Til alle jer der er her idag, lad os starte med at erkende at vi er heldige. Vi lever ikke i samme verden, som vores mødre eller bedstemødre levede i, hvor karrierevalget for kvinder var meget begrænset. Alle os der er her i dag, er opvokset i en verden hvor vi har basale borgerrettigheder. Og utroligt nok, lever vi stadig i en verden, hvor nogle kvinder ikke har dem. Men bortset fra det, så har vi stadig et problem, og det er et aktuelt problem. Problemet er: Kvinder når ikke toppen indenfor nogen professioner overhovedet nogensteder i verden. Tallene viser det tydeligt. 190 verdensledere - 9 er kvinder. Af alle folk i parlamenterne i verden, er 13% kvinder. I den private sektor, er kvinder på toppen, leder jobs, bestyrelsesposter- udgør de 15-16%. Tallene har ikke ændret sig siden 2002, og de bevæger sig i den forkerte retning. Og selv indenfor non-profit organisationerne, en verden vi til tider opfatter som domineret af kvinder, er der kun 20% kvinder på toppen.
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 have 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.
Vi har også et andet problem, kvinder har ofte sværere valg mellem professionel succes og personlig tilfredsstillelse. En undersøgelse i USA fornylig viste, at ud af senior managere som var gift, havde 2/3 af de gifte mænd børn, og kun 1/3 af de gifte kvinder havde børn. For et par år siden var jeg i New York, hvor jeg skulle fremlægge en aftale, og jeg var i et af de her moderne New York investeringskontorer som i kan forestille jer. Og under mødet - som er et 3-timers møde - omkring 2 timer inde, burde der ligesom være en toilet-pause, og alle rejser sig op, og mødelederen løber forvirret rundt og begynder at se forlegen ud. Og det gik op for mig at han ikke ved hvor kvindernes toilet er henne. Så jeg begynder at kigge efter flyttekasser, fordi jeg antager at de lige er flyttet ind, men kan ikke se nogen. Og så spurgte jeg, "Er i lige flyttet ind i dette kontor?" Hvortil han svarede, "Nej, vi har været her i 1 år." Og så sagde jeg, "Fortæller du mig at jeg er den eneste kvinde der har fremlagt et oplæg i dette kontor i et år?" Hvorefter han kiggede på mig og sagde, "Ja, eller måske er du bare den eneste der skulle på toilettet."
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 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, "Did you just move into this office?" And he said, "No, we've been here about a year." And I said, "Are you telling me that I am the only woman to have pitched a deal in this office in a year?" And he looked at me, and he said, "Yeah. Or maybe you're the only one who had to go to the bathroom."
(Latter)
(Laughter)
Spørgsmålet er, hvordan løser vi dette? Hvordan får vi ændret på tallene i toppen? Hvordan kan vi gøre det anderledes? Jeg vil starte med at sige, jeg taler om dette - om at holde kvinder i arbejdsstyrken - fordi jeg virkelig tror det er svaret. I den højst-lønnede del af arbejdsstyrken, blandt dem som ender på toppen - Top 500 direktør jobs, eller tilsvarende i andre industrier - er jeg overbevist om, at problemet er at kvinder dropper ud. Folk taler meget om dette, og de taler om flekstid og mentor-ordninger og programmer, som virksomheder burde have for at uddanne kvinder. Jeg ønsker ikke at snakke om den slags i dag - selvom det altsammen er vigtigt. Idag vil jeg fokusere på, hvad vi kan gøre som individer. Hvad er det vi skal fortælle os selv? Hvad er det vi skal fortælle de kvinder, der arbejder sammen med og for os? Hvad er det vi skal fortælle vores døtre?
So the question is, how are we going to fix this? How do we change these numbers at the top? How do we make this different? I want to start out by saying, I talk about this -- about keeping women in the workforce -- because I really think that's the answer. In the high-income part of our workforce, in the people who end up at the top -- Fortune 500 CEO jobs, or the equivalent in other industries -- the problem, I am convinced, is that women are dropping out. Now people talk about this a lot, and they talk about things like flextime and mentoring and programs companies should have to train women. I want to talk about none of that today, even though that's all really important. Today I want to focus on what we can do as individuals. What are the messages we need to tell ourselves? What are the messages we tell the women that work with and for us? What are the messages we tell our daughters?
