Free Lean In by Sheryl Sandberg Page A

of my Facebook questioner, it might even be a decade.
    By the time the baby arrives, the woman is likely to be in a drastically different place in her career than she would have been had she not leaned back. Before, she was a top performer, on par with her peers in responsibility, opportunity, and pay. By not finding ways to stretch herself in the years leading up to motherhood, she has fallen behind. When she returns to the workplace after her child is born, she is likely to feel less fulfilled, underutilized, or unappreciated. She may wonder why she is working for someone (usually a man) who has less experience than she does. Or she may wonder why she does not have the exciting new project or the corner office. At this point, she probably scales her ambitions back even further since she no longer believes that she can get to the top. And if she has the financial resources to leave her job, she is more likely to do so.
    The more satisfied a person is with her position, the less likely she is to leave. 3 So the irony—and, to me, the tragedy—is that women wind up leaving the workforce precisely because of things they did to
stay in
the workforce. With the best of intentions, they end up in a job that is less fulfilling and less engaging. When they finally have a child, the choice—for those who have one—is between becoming a stay-at-home mother or returning to a less-than-appealing professional situation.
    Joanna Strober, co-author of
Getting to 50/50
, credits a compelling job for her decision to return to the workforce after becoming a mother. “When I first started working, there were lots of scary stories about female executives who ignored their kids or weren’t home enough,” she told me. “Everyone in our office talked about one executive whose daughter supposedly told her that when she grew up she wanted to be a client because they got all the attention. I found these stories so depressing that I gave up before even really starting downthe partner track. However, when five years later I was in a job I really loved, I found myself wanting to return to work after a few weeks of maternity leave. I realized those executives weren’t scary at all. Like me, they loved their kids a lot. And, like me, they also loved their jobs.”
    There are many powerful reasons to exit the workforce. Being a stay-at-home parent is a wonderful, and often necessary, choice for many people. Not every parent needs, wants, or should be expected to work outside the home. In addition, we do not control all of the factors that influence us, including the health of our children. Plus, many people welcome the opportunity to get out of the rat race. No one should pass judgment on these highly personal decisions. I fully support any man or woman who dedicates his or her life to raising the next generation. It is important and demanding and joyful work.
    What I am arguing is that the time to scale back is when a break is needed or when a child arrives—not before, and certainly not years in advance. The months and years leading up to having children are not the time to lean back, but the critical time to lean in.
    Several years ago, I approached an employee at Facebook to manage an important new project. She seemed flattered at first but then became noticeably hesitant. She told me that she wasn’t sure she should take on more responsibility. Obviously, something else was going on, so I quietly asked, “Are you worried about taking this on because you’re considering having a child sometime soon?” A few years earlier, I would have been afraid to ask this question. Managers are not supposed to factor childbearing plans into account in hiring or management decisions. Raising this topic in the workplace would give most employment lawyers a heart attack. But after watching so many talented women pass on opportunities for unspoken reasons, I started addressing this issue directly. I always give people the option of not answering, but so far,