Rating: 
(New York: Alfred A. Knopf, 2014)
228 pgs
Sheryl Sandberg’s book offers remarkable insight into challenges women face in the workforce. Not only does this book empower working women, but it also offers an eye-opening perspective for their male co-workers, bosses, partners, or fathers who might inadvertently be holding them back. As the Chief Operating Officer of Facebook and the mother of two children, Sandburg speaks from personal experience as well as from her keen social observations and research when she encourages women to “lean in.”
She begins by looking at what she calls the “Leadership Ambition Gap” in the workforce (15). It is no secret that women in earlier eras were expected to have few ambitions beyond marrying well and raising children. Sandburg notes that in her mother’s generation many women believed the workforce consisted of “two career options for women: teaching or nursing” (13). However, even in today’s more progressive society very few women are reaching upper-management positions or making use of their full professional potential. Sandberg notes, “Girls growing up today are not the first generation to have equal opportunity, but they are the first to know that all that opportunity does not necessarily translate into professional achievement” (15). For example, even though women earn more than fifty percent of college degrees, men hold the overwhelming majority of high-level corporate positions. Sandberg argues that one reason more men reach senior level jobs than women is because more men aspire to them (16).
Of course, one can point to a number of external factors that keep women from climbing the corporate ladder such as gender bias and family responsibilities. Sandberg does not downplay these issues. But her focus is on ways women often—though usually unintentionally—hold themselves back.
Sandburg contends that women often hinder themselves as a result of their self-doubt. She writes, “multiple studies in multiple industries show that women often judge their own performance as worse than it actually is, while men judge their own performance as better than it actually is” (29). When applied to the workforce, Sandburg argues that it is this lack of confidence that often keeps women from taking the risks necessary to receive promotions and better-paying jobs. Sandberg writes, “Like so many things, a lack of confidence can become a self-fulfilling prophecy” (33). She encourages women to break the cycle of insecurity.
Another challenge women face—and often a contributing factor to women’s self-doubt—is the prevailing bias that ambitious, successful women are unlikable. Sandberg describes a study in which two groups of people were given a case study about a successful female entrepreneur named Heidi Roizen (39). However, for one group, the subject’s first name was changed to Howard. Interestingly, while both groups rated the entrepreneur competent, those who were given the case study with the female name rated her much lower in likeability. The point Sandberg makes is that professional success in women is negatively correlated for women, but the opposite is true for men (40). Because most women desire to be liked, they often feel the need to “mute [their] accomplishments” (44). However, they often themselves in a catch-22, because “owning one’s success is key to achieving more success” (44). Sandberg acknowledges the difficulty of this situation, but she encourages women to communicate in ways that maintain their “likeability” without negating their success.
Perhaps the most poignant point Sandberg makes is that women should not “leave before they leave” (93). She writes, “Women rarely make one big decision to leave the workforce. Instead, they make a lot of small decisions along the way, making accommodations and sacrifices that they believe will be required to have a family” (93). Sandberg notes that many women begin worrying about the toll a career will take on their family before they even have a husband or children. As a result, women often pass up opportunities for advancement. She encourages women not to sabotage their career because of a situation that might occur in the future; rather they should take that time to “keep a foot on the gas pedal until a decision must be made” (103).
While the purpose of Sandberg’s book is to encourage women to “lean in” to their careers, it is important to note that she in no way belittles women who choose to focus on motherhood rather than career, nor does she propose that all women should remain in the workforce. She writes, “Not every parent needs, wants, or should be expected to work outside the home” (95). She also notes that many factors outside a women’s control can necessitate that she leave the workforce. On the contrary, Sandberg shows a great deal of respect for the immensely important work of motherhood. However, Sandberg does argue that far too many women are leaving the workforce—or settling for a sub-par career—for the wrong reasons.
Sandberg is writing from a secular standpoint that does not acknowledge God-ordained and gender-specific responsibilities. Therefore, some readers may find that her desire for equality between men and women at times veers over the line of biblically sanctioned gender roles. However, Sandberg raises some vital questions about an important issue that can only be addressed once both women and men understand the problem.
by Carrie Blackaby Camp