When it comes to our careers, the analogy we've been given is a ladder. We're climbing, climbing, climbing, seeing just how high we can get. But if we want to be a part of organizations that are diverse and inclusive and truly reflect the world that we live in, that's simply not enough. While we climb, we also need to lift.
說到我們的職涯時, 我們常把它比喻成爬梯子。 我們向上爬、向上爬、向上爬, 就只是為了看自己能爬到多高。 但如果我們想成為 具有多元性和包容性組織的一員, 以及真實反映我們所生活的世界, 這還不夠。 當我們自己向上爬時, 也需要幫助他人。
[The Way We Work]
[我們的工作方式]
(Music)
(音樂)
It’s no secret that our companies and organizations rarely have leadership teams that represent the communities they serve. That makes them less effective in their work, less innovative and less profitable too. We need more women steering the ship, more people of color at the helm, more folks with disabilities in charge, more immigrants setting the tone, more queer and trans folks calling the shots. So whether you’re a new hire who’s a proud member of one or more of these groups or a longtime leader who is none of the above, each of us has a role to play in making this happen.
眾所皆知, 我們的公司與組織很少有領導團隊 代表他們所服務的社群。 這使得他們工作效率降低、 創新性下降, 盈利也跟著減少。 我們需要更多女人行駛船隻、 更多有色人種掌握方向盤、 更多身障者握有權力、 更多移民定下基調、 更多酷兒和跨性別者擔任領導者。 所以無論你是否隸屬 其中一個或多個團體, 為自己身份自豪的新進人員; 或不屬於任一個團體的資深領導者, 為了實現目標, 我們都有自己該扮演的角色。
Success is no longer about our individual ambitions, but about how we build something greater together. My mother introduced me to this concept of lifting while you climb. She was an absolute powerhouse in her work, and she spent so much of her time working with younger Black women to help advance them, too. She would remind me that the point of success isn’t success for success’s sake. She said that when you climb that ladder and you get to the top, you can take a moment to enjoy the view, but you must be principally concerned with using all of your might to throw the ladder back down for those who are coming behind you. There’s no point in being the first if we’re also the last. So here are three ways that all of us, whether you’re a first in your company or a part of a deep legacy, can embrace this spirit.
成功已不再只是我們個人的野心, 而是如何共同建立更偉大的事物。 我的母親向我介紹了這項 在向上爬時也要幫助他人的精神。 她在工作中是絕對的強者, 她大半輩子都與年輕黑人女性工作, 幫助她們提升自我。 她總提醒我, 成功的關鍵不是為了成功而成功。 她說當你爬上梯子的頂端時, 你可以花點時間享受美景, 但你主要該想的是, 如何盡你所能 將梯子扔給那些在你身後的人。 如果我們也是最後一名, 那麼成為第一就毫無意義。 無論你是公司首席 或資深傳承的其中一員, 我們都能以這三種方式 擁抱這種精神。
One: question your surroundings. One of the benefits, and really the consequences of privilege, is being around people whose experiences mirror your own. So when you're at the table, I want to ask you to really examine who’s there with you, and even more importantly, who isn’t. Do you see women, people of color, people with disabilities, people who look like your customers, clients, patients and community? If not, I need you to ask why. Calling it out matters. If we don't name it, we can't change it.
第一: 質疑周遭的一切。 特權所帶來的好處, 實際上也是特權所帶來的結果, 就是你身邊的人 與你有著相似的經歷。 當你在桌子旁時, 我要你確實地審視身邊有哪些人。 更重要的是, 哪些人不在你周遭。 你有看到女人、 有色人種、 身障人士 或是看起來像你的客戶、 病人跟鄰居的人嗎? 如果沒有,我要你提出質疑。 大聲指出問題很重要。 如果我們不指出問題, 就無法解決問題。
Once you notice these disparities, let's do something about it. For example, we have a lot of data that women get interrupted during presentations more than men do. So make counting this an activity that you try in meetings where there’s multiple people presenting. Keep a tally: how often do women or nonbinary folks get interrupted, and how often are men getting interrupted? Add up your tally at the end of the week, and if you notice discrepancies, talk about them. Talk about them in the moment. Address it in the meeting if you can. Practice saying, “Hey Fred, I think you interrupted June. June, can you repeat that?” Or if that feels like too much, you can just hand the mic back to June. “Hey June, what were you saying? I think I missed it.” When you notice it happening, speak up. It’s a chance to give yourself and others the opportunity to show up better.
