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And I was rubbing makeup all over my legs to cover up my freckles I was 11 years old, because I hated them, and I thought they were so ugly. I was 15, and I lived with my dad and my stepmom, and I lied about my mom. I lied about her because she was a waitress, and she lived in a tiny apartment, and because she was a recovering drug addict. I lied about her because I was too ashamed to tell the truth. I was 17, and I was down on my knees on a bathroom floor, and I was forcing myself to throw up everything that I’d eaten that morning. I was desperate to be thin; I was trying so hard to be perfect. I was 21, and I didn’t even realize what I was doing, but I was droning on and on to my friend Julie, telling her about all the people we knew and how great they were, and how amazing their lives were, and how much I wanted to be like them, how jealous I was! And my dear friend Julie, she stopped me, and she said, “Niko, you need to meet yourself.” And when she said that to me, it was like something changed.
It was like she held a mirror up for me, and what she was showing me was so different from what I’d ever seen before. She said, “Niko, you should be jealous of yourself. You’re gutsy; you’re hard-working; you’re resilient. If you could meet yourself, you might really like her. But as quickly as she painted that image of me, it was gone! And I was totally confused because I, I see myself as embarrassing, unlovable, awkward. But I loved that image that she created, and I wanted it back. So I set out on this journey to find it and to try to make it stick. So eventually, I landed myself a job, working with young women. My job was to create a program for them to help them increase their self-esteem, which, of course, was kind of laughable because I had no self-esteem myself.
But I started to wonder, I started to wonder, could we create our own self-esteem? Could we build it ourselves? And I did a little research, and it turns out that self-esteem, it’s just based on our own thoughts of ourselves. And I knew that we could control our own thoughts, so I thought, “Yeah.” Maybe we could actually start to build our own self-esteem, and I was willing to try. So the first session I had with these girls, I had no idea what to do. I mean, I’ve never done this before, so I was totally making it up. So I decided I was going to have them each say one thing that they were proud of about themselves. We were going to test out this idea of starting to build more positive thoughts about ourselves.
It didn’t go so well. These girls, they couldn’t say one single thing about themselves that they were proud of. And I understood because I totally related, I mean, I felt the same way. So … I decided to create an exercise for them, for all of us to do. So the idea was that every time we had a positive thought about ourselves, we would imagine turning up the volume, like literally turning up the volume on that thinking, and every time we had a negative thought about ourselves, we were going to press “delete,” just press “delete” in our brain, let it magically disappear.
And it worked! It worked! This idea of kind of stepping outside of ourselves so that we could see ourselves better. Little by little, we each came up with little things about ourselves that we liked. But for me, for every little thing that I came up with that I liked, it was like there were ten things that I didn’t like – ten things that I felt critical about. So I checked it out with the girls. They said, yeah, they felt the same way. So, we decided that at the end of each class that we had together, we would have one of us stand in the middle, and the rest of us would stand around the others, and we would each tell the girl that was standing in the middle one thing that we admired about her, one thing that we really liked.
And it was so hard to stand in the middle. It was like we didn’t want to let it in. We wanted to just keep those compliments out. And so we made up a rule. The rule was that when someone gave us a compliment, we would simply say, “Thank you.” At the end of every session that we spent together, we all wrote down one thing about ourselves that we admired. We forced ourselves to sort of build this list, to get our thinking going about the things that were important about ourselves. And I want to read to you just a couple of things. These were the things we wrote on the very first day, I kept the list. On the first day I wrote: “I’m proud of my work with these girls,” and the girls wrote: “I’m proud that I stood up for the girl who was bullying my best friend.” “I think I’m smart.” “I like that I’m different.” “I’m a really fast sprinter.” And “I’m a good artist.” At the end of that year, these girls started to change. It was like they were walking a little taller.
They were kinder to themselves, they were kinder to each other, and I, I started to change too. It was like they showed me that I could rewrite my story. And I realized, I realized that we weren’t the only ones struggling with that story; boys were struggling too; teenagers, even adults were having a tough time coming up with one or two things to say about themselves that they felt good about. And this negative self-image that we were holding on to, it was showing up in our culture in alarming ways.
