오늘 아침부터 Mark Zuckerberg의 활동을 모디너하고 좀더 자세히 SNS가 지구촌 20억 이상의 유저들에게 미치는 영향력에 대해 관심을 갖다가 그가 방금 시작한 Facebook Live 기능이 몰고올 파장에 대해 포스팅 한지가 얼마 되지 않아서 그의 동료이자 COO이며 Facebook의 디자인 총책임자인 Sheryl Sandberg의 글, 그녀의 TEDx 강좌에 이어 그녀가 NBA와 함께 벌이고 있는 Lean In Together 캠페인에 대해 학습을 하기로 했다.
아빠가 스킨쉽으로 양육하는 것을 대신할 것은 한 마디로 없다. 자녀들의 숙제를 돕고, 함께 책을 읽어주고 아이들의 하루 일과와 꿈에 대해서 대화하라. 완벽할 필요는 없다. 그렇게 있어주고, 가르치고 놀아주면 된다.
그렇게 안내하는 이 캠페인의 시작, 그 동기는 무엇일까? 서양, 특히 이스라엘의 자녀양육법은 세계의 모범이 되고 있고, 미국사회는 유태인의 교육법이 잘 소개되어 있어서 단지 이것 뿐만이 아니라는 것을 알 수 있다. 페이스북이 SNS 소통의 플랫폼이며, 그 작동 하나하나가 세계인의 행동양식에 영향을 미친다는 것을 TEDx 강좌에서 말한 Sheryl Sandberg가 땀에 젖어 남성미 푹푹 풍기는 NBA 농구 스타들과 벌이는 Let’s Lean In Together는 일견해도, 자녀양육에서 가사, 직장 여성동료 배려하기 등 남녀 평등 Gender equality( 남녀평등)에 대한 캠페인을 벌이고 있다. 직장에서 여성 직원을 Lean In 해주는 것 만으로도 그녀에게 큰 도움이 된다는 것이다.
if you lean in women you work with can go a long way.(캠페인 광고 중에서)
그리고 Zuckerberg의 facebook엔 그가 아기에게 젖병을 물리고 있는 장면이 인상깊게 다가온다.. 사진 설명 또한 뜨아했다.
Most important meeting of the day. #LeanInTogether
이러한 모습이 앞서 캠페인에서 말한 Hands-on fathering의 모습이며, 그에겐 ‘Most important Meeting’ 이었고, 그는 해쉬태그(#)를 사용하여 #LeaninTogather를 병기해 두었다. 인상적이란 말이 무색하다. 우리 사회와 문화가 너무 다르다. 그래도 이 역시 Platform 사업자이며 최고의 부자인 그가 아내와 함께 자신의 모든 재산을 사회에 환원하면서도 역동적으로 새로운 도전에 앞장서면서 동시에 지구촌 봉사와 모든 주제에 접근하는 지구촌 관심사에 적극적이면서 이렇듯 Subtil한 캠페인에 신경을 고루 쓰는 모습은 눈물겨울 정도로 ‘착한 모습’, ‘선인’의 모습이라면 현대에 이렇게 드러날까…여겨질 정도이다.
그렇다면 Facebook의 대표이면서 100인의 가장 영향력있는 여성으로 뽑힌 Sheryl Sandberg의 일은 Global philantropic plan Designer로서, 소통의 리더로서 인류가 회동하여 도모할 평화적, 인도적 영역을 개척하려는 임무에서, 또 페이스북의 사회공헌 프로젝트의 일환으로 이러한 일을 도모하는 것일까? 하는 의문을 갖고( Dig into…to get to the bottom of this campaign ) 이 캠페인의 진상을 캐내 진실을 알고 싶었다. 늘 , 이러한 방식이 제대로 영문을 공부하고 다양한 자료를 분석해 볼 수 있기 때문이고, 의외로 생각지도 못한 사실과 정보를 얻는 부수익이 짭짤하지 않았던가.
