一分鐘閱讀
現任Facebook首席營運長的雪柔．桑德伯格（Sheryl Kara Sandberg）在她去年出的一本書《挺身而進》（Lean In: Women,Work and the Will to Lead）的前言中，講到她2004年在Google擔任副總裁時的一件事。
現任Facebook首席營運長的雪柔．桑德伯格（Sheryl Kara Sandberg）在她去年出的一本書《挺身而進》（Lean In: Women,Work and the Will to Lead）的前言中，講到她2004年在Google擔任副總裁時的一件事。
當時她第一次懷孕，體重增加了近三十公斤，雙腳腫脹，某天早上，她在家嘔吐完，立刻趕去公司開重要的客戶會議。那時的Google業務成長飛快，搶停車位一直是個問題，她那天趕到時，能找到的唯一一個車位，離辦公室很遠。她停車後，快速衝過停車場，到了會議室，全心祈禱順利完成業務簡報，千萬不要在會議上嘔吐。
那天晚上，她把當天辛苦的情況說給她先生大維聽，大維當時在Yahoo工作，他說，雅虎每棟建築物前，都設有孕婦專用停車位。
第二天，雪柔走進谷歌創辦人布林（Sergey Brin）的辦公室，大聲說，google需要孕婦停車位，最好能快點設立。布林當場就答應了，還說他以前怎麼從來都沒想到。
雪柔寫道，直到九年後，她對於自己要等到有親身體驗後，才意識到孕婦需要專屬停車位，仍然覺得慚愧。她當時是google最高層的女性員工，不是有責任先想到這點嗎？但是，她竟然跟布林一樣，未曾想過這件事。其他懷孕的女性同仁，想必都默默地忍受不便。又或者，她們缺乏信心或資歷，不敢要求公司幫她們解決問題。直到公司有個孕婦身處高位，才能發揮影響力。
第二天，雪柔走進谷歌創辦人布林（Sergey Brin）的辦公室，大聲說，google需要孕婦停車位，最好能快點設立。布林當場就答應了，還說他以前怎麼從來都沒想到。
雪柔寫道，直到九年後，她對於自己要等到有親身體驗後，才意識到孕婦需要專屬停車位，仍然覺得慚愧。她當時是google最高層的女性員工，不是有責任先想到這點嗎？但是，她竟然跟布林一樣，未曾想過這件事。其他懷孕的女性同仁，想必都默默地忍受不便。又或者，她們缺乏信心或資歷，不敢要求公司幫她們解決問題。直到公司有個孕婦身處高位，才能發揮影響力。
這是一樁小事嗎？但它使人想到，世界上所有少數人的權益，多數人都是不會關心的，少數族群爭取權益，也相當困難，即使在美國，即使是表面上人人有平等權利的社會。
「一分鐘閱讀」推介書籍
《挺身而進》
作者：雪柔．桑德伯格
由 天下雜誌 出
《挺身而進》
作者：雪柔．桑德伯格
由 天下雜誌 出
臉書創辦人佐克伯(Mark Zuckerberg)於2013年捐款近10億美元，成為美國最大捐款人。許多大型捐款人，均為科技界人士。佐克伯與妻子Priscilla Chan大筆捐款的主要受益者為矽谷社區基金。根據慈善紀事報(Chronicle of Philanthropy)指出，該基金於2013年躍升至美國最大型基金之列。
臉書營運長桑柏格：讓更多女性坐上桌子的首席
圖片來源：達志影像／路透社提供
最近，美國矽谷最有權勢的兩位名女人，不約而同都上了新聞。
二月底，雅虎執行長梅爾，下令取消「員工在家工作」的彈性政策。
三月初，臉書營運長桑柏格（Sheryl Sandberg）出版新書《Lean In》，呼籲女性積極參與職場，勇於實現夢想。
