Facebook's COO, Sheryl Sandberg, works closely with wunderkind CEO Mark Zuckerberg. She joined Facebook after her tenure as a VP at Google and also served at the Treasury Department under President Bill Clinton.Sandberg spoke to ForbesWoman Publisher Moira Forbes about keeping up with the tech world's furious pace of change while still making time to meet with every employee at Facebook.
曾在比爾·克林頓政府的財(cái)政部供職，繼而擔(dān)任Google副總裁，目前擔(dān)任Facebook的首席運(yùn)營(yíng)官……謝麗爾·桑德伯格(Sheryl Sandberg)與CEO馬克·扎克伯格(Mark Zuckerberg)一直密切合作，她告訴《福布斯》自己如何跟上科技世界的緊張步伐，又能保證有時(shí)間與Facebook每位員工都有交流的機(jī)會(huì)。

Moira Forbes: When you joined Facebook, you decided to meet and speak with every single employee at the company. Why did you do this, and what did you learn?
加入Facebook時(shí)，你決定與每位員工當(dāng)面交流。你為什么這么做？從中學(xué)到了什么？

Sandberg: I recognized the company had gotten to where it was based on those peoples' work. If you come into an organization and you're new, starting from a place where you really have great respect, showing that you respect the work of the people that came before you is the most important thing to do.
我意識(shí)到公司的走向取決于這些人的工作。如果你作為新人進(jìn)入到一個(gè)組織，從你確實(shí)感到尊敬的地方入手，并對(duì)那些先來(lái)者的工作表示尊敬才是最重要的事情。

I felt grateful to the people who had done the work. To get the company from what it was, a college website, to what it had already become attracted me.
對(duì)那些為公司努力過(guò)的人們，我心存感激。我對(duì)他們的工作心懷感激，他們把Facebook從最初的校際網(wǎng)站發(fā)展到目前的狀況，這一點(diǎn)吸引了我。

You've worked at small entrepreneurial ventures that have grown to immense global companies. What's it been like for you to scale the culture from a company with a few hundred employees to a company with thousands of employees?
你曾在小型創(chuàng)業(yè)企業(yè)工作，而這些企業(yè)最終都發(fā)展成為世界規(guī)模的大公司。對(duì)你來(lái)說(shuō)，如何衡量幾百人的公司到幾千人的公司之間的不同文化呢？

I think the most important thing is to continually think ahead. Right now, for example, Facebook Connect has 80,000 websites as partners. Does what we do scale to a million? We need to build the systems now to scale to a million because our goal, certainly, would be to get there really quickly.
我覺(jué)得最重要的事情就是持續(xù)做超前思考。比如說(shuō)現(xiàn)在，F(xiàn)acebook與8萬(wàn)個(gè)網(wǎng)站建立了合作關(guān)系，我們所做的能夠滿足一百萬(wàn)的規(guī)模需求嗎？我們現(xiàn)在就需 要建立符合百萬(wàn)級(jí)合作對(duì)象的系統(tǒng)，畢竟根據(jù)我們的目標(biāo)，我們很快就會(huì)到達(dá)那一步。

Going through fast growth, you're always behind. When you're going through those really fast phases of growth, you're even further behind. As soon as you catch up, you're behind again.
經(jīng)歷過(guò)快速增長(zhǎng)，你通常會(huì)落后。當(dāng)你經(jīng)歷的增長(zhǎng)速度實(shí)在太快太快時(shí)，甚至就會(huì)落后很遠(yuǎn)很遠(yuǎn)。如果不立即趕上，那就要再次掉隊(duì)了。

You work in an industry where profound change and disruption are at the center of every business model in your sector. What's the most important piece of advice you would give to other leaders who are facing, for the first time, this type of disruption, and change, and growth that can be really challenging and overwhelming?
在你工作的行業(yè)中，深刻的變革和裂變是任何業(yè)務(wù)模式的核心。對(duì)那些第一次面對(duì)這種變革和增長(zhǎng)的企業(yè)領(lǐng)袖，你所能給的最重要的建議是什么？

The thing for people to remember is to really try to embrace change and not try to control it too much. It's an instinct to hunker down and control things that makes this harder for people.
需要記住的就是，一定要努力擁抱變化，且不要試圖控制太多。其實(shí)著手控制是一種本能，結(jié)果卻把事情變得更加困難。

You also need to remember that only thing worse than change is the lack of it. When you have that kind of stagnation, you feel it, and then, before you know it, the world's passed you by. It is uncomfortable to work, sometimes, in a place that changes so quickly, but I think it's better than the alternative.
你一直要銘記在心的是，唯一比變化更加糟糕的事情就是缺少變化。當(dāng)你處于停滯時(shí)，沒(méi)等你意識(shí)到，世界已經(jīng)把你甩在身后。有時(shí)，在一個(gè)變化如此快速的地方工 作并不舒服，但我認(rèn)為這要比沒(méi)有變化來(lái)得好。

How do you avoid getting bogged down by putting out the fires of the day?
面臨需要四處“救火”的一天，你要怎樣避免陷入困境？

I have a list of things I am proactively trying to get done. We all get so many e-mails or messages or incoming requests in a day that you can spend your entire day, every day, every week, being completely reactive. And then you look up at the end of the day or the week, and you've taken care of nothing that really matters.
我有一張清單，上面有我最想積極解決的問(wèn)題。每天我們都會(huì)收到太多的郵件或訊息，你要花掉整天、每天、每周的時(shí)間去應(yīng)付，這樣就陷于完全的被動(dòng)中。然后你 回顧這一天或者這一周時(shí)，會(huì)發(fā)現(xiàn)根本沒(méi)有顧及任何真正重要的事情。

So I write it down--here are the five things that matter this month--and make sure that I am spending time, each and every day, on those things, to the extent I can.
所以我把它們寫(xiě)下來(lái)，比如說(shuō)這個(gè)月有五件重要的事情要做，我就要確保每天我都將時(shí)間花在這些事情上。

What's next for you?
你的下一個(gè)目標(biāo)是什么？

Facebook is next for me. We're now at 400 million users. We think we've done a nice job starting the process of making the world open and connected and helping people share, but there is so much more to do. So working with Mark [Zuckerberg] and the team, and seeing what we can accomplish in the next couple years.
Facebook就是我的下一個(gè)目標(biāo)。我們現(xiàn)在擁有的用戶數(shù)量已經(jīng)逾4億人。我們認(rèn)為，在推動(dòng)世界更加開(kāi)放和連通、幫助人們分享的起步階段，我們做得很 棒。但是我們還有太多要做的事情。所以，與馬克和這支團(tuán)隊(duì)一起工作，然后見(jiàn)證我們?cè)谖磥?lái)幾年有何成就，是我的下一個(gè)目標(biāo)。