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.
Todos os que estamos hoxe aquí comecemos admitindo que temos sorte. Non vivimos no mundo no que vivían as nosas nais e avoas onde as opcións de futuro para as mulleres eran moi limitadas. E se estás nesta sala hoxe, a maioría de nós medramos nun mundo onde temos dereitos civís básicos e, sorprendentemente, aínda vivimos nun mundo no que algunhas mulleres non os teñen. Pero, alén diso, aínda temos un problema, e é un problema real. E o problema é que as mulleres non están acadando o cume das súas profesións en ningures. Os números dino claramente 190 xefes de estado nove son mulleres. Dos membros do parlamento en todo o mundo, un 13% son mulleres. No mundo da empresa, as mulleres no cume: executivas, consellos de administración... representan o 15, 16 ó sumo. Isto non mudou dende 2002 e van na dirección errada. E, mesmo en institucións sen ánimo de lucro, un mundo que ás veces pensamos está dirixido por mulleres, as mulleres en altas posicións son o 20%.
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."
Mais temos tamén outro problema é que as mulleres encaran eleccións máis difíciles entre o éxito profesional e a realización persoal. Un estudo recente nos Estados Unidos amosou que dos altos directivos casados, dous terzos dos homes casados teñen fillos e só un terzo das mulleres casadas teñen fillos. Hai un par de anos, estaba en Nova Iorque para presentar un acordo, e estaba nunha desas típicas oficinas de empresa elegantes, xa sabedes. E na reunión, --unha xuntanza de preto de tres horas -- logo de duas horas, precisabamos unha pausa para ir ó baño, entón ergueuse todo o mundo , e o anfitrión da reunión asemella estar moi incómodo. E decateime de que non sabía onde estaba o baño das mulleres na oficina. Entón comecei a ollar arredor por caixas, pensando que se mudaran recentemente, pero non vin ningunha. E preguntei: "Mudástesvos hai pouco?" E dixo: "Non, levamos case un ano aquí." E eu lle dixen: "Estás a dicir que eu son a única muller que veu a pechar un acordo nesta oficina nun ano?" Mirou para min e dixo: "Si. Ou quizais es a única que quería ir ao baño."
(Laughter)
(Risos)
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?
Entón a cuestión é: como podemos solucionar isto? Como podemos cambiar estes números? Como podemos mudar isto? Quero comezar por dicir que eu falo sobre isto, de manter as mulleres no mercado de traballo, porque realmente creo que esa é a resposta. Na parte alta da renda no mundo laboral, entre as persoas que acadan os mellores traballos: director xeral nas empresas do Fortune 500 ou o equivalente noutras áreas. O problema, estou convencida, é que as mulleres están abandonando. A xente fala moito sobre isto, e fálase de cousas coma o horario flexible e de asesoramento, e programas que as empresas deberían ter para formar as mulleres. Non quero falar de nada diso hoxe, aínda que é realmente importante. Hoxe quero centrar a atención no que podemos facer como individuos. Cal é a mensaxes que precisamos transmitirnos? Que mensaxe temos que dar ás mulleres que traballan con e para nós? Que mensaxe lle damos ás nosas fillas?
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.
Quero ser certa dende o principio eu non vou facer xuízos de valor nesta conferencia. Eu non teño a resposta correcta, nin sequera para mi mesma. Saín de San Francisco, onde eu vivo, o luns para coller o avión para vir a esta conferencia e a miña filla de 3 anos de idade, cando a deixei na escola cinxiuse á miña perna, chorado: "Mamá, non collas o avión." É difícil. Ás veces síntome culpable. Non coñezo ningunha muller amas de casa, ou que traballen fóra, que non sintan iso ás veces. Entón non estou dicindo que traballar fóra sexa adecuado para todos.
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.
A miña conferencia hoxe é sobre as mensaxes clave se se quere permanecer no mercado de traballo e penso que hai tres. Primeiro, toma asento na mesa. Segundo, fai do teu compañeiro un verdadeiro compañeiro. E terceiro, non abandones antes de tempo. Número un: toma asento na mesa. Hai un par de semanas en Facebook, recibimos un alto representante do goberno, que viña a encontrarse con altos executivos de Silicon Valley. E todos sentaron á mesa. E había dúas mulleres que viaxaban con eles que tiñan posicións importantes nos seus departamentos. E díxenlles: "Senten á mesa. Veña, senten á mesa." E sentaron nun lado da sala. Cando estaba no último ano da universidade fixen un curso chamado Historia Intelectual Europea. Non vos encantan estas cousas da universidade? Querería poder facelo agora. E fíxeno coa miña compañeira de cuarto, Carrie, que era unha alumna brillante de literatura e máis tarde converteuse nunha excelente académica en literatura e co meu irmán, un rapaz astuto, pero xogador de waterpolo, que era estudante de medicina de segundo ano.
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."
