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6月2日消息,美国当地时间周三,Facebook母公司Meta首席运营官雪莉·桑德伯格(Sheryl Sandberg)发布博文宣布,她将于今年秋天离职。在此之前,桑德伯格已经在该公司工作了长达14年。

桑德伯格于2008年初加入Facebook,成为该公司联合创始人兼首席执行官马克·扎克伯格(Mark Zuckerberg)麾下的二号人物,并帮助Facebook成为广告巨头和科技行业最强大的公司之一,市值一度超过1万亿美元。

Meta首席增长官哈维尔·奥利文(Javier Olivan)将于今年秋天接任首席运营官一职。过去10年里,Facebook的大部分增长业务都由奥利文负责,他还管理过WhatsApp、Instagram、Messenger和Facebook。

桑德伯格在上周末将自己的决定告知了扎克伯格,但她将继续担任Meta的董事会成员。她在Facebook上发表了有关其做出离职决定的长篇帖文,她写道:“加入Facebook是我一生的荣耀。在接下来的几个月里,我将与扎克伯格进行相关工作交接。”

桑德伯格称,她最初希望在Facebook工作大约5年,但结果却持续了14年。她说:“我相信这家公司,我们做对了所有事情吗?绝对没有。我们在需要的地方学习、倾听、成长和投资了吗?是的,这个团队已经做到了,而且会坚持下去。”

扎克伯格表示,Meta计划进行内部重组,以适应新的变化。扎克伯格在Facebook上发帖称:“展望未来,我不打算取代桑德伯格在我们现有结构中的角色。我不确定这是否可能,因为她是一个超级巨星,以自己独特的方式定义了首席运营官的角色。”

他继续写道:“但即使有这种可能,我也认为Meta已经到了这样一个阶段:我们的产品和业务部门应该更紧密地结合在一起,而不是把所有业务和运营职能与我们的产品分开来组织。”

近年来,Meta因其巨大影响力、在阻止错误信息和有害材料传播方面缺乏成功的表现,以及收购Instagram和WhatsApp等以往的竞争对手而受到抨击。扎克伯格和其他高管在过去三年里多次被迫在美国国会作证,尽管桑德伯格基本上避开了这些场景。

在2016年总统大选后,Facebook因被滥用来煽动分裂和传播错误信息而受到严格审查。在那次选举期间,桑德伯格负责公司的政策和安全团队。在剑桥分析公司(Cambridge Analytica)不当使用Facebook数据的丑闻曝光之后,Facebook也受到了隐私问题的困扰。

目前,Meta仍面临着美国联邦贸易委员会(FTC)的反垄断诉讼,并可能受到美国证券交易委员会(SEC)等其他机构的审查,此前有举报人对该平台上打击仇恨言论的努力提出了投诉。

桑德伯格在接受采访时表示,辞职的决定将使她能够更多地专注于慈善工作。她说,此举并不是因为该公司悬而未决的监管或目前的广告业务增长放缓所致。

作为扎克伯格的重要副手,桑德伯格在Facebook的早期帮助建立了公司业务,她被视为该公司的“成年监护人”。在她的领导下,Facebook的广告业务蓬勃发展,桑德伯格也利用她在公司的成功提升了自己的形象,特别是在职场女性中。

2013年,桑德伯格出版了《向前一步:女性、工作和领导意愿》(Lean In: Women, Work, and the Will to Lead)一书,重点关注女性在职场面临的挑战以及她们可以做些什么来推进自己的职业生涯。

在加入Facebook之前,桑德伯格曾在克林顿政府的财政部任职,然后于2001年加入谷歌,帮助推进其广告业务增长。

在桑德伯格离职之际,Facebook正朝着一个新的方向发展。去年,扎克伯格将公司更名为Meta,并宣布它将成为沉浸式在线世界“元宇宙”的关键供应商。但随着该公司在元宇宙产品上投入巨资,其广告业务遭遇了挫折,这在某种程度上是因为苹果隐私规则改变损害了定向广告业务。

今年2月,Meta的市值暴跌了2300多亿美元,这是该公司公布财报后最大的单日跌幅。财报显示,该公司依然难以实现向元世界的飞跃。在采访中,桑德伯格说,Meta面临着近期的挑战,但会像过去那样经受住风暴的考验。她说:“我们上市的时候,还没有移动广告,但我们开创了这个领域。”

据说桑德伯格过去也曾有过离开Facebook的念头。2016年,她对同事们说,如果民主党总统候选人希拉里·克林顿(Hillary Clinton)赢得大选,她很可能会前往华盛顿工作。2018年,她再次告诉同事,她正在考虑离开,但在公司陷入危机时,她不想这么做。

扎克伯格在Facebook上发帖称赞了桑德伯格。他写道:“像我们这样的商业伙伴关系能维持这么久绝不寻常。桑德伯格塑造了我们的广告业务,雇佣了优秀的人才,打造了我们的管理文化,教我如何经营一家公司。”(小小)

 

 

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– I shut down my fund.

