Facebook桑德伯格：最好的领导力，始于坚信你所信的
这个世界，没有绝对控制力，那么，影响力是什么？最好的领导力，从哪里开始？关于扩大组织规模的诀窍，从美国行政部到谷歌，再到Facebook的她，有三个建议，那就是：大胆构想、大胆用人、坚信你相信的。下面听她一一解答。
如果你正在试图成为企业家或者领导者，我会传授给你什么呢？在最基本的层面上，你必须要有影响力，让你正在做的、花费了时间心血的事情，具有影响力，即在某些方面能改变这个世界。
具有影响力，就是如何发展规模。这里的规模就是影响广泛的、有潜力降低边际成本、使你作为个体跨越一对一互动的事情。
我认为，要想成功地发展一家企业，最重要的是能预想自己要走到哪一步，所以我想到三个关于扩大组织规模的诀窍。
第一个，也是最重要的，就是大胆构想
别人都想知道我是如何管理、如何激励组织的。他们从管理学会认为管理一家企业的科学是“领导力”。而我最喜欢将“领导力”定义为：超越管理学理论，极尽可能地成就更多。当你有一个远大的愿景时，当你大胆设想时，你就能够改变世界。
所以我最喜欢的例子就是马克·扎克伯格对于Facebook构建地愿景：连接整个世界。这才是能激励人心的事情，这才能让员工追随你，使他们为你效力，不仅仅是因为金钱给你打工，而是因为他们坚信你的愿景。当你在发展组织规模时，必须迅速展开，实现比员工所预想的更了不起的成就。这样的成就只能来自内在动力，而内在动力来自一个足够伟大的愿景。
我看到人们最常犯的错误（男人也会犯，但女人犯得多些），就是他们太过于在意上升轨迹，却不太在意自身的成长。我所任职过的两家公司，从美国财政部跳槽到谷歌，又从谷歌跳槽到Facebook，这两家公司有一个共同点：它们提供的职位比其它公司提供的职位更“低”。虽然别人都替我担心，我自己并不在意。
我刚去谷歌的时候，谷歌还是个只有250多人的公司，我要担任的职位是营业部门主管，然而当时还没有什么营业部门。
这简直不是工作，根本没有具体工作任务。要知道，当时请我入职的都是些高大上的公司，我见了很多大人物，参观了许多著名的企业。但我却坚信谷歌可以成事，艾瑞克·斯密特为我描绘了美丽的职业前景。他说：“去追求成长。”成长是如此振奋人心，正是这句话说动了我，所以我选择了当时的小公司谷歌，虽然职位更低，任务也尚未明确。
我从美国财政部跳槽到谷歌，大家觉得还可以理解，但当我再次跳到Facebook时，有很多年，别人一直问我，你怎么想的？你要给一个23岁的毛头小子打工？当时，没有人知道Facebook会成为下一个My Space或者Friendster。
他们觉得，你在Facebook又不是去做CEO，你大可以去其它公司做CEO呀。可我看到的是有价值的事，Facebook是有价值的。对我来说，这是一次成长的机会。所以在每一个阶段，我都比较少在意我的“级别”，虽然那有点傻，我更在意的是成长的潜力。真的，每个人都该知道这个道理。
如何才能进行真实有效的交流？如何在真实交流时，辨别哪些话该说，哪些话不该说？弗莱德说的一句话我非常认同，那就是从心底里真正意识到：没有绝对真理。
你有你的真理，我有我的真理，一切事情都是主观的。
但如果你总是在抱着这样的态度：“我相信是这样的，我不指望你也相信，你不用相信，我没说我说的就是真理。”职位越高的人，这种想法越甚。
那么我来告诉你，在任何时候，任何人都不会跟你交流任何话题，而当你走进房间，说：“我这么认为，因为这样那样的原因。你怎么认为？”当你用这样的讲话方式来分享自己的想法时，才能给别人留有空间，来与你真实地交流。这个道理对于任何阶段的关系都至关重要。
第二个，大胆用人
我说的大胆之处，不在于这个人有名气。我是说录用人时，考虑的是这个人本身。所以当你想将组织快速发展壮大时，在短短几个月就能取得正常情况下要几年才能取得的成就，就需要大胆用人。
我在谷歌时，我的团队在5年的时间内就由4个人发展到4千多人。可以看看我的团队里最初的这4个人，要想使他们成为谷歌公司的一部分，他们需要几年的成长和经验的获取，但他们在比别人预期短得多的时间内就达到了要求。
因此，如果你想迅速发展，那就录用你恰好需要的人，他可能是一个更加有资质、更有经验的人，他也可能是个刚走出校园，但能在现阶段的职位中超额达标的人。我不认为参加工作的时间年限是个重要的指标，按需用人才最重要，因为这样才能快速发展。
我坚信，当我们能与同事并肩走在一起时，我们会生活得最好。而为了实现这一点，你需要做我此刻正在做的反面——你不仅仅要表达，还要真心倾听。更进一步，不仅仅要倾听，还要想办法让别人将他们的真实想法告诉你。
这个世界上根本没有绝对控制力，没有人在任何情况下拥有绝对控制力。而领导一个组织的人，从某种意义上说拥有最少的控制力，因为他们不仅仅要控制自己做的事，还得说服别人认同他们在做的事。但是，如果你有承担责任的能力，情况会大有不同。我迟到，不是因为堵车，是因为我没早点起床打理。这个项目没完成，不是因为我的同事没完成他的任务，而是因为我没能创建一个让他想要完成任务的团队。
当你能承担起责任时，承担全部的责任时，你就拥有了最有力的武器，而且你随时可以拥有。如果你是个企业家，想筹集资金，你得承担责任；如果你想要说服别人与你共事，你得承担责任。在任何阶段，你都得承担起责任。
我在我的书《向前一步》里提到过几件重要的事，其中之一就是用结果衡量一个人，而不是出勤时间。如果你的公司用出勤时间衡量员工，那你得到的回馈只有出勤时间。如果你赞赏工作非常努力的人，而不是取得巨大成绩的人，那么工作非常努力的人也不会重视成绩。
在Facebook，我和马克经营公司时，非常看重结果。我们有一个员工，是有名的业绩最靠前的人之一，但他就是不爱待在办公室里，他有时候一个星期都见不到人影，然而，事实说明一切。我们还公开夸赞过他的成绩傲人，所以我们告诉他，如果想回家工作的话，回去吧，没关系。不是每个公司都可以这样做，不同的公司有不同的局限，但这是许多公司能做到的。
第三个，坚信你所相信的
最好的领导力，始于发掘你真正坚信的事情。
Facebook能存在至今，就是因为马克·扎克伯格。他坚信，我们能用科技建立联系，使世界变得更加美好。他足够相信，所以他在19岁时辍学；他足够相信，所以在多年来不断有人想夺走Facebook的情形下，他仍能坚持自己的愿景，紧紧把握。我与许多人一同加入了Facebook，是因为我也相信他的愿景，所以我现在工作的重心就是让我自己以及Facebook的其他成员，每天都能疯狂地专注于我们所做的事。
所以，开始吧。发掘一家你相信的公司，一个你热爱的产品，一个你非常非常在意的事情。因为不仅仅当你自己激励自己时，你才获得灵感，反过来，你还能使别人获得灵感。这就是领导力最重要的部分。
所有的组织都有一定形式的层级，如果你是领导者，那么你公司的员工就会做你让他们做的事，就算是在Facebook，有时也会如此。但是杰出的领导者不想要服从，不想要按部就班。杰出的领导者想要真正的激情、真诚的热情、真正的投入。杰出的领导者不仅赢得团队的大脑，更赢得团队的心。杰出的领导者不仅发号施令，更会倾听周围人的声音。
事业不是梯子，那样的时代早就一去不复返了。事业是攀登岩，不要只上下攀爬，不要只向上看。看一看后面，看一看旁边，看一看角落里。你的事业和生活有各种各样的开始，有各种各样的结束，还有各种各样的羊肠小径。不要因为写完了纸而焦虑，看一下边边角角，因为生活里还会有各种各样的惊喜与机遇。
