主題：擁抱 B 選項 (Option B)
時間：四月廿九日／復活節第五主日 (13:45 -- 15:45)
地點：台中聖雅各堂 教育樓 6F 會議室
影片內容：擁抱 B 選項 ---- 比爾 ● 海波斯 (Bill Hybels) 訪問 雪柔 ● 桑德柏格 (Sheryl Sandberg)
研習流程：
I. 引言： by the SJEG group
- 兩本書（的作者）！
- 兩個（或多個）選項？
- （真實的 / 美好的）人生［觀］、領導［模式］.......
II. 看影片： 片長約 36 分
III. 討論、提問、心得分享： 請踴躍發言，分享您的經驗與見解
IV. 閉會禱告 / 請牧師祝福
V. 參考資料： 取自影片訪談內容
1.
Sheryl Sandberg ----雪柔•桑德柏格
One of the most influential and admired leaders in Silicon Valley, widely credited as the leader behind Facebook’s transformation from a cash-poor social phenomenon to a profitable internet powerhouse, Sheryl Sandberg is consistently ranked near the top of the list of Fortune’s most powerful women in business. She served as Google’s vice president of online sales and operations and as Chief of Staff for U.S. Treasury Secretary before joining Facebook. In a broad-ranging interview, her session will explore her leadership at Facebook, her counterintuitive thoughts about gender in the workforce, and poignant insights into resilience from her new book “Option B”.
矽谷最有影響力，被推崇的領袖之一，讓臉書從現金流量不足轉為獲利豐厚的網路巨擘，雪柔 桑德柏格 連續多年名列財星雜誌最有影響力商業女性榜首。在加入臉書前，她曾任谷歌線上銷售與營運副總裁、美國財政部幕僚長。在以下廣泛訪談中，她將分享在臉書的領導心得、有關職場性別的精闢見解，及新書《擁抱B選項》所探討的韌性議題。
One of the most influential and admired leaders in Silicon Valley, widely credited as the leader behind Facebook’s transformation from a cash-poor social phenomenon to a profitable internet powerhouse, Sheryl Sandberg is consistently ranked near the top of the list of Fortune’s most powerful women in business. She served as Google’s vice president of online sales and operations and as Chief of Staff for U.S. Treasury Secretary before joining Facebook. In a broad-ranging interview, her session will explore her leadership at Facebook, her counterintuitive thoughts about gender in the workforce, and poignant insights into resilience from her new book “Option B”.
矽谷最有影響力，被推崇的領袖之一，讓臉書從現金流量不足轉為獲利豐厚的網路巨擘，雪柔 桑德柏格 連續多年名列財星雜誌最有影響力商業女性榜首。在加入臉書前，她曾任谷歌線上銷售與營運副總裁、美國財政部幕僚長。在以下廣泛訪談中，她將分享在臉書的領導心得、有關職場性別的精闢見解，及新書《擁抱B選項》所探討的韌性議題。
2.
“What
we see ourselves becoming is often what we can become and we can’t
become what we can’t see.”
「我們怎樣看待自己就會變成怎樣的人；我們不能變成自己看不見的人。」
「我們怎樣看待自己就會變成怎樣的人；我們不能變成自己看不見的人。」
3.
“Hire big.” – What does it mean? 「從大處著眼」----
這是什麼意思？
Sheryl says, “I think there’re two things I really believe in in hiring. One is “hire people with unbelievable skills” and the second is “hire the people you’re going to need even if you don’t need them yet.”
雪柔說：「我確信聘僱人有兩個原則：第一是 聘僱能力超強的人，第二是 聘僱日後需要 即使眼前不需要的人。」 （第二個原則是 聘僱日後需要而不是眼前需要的人。）
Sheryl says, “I think there’re two things I really believe in in hiring. One is “hire people with unbelievable skills” and the second is “hire the people you’re going to need even if you don’t need them yet.”
雪柔說：「我確信聘僱人有兩個原則：第一是 聘僱能力超強的人，第二是 聘僱日後需要 即使眼前不需要的人。」 （第二個原則是 聘僱日後需要而不是眼前需要的人。）
4.
“Fire fast?” ----「開除人也很快嗎？」
5.
Another one of Sheryl’s axioms is to
focus on results, not on face time.
-- “Well, it’s really easy to say, ‘Well, it didn’t go well, but that person’s putting in a lot of effort.’ The problem is doing that means you’re going to reward people for just being there. We’ve had people at Facebook who famously didn’t work that many hours, but got amazing results.” (“The goal is not to have as much face time in the office, but the goal is to get results and set ambitious goals and hit them and do it as efficiently as possible.”)
