????懷孕期間，桑德伯格在（之前）上班的地方尋找一個停車位。最后，她在離辦公樓入口很遠的地方找到了一個車位。

????為了準時開會，她不得不在路上笨拙地奔跑。她意識到，其他懷孕的職場女性肯定也會有同樣痛苦的經歷。于是，桑德伯格向公司CEO建議，應該為懷孕的員工預留停車位。CEO馬上同意了，而且意識到，這么顯而易見的事情，之前他竟然從未想到過。于是他認識到，多視角的領導團隊更有利于發現和解決大大小小的問題。

????缺少及時信息并不是我們所面臨的唯一的陷阱。我們有自己的工作日程，還有各種相互矛盾的主張需要我們關注。而另外一些溝通失敗的情況非常頑固，即使最成功的公司（本來可以更加成功）也不能幸免。例如，有些溝通失敗的情況會導致下屬過于依賴字面意思來理解高層發出的信號。

????桑德伯格在書中和讀者分享了一個例子。有一次，她針對內部工作提出了一項要求：幻燈片演示不能成為她與同事開會的主要形式。結果這一主張被推而廣之（例如被推廣到與客戶和潛在客戶的會議當中），但這并不是她的初衷。這又是一個案例，因為員工的大膽反饋，一項沒有實效的舉措最終得以終結。

????及時的反饋對于任何一家公司的活力和健康都至關重要。涉及員工很難開口的微妙問題時，尤其是只涉及少數人的情況下，及時反饋最為重要。

????作為管理者，我們都有義務保證溝通渠道暢通。我們還必須承認，僅僅靠開門政策和保證每個人在開會時都有發言的機會，還遠遠不夠。（實際上，對于女性和不同文化背景的人為何對舉手發言猶豫不決，尤其是在個別盎格魯撒克遜式的公司當中，他們為什么很難通過大聲叫喊來吸引注意力，《向前一步》和《盲點》兩本書了都給出很好的理由。）

????通常情況下，越是最有價值的見解和反饋，就越難收集。因此，管理者應努力做到，始終如一地耐心征集不同的觀點，確保更高效的雙向互動，同時為這種互動提供適當的安全地帶。

????桑德伯格正是要提醒我們，世界上不存在放之四海而皆準的法則。公司必須找到屬于自己的切入點。這是一個漸進的過程。為了提供幫助，《向前一步》一書給出了許多有趣的例子和可行的建議。

????比如，目前對導師制的重視。導師制在如今的機構內已經成為一種時髦。

????這些計劃通常被視為保護和增強公司文化的有效方式，尤其是那些迅速增長和大舉招聘的公司。事實也確實如此。但這些計劃也最有可能面臨過度制度化的風險。

????導師計劃需要經過周到細心的設計，同時根據需要進行調整。如何解決有意識和下意識感知到的真實障礙？桑德伯格在書中提供了大量的實例，其中包括高盛（Goldman Sachs）一名高管的真實案例。這位高管決定將男性和女性的指導會安排在早餐和午餐進行，而不是在酒會或晚餐時間。因為在酒會或晚餐時間，不同性別之間的會面被人誤解的風險更高。

????有組織的輔導對于克服障礙，平等獲得許多公司采用的、非正式的內部培訓來說，至關重要，尤其是對女性來說更是如此。但這種輔導并非完全的替代品。實際上，無論是啟用正式輔導，還是非正式的輔導，效果都比不上兩者相結合的方式。

????Well into her pregnancy, Sandberg was searching for a parking place at her (former) workplace. The one she finally located was quite far from the entrance to the building.

????Forced to run awkwardly to make a meeting, she realized that this ordeal is shared by other pregnant women. So Sandberg went to her CEO and suggested that parking spaces be reserved for this purpose. The CEO instantly agreed, noting how this obvious decision had never occurred to him and recognizing that a multi-perspective leadership team is better at identifying and solving problems, large and small.

????Lack of timely information is not the only trap that faces many of us who have demanding schedules and competing claims on our attention. Other types of communication failurespersist even in the most successful companies (which could thus be even more successful), including those that result in too-literal interpretation of signals from the top.

????Sandberg shares an episode where one of her internal work requests -- that Powerpoint presentations no longer dominate meetings with her associates -- was applied in a generalized manner that she never intended (namely, to outside meetings with clients and prospects). Once again, it was courageous feedback that put a stop to an unfortunate and detrimental lapse.

????Timely feedback is critical to the vibrancy and well-being of any company. It is most important when it comes to the delicate issues that employees may find hard to bring up, particularly those in under-represented groups.

????As managers, we all have an obligation to ensure proper channels of communications, and we must recognize that it is not enough just to have an open-door policy and ensure that all have a proper opportunity to speak at meetings. (Indeed, both Lean In and Blindspot provide good reasons why women and people from certain cultures hesitate to raise their hands to get the floor or, particularly in some Anglo-Saxon companies, find it hard to shout loudly to command attention.)

????Often the most valuable insights and feedback are the hardest to collect. Thus, managers should work hard and consistently to thoughtfully solicit diverse views, ensure greater two-way interactions, and provide proper safe zones.

????Sandberg is right to remind us that there simply isn't a one-size-fits-all approach. Companies have to find their individual sweet spots. It is an evolutionary process. And, to help it along, Lean In provides some interesting examples and actionable advice.

????Consider, for example, the current well-intentioned emphasis on mentoring. It is almost a modern-day institutional fad.

????These programs are often seen as a great way to preserve and enhance the culture of a company, and especially one that is growing rapidly and hiring robustly. They are. Yet they are all also among those facing the highest risk of being over-institutionalized.

????Mentoring programs need to be thoughtfully designed, and course-corrected as needed. Sandberg provides examples of how real and perceived hindrances, both conscious and subconscious, can be addressed -- including the case of an executive at Goldman Sachs (GS) who decided to have all his mentorship meetings, male and female, over breakfast and lunch rather than over drinks/dinner where gender mixed meetings have a higher risk of being misconstrued.

????Structured mentoring can play an important role in overcoming impediments, especially for women, to equal access to the informal mentoring approaches that many companies use. But they are not complete substitutes. Indeed, they are most effective in a mix than enables both formal and informal mentoring.