Facebook Documentary—— AndI thought about, you know what I wanted to say. What would I pass on if you aretrying to be an entrepreneur; if you are trying to be a leader. And if you aretrying to be these things, what you really trying to do at the fundamentallevel is having impact. You are trying to have impact, you are trying to havethe things you do, the things that you spent your time doing. Having impactmeans change something around the world. And for me, I think, the lesson is reallysimple, and it’s particularly important in the area which we lived and for methe industry in which I work. Which is that this is all about scale. It’s allabout scale. Having impact is all about how you do something that scales and byscale I mean things that can have broad impact, potentially, things that havedecreasing marginal cost, things that can scale beyond one-to-one interactionyou have has a person. Ithink the most important thing about growing a business successfully isthinking ahead about where you are gonna be. So I think about, like the threetips you have for scaling an organization. The first I think most important isto think big. People think about how do you manage, how do you motivate anorganization. And they think about management, you know, basically the scienceof administrating a business was leadership. And my favorite definition ofleadership is the art of accomplishing more than the science of management saysas much as possible. When you have a big vision, when you’re thinking reallybig, something that can change the world. So in my favorite example, connectingthe world, which was Mark Zuckerberg’s vision for Facebook. That’s the kind ofthing that excites people and motivates them. That’s get them to follow you. Notjust because they work for you, they need to do what you say, but because theybelieve in what you’re trying to do. And when you’re trying to scale anorganization, you need to go really quickly and get people to accomplish morethan they thought was possible. And I think that comes from internal motivation,which really comes from a vision that’s big enough. Ithink the most common mistake I see people make, and man makes mistakes too, butwomen do a lot is that they’re too worried about the upward trajectory and notworried enough about growth. So the two corporate jobs I have taken, I went fromTreasury to Google and I went from Google to Facebook, have one thing incommon, which is that, they were more “junior”, other people worries was notmine, than other jobs I was offered. When I went to Google, Google was like 250people, I was gonna be an business unit’s general manager, except for they weren’ta business unit. Susan was just here, she helped to recruit me. This was nonejob of all time. I mean there was no job there. And I was offered like senior-sounding,see more senior roles and more established companies. But I really believe inwhat Google was doing and Eric Smith gave me great career fancy. He says, “gofor growth”. Growth moves everyone up, it was growing at work. So I went tosmaller company with more junior less defined job. You know, when I came out atGoogle, it seems obvious. Now it comes to Facebook, but at all time, a lot ofpeople ask