兩條新聞都引發熱議，尤其是後者。書還沒上市，就傳出正反兩極評價。
四十三歲的桑柏格，哈佛商學院畢業，當過美國前財長桑默斯的幕僚長、麥肯錫公司管理顧問、世界銀行經濟學家。後來才進入企業界，先到Google，二○○八年跳槽臉書。
這幾年，她積極鼓勵女性，要有攀上職場高峰的企圖心。
為什麼女性領導人這麼少？因為「我們不夠積極，缺乏自信，應該挺身參與卻選擇退縮，」她感嘆，結果，「男人依舊主宰了世界。」
「只有當女性在政府、企業、大學都佔有更高比例，我們才能開始解決『性別平等』這個最根本的問題。」
去年五月，桑柏格回到母校哈佛商學院演講，勉勵男女畢業生，努力實現「由男人管一半的家庭，由女人管一半的機構」目標，「這會是個更好的世界。」
十七年前，我就坐在你們的位子上。一切恍如昨日，但這個世界早已變了個樣。
當年，為了參加哈佛商學院第一個線上課程，我們都得用電話撥接，連上AOL聊天室（你們的爸媽待會兒可以解釋，什麼叫做撥接），而且還時常斷線。當時的技術，很難讓九十個人同時在網路上溝通。
三月初，臉書營運長桑柏格（Sheryl Sandberg）出版新書《Lean In》，呼籲女性積極參與職場，勇於實現夢想。
兩條新聞都引發熱議，尤其是後者。書還沒上市，就傳出正反兩極評價。
四十三歲的桑柏格，哈佛商學院畢業，當過美國前財長桑默斯的幕僚長、麥肯錫公司管理顧問、世界銀行經濟學家。後來才進入企業界，先到Google，二○○八年跳槽臉書。
這幾年，她積極鼓勵女性，要有攀上職場高峰的企圖心。
為什麼女性領導人這麼少？因為「我們不夠積極，缺乏自信，應該挺身參與卻選擇退縮，」她感嘆，結果，「男人依舊主宰了世界。」
「只有當女性在政府、企業、大學都佔有更高比例，我們才能開始解決『性別平等』這個最根本的問題。」
去年五月，桑柏格回到母校哈佛商學院演講，勉勵男女畢業生，努力實現「由男人管一半的家庭，由女人管一半的機構」目標，「這會是個更好的世界。」
十七年前，我就坐在你們的位子上。一切恍如昨日，但這個世界早已變了個樣。
當年，為了參加哈佛商學院第一個線上課程，我們都得用電話撥接，連上AOL聊天室（你們的爸媽待會兒可以解釋，什麼叫做撥接），而且還時常斷線。當時的技術，很難讓九十個人同時在網路上溝通。
過去，只有那些有錢、有名又有權的人，例如名人、政治人物和ＣＥＯ，才能跟很多人建立聯繫。如今，人人都可以發聲，任何一個有臉書、推特、手機的人都可以。
這種轉變，正在顛覆傳統的權力結構，推平舊有的階級地位。力量正在從機構移轉到個人，從強勢移轉到弱勢。而且，改變發生的速度之快，遠遠超過當年坐在這裡的我所能想像——那年，祖克柏才十一歲！（笑聲）
隨著世界愈來愈相連、愈來愈扁平，傳統的職涯路徑也在改變。人們一談到職涯，就會想到階梯，但我認為，這種比喻已經過時。
這種轉變，正在顛覆傳統的權力結構，推平舊有的階級地位。力量正在從機構移轉到個人，從強勢移轉到弱勢。而且，改變發生的速度之快，遠遠超過當年坐在這裡的我所能想像——那年，祖克柏才十一歲！（笑聲）
隨著世界愈來愈相連、愈來愈扁平，傳統的職涯路徑也在改變。人們一談到職涯，就會想到階梯，但我認為，這種比喻已經過時。
「職涯爬梯說」已落伍
二○○一年，我到矽谷求職，時機點不是很好，碰上了網路泡沫化，小公司倒閉，大公司裁員。
我按照商學院ＭＢＡ的訓練，做了張試算表（spreadsheet），一邊列出有哪些公司要錄用我，另一邊列出我的條件。其中有個職位，是Google首次要找業務部門總經理，現在聽來不錯，但當時沒有人看好網路公司會賺錢。
