Facebook's COO shares lessons from her corporate rise.

Insights: Sheryl Sandberg

[MUSIC PLAYING] People probably have two complaints about Facebook-- relevancy and privacy. So first of all, what do they complain about more of those two? And second, can we touch on privacy as well and what you are doing there? Yeah, let's touch on privacy, then I'll go to relevancy. In privacy, it has to be the cornerstone of our business. You will only share to Facebook if you feel that I could post a photo of the two of us here. I could share it privately, which would make no sense given that this is on the record. But I could. Or I could share it with just my mom or just my high school girlfriends. I'm in a private group with them, or the whole world. And I have to believe that. Otherwise, I won't keep posting. And so privacy is very central to what we do. I think there's a belief out there that privacy and ads have to trade off against another. And they don't. With our Atlas launch, with Facebook, we do not tell marketers who you are. We take ads. We can understand the targeting you're trying to do and serve those ads without telling marketers who you are. And it goes to relevance. Because what's interesting is the number one thing we hear from our people who use Facebook on our ads is why is this not relevant to me? That is the number one thing we hear when we get feedback from people. More than the privacy issues? It's the number one question people have is why can't you show me something that's relevant because I don't want to see it. What's your answer to that? Our answer is, we're working on it. We're working on finding that. And that's what news feed has been. So it's the same thing. As marketers, we know, it's the same thing as your friends. We all have friends who post great things to Facebook where you look forward to their every post. The woman I wrote my book with, Nell Scovel, she's hysterical. If you haven't friended her, do. Her posts are awesome. You know, I have a friend or two that maybe there's too many pictures of their dogs. We know the difference. Same thing with marketers. There are ads that are good and ads that aren't. We know that in every format. But it takes time to learn these new formats. But when it works, it really works. And you touched on privacy already, but I think we would all probably like to know what exactly are you doing to protect our data on Facebook? Thank you to Snowden and the NSA. This is a major issue. And security is a big deal for Facebook and every provider out there. And we take it incredibly seriously. Probably the best thing we've done is we have had for many years a bounty program, where we say to hackers out there find a bug, find a loophole, report it to us, we'll pay you. And close it. And we've paid out millions of dollars. That was a really good-- [APPLAUSE] Well, wasn't my idea. But it was a good idea, right? Because you have to set up the incentives in place. And when you think about governments, you think about governments, what really matters is that we hold our own government and others accountable for their behavior online. That we have to respect people's privacy. We also want to make sure that we are doing what we can against terrorism and other threats. And there is an appropriate way to do that. And I know there are a lot of people working on that. 

Insights: Sheryl Sandberg - "Privacy Has to be the Cornerstone of our Business"

Uncategorized

Sheryl Sandberg: Privacy is 'Cornerstone' of Business

Facebook’s COO on privacy and how the best marketers socially engage. (October 2014)

people probably have two complaints about Facebook relevancy and privately. First of all, what do they complain about? More of those two. And second, Can we touch on privacy as well? And what you are doing there? Yeah, let's touch some privacy will go to relevancy. I'm in privacy. It has to be the cornerstone of our business. He will only share to Facebook. If you feel that I could post a photo of the two of us here, I could share it privately, which would make no sense, given that this is on the record. But I could or I could share it with just my mom or just my high school girlfriends. I'm in a private group of them or the whole world, and I have to believe that otherwise I won't keep posting. And so privacy is very central to what we do. I think there's a belief out there that privacy and ads have to trade off against another, and they don't with our Atlas launch with Facebook, we do not tell marketers who you are. We take ads, we can understand the targeting you're trying to do and serve those abs without telling marketers who you are, and it goes to relevance because what's interesting is the number. One thing we hear from our people who use Facebook on our abs is why is it not relevant to me? That is the number one thing we hear when we get back more than the private issues. It's the number one question people have is why can't you show me something that Parliament? What's your answer to that? Our answer is, we're working on it. Uh uh, we're working on, you know, finding that. And that's what news feed has been. So it's the same thing as marketers. We know it's the same thing as your friends. We all have friends who post great things to Facebook, where you look forward to their every post. The woman I wrote my book with Nelson about, she's hysterical. If you haven't friended her, do her posts are awesome. You know, I have a friend or two that maybe there's too many pictures of the dog. We know the difference. Same thing with marketers. There are ads that are good, and as it aren't we know that in every format, but it takes time to learn the new format but when it works, it really works. And you touched on privacy already. But I think we would all probably like to know What exactly are you doing to protect our data on faith? You know, thank you to Snowden and Deanna say this is a major issue and security is a big deal for Facebook and every every provider out there, and we take it incredibly seriously. Probably the best thing we've done is we have had for many years a bounty program where we say the hackers out there find a bug, find a loophole reported to us, we'll pay you and close it, and we've paid out millions of dollars. That was really good. Well, it wasn't my idea, but it was a good idea, right, because you have to set up the incentives in place. And when you think about government, you think about government. What really matters is that we hold our own government and others accountable for their behavior online that we have to respect people's privacy. We also want to make sure that we're doing what we can against terrorism and other threats, and there's an appropriate way to do that. And I know there are a lot of people working on