me, right, you remember this, what are you doing? You are going towork for a 23-year-olds? You know, no one knows that Facebook is gonna be, youknow, the next MySpace or Friendster. Like, you are not CEO, you could be CEOsomewhere else. What I saw was something that mattered, Facebook matteredwithout authentic identity. And an opportunity for growth. So at each stage I havecared less about my level, I kindda think it’s silly, than I have about theunderlying growth. And I do think this is really important for everyone toknow. Howdo you communicate authentically? How do you figure out what to say and whatnot to say in a way that is authentic? And what Fred says, and I really believethis is true, is to start from the fundamental understanding that there is notruth. There is my truth; there is your truth; that everything is subjective. Andso if you always start from the position of this is what I believe; I don’texpect you to believe it; I don’t think you have to believe it; I’m not sayingit’s true, you can actually always communicate authentically. This get worse asyou get more senior. Here is the answer. You’re not getting anyone in anywhereto say anything. And if you walk in a room and say, I believe this for thisreason. What do you believe? If you share your truth in that language, you givepeople room to talk authentically, to communicate authentically. And that ishugely important to these relationships at any stage. Ithink the second thing is that you hire big. And big, I don’t mean famous. Imean I hire for whom you are. So when you’re growing organization really quickly,what happens is that what normally takes an organization years happens in aperiod of just months. So when I was in Google, you know my team went from 4 to4000 in about five years. That means that if you look at these first fourpeople I hired, in order for them to be part of the people who I was running,that organization, they need to do, you know, ten or fifteen years’ worth ofgrowing and, you know, getting experience in a much shorter period of time. Soif you think you’re gonna grow quickly, hire for what you think you’re gonnaneed, over-hire, hire people who are more qualified, have more experience orhire people right out of school but can overachieve in their current roles. Idon’t think it’s the number of years in the work that matters. It’s hiring thepeople that you’re gonna need them now because that happens so quickly. Ireally believe we live best when we walk side by side with our colleagues. Andto achieve this, you’re gonna have to do the opposite of what I’m doing rightnow. You are gonna have to not just talk but really listen. And you have to goone step further, which is not just listen but find a way to get people toactually tell you the truth. Thereis no such thing as complete control. Nothing. No one has complete control inany situation. People that are leading organizations in some ways have least.Because not only do they have to control what they do, they have to help persuadeeveryone else what they do. But, if you’re able to take responsibility. I’m notlate because of the traffic; I’m late because I didn’t leave early enough