Os tres fixemos este curso xuntos. Carrie leu todos os libros, nas versións orixinais en grego e latín, foi a todas as clases. Eu lin todos os libros en inglés e fun á maioría das clases. O meu irmán estaba medio ocupado, leu un dos doce libros e foi a un par de clases, veu ao noso cuarto un par de días antes da proba para que o axudásemos. Os tres fomos ó exame xuntos. E estivemos alí durante 3 horas... coas nosas libretas azuis ... si, así de vella son. E saímos da aula, ollámonos e preguntámonos: "Como foi?" E Carrie dixo: "Bon, penso que non tratei a fondo o punto fundamental da dialéctica hegeliana". E eu dixen: "Deus, querería ter conectado a teoría da propiedade de John Locke con filósofos sucesivos." E meu irmán dixo: "Teño a mellor nota da clase."
(Laughter)
"Tes a mellor nota da clase?
"You got the top grade in the class? You don't know anything."
Pero se non sabes nada!"
(Laughter)
O problema con estas historias
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.
é que coinciden co que os datos amosan: as mulleres regularmente subestiman as súas habilidades. Se fas un test a homes e mulleres e lles preguntas sobre algo totalmente obxectivo coma as notas medias, os homes erran ó valorarse de máis as mulleres erran ó valorarse de menos. As mulleres non negocian por si mesmas no mundo do traballo. Un estudo nos últimos dous anos sobre as persoas que entran no mercado de traballo dende a universidade amosa que o 57% dos nenos ó comezar, ou homes, direi.. negocian o seu primer salario, e só 7% das mulleres. E aínda máis importante, os homes auto-atribúense o éxito e as mulleres a factores externos. Se lle preguntas a un home por qué fixo un bo traballo, dirá, "Por qué son incrible. Obviamente. Dubidábalo? Se lle preguntas o mesmo a unha muller dirá que alguén a axudou, tiveron sorte, traballaron moito. Por que é isto importante? Pois importa moito, porque ninguén chega ós postos importantes sentando a un lado e non na mesa de negociación. E ninguén recibe un ascenso, se non pensa que merece o éxito, ou non entenden o porqué do seu propio éxito.
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.
Querería que a resposta fose doada. Se puidera dicirlle a todas esas mulleres novas coas que traballo, todas esas mulleres incribeis, "Crede e negociade por vós mesmas. sede donas do voso propio éxito" Querería poder dicirllo á miña filla. mais non é tan sinxelo. porque os datos amosan unha cousa, por riba de todo que é que o éxito e a simpatía teñen unha correlación positiva para os homes e negativa para as mulleres. E todos vós asentides coa cabeza porque sabemos que é certo.
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.
Hai un estudo moi bo que o amosa moi ben. É un importante estudo da Harvard Business School, sobre unha muller chamada Heidi Roizen. Ela traballa nunha empresa de Silicon Valley e usou os seus contactos para converterse nunha inversora de éxito en capital risco. No 2002, non hai moito tempo, un profesor que estaba entón na Universidade de Columbia colleu o caso e cambiou o nome por Howard Roizen e deu os dous casos a dous grupos de alumnos. Cambiou só unha palabra: Heidi por Howard. Pero esa palabra supuxo unha gran diferenza. E logo fixo unha enquisa ós alumnos. As boas novas é que os estudantes tanto homes coma mulleres, pensaron que ambos, Heidi e Howard, eran os dous competentes e iso é bo. As malas novas son que a todos lles gustou Howard. É un tipo excelente, queren traballar con el, queren pasar o día pescando con el. E Heidi? Non están seguros. É un pouco egocéntrica e ten un sesgo político. Non estás seguro de se che gustaría traballar con ela. Esta é a complicación. Temos que lles dicir ás nosas fillas, ós nosos compañeiros de traballo, e a nós mesmas que temos que crer que somos os mellores, para conseguir o ascenso, para sentar á mesa. E témolo que facer nun mundo no que para acadalo, terán que sacrificarse, sacrificios que os seus irmáns homes non terán que facer.
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.
A parte máis triste de todo isto é que é moi difícil de lembrar. Vou contar unha historia, realmente embarazosa para min, pero eu creo que é importante. Dei unha conferencia en Facebook non hai moito tempo a uns 100 empregados. Un par de horas máis tarde, había unha rapaza que traballa alí sentada fóra da miña oficina que quería falar comigo. Díxenlle que estaba ben, que sentara e falariamos. Díxome: "Hoxe aprendín algo. Aprendín que teño que manter a man erguida" E díxenlle: "que queres dicir ?" e dixo: "Ben, estabas dando a conferencia e dixeches que ías atender dúas cuestións máis, e eu, ao igual que moitos outros, tiña a miña man erguida, e contestaches dúas preguntas máis. E entón baixei a man e vin que todas as mulleres fixeron o mesmo, e entón respondiches a máis preguntas só dos homes." E pensei, vaia, se isto me acontece a min, algo que me preocupa, cando dou esta conferencia, e mentres a daba nin sequera me dei conta de que as mans dos homes estaban aínda erguidas, e as mans das mulleres estaban aínda erguidas, a que nivel somos bos coma xestores das nosas empresas e organizacións para ver que os homes buscan máis oportunidades que as mulleres? Cómpre facer que as mulleres senten á mesa.