It turns out that teens’ suicide, it’s the third leading cause of death amongst young people. One out of four girls says they have sex for the first time to be more liked, to be more popular. And boys and girls alike, they’re joining gangs, and the number one reason is not to feel safer, it’s to feel more important. But here is the good news; the good news is that we can counteract this. The work that I did with those girls and the work I’ve done for the last 15 years, we’ve come up with ways for us to feel good about ourselves right now, today, and I want to share some of those things with you, OK? So, the first thing that we can do to feel good about ourselves is we can spend time with people who make us feel good. This is me and Julie when I very first met her. Find your “Julie” and spend time with her or him. The second thing is that we can turn up the volume on our positive thinking. We can build up those thoughts about ourselves that are good, and we can delete the negative thoughts, just press “delete.” The third thing.
Start to tell the people around you – maybe the people around you today – start to tell them what you see about them that you like. Help them jumpstart their own positive thinking. And the last thing is, when you receive a compliment, when we receive compliments, let’s stand our ground, let’s look them in the eye, and let’s just say, “Thank you.” Let’s create a new culture: a culture where we all get to grow up feeling good about ourselves. A culture where we can rewrite our histories, we can create new stories about ourselves. I will start. I’m 11, and I like these legs because someday they’re going to help me run marathons. I’m 15, and I’m proud of my mom for getting herself sober and for making a better life for us. I’m 17, and I know that nobody is perfect. I’m 21, and I think I’m just as successful as my friends. I’m 37, and now, this is my story. I invite you today. I invite you to do two things with me. First, be “Julie” for someone; invite him/her to meet themselves. Because it might change their lives. And second, I want you to get out a piece of paper, and I want you to write down ten things about yourself that you admire.
The ten things about yourself that if you were someone else, you might even be jealous of. And I want that to be the beginning of your story today. I’ll help get you started, OK? So, I just met you a couple hours ago, literally, just a couple hours ago. And I can already say that you are gutsy; you are hardworking; you are unique; you are resilient; you are talented, you are gentle; you are calm; you are all amazing! Thank you. (Applause) (Cheering).
As found on Youtube
After the publication of my first book “The 48 laws of power,” I began to receive requests for advice from people in every conceivable profession and at every level of experience. Over the years, I have now personally consulted with over 100 different people. In so many of the cases, the following scenario would play itself out. They would come to me with a specific problem, a boss from hell, a business relationship that had turned ugly, a promotion that never came. I would slowly direct their attention away from the boss and the job, and instead get them to search inside themselves and try to find the emotional root of their discontent. Often, as we talked it out, they would realize that at their core, they felt deeply frustrated – their creativity was not being realized, their careers had somehow taken a wrong turn – what they actually wanted was something larger; a real and substantial change in their careers and in their lives.
It would be at this point that I would tell them a story about myself, about my own peculiar path to change and transformation from a highly unsuccessful writer, eking out an existence in a small, one-bedroom apartment in Santa Monica, to best-selling author seemingly, overnight. I have never publicly related this story before, but for this special occasion, my first TEDx talk, I thought I would share it with you because it’s actually very relevant to the subject of change.
The story goes like this, I had known since an early age that I wanted to become a writer. I just couldn’t figure out what I wanted to write. Perhaps it was novels, or essays, or plays. After university, I drifted into journalism, as a way to, at least, make a living while writing. Then one day, after several years of working as a writer and editor, I was having lunch with a man who had just edited an article I had written for a magazine. After downing his third martini, this editor, an older man, finally admitted to me why he had asked me to lunch, “You should seriously consider a different career,” he told me.
“You are not writer material. Your work is too undisciplined, your style is too bizarre, your ideas are just not relatable to the average reader. Go to law school, Robert, go to business school, spare yourself the pain.” At first, these words were like a punch in the stomach, but in the months to come, I realized something about myself. I had entered a career that just didn’t really suit me, mostly as a way to make a living, and my work reflected this incompatibility. I had to get out of journalism. This realization initiated a period of wandering in my life. I traveled all across Europe, I worked every conceivable job, I did construction work in Greece, taught English in Barcelona, worked as a hotel receptionist in Paris, a tour guide in Dublin, served as a trainee for an English company, making television documentaries, living not far from here in Brixton.