Jeg vil fra begyndelsen gøre det klart, at dette foredrag ikke vil komme med en endelig løsning. Jeg har ikke det endelige svar; Jeg har ikke engang et til mig selv. Jeg forlod San Fransisco, hvor jeg bor, i mandags, og jeg steg om bord på flyet til denne konference. Og min 3-årige datter, som jeg fulgte i børnehave, holdt fast i mit ben og græd, "Mor, tag ikke afsted". Det er hårdt, jeg føler skyld til tider. Jeg kender ingen kvinder, hverken hjemmegående eller arbejdende, som ikke føler det engang imellem. Jeg siger ikke at arbejdslivet er det rigtige valg for alle.
Now, at the outset, I want to be very clear that this speech comes with no judgments. I don't have the right answer. I don't even have it for myself. I left San Francisco, where I live, on Monday, and I was getting on the plane for this conference. And my daughter, who's three, when I dropped her off at preschool, did that whole hugging-the-leg, crying, "Mommy, don't get on the plane" thing. This is hard. I feel guilty sometimes. I know no women, whether they're at home or whether they're in the workforce, who don't feel that sometimes. So I'm not saying that staying in the workforce is the right thing for everyone.
Mit foredrag i dag handler om budskaberne, hvis du vil fortsætte i arbejdsstyrken. Og jeg tror der er 3. Et, sid ved bordet. To, gør din partner til en ægte partner. Og tre - gå ikke før du går. Nummer 1, sid ved bordet. For blot et par uger siden hos Facebook, havde vi besøg af en repræsentant for staten og han kom for at besøge forskellige topledere fra Silicon Valley. Og alle ligesom sad ved bordet. Han havde 2 kvinder som rejste rundt med ham, som også var højtstående i hans afdeling. Jeg sagde til dem, "Kom over og sid ved bordet." Og de satte sig ude i siden af lokalet. I det sidste år på universitetet, tog jeg et fag der hed Intellektuel Europæisk Historie. Elsker i ikke den slags fra universitetet. Jeg ville ønske jeg kunne gøre det nu. Jeg tog faget med min bofælle, Carrie, som var en dygtig litterær studerende - og senere blev en dygtig litterær underviser - og min bror - en smart fyr, en vandpolo-spillende læge-studerende, der var førsteårsstuderende.
My talk today is about what the messages are if you do want to stay in the workforce, and I think there are three. One, sit at the table. Two, make your partner a real partner. And three, don't leave before you leave. Number one: sit at the table. Just a couple weeks ago at Facebook, we hosted a very senior government official, and he came in to meet with senior execs from around Silicon Valley. And everyone kind of sat at the table. He had these two women who were traveling with him pretty senior in his department, and I kind of said to them, "Sit at the table. Come on, sit at the table," and they sat on the side of the room. When I was in college, my senior year, I took a course called European Intellectual History. Don't you love that kind of thing from college? I wish I could do that now. And I took it with my roommate, Carrie, who was then a brilliant literary student -- and went on to be a brilliant literary scholar -- and my brother -- smart guy, but a water-polo-playing pre-med, who was a sophomore.
Vi 3 tog faget sammen. Carrie læste alle bøgerne på græsk og latin - går til alle forelæsninger - Jeg læste alle bøgerne på engelsk og gik til de fleste forelæsninger. Min bror har travlt; han læser een ud af 12 bøger og går til et par enkelte forelæsninger, kommer marcherende op på vores værelse et par dage før eksamen for at få eksamenshjælp. Vi 3 går til eksamen sammen, og vi sætter os ned. Vi sidder der i 3 timer - med vores små blå notesbøger - ja, jeg er så gammel. Vi går ud og ser på hinanden og spørger, "Hvordan gik det?" Carrie sagde, "Det føles som om jeg slet ikke kom til sagens kerne i den Hegelianske dialektik." Og jeg sagde, "Jeg ønskede virkelig at jeg havde forbundet John Lockes teori Og min bror sagde, "Jeg fik den højeste karakter i klassen." "Du fik den højeste karakter i klassen? Du ved jo ingenting."