於是，我去見了Google執行長施密特，拿出那張試算表跟他說，這個工作完全不符合我要的條件。
「別傻了，」他用手壓住那張表，瞪著我說，「趕快搭上太空船吧。一家企業在飛快成長，又對世界帶來非常大的影響時，員工的職涯也會跟著起飛。現在，有人要在太空船上給妳一個位子，別問位子在哪裡，上船就是了。」
過去，只有那些有錢、有名又有權的人，例如名人、政治人物和ＣＥＯ，才能跟很多人建立聯繫。如今，人人都可以發聲，任何一個有臉書、推特、手機的人都可以。
這種轉變，正在顛覆傳統的權力結構，推平舊有的階級地位。力量正在從機構移轉到個人，從強勢移轉到弱勢。而且，改變發生的速度之快，遠遠超過當年坐在這裡的我所能想像——那年，祖克柏才十一歲！（笑聲）
隨著世界愈來愈相連、愈來愈扁平，傳統的職涯路徑也在改變。人們一談到職涯，就會想到階梯，但我認為，這種比喻已經過時。
這種轉變，正在顛覆傳統的權力結構，推平舊有的階級地位。力量正在從機構移轉到個人，從強勢移轉到弱勢。而且，改變發生的速度之快，遠遠超過當年坐在這裡的我所能想像——那年，祖克柏才十一歲！（笑聲）
隨著世界愈來愈相連、愈來愈扁平，傳統的職涯路徑也在改變。人們一談到職涯，就會想到階梯，但我認為，這種比喻已經過時。
「職涯爬梯說」已落伍
二○○一年，我到矽谷求職，時機點不是很好，碰上了網路泡沫化，小公司倒閉，大公司裁員。
我按照商學院ＭＢＡ的訓練，做了張試算表（spreadsheet），一邊列出有哪些公司要錄用我，另一邊列出我的條件。其中有個職位，是Google首次要找業務部門總經理，現在聽來不錯，但當時沒有人看好網路公司會賺錢。
於是，我去見了Google執行長施密特，拿出那張試算表跟他說，這個工作完全不符合我要的條件。
「別傻了，」他用手壓住那張表，瞪著我說，「趕快搭上太空船吧。一家企業在飛快成長，又對世界帶來非常大的影響時，員工的職涯也會跟著起飛。現在，有人要在太空船上給妳一個位子，別問位子在哪裡，上船就是了。」
所有人，特別是領導人，都需要說實話、聽實話。職場上要人實話實說很難，因為，不論組織變得再扁平，還是有一定的層級存在。也就是說，你的績效必須由其他人來評斷。
說話愈簡單，愈能找出真相。去年，祖克柏開始學中文，為了練習，他每週都找公司的中國裔員工，聊上個把小時。
有一回，一個女員工想用中文告訴他，有關她主管的事。但是她的句子說得太長，祖克柏聽不懂，「講簡單一點。」她再說一遍。「還是聽不懂，請再簡單一點。」
試了又試，最後，女員工情急之下，迸出了一句，「我的經理很壞。」對祖克柏來說，這句話簡單、清楚，又很重要。
大部份的人都不習慣挑戰權威，所以，領導人必須鼓勵大家提出質疑。然而，無論你再怎麼要求，想獲得真實的回饋，真的很難。
所以，我就找出一個辦法：我會公開談論自己的缺點，因為這給了別人同意、附和的機會，比要求他們主動跟我說要容易多了。
舉例來說，只要有事情沒搞定，我就會開始焦慮。所以，我平常就告訴大家這個缺點，等於是允許他們在我焦躁的時候，過來提醒我，「雪洛，冷靜一下吧，妳都快把我們逼瘋了！」
問問你們自己，未來要如何領導？你們會使用簡單、清楚的語言溝通嗎？會追求坦誠與真相嗎？當別人實話實說，你要如何回應，是勃然大怒，還是心生感激？
我深信，我們也應該把完整的自我，真實呈現在職場上。
說話愈簡單，愈能找出真相。去年，祖克柏開始學中文，為了練習，他每週都找公司的中國裔員工，聊上個把小時。