[MUSIC PLAYING] I do believe that women don't take enough risk. Not every woman, certainly some do, but same thing. The men are just foot on the gas pedal, career motivated. The data says very clearly that at every stage starting in college, in a high educated part of our workforce, men are more ambitious than women. And I really believe we're not going to close the achievement gap until we close the ambition gap. And so the ambition gap has to do with risk. I think the most common mistake I see people make-- and men make this mistake, too, but women do a lot-- is they're too worried about the upward trajectory and not worried enough about growth. So the two corporate jobs I've taken-- I went from Treasury to Google, and then I went from Google to Facebook-- had one thing in common, which is that they were more junior-- other people's words, not mine-- than other jobs I was offered. When I went to Google, Google was like 250 people. I was going to be a business unit general manager, except there were no business units. Susan Wojcicki is here. She helped recruit me. This was the non-job of all time. I mean, there was no job there. And I was offered, like, senior sounding, more senior roles at more established companies. But I really believed in what Google was doing. And Eric Schmidt gave me great career advice. He said go for growth. Growth moves everyone up. It's growing. It works. And so I went to a smaller company with a very more junior, less defined job. You know, when I came out of Google, it seems obvious now to come to Facebook, but at the time, a lot of people asked me, right-- you remember this-- what are you doing? You're going to work for a 23-year-old, you know? No one knows if Facebook is going to be the next Myspace or Friendster. And you're not CEO. You could be CEO somewhere else. And what I saw was something that mattered-- Facebook mattered, the authentic identity-- and an opportunity for growth. And so at each stage, I've cared less about my level-- I kind of think it's silly-- than I have about the underlying growth. And I do think this is really important for everyone to know, particularly women. 

Insights: Sheryl Sandberg - Why You Must Take Risks to Grow Your Career

Why You Must Take Risks to Grow Your Career

Sheryl Sandberg talks about the importance of focusing on personal growth in your career -- not just the upward trajectory. (October 2011)

I do believe that women don't take enough. Not every woman. Certainly some do, but same thing. The men are just put on the gas pedal. Career motivated the data cells very clearly that at every stage, starting in college, in the high educated part of our work force, men are more ambitious than women. And I really believe we're not gonna close the achievement gap until we close the ambition gap. And so the ambition gap has to do with risk. I think the most common mistake I see people make and men make this mistake to. But women do do a lot. Is there too worried about the upward trajectory and not worried enough of that growth? So the two corporate jobs I've taken, I went from Treasury to Google, and I went from Google. Facebook had one thing in common, which is that they were more junior other people's words, not mine. Another job that was offered when I went to give old people with like, 250 people, I was gonna be a business unit general manager. Except there were no business unit. Susan was just here. She helped recruit me. This was a non job of all time. I mean, there was no job there and I was offered, like, seeing you're sounding Seymour senior roles at more established companies. But I really believed in what Google was doing. An Eric Schmidt gave me great career advice. He could go for growth, growth moves everyone up. It was growing. It works. And so I went to a smaller company with a very more junior, less defined job. You know, when I came out of Google, it seems obvious now to come to Facebook. But at the time, a lot of people ask me, Right, You remember this. What are you doing? You're going to work for a 23 year old. You know, no one knows that Facebook's gonna be the next. You know. My seats are friends her like and you're not CEO. You could be CEO somewhere else in what I saw was something that mattered. Facebook matter, the authentic identity and an opportunity for growth. And each stage I've cared less about my level. I kind of think it's silly. Then I have about the underlying growth, and I do think this is really important for everyone to know, particularly women