The three of us take this class together. And then Carrie reads all the books in the original Greek and Latin, goes to all the lectures. I read all the books in English and go to most of the lectures. My brother is kind of busy. He reads one book of 12 and goes to a couple of lectures, marches himself up to our room a couple days before the exam to get himself tutored. The three of us go to the exam together, and we sit down. And we sit there for three hours -- and our little blue notebooks -- yes, I'm that old. We walk out, we look at each other, and we say, "How did you do?" And Carrie says, "Boy, I feel like I didn't really draw out the main point on the Hegelian dialectic." And I say, "God, I really wish I had really connected John Locke's theory of property with the philosophers that follow." And my brother says, "I got the top grade in the class." (Laughter) "You got the top grade in the class? You don't know anything."
Problemet med disse historier er at de viser os, hvad dataene viser: kvinder undervurderer systematisk deres egne evner. Hvis du tester mænd og kvinder, og stiller dem objektive spørgsmål om fx. karaktergennemsnit, vil mænd svare lidt for højt, og kvinder vil svare lidt for lavt. Kvinder forhandler ikke for sig selv i arbejdsstyrken. Et studie gennem de sidste 2 år af folk, der starter på arbejdsmarkedet, viser at 57% af drenge - eller mænd - forhandler om deres første løn, og kun 7% af kvinder. Og vigtigst, mænd tilskriver deres succes til sig selv, og kvinder tilegner det til eksterne faktorer. Hvis du spørger mænd, hvorfor de gjorde et godt stykke arbejde, svarer de, "Jeg er bare fantastisk. Selvfølgelig. Hvorfor spørger du overhovedet?" Hvis du spørger kvinder, hvorfor de gjorde et godt stykke arbejde, vil de svare, at nogen hjalp dem, de var heldige, eller de arbejdede hårdt. Hvorfor betyder det noget? Ja, det betyder meget fordi ingen kommer til hjørnekontoret ved at sidde på sidelinien, og ikke ved bordet. Og ingen får deres forfremmelse, hvis de ikke synes, de fotrjener deres succes, eller ikke engang forstår deres egen succes.
(Laughter) The problem with these stories is that they show what the data shows: women systematically underestimate their own abilities. If you test men and women, and you ask them questions on totally objective criteria like GPAs, men get it wrong slightly high, and women get it wrong slightly low. Women do not negotiate for themselves in the workforce. A study in the last two years of people entering the workforce out of college showed that 57 percent of boys entering, or men, I guess, are negotiating their first salary, and only seven percent of women. And most importantly, men attribute their success to themselves, and women attribute it to other external factors. If you ask men why they did a good job, they'll say, "I'm awesome. Obviously. Why are you even asking?" If you ask women why they did a good job, what they'll say is someone helped them, they got lucky, they worked really hard. Why does this matter? Boy, it matters a lot. Because no one gets to the corner office by sitting on the side, not at the table, and no one gets the promotion if they don't think they deserve their success, or they don't even understand their own success.
Jeg ville ønske, der var et let svar. Jeg ville ønske, at jeg kunne fortælle alle de unge kvinder jeg arbejder med, alle disse fantastiske kvinder, "Tro på jer selv og kæmp for jer selv. Ej jeres egen success." Jeg ville ønske, at jeg kunne fortælle det til min datter. Men så simpelt er det ikke. Det, som data viser, som det vigtigste af alt - er at succes og vellidthed er hænger positivt sammen for mænd og negativt sammen for kvinder. Og alle nikker, fordi vi alle godt ved, at det er sandt.
I wish the answer were easy. I wish I could go tell all the young women I work for, these fabulous women, "Believe in yourself and negotiate for yourself. Own your own success." I wish I could tell that to my daughter. But it's not that simple. Because what the data shows, above all else, is one thing, which is that success and likeability are positively correlated for men and negatively correlated for women. And everyone's nodding, because we all know this to be true.
