????有一點(diǎn)需要特別明確的是,，管理上面臨的挑戰(zhàn)并不會(huì)隨著導(dǎo)師的分配而消失,。《向前一步》和《盲點(diǎn)》都要求我們注意結(jié)構(gòu)性的障礙,，包括“像我一樣”的偏見和內(nèi)部偏袒,。這些傾向確實(shí)可能帶來更“自然的”指導(dǎo)關(guān)系，但它們的效果也可能大打折扣,。

????對(duì)此,，桑德伯格認(rèn)為公司應(yīng)該認(rèn)識(shí)到兩個(gè)事實(shí)：促成良好的、雙向指導(dǎo)關(guān)系的因素是對(duì)能力與前景的共識(shí),；而只有把它放到機(jī)構(gòu)具體的經(jīng)營(yíng)問題與戰(zhàn)略目標(biāo)這個(gè)大的背景下,，才能最好地達(dá)成這種共識(shí),。

????我想說的最后一點(diǎn),，是桑德伯格對(duì)《財(cái)富》雜志（Fortune）帕特里夏?塞勒斯首先提出的一個(gè)觀點(diǎn)表示贊同。那就是,，最好不要把職業(yè)發(fā)展視為爬梯子,，而是要作為一個(gè)立體攀登架。

????兩者存在非常重要的區(qū)別,。立體攀登架支持進(jìn)行更多探索,，提供更多選擇和成功的機(jī)會(huì)。這種觀點(diǎn)認(rèn)為,，不論是出于內(nèi)部還是外部原因,，直線型的職業(yè)發(fā)展已經(jīng)不再是慣例。而且,，這也是一個(gè)更好的激勵(lì)因素,，是追求理想職業(yè)更強(qiáng)烈的動(dòng)力。（正如桑德伯格所說：‘立體攀登架為許多人提供良好的視野,，而不僅僅是處在頂端的人,。而在梯子上，大多數(shù)攀登者向上的視線都被擋住了,，只能看到上面人的屁股,。’）

????總而言之,，細(xì)枝末節(jié)的改變?nèi)辗e月累也會(huì)產(chǎn)生有意義的影響,，我們絕對(duì)不能低估這種影響所能達(dá)到的程度。實(shí)際上，正如桑德伯格所說：“輕輕地推一把,，或者采用小幅的干預(yù)措施,，鼓勵(lì)人們?cè)陉P(guān)鍵時(shí)刻稍微改變一下處理方式，這些都有可能最終產(chǎn)生重大的變革,。單單是這種公開討論行為模式的‘小動(dòng)作’就可以把下意識(shí)的動(dòng)作變成有意識(shí)的行為,。”桑德伯格同樣分享了具有深刻見解的可行案例,。

????由于結(jié)構(gòu)問題,，《向前一步》一書可能會(huì)面臨一個(gè)巨大的風(fēng)險(xiǎn)——評(píng)論家們可能不會(huì)拿出足夠的時(shí)間，鼓勵(lì)管理者,，尤其是男性管理者,，了解桑德伯格見解深刻的建議。這將是評(píng)論家們的巨大遺憾,?！断蚯耙徊健穼?duì)于更透徹地了解人才管理具有重要的意義，包括（但不限于）更好地認(rèn)識(shí)女性和其他少數(shù)群體在許多就業(yè)崗位中所面臨的挑戰(zhàn),。

????我擔(dān)心,，許多評(píng)論家會(huì)認(rèn)為，這本書并不是在為公司提供指導(dǎo),，幫助拓寬和深化公司不同層次的人才,，而是會(huì)選擇更狹隘的解釋——認(rèn)為《向前一步》只適合那些在規(guī)劃職業(yè)道路和權(quán)衡實(shí)際以及感官取舍時(shí)尋找見解和靈感的女性。

????這會(huì)不公平地限制本書的主題思想范圍和影響力,。這種狹隘的定性,，也會(huì)正中許多人的下懷。他們巴不得在與性別相關(guān)的重要辯論中,，給這本書扣上過于簡(jiǎn)單化,、高度人為的區(qū)分以及極端解決方案這樣的負(fù)面評(píng)價(jià)。

????管理者,，尤其是男性管理者,，非常明智地認(rèn)為，桑德伯格的書實(shí)際上討論的是我們所有人都應(yīng)該認(rèn)識(shí)和重視的一個(gè)普遍主題：包容性與多樣性具有非常重要的商業(yè)意義,。

????與其他管理者一樣,，我知道，要想履行我們的受托責(zé)任,，很關(guān)鍵的一部分是確保公司聘用,、啟用、培養(yǎng),、激勵(lì)和留住最優(yōu)秀的人才,。與其他父母一樣,，我最大的愿望和期望是，我的女兒能追求自己的職業(yè)激情,，不必退縮或受到不公平的阻礙,。《向前一步》為我的這兩個(gè)角色提供了非常重要的指導(dǎo),。

????感謝你,，謝麗爾?桑德伯格！

????默罕默德?埃爾–埃里安是太平洋投資管理公司CEO兼首席投資官,。此外,，他也是美國(guó)全球發(fā)展委員會(huì)負(fù)責(zé)人。（財(cái)富中文網(wǎng)）

????譯者：劉進(jìn)龍/汪皓

????It is particularly important to recognize that the managerial challenge does not end with the allocation of mentors. Both Lean In and Blindspot urge us to check for structural impediments, including the "like me" bias and in-group favoritism. Yes, these tendencies may lead to more "natural" mentoring relationships; but they may also be less effective.

????In connection with this, Sandberg rightly urges companies to recognize two realities: What motivates a good, two-way mentoring relationship is a common perception of capabilities and prospects; and this is best formulated in the context of the specific operational themes and strategic goals of the organization.

????The last point I would note here is Sandberg's endorsement of a point first made by Pattie Sellers at Fortune. It is best to view a career not as a ladder to climb, but as a jungle gym.

????This is an important distinction. A jungle gym allows for great exploration, optionality, and success. It recognizes that, for both internal and external reasons, linear careers are not the norm anymore. It is also a better motivator, and a stronger enabler of team work. (As Sandberg notes, "A jungle gym provides great views for many people, not just those at the top. On a ladder, most climbers are stuck staring at the butt of the person above.")

????In all this, we should never underestimate the extent to which small adaptations can cumulatively have a meaningful impact. Indeed, as Sandberg rightly points out, "Major changes can result from these kinds of 'nudge techniques,' or small interventions that encourage people to behave in slightly different ways at critical moments. The simple act of talking openly about behavioral patterns makes the subconscious conscious." Again, Sandberg shares insightful examples that are also operational.

????Due to framing problems, there is a material risk that reviewers of Lean In will not spend enough time encouraging managers, and especially male managers, to access Sandberg's insightful tips. This would be a great shame. Lean In is extremely valuable for gaining a better understanding of talent management, including (but not limited to) an improved appreciation of the challenges women and other minority populations face in many segments of the workforce.

????I worry that, rather than characterize this book as also providing a guide to help broaden and deepen talent at every level of a company, too many reviewers may opt for a very narrow interpretation -- that of viewing Lean In as just for women looking for insights and inspiration as they navigate careers and think about real and perceived trade-offs.

????This would unfairly limit the book's scope and influence. Such a narrow characterization would also play straight into the hands of those that wish to impose on important gender-related debates many over-simplifications, highly artificial distinctions, and extreme corner solutions.

????Managers, and especially male managers, are well-advised to think of Sandberg's book as one that speaks effectively to a general theme that we should all recognize and appreciate: There is a very strong business case for inclusion and diversity.