有一回，一個女員工想用中文告訴他，有關她主管的事。但是她的句子說得太長，祖克柏聽不懂，「講簡單一點。」她再說一遍。「還是聽不懂，請再簡單一點。」
試了又試，最後，女員工情急之下，迸出了一句，「我的經理很壞。」對祖克柏來說，這句話簡單、清楚，又很重要。
大部份的人都不習慣挑戰權威，所以，領導人必須鼓勵大家提出質疑。然而，無論你再怎麼要求，想獲得真實的回饋，真的很難。
所以，我就找出一個辦法：我會公開談論自己的缺點，因為這給了別人同意、附和的機會，比要求他們主動跟我說要容易多了。
舉例來說，只要有事情沒搞定，我就會開始焦慮。所以，我平常就告訴大家這個缺點，等於是允許他們在我焦躁的時候，過來提醒我，「雪洛，冷靜一下吧，妳都快把我們逼瘋了！」
問問你們自己，未來要如何領導？你們會使用簡單、清楚的語言溝通嗎？會追求坦誠與真相嗎？當別人實話實說，你要如何回應，是勃然大怒，還是心生感激？
我深信，我們也應該把完整的自我，真實呈現在職場上。
我說過，我會在公司大哭，但不是像有些報導說的，「桑柏格哭倒在祖克柏肩上」。我會跟別人討論自己的期望與恐懼，我努力做我自己，把優點和缺點開誠布公，同時也鼓勵別人這麼做。
最近，我開始公開談論女性在職場面臨的挑戰。
過去十年，這個問題始終沒有進展。一九九五年從哈佛商學院畢業時，我一直認為，等到我這一代的校友受邀回母校發表演說，職場的性別平等，必然早已實現。
結果，十年來，女性佔C級高管人數的比重，仍只有一五～一六％。「性別」依然是高層領導的一大議題。
跟男性比起來，女性往往低估自己的能力。對女性來說，「成功」和「受人喜愛」呈現了負相關。意思是說，女性在職場愈成功，就愈不受其他人喜歡。所以，女性亟需跟男性不一樣的輔導和鼓勵。
最 重要的是，我們需要探討，為什麼渴望躍上最高峰的女性人數，總是比男性少。想要縮短高層領導的性別落差，就必須先縮短專業企圖心的落差。我們不僅需要讓更 多女性坐到桌前（sit at the table），積極參與職場，還要像歐巴馬總統最近說的，讓更多女性坐上桌子的首席。
最近，我開始公開談論女性在職場面臨的挑戰。
過去十年，這個問題始終沒有進展。一九九五年從哈佛商學院畢業時，我一直認為，等到我這一代的校友受邀回母校發表演說，職場的性別平等，必然早已實現。
結果，十年來，女性佔C級高管人數的比重，仍只有一五～一六％。「性別」依然是高層領導的一大議題。
跟男性比起來，女性往往低估自己的能力。對女性來說，「成功」和「受人喜愛」呈現了負相關。意思是說，女性在職場愈成功，就愈不受其他人喜歡。所以，女性亟需跟男性不一樣的輔導和鼓勵。
最 重要的是，我們需要探討，為什麼渴望躍上最高峰的女性人數，總是比男性少。想要縮短高層領導的性別落差，就必須先縮短專業企圖心的落差。我們不僅需要讓更 多女性坐到桌前（sit at the table），積極參與職場，還要像歐巴馬總統最近說的，讓更多女性坐上桌子的首席。
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熱門社群網站「臉書」（Facebook）創辦人兼執行長馬克．祖克伯（Mark Zuckerberg），十五日被《時代》（Time）雜誌評選為二○一○年「年度風雲人物」（Person of the Year）。祖克伯現年廿六歲，是獲此殊榮的第二年輕者，僅次於廿五歲時獲選為年度風雲人物的傳奇飛行家林 ...