Der er en rigtig god undersøgelse, der viser dette. Der er en berømt Harvard Business School undersøgelse af en kvinde, Heidi Roizen. Hun er receptionist i en virksomhed i Silicon Valley, og hun bruger sine kontakter for at blive en succesfuld invester. I 2002 - ikke så længe siden - tog en professor ansat ved Columbia University denne undersøgelse og kaldte den Howard Roizen. Og han uddelte begge undersøgelser til 2 grupper elever. Han ændrede et enkelt ord: Heidi til Howard. Men det ene ord gjorde en stor forskel. Derefter testede han eleverne. Den gode nyhed var, at både mænd og kvinder, mente at Heidi og Howard var lige kompetente, og det er godt. Den dårlige nyhed var, at alle kunne lide Howard. Han er en fin fyr, du har lyst til at arbejde for ham, du vil gerne tilbringe en hel dag sammen med ham. Men Heidi? Ikke helt det samme. Hun er lidt for sig selv. Hun er lidt politisk. Du er ikke sikker på, om du har lyst til at arbejde for hende. Det er komplikationen. Vi er nødt til at fortælle vores døtre og kollegaer, vi er nødt til at fortælle os selv, at vi skal tro på, at vi får 13, for at opnå forfremmelsen, for at sidde med ved bordet. Og vi skal gøre det i en verden, hvor, der for dem er ting, der skal ofres for det, som deres brødre ikke skal.
There's a really good study that shows this really well. There's a famous Harvard Business School study on a woman named Heidi Roizen. And she's an operator in a company in Silicon Valley, and she uses her contacts to become a very successful venture capitalist. In 2002 -- not so long ago -- a professor who was then at Columbia University took that case and made it [Howard] Roizen. And he gave the case out, both of them, to two groups of students. He changed exactly one word: "Heidi" to "Howard." But that one word made a really big difference. He then surveyed the students, and the good news was the students, both men and women, thought Heidi and Howard were equally competent, and that's good. The bad news was that everyone liked Howard. He's a great guy. You want to work for him. You want to spend the day fishing with him. But Heidi? Not so sure. She's a little out for herself. She's a little political. You're not sure you'd want to work for her. This is the complication. We have to tell our daughters and our colleagues, we have to tell ourselves to believe we got the A, to reach for the promotion, to sit at the table, and we have to do it in a world where, for them, there are sacrifices they will make for that, even though for their brothers, there are not.
Det triste er, at det er rigtig svært at huske det. Jeg vil fortælle jer en historie, som er meget pinlig for mig, men jeg synes den er vigtig. For ikke så længe siden, gav jeg dette foredrag hos Facebook til omkring 100 ansatte. Og et par timer efter, var der en ung kvinde, som arbejdede der, som kom hen til mig, og ville tale med mig. Jeg sagde Ok, og hun satte sig, og vi talte. Hun sagde: "Jeg lærte noget i dag. Jeg lærte, at jeg skal holde min hånd oppe." Jeg svarede, "Hvad mener du?" Hun sagde, "Ja, du holder dette foredrag, og siger, at du tager imod 2 spørgsmål mere. Og jeg havde hånden oppe sammen med en masse andre, og du tog 2 spørgsmål mere. Så tager jeg hånden ned og ser samtidig, at alle de andre kvinder tager hånden ned, og så tager du imod flere spørgsmål, men kun fra mænd." Det tænkte jeg lidt over, Wow, hvis jeg - som interesser mig for dette - giver dette foredrag - og under foredraget, ikke engang bemærker, at mændene stadig har deres hænder i vejret, og kvinderne stadig har deres hænder i vejret, hvor gode vi er, som ledere i vores virksomheder og organisationer, til at se, at mænd går efter mulighederne mere end kvinder? Vi bliver nødt til at få kvinderne til at sidde med ved bordet.
The saddest thing about all of this is that it's really hard to remember this. And I'm about to tell a story which is truly embarrassing for me, but I think important. I gave this talk at Facebook not so long ago to about 100 employees, and a couple hours later, there was a young woman who works there sitting outside my little desk, and she wanted to talk to me. I said, okay, and she sat down, and we talked. And she said, "I learned something today. I learned that I need to keep my hand up." "What do you mean?" She said, "You're giving this talk, and you said you would take two more questions. I had my hand up with many other people, and you took two more questions. I put my hand down, and I noticed all the women did the same, and then you took more questions, only from the men." And I thought to myself, "Wow, if it's me -- who cares about this, obviously -- giving this talk -- and during this talk, I can't even notice that the men's hands are still raised, and the women's hands are still raised, how good are we as managers of our companies and our organizations at seeing that the men are reaching for opportunities more than women?" We've got to get women to sit at the table.