雪柔的另一個原則是 看重效果 而不是工作時數。
「我們很容易就這麼說，好吧，雖然沒成功，不過她也辛苦了。問題是 當你這樣說時，就好像在告訴大家，有做就好了。在臉書，有人以上班時數少，卻有驚人果效出名。」（重點不是要在辦公室待得夠久，而是要有果效；要設定遠大的目標並盡可能有效地達成。）
-- “Well, it’s really easy to say, ‘Well, it didn’t go well, but that person’s putting in a lot of effort.’ The problem is doing that means you’re going to reward people for just being there. We’ve had people at Facebook who famously didn’t work that many hours, but got amazing results.” (“The goal is not to have as much face time in the office, but the goal is to get results and set ambitious goals and hit them and do it as efficiently as possible.”)
雪柔的另一個原則是 看重效果 而不是工作時數。
「我們很容易就這麼說，好吧，雖然沒成功，不過她也辛苦了。問題是 當你這樣說時，就好像在告訴大家，有做就好了。在臉書，有人以上班時數少，卻有驚人果效出名。」（重點不是要在辦公室待得夠久，而是要有果效；要設定遠大的目標並盡可能有效地達成。）
6.
“We also try to make heroes of people
who try hard, execute well, but fail. Because organizations – and this is in
“Option B,” my new book on resilience, organizations that build resilience and
are successful are those that learn from failure.” (“If people are sweeping
failure under the rug and not learning from it, you don’t learn.”)
「我們也盡力表揚那些努力、執行得不錯，但卻失敗的人。這就是我在新書《擁抱B選項》中所說的韌性。有韌性且成功的機構都知道如何從失敗中學習。」（如果掩飾失敗，不從中學習，就學不到功課。）
「我們也盡力表揚那些努力、執行得不錯，但卻失敗的人。這就是我在新書《擁抱B選項》中所說的韌性。有韌性且成功的機構都知道如何從失敗中學習。」（如果掩飾失敗，不從中學習，就學不到功課。）
7.
The “Lean In” Movement ----「挺身而進」運動
“There are now almost 33,000 circles in 150 countries. We grow by almost a hundred a week. These are small groups – we say eight to ten – but in Texas there’s one that’s several hundred … But that get-together to support each other, ambitions – women and men, anyone’s welcome ... Two-thirds of the people that join a circle are taking a step to be more ambitious in their life. Half of people in a circle say that their circle supported them through something hard. No one does anything alone.”
「如今在150個國家有近33,000個小組，每週增加約100個，都是小組，每組約8到10人，但在德州，有一個高達百人的小組 …. 在小組中，他們支持彼此的抱負，不限男女，任何人都歡迎，大部分是女性，但也歡迎男性 …. 三分之二加入小組的人正在踏向更有抱負的人生 …. 小組中有半數說他們的小組支持他們度過難關；沒有人在孤軍奮戰。」
“There are now almost 33,000 circles in 150 countries. We grow by almost a hundred a week. These are small groups – we say eight to ten – but in Texas there’s one that’s several hundred … But that get-together to support each other, ambitions – women and men, anyone’s welcome ... Two-thirds of the people that join a circle are taking a step to be more ambitious in their life. Half of people in a circle say that their circle supported them through something hard. No one does anything alone.”
「如今在150個國家有近33,000個小組，每週增加約100個，都是小組，每組約8到10人，但在德州，有一個高達百人的小組 …. 在小組中，他們支持彼此的抱負，不限男女，任何人都歡迎，大部分是女性，但也歡迎男性 …. 三分之二加入小組的人正在踏向更有抱負的人生 …. 小組中有半數說他們的小組支持他們度過難關；沒有人在孤軍奮戰。」
8.
The end of the book Lean In ----《挺身而進》一書的結語：
“The march toward true equality continues. It continues down the halls of governments, corporations, academia, hospitals, law firms, nonprofits, research labs, and every organization, large and small [including churches]. We owe it to the generations that came before us and the generations that will come after to keep fighting. I believe women can lead more in the workplace. I believe men can contribute more in the home. And I believe that this will create a better world, one where half our institutions are run by women and half our homes are run by men … I hope they both [i.e. Sheryl’s son and her daughter] end up exactly where they want to be and when they find where their true passions lie, I hope they both Lean In all the way.”
「我們向真正平等持續邁進，繼續向政府、企業、學術界、醫院、律師事務所、非營利組織、實驗室，還有其他大大小小每個組織邁進（也包括教會）；為了前面的世代，也為之後的世代，我們都有責任繼續努力。我相信在工作上，女性可以在更多面向擔任領袖，男性可以在家中貢獻更多。我相信我們會創造更美好的世界：組織一半由女性主導，家庭一半由男性做主。….我希望我的兒女都能做自己真正想做的事，而當他們找到真正熱情所在時，我衷心盼望他們能一路挺身而進。」
“The march toward true equality continues. It continues down the halls of governments, corporations, academia, hospitals, law firms, nonprofits, research labs, and every organization, large and small [including churches]. We owe it to the generations that came before us and the generations that will come after to keep fighting. I believe women can lead more in the workplace. I believe men can contribute more in the home. And I believe that this will create a better world, one where half our institutions are run by women and half our homes are run by men … I hope they both [i.e. Sheryl’s son and her daughter] end up exactly where they want to be and when they find where their true passions lie, I hope they both Lean In all the way.”