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熱門社群網站「臉書」（Facebook）的創辦人兼執行長「馬克．祖克伯」，獲「時代雜誌」選為今年的「年度風雲人物」；祖克伯今年26歲，是時代雜誌有史以來，年紀第二輕的年度風雲人物（葉柏毅報導）
祖 克伯這次在時代雜誌年度風雲人物選拔中，在「維基解密」的創辦人亞桑傑、蘋果電腦執行長賈伯斯，甚至是33名死裡逃生的智利礦工的強力競爭下，脫穎而出； 時代誌雜總編輯「史坦格」表示，祖克伯所創辦的「臉書」網站，完成了一件從來沒有人曾經做過的事情，就是利用單一媒介，將全球五億多人，聯繫在一起，讓他 們產生關聯。史坦格說，臉書這個社交網路平台，擁有全世界將近十分之一的註冊人數，如果換算成人口比例，可以說是全球第三大國家，而且最特殊的是，與任何一個國家的政府相比，臉書所掌握的民眾資訊，都是最多的。史坦格說，祖克伯對於他獲選表示「愧不敢當」，也深受感動。
「臉書」這個現在風靡全球的社交網站，是祖克伯六年前，在哈佛大學的宿舍裡所設立的。起初，臉書只限定給哈佛學生使用，但不久之後，有許多其他大學的學生，聞風而來，希望加入臉書，於是臉書逐步擴大規模，到了2006年，臉書開放全世界任何有電子郵件信箱的人，都可以申請帳號，祖克伯也靠著臉書，成了億萬富翁。
祖克伯是時代雜誌有史以來，年紀第二輕的年度風雲人物，時代雜誌選出過年紀最輕的年度風雲人物，是1927年的美國飛行家林白，林白當年只有25歲。
2018年12月8日 星期六
Lean In: Women, Work and the Will to Lead 挺身而進、Lean In’s Sheryl Sandberg Problem
工商業人物之聲望浮沉，難以為繼：
作者約2013年還來台打書，與北一女學生"勵志"。
運動/出書不到5年，隨著FACEBOOK 公司醜聞不斷 ，她的圈子的人，莫不想跟她撇清關係。
紐約時報 2018.12.7
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書名：挺身而進，原文名稱：Lean In: Women, Work and the Will to Lead，語言：繁體中文，ISBN：4717211023808，頁數：304，出版社：天下雜誌， ...2013
作者約2013年還來台打書，與北一女學生"勵志"。
運動/出書不到5年，隨著FACEBOOK 公司醜聞不斷 ，她的圈子的人，莫不想跟她撇清關係。
紐約時報 2018.12.7
ㄌ
The movement that Facebook’s chief operating officer started is trying to leave her, and her scandals, behind.
Technology
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書名：挺身而進，原文名稱：Lean In: Women, Work and the Will to Lead，語言：繁體中文，ISBN：4717211023808，頁數：304，出版社：天下雜誌， ...2013
The door to the Lean In office in Palo Alto, Calif., has Sheryl Sandberg’s name on it. The email addresses for Lean In employees bear her initials. And millions of dollars in funding every year for the women’s empowerment organization comes from her.
But inside, surrounded by wall art reminding women to be bold, the Lean In staff has a singular message: Ms. Sandberg now has little to do with the group she founded.
“I don’t want to take anything away — how could I? — from Sheryl as the inspiration for the work that we do,” said Rachel Thomas, the president of LeanIn.org. “But the book came out six years ago. It’s become less and less about Sheryl with every passing year.”
The sentiment extends beyond Silicon Valley. “Sheryl’s not really Lean In,” said Emily Schwarz, who runs Lean In Atlanta, a group of about 2,000. “We are Lean In.”
This is a startling change for an organization that still has Ms. Sandberg’s face pop up when you scroll over the About Us tab on its website; as recently as October, she was the lead author of a Lean In-branded essay in The Wall Street Journal. It coincides with a radical shift in perception of Ms. Sandberg in her day job, as Facebook’s chief operating officer.
In recent weeks, Ms. Sandberg’s work at Facebook has been the subject of damaging headlines, from her slow response to Russian manipulation of Facebook to the way her team went on the attack against critics. Pundits have called on her to resign. Now, the Lean In movement is trying to figure out how independent it can actually become from the Sheryl Sandberg brand.
Ms. Sandberg’s workplace feminism revival began with her 2013 book, “Lean In: Women, Work, and the Will to Lead.” Research she popularized at the time — about how women do not negotiate as strongly as men do for raises, about how posing like Superwoman in the bathroom can help women stand more authoritatively for a presentation — is now mainstream. Her phrases became part of the lexicon.
But it was always going to be tricky to have a feminist movement led by a billionaire corporate executive. Now jabs at Ms. Sandberg make some crowds cheer. “It’s not always enough to lean in,” Michelle Obama said onstage in Brooklyn this month, while promoting her memoir. Using an expletive, Mrs. Obama added that Lean In stuff “doesn’t work all the time.”
For Ms. Sandberg, 49, none of this was the plan. She was widely expected to leave Facebook after the 2016 election and work for President Hillary Clinton, perhaps as secretary of the Treasury. When Mrs. Clinton lost, Ms. Sandberg continued at the company just as it became engulfed in crises.