toaccount for the fact there is traffic. The project didn’t get finished notbecause my partner didn’t do it, my colleague didn’t do his part. The projectdidn’t get finished because I didn’t set up a team where my colleague want todo his part. When you take responsibility, and you take full responsibility,that is the most empowering thing and you can do it at any stage. You have todo it when you’re raising money if you’re an entrepreneur; you have to do it ifyou’re trying to persuade people to work with you, you have to do it at allstages. Oneof the things I talked about in my book is the importance of measuring resultsnot on face time. If you as a company measure face time, you will be rewardedwith face time. If you’re talking about people who are working really hardrather than people who are getting great results, people who works really hardwill not focus on results. In my job at Facebook, Mark and I check to run thecompany really focus on results. We have one employee actually for a while whofamously was one of our highest performers, but just ain’t like in the officevery much at all. And we were publicly applaud him. You know, no one see him ina week, but look what’s happening. And we were publicly saying his results wereamazing if he feels like doing it, you know, sit in his basement, go ahead. Notevery company can do that; different companies have different constraints, butmany more companies can do this. Thebest kind of leadership starts by finding something you really believe in.Facebook exists because Mark Zuckerburg believed that the world will be abetter place if we all use technology to share our connects. He believed thatenough to drop out of school at 19, and he believed it enough to hang on to thevision and hold on to it, even people tried to take it away from him overyears. I joined Facebook along with so many others because I too believe eventhat vision. And now the most important part of my job is to keep myself andeveryone else in Facebook maniacally focus on what we are trying to do day inand day out. So, start. Start by finding a company you believe in, a productyou love, something that cause you really, really care about. Because not onlywhen you inspire yourself will you be inspired, but you in turn will inspireothers. And that’s the most critical part of great leadership. Allorganizations have some form of hierarchy, people in organizations, if you aredoing a manager, will do what you tell them to do, even in facebook at least atsome of the time. But great leaders don’t want compliance, they don’t wantpeople to follow orders. Great leaders want real excitement, genuineensutheasm, real commitment. Great leaders don’t just win the minds of theirteam, they win their hearts. Great leaders don’t just issue commands, they heedvoices of those around them. Careersare not ladders, the days are long gone, but jungle gyms. Don’t just move upand down; don’t just look up. Look backwards, sideways, around the corners.Your careers and your life will have starts, stops, zigs and zags. Don’t stressout of the white space, the path you contra, because there is in life both the surprisesand the opportunities.