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Before Sheryl Sandberg became famous for her “Lean In” franchise of female-empowerment messaging, she was best known, in Silicon Valley, as a sales genius. For seven years in the mid-aughts, Sandberg ran Google’s online sales operation, which involved transforming the company from a beloved search engine with hardly any revenue into a global, multibillion-dollar ad-sales machine. When Facebook hired her, in 2008, to become the second-in-command to the C.E.O., Mark Zuckerberg, part of her mandate was to do something similar there; she accomplished this within a couple of years. So it was not a stretch when Sandberg announced, on Wednesday evening, an expansion of the “Lean In” campaign—#leanintogether, aimed at getting more men involved in advancing women’s rights—that sounded a lot like a sales pitch.
Lean In, the foundation that Sandberg helped to create, has dedicated a section of its Web site to #leanintogether, offering tips that men can use at home (split the chores; don’t tell your son to “man up”) and at work (give women credit; don’t assume mothers won’t want to travel). The Web page, and Lean In’s Facebook and Twitter accounts, also include messages of support from a motley group of powerful men, including Warren Buffett, LeBron James, Dwayne “The Rock” Johnson, and Hugh Jackman; Jackman got more than fifty-seven thousand “likes” for posting a photo, on Instagram, of himself grinning while taking out the trash. Emily Greenhouse, of Bloomberg, noted that #leanintogether “is being rolled out as a technology product,” complete with a smartphone-friendly interface.
The campaign was launched with an Op-ed, co-written by Sandberg and Adam Grant, a professor at the University of Pennsylvania’s Wharton School, with whom she has been publishing a series of pieces in the Times. “Men may fear that as women do better, they will do worse,” Sandberg and Grant wrote. “But the surprising truth is that equality is good for men, too.” They added, “Equality is not a zero-sum game.” The pair also offered some evidence to back up their argument. Companies with more female representation do better, they wrote, which means more profits to reward and promote employees of both sexes; divorce rates are lower for men who do their share of chores at home; caring for children is linked to lower substance-abuse rates; and couples who split the chores have more sex. “Choreplay is real,” Sandberg and Grant wrote. The responses to the choreplay line ranged from delight to horror, depending, it seemed, on one’s position on Sandberg’s broader campaign.
Much has been made, in the press and on college campuses, of the internal tensions within modern feminism. Often, the focus has been on whether modern feminists are building on the accomplishments of previous generations, and, if not, whether that should reasonably be expected of them in the first place. Many feminists who came of age in the seventies were appalled, for example, by the first SlutWalks, in 2011, for which women marched in suggestive outfits to protest the notion that such clothing is responsible for sexual assault—even as thousands of young women were galvanized by the protests. Sandberg’s Lean In campaign has brought to the fore a different rift, over whether the goals of feminism are best achieved through grassroots political organizing or through sales tactics borrowed from the business world.
Sandberg and Grant seemed to be doing the latter. The pair explicitly acknowledge, at the end of their Op-ed, wanting to persuade men that feminism is good for them, too. “To make gender parity a reality, we need to change the way we advocate for it,” they wrote. “The usual focus is on fairness: To achieve justice, we need to give women equal opportunities. We need to go further and articulate why equality is not just the right thing to do for women but the desirable thing for us all.” They added, “Many men who support equality hold back because they worry it’s not their battle to fight.” Sandberg and Grant draw on past political movements—they argue, for instance, that the women’s-suffrage movement gained the most traction when its supporters made the case that allowing women to vote would be better for everyone—but they also seem to be taking lessons from the world of sales and marketing, where Sandberg has made her name.
Sandberg’s message has resonated in the business world. Joelle Emerson, a lawyer by training who spent a year representing sexual-harassment victims and others at the civil-rights organization Equal Rights Advocates, and who now consults for businesses that want to increase their share of women and minorities, told me, “I’m kind of a realist on this stuff,” adding, “I think we need to communicate with people where they are now to get them on board. What is the best thing we can do to get men involved?” That meant, for her, making the case that men can benefit from feminism.
