不愿意挑戰(zhàn)權(quán)威，所以領(lǐng)導(dǎo)者就有義務(wù)主動要求反饋。我從電子演示文稿事件中吸取了教訓(xùn)。我現(xiàn)在經(jīng)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(dāng)眾表揚他們。我深信只有你和你的同事并肩做戰(zhàn)，只有當(dāng)你不僅指揮而且也聆聽時，你才能成為最好的領(lǐng)導(dǎo)。

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(dāng)我剛?cè)肼殘鰰r，我觀察那些身處領(lǐng)導(dǎo)崗位的人時會想，“他們太幸運了，他們有那么大的掌控力?！彼阅銈兛梢韵胂蟮牡?，當(dāng)我在商學(xué)院選修領(lǐng)導(dǎo)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(rèn)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(biāo)，是我的責(zé)任。作為領(lǐng)導(dǎo)者，我所要實現(xiàn)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(fā)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(yè)運作都有其特定的文化特點。但我相信有一些領(lǐng)導(dǎo)力的原則是世界通用的——其中一條就是激發(fā)總是好過指示。是的，在多數(shù)組織里，員工總是按照老板的指示來做事。但是偉大的領(lǐng)導(dǎo)者不僅僅只是需要完全的服從。他們想要的是激發(fā)出員工心底的熱情，完全的信任及真正的敬業(yè)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(wù)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(wèi)·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(wèi)是一個真正能激發(fā)人的領(lǐng)導(dǎo)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(yè)績水平。他是SurveyMonkey公司的首席執(zhí)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(fēng)險投資人比爾·格雷，寫過一篇短文號召人們“向大衛(wèi)那樣”。比爾寫到，“大衛(wèi)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(wèi)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(lǐng)導(dǎo)者‘以身作則’理念的經(jīng)典標(biāo)桿?！?/p>

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(xué)院弗朗西斯·福雷教授曾經(jīng)說過，“領(lǐng)導(dǎo)力表現(xiàn)在，因為你的存在能使他人變得更好，而且當(dāng)你不在的時候你的影響力還能一直持續(xù)?！?/strong>就像大衛(wèi)一樣，你們也應(yīng)該能在自己的職業(yè)生涯中為他人做到這一切。