After an initial interview, Ms. Thomas emailed to say Ms. Sandberg remains “a driving force behind all we do” and has for years discussed making her own brand less central to Lean In. Through a Facebook spokeswoman, Ms. Sandberg declined to comment.
‘I no longer ascribe to her view of corporate feminism’
Lean In inspired outrage from the start.
On the left, critics panned Ms. Sandberg’s advice as only for other wealthy white women and said it ignored structural problems in society. On the right, a chorus tried to argue that the gender wage gap was exaggerated, and a cottage industry of writers emerged to fight ideas she popularized, like microaggressions.
But Ms. Sandberg’s message largely won over the feminist mainstream, and she became one of its iconic leaders. According to the organization, more than 40,000 Lean In Circles now meet regularly around the world, from Fremont County, Wyo., to New Delhi and Paris.
Some were drawn to Lean In exactly because of Ms. Sandberg’s business success. They wanted more economic power, and here was a mother of two who had figured it out and whom they could aspire to be like.
“You’re looking at someone who’s in Silicon Valley, a billionaire, one of the most powerful people in the world,” said Julene Allen, describing why she founded Lean In Dayton in Ohio. “How can I be more influential?”
Yet as Ms. Sandberg’s wealth and fame grew — movie stars and other celebrities began showing up at her parties — she started losing the support of some in her tight-knit Silicon Valley community. And Facebook began confronting concerns that it was a harmful force in society. After the 2016 election, the social network was revealed to have played a role in distributing Russian propaganda to Americans, stoking genocidal rage in countries like Myanmar and disrupting elections around the world.
Ms. Sandberg at the World Economic Forum in Davos, Switzerland, in 2017. She remains “a driving force behind all we do,” said Rachel Thomas, LeanIn.org’s president, who added that Ms. Sandberg had long discussed making her own brand less central to the organization.Fabrice Coffrini/Agence France-Presse — Getty Images
That tipped the delicate balance of having a corporate leader as a feminist leader.
“I no longer ascribe to her view of corporate feminism as a heroic thing,” said Katherine Goldstein, who hosts a podcast, Double Shift, about working moms. “Its inherent message is that corporations and workplaces are basically benevolent and good.”
Amy Westervelt, whose book “Forget ‘Having It All’: How America Messed Up Motherhood — and How to Fix It,” came out in November, said Ms. Sandberg had made bringing more women into the workplace a priority over changing the structure of workplaces.
“All people in power have potential to be corrupted by it, and women are no different,” Ms. Westervelt said. “Your social movement can’t be led by a C.E.O. or the C.O.O.”
A thought leader, and a possible candidate for president
When I attended a few Lean In Circle meetings in 2013 and 2014, most of us had Ms. Sandberg’s book — with her face on the cover — on our laps.
Her life story inspired us, a group of mid-20s professionals in San Francisco confronting workplace challenges for the first time. And I found the advice, like to stop insulting my own work and to not be afraid of being disliked, useful.
The manifesto, which was full of intimate anecdotes, made Ms. Sandberg a household name. It took her out of simply being Facebook’s No. 2 and reframed her as a thought leader and, many fans thought, a potential candidate for president.
In Silicon Valley, Ms. Sandberg became the social nexus for a collective of powerful women who met regularly for dinners at her house. At the events, she often invited a guest of honor and did a casual interview, the two in armchairs in front of 30 or so female guests who held plates on their laps.
Lean In remained a core outlet for Ms. Sandberg, too. She contributed essays about women in the workplace and other topics to The Journal and The New York Times. She spoke regularly about women at work, and her Facebook feed was full of news about Lean In.
Today, the staff of Lean In works in the Sheryl Sandberg & Dave Goldberg Family Foundation office, which is named after her and her husband, who died in 2015. Ms. Sandberg still hosts Lean In Circle leaders at her house.
But what has changed is that some of those leaders and even friends of Ms. Sandberg’s are playing down her role, and positioning her as a peripheral character to the movement.
“From the very beginning, Sheryl drew people in,” said Deborah Gruenfeld, a professor at Stanford and a co-director of the university’s Executive Program in Women’s Leadership. “But I don’t think of her as all that central to what’s happening right now.”
