着手。?我说，?这是什么意思呢？?她说，?你做这场演讲，你说你要再回答两个问题，我和其他人一样举起手。你准备再回答了两个问题，我放下手。我注意到其他女性也都把手放了下来。于是你又回答了两个问题，只回答男性的问题。?我心里想，哇，如果就算我，显然我是关注这个问题的，在做这场演讲。在这场演讲中，我都注意不到，男性举手了，女性也举手了。那我们作为公司和组织的管理者，给予男性机会多于女性的做法，能有多少改观呢？我们该让女性加入谈论。
第二点，找个真正的人生伴侣。我相信我们在职场中取得的进步，比在家庭中要多。数据清晰的说明了这点。如果妻子和丈夫都有全职工作，有一个孩子，妻子做的家务活是丈夫的两倍，而妻子照顾孩子的时间是丈夫的三倍。所以说女性有三份工作，或者两份，男性只有一份。你认为当需要有人照顾家里的时候，谁更容易放弃工作？这点的原因很复杂，我没有时间深入去讲。而且我不认为周日看足球赛，或者普遍的惰性就是原因。我认为原因更为复杂。我认为当今社会，相对于女孩，我们给男孩更多的压力要成功。我认识居家男人，在家工作来支持妻子的事业，这很难。当我去做亲子游戏，看到那个父亲在那里，我发现其他的母亲都不跟他玩。这就是问题，因为我们必须让这份工作，因为这是世上最难的工作，居家工作，对两性来说都很重要。如果我们想要平等，想把女性留在工作中。研究显示收入均等的家庭，同时责任也均等，离婚率也是其他的一半。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？也更能享受鱼水之欢。
第三点，不要过早离开。我想这是个深刻的讽刺，针对女性的一系列行为。我经
常看到，客观上留在职场中，实际上最终导致离职。下面是事情的经过。我们都很忙，所有人都很忙，女性也很忙。她开始考虑要个孩子。当她开始这么考虑以后，她就会考虑给孩子留出空间。?我该怎么将这与其他事情平衡呢？?确切说就是那一刻起，她不再举手了，不再寻求升职机遇，不再接受新的项目，不再说?我，我来做这个?。她开始退缩了。问题在于，就说她怀孕的那一天，那一天起。9个月的妊娠期，3个月的产假，6个月的紧张生活，2年瞬间即逝。更经常的，在我看来，女性大多过早的考虑这个。当她们订婚，当她们结婚，当她们开始考虑要个孩子，其实还有很长时间。一位女性来找我谈这个。我看了看她，她看上去比较年轻。我说，?那么，你跟你丈夫开始考虑要个孩子了吗？?她说，?不，我还没结婚。?她甚至连男朋友都没有。我说，?你考虑这个有点为时过早。?
但问题是，当你默默退缩之后，发生了什么？每个人都有这种经历。我来告诉你，当你有了孩子，你的工作最好退让一下，因为把孩子扔在家里很难。你的工作要有挑战性，要有报酬，你要觉得自己在发光发热。如果2年前你没有升职，而是坐在你旁边的人升了。如果3年前，你不再寻求新的机遇，你现在会厌倦，因为你应该把脚踩在油门上。不要过早离开，继续工作，把脚踩在油门上，直到你需要离开的那一天，因为要照顾孩子，之后再做决定。不要过早做决定，特别是无意识下做出的决定。
我这一代，很悲哀，已经无法改变女性领导者的数目，不会有太大变动。我们达不到人口的50%，在我这一代，女性达不到各行各业领导者的50%。但我希望后代可以。我认为这样的世界，国家和企业的一半由女性领导，会变得更美好。不仅是因为人们就会知道女厕所在哪，虽然这也很有帮助，我认为世界会变得更美
好。我有两个孩子，一个5岁的儿子，一个2岁的女儿。我希望我儿子可以有所选择，无论是全力工作，还是全力持家。我想让我女儿也可以有所选择，不只成功，而且因她的成就受人接受。 谢谢。
以下为英文原文
About this talk
Facebook COO Sheryl Sandberg looks at why a smaller percentage of women than men reach the top of their professions -- and offers 3 powerful pieces of advice to women aiming for the C-suite. About Sheryl Sandberg
As the COO at the helm of Facebook, Sheryl Sandberg juggles the tasks of monetizing the world’s largest social networking site while keeping its users happy and engaged. Full bio and more links Transcript
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 -- tops out at 15, 16 percent. The numbers have not moved since 2002 and are going in the wrong direction. And even in the non-profit 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 fulfillment. 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 offices 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 office. So I start looking around for moving boxes, figuring they just moved in, but I don't see any. And so I said, \office?\And I said, \have pitched a deal in this office in a year?\at me, and he said, \who had to go to the bathroom.\
So the question is, how are we going to fix this? How do we change these numbers at the top? How do we make