[MUSIC PLAYING] Inequality is a big issue. No one can sit on the stage or anywhere and not believe that inequality is a huge issue within our country and in the world. But technology and the progress it creates, creates a cure and a treatment for leprosy, creates a cure and a treatment-- or not a cure yet, but a treatment for AIDS that's working. We definitely have inequality of opportunity in the United States. You cannot look at our school system and decide that there is now a huge inequality of outcomes. And the clear message for everyone is education matters. And we are stuck with an education system that was created around an agricultural calendar that makes no sense in schools that are failing that we refuse. And technology ought to be able to help. Of course. Technology can help. Because what you can have is the very best teachers in the world like Sal Khan, able to anyone to access this. Technology can help us do what has to be done in education, which is measure progress. Because that is the only way we can understand progress. And so what's very clear is we all agree on equality of opportunity. We know we don't have it. And we can't have it until we fix our school systems. And in the global economy, if you look at the students our country is turning out and you look at the students in other countries, as a country, we should be panicked about our education. How do we have an impact on the people in the world who need growth, who need education, who need clean water? So here's what we know. World Bank global poverty is $1.25 a day. One in six people on the planet live under that line. In the United States, if you are the average connected Facebook user, your implicit data charges for Facebook are $1 a day. So you want to talk about inequality. That's inequality. Those of us in this room are using in Facebook data what other people are living on per day. So then the question becomes, how are we going to take the people who are really at the bottom of the socioeconomic ladder and lift their lives up? And for them, this means healthier, longer, happier lives. Going to bed not hungry, living in places where there isn't war, this is the most important inequality in the world. And the only answer any of us have is technology. And so one of the things Facebook is doing is we have something we call internet.org where we're working on making apps and making apps available that are cheaper to get data to people. And then what happens? They can sell their crops for better prices in the markets. They can save their pregnancies and save their children because they can get access to health care. We already have millions of people connected, and these stories are pouring in. And so that's where I think the focus needs to be, is, how do we take what is happening and improve the lives of the people that need it the most? 

Insights: Sandberg on How Tech Can Combat Income Inequality

The role tech plays in solving inequality problems.

Sandberg on How Tech Can Combat Income Inequality

The Facebook COO discusses the role technology plays in solving inequality problems around the world. (November 2015)

quality of no one anywhere, not believe that inequality is a huge issue within our country and in the world. But technology and the progress that creates creates a cure and treatment for leprosy. Create, secure and a treatment not a cure yet, but a treatment for AIDS that's working. We definitely have an equality of opportunity and United States. You cannot look at our school system and decide that there's not a huge inequality that comes in a clear message for everyone is education matters, and we're stuck with an education system that was created around an agricultural calendar that makes no sense in schools that are failing that we that we were technology ought to be able to help. The technology can help, because what you can have is the very best teachers in the world. Like Sal Khan, able able to anyone to access this technology can help us do what has to be done in education, which is measure progress because that is the only way we can understand progress. So what's very clear? We all agree on equality of opportunity. We know we don't have it, and we can't have it until we fix actual system and in the global economy. If you look at the students, our country's turning out and you look at other countries as a country, we should be panicked about our education. How do we have an impact on the people in the world who need growth rate education who need clean water? No. Here's what we know. World Bank Global poverty is a dollar 25 a day. One and six people on the planet live under that line in the United States. If you're the average connected Facebook user, your implicit data charges for Facebook are a dollar a day. Do you want to talk about inequality? That's inequality. Those of us in this room are using in Facebook data what other people are living on her day. So then the question becomes, How are we gonna take the people who are really at the bottom of the socioeconomic ladder and lift their lives up? And for them, this means healthier, longer, happier lives, going to bed, not hungry, living in places where there isn't war. This is the most important inequality in the world. And the only answer any of us have a technology. And so one of the things Facebook's doing is we have something we call Internet chat or where we're working on making APS and making up available that are cheaper to get data to people. And then what happens? They can tell their crops for better prices in the market. They can save their pregnancies and save their Children because they can get access to healthcare. We already have millions of people connected in these stories are pouring in, and and that's where I think the focus needs to be, is how do we take what is happening and improve the lives of the people that need it the most?

