CEO们都该读一读桑德伯格的新书

    有一点需要特别明确的是，管理上面临的挑战并不会随着导师的分配而消失。《向前一步》和《盲点》都要求我们注意结构性的障碍，包括“像我一样”的偏见和内部偏袒。这些倾向确实可能带来更“自然的”指导关系，但它们的效果也可能大打折扣。

    对此，桑德伯格认为公司应该认识到两个事实：促成良好的、双向指导关系的因素是对能力与前景的共识；而只有把它放到机构具体的经营问题与战略目标这个大的背景下，才能最好地达成这种共识。

    我想说的最后一点，是桑德伯格对《财富》杂志（Fortune）帕特里夏•塞勒斯首先提出的一个观点表示赞同。那就是，最好不要把职业发展视为爬梯子，而是要作为一个立体攀登架。

    两者存在非常重要的区别。立体攀登架支持进行更多探索，提供更多选择和成功的机会。这种观点认为，不论是出于内部还是外部原因，直线型的职业发展已经不再是惯例。而且，这也是一个更好的激励因素，是追求理想职业更强烈的动力。（正如桑德伯格所说：‘立体攀登架为许多人提供良好的视野，而不仅仅是处在顶端的人。而在梯子上，大多数攀登者向上的视线都被挡住了，只能看到上面人的屁股。’）

    总而言之，细枝末节的改变日积月累也会产生有意义的影响，我们绝对不能低估这种影响所能达到的程度。实际上，正如桑德伯格所说：“轻轻地推一把，或者采用小幅的干预措施，鼓励人们在关键时刻稍微改变一下处理方式，这些都有可能最终产生重大的变革。单单是这种公开讨论行为模式的‘小动作’就可以把下意识的动作变成有意识的行为。”桑德伯格同样分享了具有深刻见解的可行案例。

    由于结构问题，《向前一步》一书可能会面临一个巨大的风险——评论家们可能不会拿出足够的时间，鼓励管理者，尤其是男性管理者，了解桑德伯格见解深刻的建议。这将是评论家们的巨大遗憾。《向前一步》对于更透彻地了解人才管理具有重要的意义，包括（但不限于）更好地认识女性和其他少数群体在许多就业岗位中所面临的挑战。

    我担心，许多评论家会认为，这本书并不是在为公司提供指导，帮助拓宽和深化公司不同层次的人才，而是会选择更狭隘的解释——认为《向前一步》只适合那些在规划职业道路和权衡实际以及感官取舍时寻找见解和灵感的女性。

    这会不公平地限制本书的主题思想范围和影响力。这种狭隘的定性，也会正中许多人的下怀。他们巴不得在与性别相关的重要辩论中，给这本书扣上过于简单化、高度人为的区分以及极端解决方案这样的负面评价。

    管理者，尤其是男性管理者，非常明智地认为，桑德伯格的书实际上讨论的是我们所有人都应该认识和重视的一个普遍主题：包容性与多样性具有非常重要的商业意义。

    与其他管理者一样，我知道，要想履行我们的受托责任，很关键的一部分是确保公司聘用、启用、培养、激励和留住最优秀的人才。与其他父母一样，我最大的愿望和期望是，我的女儿能追求自己的职业激情，不必退缩或受到不公平的阻碍。《向前一步》为我的这两个角色提供了非常重要的指导。

    感谢你，谢丽尔•桑德伯格！

    默罕默德•埃尔–埃里安是太平洋投资管理公司CEO兼首席投资官。此外，他也是美国全球发展委员会负责人。（财富中文网）

    译者：刘进龙/汪皓

    It is particularly important to recognize that the managerial challenge does not end with the allocation of mentors. Both Lean In and Blindspot urge us to check for structural impediments, including the "like me" bias and in-group favoritism. Yes, these tendencies may lead to more "natural" mentoring relationships; but they may also be less effective.

    In connection with this, Sandberg rightly urges companies to recognize two realities: What motivates a good, two-way mentoring relationship is a common perception of capabilities and prospects; and this is best formulated in the context of the specific operational themes and strategic goals of the organization.

    The last point I would note here is Sandberg's endorsement of a point first made by Pattie Sellers at Fortune. It is best to view a career not as a ladder to climb, but as a jungle gym.

    This is an important distinction. A jungle gym allows for great exploration, optionality, and success. It recognizes that, for both internal and external reasons, linear careers are not the norm anymore. It is also a better motivator, and a stronger enabler of team work. (As Sandberg notes, "A jungle gym provides great views for many people, not just those at the top. On a ladder, most climbers are stuck staring at the butt of the person above.")

    In all this, we should never underestimate the extent to which small adaptations can cumulatively have a meaningful impact. Indeed, as Sandberg rightly points out, "Major changes can result from these kinds of 'nudge techniques,' or small interventions that encourage people to behave in slightly different ways at critical moments. The simple act of talking openly about behavioral patterns makes the subconscious conscious." Again, Sandberg shares insightful examples that are also operational.

    Due to framing problems, there is a material risk that reviewers of Lean In will not spend enough time encouraging managers, and especially male managers, to access Sandberg's insightful tips. This would be a great shame. Lean In is extremely valuable for gaining a better understanding of talent management, including (but not limited to) an improved appreciation of the challenges women and other minority populations face in many segments of the workforce.

    I worry that, rather than characterize this book as also providing a guide to help broaden and deepen talent at every level of a company, too many reviewers may opt for a very narrow interpretation -- that of viewing Lean In as just for women looking for insights and inspiration as they navigate careers and think about real and perceived trade-offs.

    This would unfairly limit the book's scope and influence. Such a narrow characterization would also play straight into the hands of those that wish to impose on important gender-related debates many over-simplifications, highly artificial distinctions, and extreme corner solutions.

    Managers, and especially male managers, are well-advised to think of Sandberg's book as one that speaks effectively to a general theme that we should all recognize and appreciate: There is a very strong business case for inclusion and diversity.