Then, each step that follows was critical to success. If I missed one of these steps I would’ve failed. Each step was a small step. If you focus on big steps, you’ll slip on the small steps.

1) I spec-ed out a website I wanted to make: a financial site that had no news on it but was focused on building community by exchanging ideas. I wanted to give people a way to make good decisions on their own.

When I say “spec”, I wrote down what all the buttons on the front page would do and what other content would appear on the front page.

I completely defined the next five layers of the site and what buttons and actions and content would occur on each page.

2) Once I had the spec, I went to a firm in India and asked them to design five pages of the website. Just the design. No code. This cost me $500.


3) I showed a potential distribution partner (thestreet.com) those pages and worked out a deal where they would help me get traffic AND they would place ads in exchange for 50% ownership.

They had a billion pageviews a year so I said, “YES!!” (Actually, not quite true. I said, I was thinking 3% ownership for them and Tom said, “No, 50%” and then I said, “YES!!”)

4) I paid the Indian firm to finish the site. This cost $2000. Then I came up with more ideas for the site and more ideas and more ideas and although we did a soft launch at version 1.0, we did a hard launch at version 5.0 about five months later.

5) I got my friends to use the site. First I created over 700 fake users and manually entered in probably over 10,000 pieces of data onto the site just to make it useful right away.

Don’t be afraid to do things manually to get things going on your site. Even with user-generated content it’s ok if you are the first 1000 users if you expect a million users to benefit from it.

Every successful business, even Google, Facebook, Twitter, started with a combination of manual improvements and friends of the founders using the site.

– I got my friends to write reviews of the site on their popular blogs. I wrote articles that would link back to the useful content on the site. I guest blogged on many different websites. This is how you get users back to your site.

Everyone asks me, “how do I get users to my site”. The above is the answer. It’s the only answer.

Don’t forget: when you start a website, it’s not yet a trusted site. So you have to bring people from a trusted site to your site to build up the trust in your site.

This is true for any site: financial sites, bird-watching sites, weight loss sites, sports sites, whatever.

– I created three areas of community on the site: a way for people to message and have “friends.” A user-generated forum system, and a Q&A system. The Q&A system in particular generated 40% of the traffic the day after it launched.

– I had ads on every page at this point. A million users a month. And no employees. So we were profitable. We were making about $100,000 a month with zero employees in just four months.

Being too afraid to build this into a big business, I sold the site almost instantly.

I could’ve used other examples. I could’ve used the debit card business I started. The delivery service I started. The mental health hospital I was involved in.

The billion revenues business I’m on the board of directors of and the many other businesses I’ve advised and consulted with and invested in.

But the lessons are all the same.

Lessons Learned

Get down on your hands and knees and scrub:

Even when something is scalable, don’t be afraid to get down on your hands and knees and be the first part of that scaling.

Don’t expect anonymous users to do all your initial hard work. Don’t expect computers to do all your initial hard work.

YOU do all your initial hard work.

Free content on the front page:

I had so much free content available it obscured the design. Everyone cares too much about design. Value is 10x more important than design.

Outsource incremental stages:

First we designed pages, then after we knew we were going to get big distribution, we made the rest of the site.

Then, based on user feedback and more ideas, we designed four more versions before an official launch. The site changed drastically from version 1.0 to version 5.0.

Diversify your distribution:

Although there was one primary source of distribution (thestreet.com) where I was getting traffic from, I also worked out deals to get traffic from AOL. Yahoo, Forbes, Reuters, and basic advertising.

Here’s how to not worry about competition:

I had competition but they were doing the “build it and they will come” technique. 95% of businesses forget that it’s important to be the first heavy users of your product.