[MUSIC PLAYING] It's now been three plus years since Lean In came out. Let's talk about a progress report. What kind of grade would you give women in the workplace in the time since? So every year, McKinsey and Lean In do what we think is the biggest, largest, and most comprehensive study in the women in the workforce. And it just came out. And we find that we're still struggling. We're still not getting women to the top. And the numbers haven't shifted. And their question is why. And so what this year's report found is that men are 30% more likely to get that first really critical promotion to manager that makes a difference. There was some good news in this year's report in that we found that women are negotiating, for the first time in this particular study, as often as men, but then they're 67% more likely to get negative feedback when they negotiate for themselves. So what all this really says to me is that women have taken the lesson. Women's behavior is changing in a good way. But the companies are still-- they're hitting a wall at their companies. And the companies are not changing. So what kinds of things do companies need to do to sort of get on board with this? Well, the first thing is we need a real commitment to diversity, not because it's the right thing to do, even though, of course, it is, but because it's the smart thing to do. When companies recognize that if you have diverse voices at the table, you're going to outperform, that's when real commitment comes. But I feel like we keep hearing that they want to do this. They keep saying it, and now they actually seem to believe it. I mean, I think business knows that this is better for the bottom line. So everybody seems to say they want this. So what-- How? Yeah. So here are the how's. So the first thing is having a really deep commitment, and again, translating it to the goals, the mission, the bottom line of the business. I think the second thing is really recognizing the biases women face, the biases people of color face, both men and women. And Facebook rolled out managing bias training. We made it publicly available online. A lot of other companies have. When you look at data like this survey data, which says that women and men negotiate at the same rate, and then women are 67% more likely to get negative feedback, you know there's a bias. And helping people understand that even those of us with the best of intentions have that bias. The next is really paying attention to everything from the pipeline of people coming into your company, to the promotion, to that first critical promotion to manager that women need, and helping women support each other. 

Insights: Sheryl Sandberg Says Companies Aren't Doing Enough for Women

There's still a bias against women at work.

Sheryl Sandberg Says Companies Aren't Doing Enough for Women

There's still a bias against women who are assertive at work. (October 2016)

now been three plus years since lean and came out. Let's talk about a progress report. What kind of grade would you give women in the workplace in time? So every year, McKinsey and lean in do What we think is the biggest, hot, largest and most comprehensive study and the women in the workforce, and it just came out and, you know, we find that we're still struggling. We're still not getting women to the top, and the numbers haven't shifted. And their question is why? And so what this year's report found is that men are 30% more likely to get that for a really critical promotion to manager. That makes a difference. There was some good news in this year's report and that we found that women are negotiating for the first time in this particular study as often as men. But then there's 67% more likely to get negative feedback when they negotiate for themselves. What all this really says to me is that women have taken the lesson. Women's behavior is changing in a good way. But the company's heir, they're hitting a wall cos cos they're not changing. So what kinds of things to companies need to do to sort of get on board with this. Well, the first thing is we need a real commitment to diversity, not because it's the right thing to do, even though, of course it is. But because it's a smart thing to do. When companies recognize that you have diverse voices at the table, you're gonna outperform. That's when real commitment comes. But I feel like we keep hearing that they want to do this. They keep saying and now they actually seem to believe it. I mean, I think I think business knows that this is better for the bottom line. Everybody seems to say they want this so well. Yeah, So here the house, for the first thing, is having a really deep commitment and again translating it to the goals, the mission, the bottom line of the business. I think the second thing is really recognizing the bias. These women, the biases people color face both men and women and you know, Facebook rolled out managing bias training. We made it publicly available online. A lot of other companies have. When you look at data like this Survey data, which says that women and men negotiated same rate, same rate and then women, or 67% more likely to get negative feedback. You know, there's a bias and helping people understand that even those of us with the best of intentions have that buying the next is really paying attention to everything from the pipeline of people coming into your company to the promotion to that first critical promotion to manager that when in need and helping women support each other.