Emerson also saw the effort to involve men as an improvement on Sandberg’s earlier approach, which was to focus on what women could themselves do to get ahead—a tactic that seemed, to her critics, to disregard systemic barriers, like the societal expectation that women bear most child-care responsibilities, that prevent women from advancing. If Sandberg wants to persuade the male C.E.O.s of big companies to address those barriers, the thinking goes, what better method could there be than to convince people like Warren Buffett to buy in? Indeed, the #leanintogether campaign suggests concrete policies that managers can use to address some of the barriers. These include gender-blind hiring practices, in which the gender of job applicants isn’t visible to early reviewers; adopting “family-friendly policies”; and establishing mentorship programs for women.
Sarah Leonard, a journalist and one of Sandberg’s critics, told me that she was skeptical of whether the #leanintogether message can help to address structural barriers. Leonard argued that making the corporate world more hospitable to women by appealing to male bosses and colleagues to change their policies and behavior won’t necessarily help women in lower-wage jobs. She pointed out that when Sandberg visited Harvard to deliver a speech last year, a group of female housekeepers who worked at a hotel on the university’s land appealed to her to meet with them and aid in their efforts to unionize; Sandberg sent word that she wouldn’t have time. “The fact that she has more effectively rallied corporate leaders of both genders around the campaign than she has rallied women of different socioeconomic classes is very telling about who the campaign is for,” Leonard said. (A Lean In spokeswoman acknowledged the Harvard incident but noted that Lean In’s message and its programs are aimed at socioeconomically disadvantaged women, too.)
Moreover, the #leanintogether approach might have less impact than legislation. On Friday, Germany passed a law requiring companies to apportion thirty per cent of supervisory seats on their boards to women, prompting the Times reporters Alison Smale and Claire Cain Miller to write, “In passing the law, Germany joined a trend in Europe to accomplish what has not happened organically, or through general pressure.”
The Lean In organization tends to keep its message apolitical; #leanintogether doesn’t take a position on public-policy issues that affect women, such as universal child care or the minimum wage, though the Lean In spokeswoman noted that Sandberg “does weigh in personally on some political issues,” and that she recently gave a speech in which she “addressed the need for paid maternity and paternity leave.” Leonard told me, “I would say that if she talks to powerful male C.E.O.s and, as a result, they enforce pay equality in their companies and increase parental leave—and, if we’re going to be really hopeful, increase the salaries of the women who are cleaning the offices, as well as the women who are sitting in corporate positions within the company—that’s all to the good. However, it’s not a problem that’s going to be solved one company at a time.”
When I ran Leonard’s points by Rachel Thomas, the president of the Lean In organization, she essentially agreed with many of them. “We need to both change policy and change minds to reach equality,” she said. “As an organization, LeanIn.Org is focused on driving individual change.” She also said, “Too often, people pit one approach against another. We need every tactic to reach equality, and the more organizations that join the broader cause, the more successful we’ll all be.”
Vauhini Vara, the former business editor of newyorker.com, is a correspondent for the site. From 2004 to 2013, she was a reporter at the Wall Street Journal, covering California politics and Silicon Valley; her writing has been anthologized in “Dogfight at the Pentagon,” a 2014 collection of page-one features from the Journal. She is also an O. Henry Prize-winning fiction writer, with stories published in Tin House, ZYZZYVA, and elsewhere.
Reading List: Vauhini Vara recommends Ariel Levy’s “Thanksgiving in Mongolia,” about miscarriage.
게시일: 2015. 3. 4.
David Muir interviews Sheryl Sandberg, author of ‘Lean In,’ who has inspired a empowerment movement for women in the workplace. She now says it is time to take the next step.
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표준 YouTube 라이선스
다소 조사가 길어지겠네요. 읽을 것이 많은 이유이죠.
그러하고…마치 양파껍질을 까듯이 세계 굴지의 기업조직의 수장들…그들의 활동을 강좌까지 고려해서 펼쳐보는 일은 스스로의 학습열과도 공조가 된다면 마치 멘토링을 하는 느낌까지 듭니다.
그리고 내로라 하는 미국 MBA 소지자로서 세계최고의 기업인 Facebook의 창업자와 그의 동업자들의 사업철학과 상상력까지 찾아들어가는 것은 그것이 다큐멘터리 장인정신이 없다면 쉽지않은 일이겠지요.
광장동 홀리스 커피에서 카쿠