During all of this time, I wrote several novels that never made it past 100 pages, and dozens of essays that I would tear up, and plays that never got produced. I wandered back to Los Angeles, California, where I was born and raised. I worked in a detective agency, among other odd jobs. I entered the film business, working as an assistant to a director, as a researcher, story developer, and screenwriter. In these long years of wandering, I had totaled over 50 different jobs. By the year 1995, my parents – God bless them! – were beginning to get seriously worried about me.
I was 36 years old, and I seemed lost and unable to settle into anything. I too had moments of doubt, but I did not feel lost. I was searching and exploring, I was hungry for experiences, and I was continuously writing. That same year, while in Italy for yet another job, I met a man there, named Joost Elffers, a packager and producer of books. One day, while we were walking along the quays of Venice, Joost asked me if I had any ideas for a book. Suddenly, seemingly out of nowhere, an idea just gushed out of me. It was about power. I told Joost that I was constantly reading books on history, and the stories that I read about Julius Caesar, the Borgias, and Louis XIV, were the exact same stories that I had personally witnessed with my own eyes in all of my different jobs, only less bloody.
(Laughter) People want power, and they want to disguise this wanting of power so they play games. They covertly manipulate and intrigue, all the while presenting a nice, even saintly, front. I would expose these games. I gave him numerous examples of what I meant, and he became increasingly excited. He said I should write a treatment, and if it was good enough, he would pay me to live while I wrote half the book, enough to sell it to a publisher. Suddenly, in writing what would become “The 48 laws of power,” everything in my disjointed past seemed to click into place, like magic, like destiny. All of those various writing experiences – the journalism, the television, the theater, the film – had given me the skills to tell stories and organize my thoughts; all of that reading of history had given me a vast storehouse of ideas that I could draw upon; and my work as a researcher had taught me how to find the perfect anecdote. Even those different, seemingly random jobs had exposed me to every type of psychology and to the dark corners of human psyche.
Even the languages I learned while traveling taught me patience and discipline. All of these experiences added up to rich layers of knowledge and practice that altered me from the inside out. In my own very weird and intuitive way, I had given myself the perfect education for the writing of ” The 48 laws of power.” The book came out in 1998, and it was a success. The course of my life was forever altered. The moral of this story, as I told the people who would come to me for advice, and as I’m telling you now, is the following. We humans tend to fixate on what we can see with our eyes. It is the most animal part of our nature. When we look at the changes and transformations in other people’s lives, we see the good luck that someone had in meeting a person like Joost, with all of the right connections and the funding. We see the book or the project that brings the money and the attention. In other words, we see the visible signs of opportunity and success.
— change in our own lives, but we are grasping at an illusion. What really allows for such dramatic changes are the things that occur on the inside of a person and are completely invisible: the slow accumulation of knowledge and skills, the incremental improvements in work habits, and the ability to withstand criticism. Any change in people’s fortune is merely the visible manifestation of all of that deep preparation over time. By essentially ignoring this internal, invisible aspect, we fail to change anything fundamental within ourselves. And so, in a few years time, we reach our limits yet again, we grow frustrated, we crave change, we grab at something quick and superficial, and we remain prisoners forever of these recurring patterns in our lives. The answer, the key to the ability to transform ourselves is actually insanely simple: to reverse this perspective. Stop fixating on what other people are saying and doing; on the money, the connections, the outward appearance of things. Instead, look inward, focus on the smaller, internal changes that lay the groundwork for a much larger change in fortune.
It is the difference between grasping at an illusion and immersing yourself in reality. Reality is what will liberate and transform you. Here’s how this would work in your own life. Consider the fact that each and every one of you is fundamentally unique – one of a kind; your DNA, the particular configuration of your brain, your life experiences. In early childhood, this uniqueness manifested itself by the fact that you felt particularly drawn to certain subjects and activities – what I call in my book ‘mastery, ‘ primal inclinations.