「我們向真正平等持續邁進，繼續向政府、企業、學術界、醫院、律師事務所、非營利組織、實驗室，還有其他大大小小每個組織邁進（也包括教會）；為了前面的世代，也為之後的世代，我們都有責任繼續努力。我相信在工作上，女性可以在更多面向擔任領袖，男性可以在家中貢獻更多。我相信我們會創造更美好的世界：組織一半由女性主導，家庭一半由男性做主。….我希望我的兒女都能做自己真正想做的事，而當他們找到真正熱情所在時，我衷心盼望他們能一路挺身而進。」
9.
The real story: Sheryl and her husband,
Dave, went on vacation for their friend, Phil Deutch’s 50th
birthday. And “really the unimaginable” happened. ... She’s learned later that
her husband had already died very suddenly of a cardiac arrhythmia. (“This is
the unimaginable and the unthinkable, and for me the grief was just completely
overwhelming. I thought I would never feel better.”)
真實故事：雪柔和她的先生大維去度假，為了慶祝朋友菲爾•德荷的50歲生日，然而「意想不到的事」發生了。…… 後來她才知道，她先生因突發性心律不整過世了。（「難以想像，不堪回首，悲傷完全把我吞噬。我以為我永遠不會好起來。」）
真實故事：雪柔和她的先生大維去度假，為了慶祝朋友菲爾•德荷的50歲生日，然而「意想不到的事」發生了。…… 後來她才知道，她先生因突發性心律不整過世了。（「難以想像，不堪回首，悲傷完全把我吞噬。我以為我永遠不會好起來。」）
10. “So
what did you do? Did you turn to your faith? Did you turn to your work? Who did
you turn to?” – “I turned to everyone and everything and sometimes it worked
and sometimes it didn’t.” (For me the grief felt like it would never end and I
turned to my friends, I turned to my friend Adam. I turned to other people’s
experiences. I looked for God, for comfort. I looked to tradition, and
sometimes it worked, and sometimes it just didn’t.)
「當時妳怎麼做？求助信仰？埋首工作？還是向誰求助？」----「我什麼人或方法都試過，有些有用，有些沒用。」（對我來說，悲慟似乎永無盡頭，我求助朋友，請亞當幫我，也尋求別人的經驗。我尋求神，尋求安慰，寄望於傳統，有時有用，有時一點也沒有。）
「當時妳怎麼做？求助信仰？埋首工作？還是向誰求助？」----「我什麼人或方法都試過，有些有用，有些沒用。」（對我來說，悲慟似乎永無盡頭，我求助朋友，請亞當幫我，也尋求別人的經驗。我尋求神，尋求安慰，寄望於傳統，有時有用，有時一點也沒有。）
11. Adam
said one of the most common traps we have psychologically of not getting
through grief are these three P’s. So the first is personalization. “It’s
all my fault.” … The second is pervasiveness. “All areas of my life are
terrible.” … And the third we talked about is permanence. It doesn’t
feel like it’ll go away in that moment or those moments, but it does.
亞當說，我們之所以無法走出傷痛，最常陷入的陷阱，就是這三個P：第一個P是個人化 (Personalization)，「都是我的錯」……第二個P是普遍化 (Pervasiveness)，開始覺得「每件事情都糟透了」……我們的第三個P是永久化 (Permanence)，悲傷好像永遠不會停止，但它會的。
亞當說，我們之所以無法走出傷痛，最常陷入的陷阱，就是這三個P：第一個P是個人化 (Personalization)，「都是我的錯」……第二個P是普遍化 (Pervasiveness)，開始覺得「每件事情都糟透了」……我們的第三個P是永久化 (Permanence)，悲傷好像永遠不會停止，但它會的。
12. “Resilience”
----「韌性」
Resilience is our ability to overcome hardship and it is a muscle and we build it. Don’t ask me how much you have. Ask me how you can build it.
韌性是我們克服困難的能力，就像肌肉，需要鍛鍊。不要問我你有多少韌性，要問我你該怎麼鍛鍊它。
Resilience is our ability to overcome hardship and it is a muscle and we build it. Don’t ask me how much you have. Ask me how you can build it.