Alexa Crisa, a digital strategist who leads Lean In Atlanta alongside Ms. Schwarz, told me: “We don’t work at Facebook, we work with Lean In. We only ever even mention who Sheryl is to explain why her experience is relevant to women. That’s where it ends to us in terms of the mention of Sheryl.”
Ms. Allen, in Dayton, said, “We’ve taken this thing, and we’re driving it.”
These women were ones Lean In suggested I call.
Most anyone not on its list had a different take. Gia Punjabi, a senior finance analyst at Levi Strauss & Company, founded a Lean In Circle in San Francisco in August 2017. She said that she had noticed a recent drop in interest, and that she suspected it was tied to Ms. Sandberg’s changing brand.
“At the end of the day, Lean In is something that’s integrated with Sheryl’s name,” Ms. Punjabi said. “You can’t know one without the other.”
Ms. Sandberg has her defenders, some of whom post on public Facebook pages with the hashtag #IStandBySheryl. And Ms. Sandberg has been engaging directly with women on the platform. “Sharon — thank you for being a voice on the importance of 50/50 relationships for women,” she wrote to a user who had shared a Forbes essay headlined “The Sheryl Sandberg Bashing Explained.”
A sign in the offices of Lean In. Ms. Sandberg’s message largely won over the feminist mainstream, and she became one of its best-known leaders.
Jessica Chou for The New York Times
Many in Ms. Sandberg’s corner argue that the news coverage of her role at Facebook has been unfair. They say it is sexist and focused more on Ms. Sandberg than on Mark Zuckerberg, Facebook’s founder and chief executive. Some I spoke with called the claims that she was involved in nefarious behavior false news.
“It’s starting to sound a little bit like a witch hunt,” said Nuala Murphy, the founder of Lean In Belfast in Northern Ireland and chief executive of Moment Health, a health technology start-up.
Kathy Andersen, the executive director of the Women’s Fund Miami-Dade in Florida, said the media was trying to fool women into disavowing one of their advocates.
“Women are not fooled by the gender-biased tear-down of Sheryl that’s happening,” Ms. Andersen said. “They’re fueled by it.”
The critical articles about Ms. Sandberg are rooted in sexism, said Shelley Correll, a professor of sociology at Stanford and the director of the Clayman Institute for Gender Research.
“Flawed people were involved in the civil rights movement,” she said. “We don’t give up on a movement because people aren’t perfect.”
Visiting Lean In headquarters
One chilly day in November, I visited the Lean In office, in an open-air shopping center above a Bar Method in Palo Alto. There, I met Ms. Sandberg’s longtime friend Ms. Thomas, who led me past a “Proceed and Be Bold” sign and into a room called “People First.”
“Has Sheryl inspired a lot of what we do here? Of course,” Ms. Thomas said. “But it’s really grown way beyond Sheryl.”
She added that moving beyond Ms. Sandberg’s name was always the agenda for Lean In and was what Ms. Sandberg had wanted. (When I later called another founding member of the Lean In team, she laughed and disputed that characterization. Ms. Sandberg is the organization’s sole source of funding, and no other figures have stepped in to take her place.)
Ms. Thomas talked about what Lean In was doing now. The organization had published a fourth annual study with McKinsey called “Women in the Workplace,” and has created a new workplace justice-oriented deck of cards called 52 Ways to Fight Bias. On the front of each card is a microaggression, like the female executive who is mistaken for a more junior figure; on the back is why it happened, why it matters and what to do.
We circled back to Ms. Sandberg’s work at Facebook. Wasn’t it always risky, I asked, to have someone leading such a large company also leading a movement fighting for workplace equality?
“I’m curious,” Ms. Thomas said. “You’re a smart, engaged woman on all of this — why is that hard for you?”
It’s hard, I replied, to reckon with the idea that we have taken life and career advice from someone who could be building something that’s not good for the world.
For a beat, Ms. Thomas sat silent and looked right at me.
She later brought up a study, which she wanted to make clear was apropos of nothing and was part of an “intellectual conversation,” about how we perceive women in power who do something bad.
“Women candidates had an edge out of the gate because people assumed that women were more ethical,” she said. “But if women did something that was perceived as less ethical, the fall was —.”
Ms. Thomas stopped herself and did not finish the sentence.
She picked up again: “It was just interesting the complexity around gender and expectations.”
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