[MUSIC PLAYING] I think the most important thing about growing a business successfully is thinking ahead about where you're going to be. So I think about like the three tips you have for scaling an organization. The first, and I think the most important, is to think big. People think about how do you manage. How do you motivate an organization. And they think about management, you know, basically the science of administering a business or leadership. And my favorite definition of leadership is the art of accomplishing more than the science of management says is possible. When you have a big vision, when you're thinking really big, something that can change the world, so in my favorite example, connecting the world, which was Mark Zuckerberg's vision for Facebook. That's the kind of thing that excites people and motivates them. That gets them to follow you, not just because they work for you, and they need to do what you say, but because they believe in what you're trying to do. And when you trying to really scale an organization, you need to go really quickly and get people to accomplish more than they thought was possible. And I think that comes from internal motivation, which really comes from a vision that's big enough. I think the second thing is you have to hire big. And big, I don't mean famous, I mean ahead of where you are. So when you're growing an organization really quickly, what happens is that what normally takes an organization years happens in a period of just months. So when I was at Google, you know, my team went from four to 4,000 in about five years. That means that if you look at those first four people I hired, in order for them to be part of the people who were running that organization, they need to do about 10 or 15 years worth of growing and getting experience in a much shorter period of time. So if you think you're going to grow quickly, hire for what you think you're going to need. Over-hire. Hire people who are more qualified, have more experience. Or hire people who are right out of school, but can overachieve in their current roles. I don't think it's a number of years in the workforce that matters. I think it's hiring the people that you're going to need then now, because then happens so quickly. 

Insights: Sandberg on How to Grow from Startup to Power Player

How to lead a company through the transitions.

Sandberg on How to Grow from Startup to Power Player

Facebook COO Sheryl Sandberg discusses how to lead a company through the transitions. (April 2014)

I think the most important thing about growing a business successfully is thinking ahead about where you're gonna be. So I think about like the three tips you have for scaling an organization. The first I think the most important is to think big people think about how do you manage? How do you motivate an organization? And I think about management, you know, basically the science of administering a business for leadership. My favorite definition of leadership in the part of accomplishing more than the science of management says it's possible when you have a big vision when you're thinking really big something that can change the world. So my favorite example. Connecting the world, which was Mark Zuckerberg vision for Facebook. That's the kind of thing that excites people and motivates them that gets them to follow you, not just because they work for you and they need to do what you say because they believe in what you're trying to d'oh! And when you're trying really scale an organization, you need to go really quickly and get people to accomplish more than they thought was possible. And I think that comes from internal motivation, which really comes from a vision that's big enough. I think the second thing is just a higher big and big. I don't mean famous. I need a head of where you are. So when you're growing an organization really quickly, what happens is that what normally takes an organization years happens in appearance of just months. So when I was at Google, you know, my team went from 4 to 4000 in about five years. That means that if you look at those 1st 4 people I hired in order for them to be part of the people who were running that organization, they need to do about, you know, 10 or 15 years worth of crowing and, you know, getting experience in a much shorter period of time. If you think you're gonna grow quickly, higher for what you think you're gonna need over higher, higher people who are more qualified, have more experience or hire people who are right out of school but kind of overachieve in their current holes help to get that number of years in the workforce that matters. I think it's hiring the people that you're gonna need them now because then happened so quickly