一旦你注意到這些差距, 就讓我們一起做點什麼。 例如說: 我們有很多數據指出, 當女人在做簡報時 被打斷的頻率比男人高。 試著在多人簡報的會議中, 數數看簡報被打斷的次數。 確實記下總數: 女人或非二元性別者 簡報被打斷的頻率, 以及男人簡報遭打斷的頻率。 將一週內的紀錄全部加總起來, 若你發現兩者的頻率不同時, 指出這件事。 在簡報遭打斷的當下指出。 可以的話就在會議上解決這個問題。 練習說出:「嘿,佛瑞德, 你打斷了朱妮的簡報。 朱妮,你能再說一次嗎?」 如果你覺得這樣太過份了, 你大可直接把麥克風還給朱妮。 「嘿,朱妮,你剛剛在說什麼? 我好像沒聽到。」 如果你注意到有人被打斷了, 直接說出來。 這是個讓你與其他人 有更多發聲的機會。
Two: aim for sponsorship over mentorship. Mentorship is making a connection for someone, giving them advice, helping them know when to ask for a promotion. It's great, but we can do even better. Sponsorship is using your privilege, your position, your power to give opportunities to someone else who’s traditionally been excluded. It’s not just saying that someone would excel in a make-or-break project, but getting in there and helping them make it across the finish line. It’s sending their finished project to senior leaders and letting them know how strong you thought it was. When the work gets picked up and used, it's reminding people where it came from and who produced it. If mentorship happens behind the scenes, sponsorship happens right there in the front: not just before the meeting but in the meeting, not just on the private thread but in that big group email, because the platitudes, the kind of half stepping -- it's not cutting it.
第二: 旨在贊助而非指導。 指導某人是與他們建立關係, 給予建議, 幫助他們理解何時該要求升遷。 這很棒,但我們還能做得更好。 贊助就是用你的特權、地位和力量 給予原先被排除在外的族群機會。 這不單單代表他們將以 不成則敗的企劃出類拔萃, 而是讓他們能有機會參與, 幫助他們跨越終點線。 將他們完成的企劃交給高層領導, 告訴他們你認為這份企劃有多強大。 當企劃被採納實行時, 人們就會記得這企劃出自哪裡, 還有寫出這份企劃的人。 如果指導是私下進行的, 那麼贊助就是開誠公布的: 不只是在會議前提供協助, 而是在會議進行中挑明; 不只是私下傳訊息, 而是寫在發給所有人的電子郵件中。 因為在指導關係中的那種陳腔濫調, 那種半吊子式的—— 遠遠不足。
Finally, pass on the chance for glory. Think about how you can create opportunities for the people in your organization who might not get them as often. The next time you’re asked to do a panel, consider offering your seat to someone who also has bold and imaginative ideas but might be overlooked because of their race or gender or disability, and then help that person prepare. Take someone who wouldn’t normally have access to the meeting and bring them in with you, not to observe, but to present with you. If you’ve been running an ideation session for a while, pass it on to someone new. Keep the calendar invite intact, talk them through what’s worked in the past and what hasn’t so that they can excel too. Pass on your institutional knowledge. It’s on the leadership of your company or your organization to set goals and metrics for hiring equitably and bringing in more diverse employees, but when it comes to inclusion and celebrating others, you can help with that. You can go to someone who doesn’t share your identities to partner on a project. You can amplify the work of a colleague who might be the only person like them on the team.
最後:傳遞發光發熱的機會。 想想看你能如何為組織內 那些很少獲得機會的人製造機會。 當你下次被要求組成專案小組時, 考慮將機會讓給那些 富有想像力、有著大膽想法, 卻因種族、性別或殘疾而遭忽視的人, 並且幫助他們準備好。 帶上平常沒有機會參與會議的人, 帶他們一起去開會, 不是在旁觀摩, 而是和你一起做簡報。 如果你已經主持構思會議 持續很長一段時間, 將主持權交給另一個人。 保留與會人員的名單, 告訴他們過去有哪些作法行得通, 以及哪些作法不可行, 如此一來他們也能做得跟你一樣好。 傳遞你在職場上所得到的知識。 公司或組織的領導階層 負責訂定公平招聘的目標及標準, 以招入更多元化的員工。 然而,說到包容以及讚美他人, 那就是你能做的了。 你能去找和你身份不同的人 和他成為搭擋, 共同合作一份企劃。 你可以強調某個同事所做的工作, 他可能是團隊中唯一身份不同的人。
You may think about where you first started in this work and feel so proud of what you've learned and how brave you’ve been as you climbed. I need you to hold that feeling. Please hold that feeling, but also chase that feeling, because what good is our power and success, what use is it making it to the top if all it affords us is a bird’s-eye view of everyone we’ve left behind? If your journey in inclusion feels easy, you have packed too light. So feel proud, feel uplifted, feel accomplished in your commitment to equity, but also feel like you have more work to do because lifting -- it’s difficult. And your help -- it’s essential.
想想在這份工作中, 你第一次從何做起, 為你所學到的知識、 向上爬的勇氣感到自豪。 我要你記住那感覺。 請記住那感覺, 並追逐那份感覺。 如果那些只是為了高高在上, 俯視所有落後於我們的人, 那麼我們的成功和權力有何意義? 如果你覺得你的包容之旅很輕鬆的話, 那麼你做得還不夠。 所以儘管感到自豪, 儘管感到愉悅, 儘管為你對公平的承諾 感到有成就感, 同時也記得你該做得更多, 因為幫助他人—— 是很困難的。 而你的幫助—— 是不可或缺的。