A restaurant is a great example of this. The initial success of a pizza restaurant doesn’t depend just on how good the pizza is, but how many of your friends and their friends come in the door to buy it. Don’t be afraid to call everyone in your rolodex to come on over and try the pizza.

[RELATED: Life Tastes Better When You Eat What You Kill]

Actually, this is not quite true either. When I first realized I had competition, I cried. I actually called the developers in India and told them it was all over. They had to cheer me up.

One thing I learned ultimately, was that the biggest asset the business had was the passion my partner and I had for it.

That passion was much higher than the passion of our competitors so we ended up creating and implementing the best ideas. End of competition.

I didn’t know anyone:

I cold-called Yahoo, AOL, and Forbes to get on their radar.

In fact, I had a “negative network”. The first guy I called at Yahoo said he knew me. “Oh yeah?” I said because I had no idea who he was.

He said, “yeah, I invested in your wireless Internet business and lost my investment.”

You would think that would have hurt my chances. Yahoo became one of my biggest sources of distribution after that call. That guy became my biggest advocate within Yahoo.

The key is to anticipate what they might want, show them how it will cost them nothing but they will get huge benefit from it, and then just simply do it.

Make it as easy as possible for the other side to say “yes” before you ask them.

If you want someone to say “yes”, show them exactly what “yes” looks like and show them that it is already made.

Combine interests:

I had been 20 years already in the technology business (since I was in college). And I had been in the financial industry for about seven years then.

So I combined interests and made the best financial website. Nobody else was as well-placed in this intersection as I was.

Make the business you would use:

I wanted a site with no news, but tons of interesting ideas, perspectives, ideas, and community.

Investing based on news is the fastest way to poverty but it is very common in the hedge fund business for professional investors to call each other and exchange ideas. Hedge fund managers are on the phone all day with each other.

I made it very simple for everyone, and not just hedge fund managers, to do that online.

ABD:

Always be dealmaking. Even though I had a 50% distribution partner right from the beginning I was constantly meeting with companies and people to see what extra deals I could make.

I would come up with ideas about the value I could deliver them and then I would offer up that value. Maybe they needed a white label version of my site.

Maybe they needed content from my site. Maybe they needed their blog to be distributed on my site, maybe they wanted their newsletter sold on my site.

I did any deal I could do. Until finally I sold the site. But that wasn’t even the final deal. I stuck with it and the site continued to grow.

Nothing is a straight line:

There were constant cases where the code was bad on the site and the site would crash if it had too many users at the same time. Every other week I thought I was going to have a heart attack because the site kept crashing.

And some companies were very slow to do deals with me. Some companies outright rejected me (Google). You can’t be bitter or burn bridges. There may come another day, another company, or all the people at Google might move to other places where you do business with.

The key here is to always stay in touch and provide monthly updates showing how you are improving things. Always be willing to help people no matter what.

How do you know when to give up?

Every step of the way I was willing to give up if I didn’t see some form of traction. Sometimes that meant more users.

[RELATED: 10 Steps To Avoid Giving Up]

Sometimes that meant more profits. Sometimes that meant more technology that I really liked and ideas implemented that people wrote great reviews about.

Build community by hand:

I traveled around the country holding meetups with the most active users so I could see with my own eyes how the site was helping people.

It was exciting to me. As long as I had that excitement, I knew something was working.

The people who showed up at those meetups became almost like ambassadors for the site. They were so active they used the site more than me. Nothing beats face to face meeting to build your ambassadors.

Why did I go myself to most of these meetups?

There’s a saying in Argentina, “When the CEO is looking, the cow grows fatter”. A business builds fastest when the CEO is looking at it.

There’s a thousand details that the CEO sees. There’s 100 details that the COO sees. There’s 10 details that the regular employee sees. And details slip through the cracks when there is nobody.

At the same time I had also started a dating site (or four) and none of them got traction even though the sites were beautiful and I had smoked my own crack and thought the businesses were great. But no users equals no traction.

Perseverance is like a fire that needs oxygen.

Love is the oxygen for perseverance. You can love it. Users can love it. Partners can love it. Investors can love it. There are a lot of sources of love. Businesses and humans need love to live.

Ultimately, you create value for people and that’s how you build the love.

Business is just the delivery mechanism of that love.

Then love + perseverance = abundance.

I sold that business for $10 million and then two years later I was dead broke because once again I forgot all about love. I squandered the love. I forgot my small successes and made them into a big failure.

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