(Klapsalver)
(Cheers)
Besked nummer 2: Gør din partner til en ægte partner. Jeg er overbevist om, at vi har gjort større fremskridt i arbejdslivet, end vi har derhjemme. Data viser det tydeligt. Hvis en mand og en kvinde arbejder fuldtid og får et barn, så vil kvinden lave dobbelt så meget arbejde i hjemmet end manden, og kvinden laver 3 gange så meget børnepasning end manden. Hun har 3 eller 2 jobs, og han har et. Hvem tror du stopper, når der er behov for mere tid derhjemme? Årsagerne til dette er komplicerede, og jeg har ikke tid til at komme ind på dem alle. Og jeg tror ikke søndagsfodboldkiggeri og generel dovenskab er årsagen.
(Applause) Message number two: Make your partner a real partner. I've become convinced that we've made more progress in the workforce than we have in the home. The data shows this very clearly. If a woman and a man work full-time and have a child, the woman does twice the amount of housework the man does, and the woman does three times the amount of childcare the man does. So she's got three jobs or two jobs, and he's got one. Who do you think drops out when someone needs to be home more? The causes of this are really complicated, and I don't have time to go into them. And I don't think Sunday football-watching and general laziness is the cause.
Jeg tror, det er mere kompliceret. Jeg tror, at samfundet presser vores unge mænd til succes, mere end kvinder. Jeg kender mænd, som er hjemme og arbejder hjemme for at støtte deres koners karriere. Og det er hårdt. Når jeg tager til Mor-og-Mig ting og ser en far der, ser jeg, at de andre mødre ikke leger med ham. Og det er et problem, fordi vi er nødt til at gøre det til et vigtigt job - det hårdeste job i verden - at arbejde i hjemmet for begge køn hvis vi skal udligne tingene, og tillade kvinder at blive i arbejdsstyrken. (Klapsalver) Studier viser at husstande med lige indkomst og lige ansvar har halvt så mange skilsmisser. Og hvis det ikke er motivation nok for jer derude, så har de også - hvordan skal jeg sige det her på scenen? - de kender hinanden mere på den bibelske måde.
I think the cause is more complicated. I think, as a society, we put more pressure on our boys to succeed than we do on our girls. I know men that stay home and work in the home to support wives with careers, and it's hard. When I go to the Mommy-and-Me stuff and I see the father there, I notice that the other mommies don't play with him. And that's a problem, because we have to make it as important a job, because it's the hardest job in the world to work inside the home, for people of both genders, if we're going to even things out and let women stay in the workforce. (Applause) Studies show that households with equal earning and equal responsibility also have half the divorce rate. And if that wasn't good enough motivation for everyone out there, they also have more -- how shall I say this on this stage? They know each other more in the biblical sense as well.
(Jubel)
(Cheers)
Besked nummer 3: Gå ikke før du går. Noget dybt ironisk er, at kvinder hele tiden tager tiltag - og jeg ser det hele tiden - hvor målet er at forblive i arbejdsstyrken, reelt fører til, at de forlader den. Her er hvad der sker: Vi har alle travlt; En kvinde har travlt. Og hun tænker på at få et barn. Og fra det øjeblik hun tænker på at få et barn, begynder hun at tænke på at skabe plads til barnet. "Hvordan skal jeg passe det, blandt alt det jeg laver?" Og bogstavelig talt, fra det øjeblik rejser hun ikke hånden igen, hun går ikke efter forfremmelse, hun kaster sig ikke over nye projekter, hun siger ikke, "Mig, jeg vil gøre det." Hun begynder at slappe af. Problemet er - lad os antage hun bliver gravid den dag - 9 måneder graviditet, 3 måneders barsel, 6 måneder til at få vejret igen - spol 2 år frem, ofte - og jeg har oplevet det - begynder kvinder at tænke på dette langt tidligere - når de bliver forlovet, bliver gift, når de begynder at tænkte på at få et barn, som kan tage lang tid. En kvinde kom forbi mig og fortalte om dette, og jeg kiggede på hende - hun så ung ud. Jeg sagde, "Så i tænker på at få et barn?" Hun svarede, "Nej, slet ikke, jeg er ikke gift." Hun havde ikke engang en kæreste. Jeg sagde, "Du tænker på det alt for tidligt."