 One of my favorite things that's happened on Facebook in the last couple of months is a page called the Stealthy Freedoms of Iranian Women. And it's a page that was put up by a woman in Iran. It got to 150,000 people in a week. And now, it's over 650,000. And it's women taking pictures of themselves without their headscarves in public, which is a punishable offense. And my favorite one is a grandmother, a mother, and a daughter, and it says, the grandmother says, I wanted my granddaughter to feel the wind on her hair before it turns gray. And if you ask how we can grow, if you ask what we can do, I think that's what we can do, and it won't just be Facebook. It'll be all the people in this room finding ways to speak directly to people who care about what they're doing, who care about what they're writing, the great articles you all right you, who care about the great products so many of you build so that we can communicate as people. And I'd like to think that in a world that-- you know, there's a lot a lot going on and some negative things going on that all of us, not just Facebook, that what is personal, and social, and mobile brings us all a little bit closer and maybe lets a granddaughter feel the wind on her hair a little bit more. Cheryl, thank you. Thank you very much. 

Insights: Sheryl Sandberg's Favorite Facebook Moment

Facebook's growth depends on moments of connection.

Sheryl Sandberg's Favorite Facebook Moment

Facebook's growth depends on moments of connection. (October 2014)

one of my favorite days happened on Facebook in the last couple months is a page called the Stealthy Freedoms of Iranian Women. It's a page that was put up by a woman in Iran. It got to 150,000 people in a week, and now it's over 650,000 and its women taking pictures of themselves without their head scarves in public, which is a punishable offense. And my favorite one is a grandmother, a mother and a daughter, and it says the grandmother has I wanted my granddaughter to feel the wind on her hair before she turned before it turns gray well. And if you ask how we can grow, if you ask what we can do, I think that's what we can do. And it won't just be Facebook. It'll be all the people in this room finding ways to speak directly to people who care about what they're doing, who care about what they're writing. The great articles. You all right, you care about the great products so many of you build so that we can communicate as people, and I'd like to think that in a world that you know there's a lot, a lot going on and some negative things going on at all of us. Not just Facebook. That that what is personal and social and mobile brings us all a little bit closer. And maybe, let's ah, granddaughter. Feel the wind on her hair a little bit more. Cheryl. Thank you. Thank you very much.

[MUSIC PLAYING] What is Lean In's message to men? I'm so glad you asked because I think the least understood thing about my book is that people think it's a book for women, and it's not. It's a book for all of us. And if we're going to get to equality in the workforce, where men have 86% of the top jobs, men are going to have to be a huge part of that equation. The book has four main messages for men. The first is help women sit at the table; help women reach for opportunities. The second is to really push back on the success and likeability gap. The third is let's have the honest conversation about mentorship and sponsorship no one's having. And the fourth is we need to actually help women navigate through the child rearing years. So this is all in your book, but I would like you to describe briefly the success and likability gap for women. The success and likability gap is a really big deal because the data shows this actually stronger than it shows anything else, which is that as men get more successful, they are better liked by men and women. And as women get more successful, they are less liked by men and women. And I have watched this happen over the last 10 years, and I'm seeing it happen in every meeting I'm in. What happens is when it comes time to promote, when it comes time to pick the person running the division or who's the next CEO, they get to the men, and they talk about their strengths and weaknesses. And then they get to the woman and they say, she's really good at her job. She's just not as well liked by her peers, or she's a little aggressive. It's very clear that we see people's through stereotypical lens. And in order to succeed at work, you need to be aggressive, and you need to hit goals, and you need to be assertive, and you need to help organize things. And those characteristics are ones we expect from men, so we cheer them on. And we repel from them in women. Men get to be successful and liked, and women have to peck. And the reason that holds women back in the workforce is in order to get promoted, you need to be successful and liked. What does your brother think of Lean In? My brother-- my family's amazing. My brother actually did something really incredible. He read obviously an early draft of the book. Just a couple of weeks ago, he just moved to Houston. He's a surgeon. I got to see him. I went there to visit for the first time. And he said, you know, I learned something from your book. And he made an offer to a woman to join his team. And he said to me, I noted she was in her late 20s, just got engaged. So when he made the offer, he said this to her. He said, I hope you can join my team. I'm really excited to work with you. I note that you may want to have kids one day. I want you to know you never have to talk to me about that. That's your business. But I also know that I have two sisters-- I'm one of them-- and a wife who struggled with this, who didn't want to tell anyone they were pregnant or thinking about getting pregnant or worried their jobs would be taken away. I don't want you to go through any of that too. So if you come work on my team, my door is open. You come talk to me about it anytime. I don't want you to worry I'm not giving the good surgeries to someone else because you're pregnant. And if you want to have children, take a maternity leave, and come back, I'm going to work on all of that with you. I've never heard of anything like that. The only person that does that is me. Facebook, right? But that conversation needs to happen in every company in America because we know we are losing our high potential women. Everyone's terrified-- terrified to say the word pregnant. I don't know how we get through this without talking about it. And I want to be clear what I don't mean. I do not mean that every employer in America should start giving women a time card to say, when's your pregnancy? That's not what I mean. But I do mean that an open-door policy where you say, I'm here to help you if you choose to talk to me, that's got to be part of the solution here. [CHIMES] 