韌性是我們克服困難的能力，就像肌肉，需要鍛鍊。不要問我你有多少韌性，要問我你該怎麼鍛鍊它。
13. “You
know, everyone’s heard of posttraumatic stress, or PTSD. If you ask the
audience watching who’s heard of PTSD, all the hands will go up. If we ask
who’s heard of posttraumatic growth, no hands will go up.” (But more people
experience posttraumatic growth than posttraumatic stress.)
「大家都聽過創傷後壓力症候群，就是PTSD。如果問觀眾誰聽過PTSD，大家都會舉手；如果問，誰聽說過『創傷後成長』，沒人會舉手。」（其實，在創傷後成長的，比承受壓力的多。）
「大家都聽過創傷後壓力症候群，就是PTSD。如果問觀眾誰聽過PTSD，大家都會舉手；如果問，誰聽說過『創傷後成長』，沒人會舉手。」（其實，在創傷後成長的，比承受壓力的多。）
14. “In
what ways have these crises and tragedies shaped you as a leader?” – “I don’t sweat
the small stuff as much, even at work. I feel that overreacting to something
does not help and I definitely have a calmer sense of what’s important. I
understand now that part of what you need to do to support people who are
facing trauma, and it’s not just death, cancer, a parent going to jail, a
friend going to jail, sexual assault, losing a job. I mean, there are so many
different forms of very serious hardships people have. We need to not ignore
those.”
「這些危機和傷痛，如何塑造妳的領袖性格？」----「我現在不會那麼在意小事了，即使在工作上。我覺得過度反應於事無補，對重要的事我更能冷靜面對了。我現在知道該做什麼來支持那些正在經歷創傷的人，不只是死亡、癌症、父母入獄、朋友入獄、性侵、失業，人們有各式各樣的困境，我們不能視而不見。」
「這些危機和傷痛，如何塑造妳的領袖性格？」----「我現在不會那麼在意小事了，即使在工作上。我覺得過度反應於事無補，對重要的事我更能冷靜面對了。我現在知道該做什麼來支持那些正在經歷創傷的人，不只是死亡、癌症、父母入獄、朋友入獄、性侵、失業，人們有各式各樣的困境，我們不能視而不見。」
15. “Sheryl,
what were the worst things that people said to you?” – “Probably the worst
thing that anyone said to me, ‘You’re so sad and angry, it’s too hard to be
around you.’ And I was. I was sad, and I was angry, and it came out in ways
that were hard and I wasn’t proud of.” “
And I needed friends who could be there even when I wasn’t fun.” (It’s so much
better to show up and do something specific than offer to do anything …
I know I’m way better at showing up for people since Dave died.)
「別人對你說過最糟的話是什麼？」----「別人對我說過最糟的話可能是，妳這麼悲傷又生氣，跟妳相處實在太難了。而我真的那樣，很悲傷，很生氣，我用不好的方式發洩，我也很慚愧。」 「而我需要朋友，在我很難相處時，還能在我身邊。」 （其實，陪他，為他做件特別的事，比表示願意提供幫助好得多。……大維去世後，我更懂得陪伴人了。）
I know I’m way better at showing up for people since Dave died.)
「別人對你說過最糟的話是什麼？」----「別人對我說過最糟的話可能是，妳這麼悲傷又生氣，跟妳相處實在太難了。而我真的那樣，很悲傷，很生氣，我用不好的方式發洩，我也很慚愧。」 「而我需要朋友，在我很難相處時，還能在我身邊。」 （其實，陪他，為他做件特別的事，比表示願意提供幫助好得多。……大維去世後，我更懂得陪伴人了。）
16. Adam
made a suggestion, best suggestion of my life. He said, “At the end of the day
write down three moments of joy.” … And when those moments happened, I would
say, “That’s a moment of joy.” I’m looking for the three things I’m going to
write down. I noticed it just a little bit more. And that helps us pay
attention, we have to give other people permission to be joyful, and we have to
give ourselves.
亞當提出一個建議，是我這一生最好的建議，他說，在一天結束前，寫下三個讓你喜樂的時刻。……後來當那些時刻來臨時，我會說，這是喜樂的時刻。我要找出三件事，把它們寫下來。快樂可以更多一點，只要我們多注意一點。我們要幫助別人快樂，也要讓自己快樂。
亞當提出一個建議，是我這一生最好的建議，他說，在一天結束前，寫下三個讓你喜樂的時刻。……後來當那些時刻來臨時，我會說，這是喜樂的時刻。我要找出三件事，把它們寫下來。快樂可以更多一點，只要我們多注意一點。我們要幫助別人快樂，也要讓自己快樂。
17. Word
association game: Vision ( ) à
Values ( ) à
Leadership Development ( )
詞彙聯想遊戲： 異象（ ）à 價值（ ）à 擴展領導力（ ）
詞彙聯想遊戲： 異象（ ）à 價值（ ）à 擴展領導力（ ）
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