Message number three: Don't leave before you leave. I think there's a really deep irony to the fact that actions women are taking -- and I see this all the time -- with the objective of staying in the workforce actually lead to their eventually leaving. Here's what happens: We're all busy. Everyone's busy. A woman's busy. And she starts thinking about having a child, and from the moment she starts thinking about having a child, she starts thinking about making room for that child. "How am I going to fit this into everything else I'm doing?" And literally from that moment, she doesn't raise her hand anymore, she doesn't look for a promotion, she doesn't take on the new project, she doesn't say, "Me. I want to do that." She starts leaning back. The problem is that -- let's say she got pregnant that day, that day -- nine months of pregnancy, three months of maternity leave, six months to catch your breath -- Fast-forward two years, more often -- and as I've seen it -- women start thinking about this way earlier -- when they get engaged, or married, when they start thinking about having a child, which can take a long time. One woman came to see me about this. She looked a little young. And I said, "So are you and your husband thinking about having a baby?" And she said, "Oh no, I'm not married." She didn't even have a boyfriend. (Laughter) I said, "You're thinking about this just way too early."
Men pointen er det, som begynder at ske så snart du begynder at læne dig tilbage. Alle som har gennemgået det - og jeg fortæller jer, at når der først er et barn derhjemme, skal du have et virkelig godt job for at vende tilbage, fordi det er svært at efterlade barnet derhjemme - dit arbejde skal være udfordrende. Det skal være givende. Du skal føle du gør en forskel. Og hvis du for 2 år siden ikke tog imod din forfremmelse mens en anden fyr gjorde, hvis du får 3 år siden begynde at se efter nye muligheder, så begynder du at kede dig fordi du skulle have holdt foden på gas-pedalen. Gå ikke før du går. Bliv. Hold foden på gassen, indtil den dag du bliver nødt til at holde en pause for et barn - og tag så dér beslutningen. Tag ikke beslutninger for lang tid i forvejen, især dem som du ikke er bevidst om, at du tager.
But the point is that what happens once you start kind of quietly leaning back? Everyone who's been through this -- and I'm here to tell you, once you have a child at home, your job better be really good to go back, because it's hard to leave that kid at home. Your job needs to be challenging. It needs to be rewarding. You need to feel like you're making a difference. And if two years ago you didn't take a promotion and some guy next to you did, if three years ago you stopped looking for new opportunities, you're going to be bored because you should have kept your foot on the gas pedal. Don't leave before you leave. Stay in. Keep your foot on the gas pedal, until the very day you need to leave to take a break for a child -- and then make your decisions. Don't make decisions too far in advance, particularly ones you're not even conscious you're making.
Min generation vil - trist nok - ikke ændre på tallene i toppen. De bevæger sig bare ikke. Vi når ikke dertil, hvor 50% af befolkningen - i min generation, vil 50% af folk ikke sidde i toppen indenfor nogen industri. Men jeg tror på at fremtidens generationer kan. Jeg tror, at en verden hvor halvdelen af lande og halvdelen af virksomheder var styret af kvinder, ville være en bedre verden. Og det er ikke bare fordi folk vidste, hvor kvindernes toilet var, selvom det ville være rart. Jeg tror, det ville være en bedre verden. Jeg har 2 børn. Jeg har en dreng på 5 og en pige på 3. Jeg vil have, at min søn får et valg mellem at deltage i arbejdstyrken eller derhjemme. Og jeg vil have, at min datter får valget, og ikke bare at få success, men at blive velset for hendes præstationer.
My generation really, sadly, is not going to change the numbers at the top. They're just not moving. We are not going to get to where 50 percent of the population -- in my generation, there will not be 50 percent of [women] at the top of any industry. But I'm hopeful that future generations can. I think a world where half of our countries and our companies were run by women, would be a better world. It's not just because people would know where the women's bathrooms are, even though that would be very helpful. I think it would be a better world. I have two children. I have a five-year-old son and a two-year-old daughter. I want my son to have a choice to contribute fully in the workforce or at home, and I want my daughter to have the choice to not just succeed, but to be liked for her accomplishments.
Tak
Thank you.
(Klapsalver)
(Applause)