(Cheers)
(Aplausos)
(Applause)
Mensaxe número dous:
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.
fai do teu compañeiro un verdadeiro compañeiro. Estou convencida de que fixemos máis progreso no traballo ca nas nosas casas. Os datos amósano con claridade. Se unha muller e un home traballan a tempo completo e teñen un fillo a muller fai o dobre do traballo na casa có home e as mulleres dedican tres veces máis tempo para coidar dos nenos cós homes. Entón ela ten tres ou dous traballos, e el ten un. Quen pensades que deixará o traballo cando alguén teña que estar na casa? As razóns disto son moi complicadas, e non teño tempo de entrar en detalles. Mais non creo que o fútbol o domingo ou a preguiza en xeral son a causa.
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.
Coido que a causa é máis complicada. Coido que, como sociedade, poñemos máis presión sobre os nosos fillos para ter éxito ca sobre as nosas fillas. Coñezo homes que quedan na casa e traballan na casa para apoiar a carreira das súas mulleres e é difícil. Cando vou a reunións de nais e vexo alí ó pai, doume conta que as outras nais non interactúan con el. E iso é un problema, porque temos que dignificar o traballo porque é a cousa máis difícil do mundo, traballar na casa para persoas de ambos sexos se queremos igualar a cousa e que mulleres traballen fóra.
(Applause)
(Aplausos)
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.
Os estudos amosan que familias con salarios e responsabilidades similares tamén padecen a metade de divorcios. E se isto non é motivación suficiente para todo o mundo, eles tamén teñen... ...como dicilo neste escenario? Estas parellas coñecense mellor, no sentido bíblico tamén.
(Cheers)
(Risos)
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.
Mensaxe número tres: non abandones antes de tempo. Creo que é unha grande ironía que as mulleres tomen medidas, e véxoo todo o tempo, co fin de seguir traballando, e que en realidade as leva a deixar o traballo. Isto é o que acontece: todos estamos moi ocupados, todo o mundo, as mulleres están ocupadas. E a muller comeza a pensar en ter un fillo. E dende o momento que empeza a pensar en ter un fillo comeza a pensar en encontrar o tempo para o seu fillo. "Como podo combinar iso con todo o que fago?" E, literalmente, a partir daquel momento, deixa de erguer a man, xa non procura un ascenso, xa non inicia un novo proxecto, xa non di, "Eu quero facelo". Comeza a botarse para atrás. O problema é que ... digamos que fica en cinta, ese dia nove meses de xestación, tres meses de licencia de maternidade seis meses para recuperar o alento, e pasan dous anos, con moita frecuencia... coma teño visto, as mulleres comezan a pensar sobre iso moito antes, cando se comprometen, cando casan, cando comezan a pensar en tentar ter un fillo, algo que pode levar moito tempo. Unha vez unha muller viu a verme para falar diso e mirei para ela pareceume una rapaciña. E díxenlle: "Entón ti e o teu marido estades a pensar en ter un fillo?" E dixo: "Non, non estou casada." Nin sequera tiña un mozo.
(Laughter)
E dixen: "Estás a pensar sobre isto
I said, "You're thinking about this just way too early."
moi cedo".
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.
Mais o argumento é, que ocorre cando un comeza a retirarse lentamente? Todos os que pasaron por isto... e estou aquí para dicirvos, que cando hai un neno na casa máis vale que o teu traballo sexa bo porque é moi difícil deixar o neno na casa, o teu traballo ten que ser un desafío. Ten que darte satisfacción. Tes que sentir que estás marcando a diferenza. E se hai dous anos non acadaches o ascenso e algún home no traballo o conseguiu, se hai tres anos deixaches de procurar novas oportunidades vas estar aburrida porque deberías ter deixado o pé no acelerador. Non abandones antes de tempo. Queda. Mantén o pé no acelerador ata que de verdade teñas que marchar para ocuparte do teu fillo e só entón toma as túas decisións. Non tomes decisións demasiado cedo, especialmente daquelas que nin sequera sabes que as estás tomando.
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.
A miña xeración realmente, e por desgracia, non vai cambiar os números que hai no cume. Non están a cambiar. Non imos chegar a ese 50% da poboación... ...na miña xeración, non haberá un 50% de mulleres en postos superiores de calquera sector. Pero agardo que sexa así en xeracións futuras. Coido que un mundo onde a metade dos países e metade das empresas fosen gobernados por mulleres, sería un mundo mellor. E non só porque a xente sabería onde están os baños para as mulleres, o que sería moi útil. Coido que sería un mundo mellor. Teño dous fillos. Teño un fillo de cinco anos e unha filla de dous anos. Quero que o meu fillo teña a oportunidade de contribuír plenamente no lugar de traballo ou na casa e quero que miña filla teña a oportunidade de escoller non só para ter exito, mais para ser amada polos seus logros.
Thank you.
Grazas.
(Applause)
(Aplausos)