Insights: Sheryl Sandberg Says Men Need to Champion Women at Work

Facebook COO's advice for men in the workplace.

Sheryl Sandberg Says Men Need to Champion Women at Work

Facebook COO Sheryl Sandberg on her advice for men in the workplace. (April 2014)

What is leanings? Message to men. I'm so glad you asked, because I think the least understood thing about my book is that people think is a book for women, and it's not. It's a book for all of us. And if we're gonna get to a quality in the work force where men have 86% of the top jobs, men are gonna have to be a huge part of that equation. Ah, the book has four million messages for men. The first is help women sit at the table, help women reach opportunities. The second is to really push back on the success and likability gap. The third is. Let's have the honest conversation about mentorship in sponsorship. No one's having, and the fourth is we need to actually help women navigate through the child bearing years. So this is all in your book, but I would like you to describe briefly the success and likability Gavin. For women, the succession likability gap is a really big deal, because the data shows this actually stronger than it shows anything else, which is that men get more successful. They are better liked by men and women and women get more successful. They are less like my men and women, and I have watched this happened over the last 10 years, and I'm seeing it happen in every meeting I'm in. What happens is when it comes time to promote, when it comes time to pick the person running the division or who's the next CEO. They get to the men and they talk about their strengths and weaknesses, and then they get to the woman and they say she's really good at her job. She's just not well liked by her peers or she's a little aggressive. It's very clear that we see people through stereotypical lens, and in order to succeed at work, you need to be aggressive and you need to hit goals and you need to be assertive and you need to help organize things. And those characteristics are ones we expect from men. So we cheer them on and we repelled from them. In women, men get to be successful and like and women have to peck, and the reason that helps women back in the workforce is in order to get promoted. You need to be successful and like what does your brother think of Lena, my brother and my family is amazing. My brother actually did something really incredible. He read, obviously, an early draft of the book. Just a couple weeks ago, he just moved to Houston. He's a surgeon. I got to see him. I went there visit for the first time and he said, You know, I learned something from your book and he made an offer to a woman to join his team and he said to me, I noted She was like in her late twenties. Just got engaged. So when he made the offer, he said this to her. He said, I hope you join my team. I'm really excited to work with you. I note that you may want to have kids one day. I want you to know you never have to talk to me about that. That's your business. But I also know that I have two sisters. I'm one of them and a wife who struggled with this, who didn't want to tell anyone they were pregnant or thinking about getting pregnant or worried that jobs would be taken away. I don't want you to go through any of that, so if you come work on my team. My door's open. You come talk to me about it any time. I don't want you to worry. I'm not giving the good surgeries to someone else because you're pregnant. And if you want to have Children, take a maternity, even come back. I'm gonna work on all of that with you. Never heard of anything like that, right? The only person it does that is me. Facebook. Right? But that conversation needs to happen in every company in America because we know we're losing our high potential women. Everyone's terrified, terrified to say the word pregnant. I don't know how we get through this without talking about it, and I wanna be clear what I don't mean. I do not mean that every employer in America should start giving women a timecard to say, When's your pregnancy? That's not what I mean. But I do mean that an open door policy where you say I'm here to help you. If you choose to talk to me, that's got to be part of the solution here.

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