You cannot rationally explain why you felt so drawn to words, or to music, or to particular questions about the world around you, or to social dynamics. As you get older, you often lose contact with these inclinations. You listen to parents who urge you to follow a particular career path. You listen to teachers and alcoholic magazine editors who tell you what you’re good and bad at. You listen to friends who tell you what’s cool and not cool.
At a certain point, you can almost become a stranger to yourself and so, you enter career paths that are not suited to you emotionally and intellectually. Your life’s task, as I call it, is to return to those inclinations and to that uniqueness that marked each and every one of you at birth. At whatever age you find yourself, you must reflect back upon those earliest inclinations. You must look at those subjects in the present that continued to spark that childlike intense curiosity in you. You must look at those subjects and activities that you’ve been forced to do over the past few years that repel you, that have no emotional resonance.
Based on these reflections, you determine a direction you must take: writing, or music, or a particular branch of science, or a form of business, or public service. You now have a loose overall framework which you can explore and find those angles and positions that suit you best. You listen closely to yourself, to your internal radar. Some parts of that framework – for me. journalism and Hollywood – do not feel right. So you move on, slowly narrowing your path, all the while accumulating skills. Most people want simple, direct, straight line paths to the perfect position and to success, but instead, you must welcome wrong turns and mistakes. They make you aware of your flaws, they widen your experiences, they toughen you up. If you come to this process at a later age, you must cultivate a new set of skills that suit this change in direction you’ll be taking, and find a way to blend them with your previous skills.
Nothing in this process is ever wasted. In any event, the gold that you are after is learning and the acquisition of skills, not a fat paycheck. Look at what happens to you, as you adopt this very different internally-driven mindset. Because you are headed in a direction that resonates with you emotionally and personally, the hours of practice and study do not seem so burdensome. You can sustain your attention and your interest for much longer periods of time. What excites you is the learning process itself, overcoming obstacles, increasing your skill level. You are immersed in the present instead of constantly obsessing over the future, and so, you pay greater attention to the work itself and to the people around you, developing patience and social intelligence. Without forcing the issue, a point is reached in which you are thoroughly prepared from within.
The slightest opportunity that comes your way, you will now exploit. In fact, you will draw opportunities to you because people will sense how prepared you are, which is, I believe, what happened to me with Joost. Some of this might sound a bit mystical, but the results of this process that I’m talking about have been corroborated by recent scientific research. Most notably, the 1995’s study by Anders Ericsson that yielded the very famous 10,000-hour rule. In tracking people who had devoted years of their lives to learning chess or music, Ericsson discovered that somewhere near that magical mark of 10,000 hours of practice, the minds of these people suddenly became much more creative and fluid. The structures of their brains had been altered by all of those hours of practice, and at that 10,000-hour mark, we could see a visible transformation in their performance and creativity. That is a level you will reach naturally and organically if you follow this process far enough. Finally, what I’m proposing to you right now is actually, I think, rather radical, namely, the way to transform yourself is through your work.
I know this runs counter to our prevailing cultural prejudices; work is too ugly, too boring, too banal. Self-transformation, we think, comes through a spiritual journey, therapy, a guru who tells us what to do, intense group experiences, social experiences, and drugs. But most of these are ways of running away from ourselves and relieving our chronic boredom. They’re not connected to process, so any changes that occur don’t last. Instead, through our work, we can actually connect to who we are, instead of running away. By entering that slow, organic process, we can actually change ourselves from the inside out in a way that’s very real and very lasting. This process involves a journey of self-discovery that can be seen as quite spiritual if you like. In the end of this process, we contribute something unique and meaningful to our culture through our work, which is hardly ugly, boring, or banal.
Thank you very much. (Applause).
As found on Youtube
Why we have too few women leaders was the theme that Sheryl Sandberg on TedTalks
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. 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.” (Laughter) 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? 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. 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.
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.” (Laughter) “You got the top grade in the class? You don’t know anything.” (Laughter) 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. 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. 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. 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.
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. 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. (Applause) 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. (Cheers) 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. (Laughter) I said, “You’re thinking about this just way too early.” 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. 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.