--- product_id: 1932 title: "Lean In: Women, Work, and the Will to Lead" price: "AR$45453" currency: ARS in_stock: true reviews_count: 13 url: https://www.desertcart.com.ar/products/1932-lean-in-women-work-and-the-will-to-lead store_origin: AR region: Argentina --- # Lean In: Women, Work, and the Will to Lead **Price:** AR$45453 **Availability:** ✅ In Stock ## Quick Answers - **What is this?** Lean In: Women, Work, and the Will to Lead - **How much does it cost?** AR$45453 with free shipping - **Is it available?** Yes, in stock and ready to ship - **Where can I buy it?** [www.desertcart.com.ar](https://www.desertcart.com.ar/products/1932-lean-in-women-work-and-the-will-to-lead) ## Best For - Customers looking for quality international products ## Why This Product - Free international shipping included - Worldwide delivery with tracking - 15-day hassle-free returns ## Description #1 INTERNATIONAL BESTSELLER • “A landmark manifesto" ( The New York Times ) that's a revelatory, inspiring call to action and a blueprint for individual growth that will empower women around the world to achieve their full potential. In her famed TED talk, Sheryl Sandberg described how women unintentionally hold themselves back in their careers. Her talk, which has been viewed more than eleven million times, encouraged women to “sit at the table,” seek challenges, take risks, and pursue their goals with gusto. Lean In continues that conversation , combining personal anecdotes, hard data, and compelling research to change the conversation from what women can’t do to what they can. Sandberg, COO of Meta (previously called Facebook) from 2008-2022, provides practical advice on negotiation techniques, mentorship, and building a satisfying career. She describes specific steps women can take to combine professional achievement with personal fulfillment, and demonstrates how men can benefit by supporting women both in the workplace and at home. Review: Could this be the next step? - I had heard the buzz about Sheryl Sandberg's Lead In: Women, Work and the Will to Lead that many of you may have heard as well. Written by an elitist with a double Harvard degree who was mentored by Larry Summers (gasp!) and is worth hundreds of millions in stock from Google and Facebook (oh no!), she couldn't possibly have anything to say to women in less fortunate positions. It was a vanity book designed to elevate Facebook (really?). I have to admit that it has been a long time since I remember a book being so roundly condemned by so many who hadn't even read it. The fact that a book authored by a woman about women was raising such a stink intrigued me. If I hadn't planned to read it before, I certainly looked forward to reading it now. I should be used to pundits being wrong. Honestly, there were some points in this book that almost had me wishing I were thirty years younger and still working. It takes a lot to do that. I am happy with my life (except for the grief part) and I don't generally envy the lot of today's working women. Lean In is not so much a feminist manifesto, as it is a hands-on guide to how a woman can think about and alter her chances for success. From the cultural inhibitions that women internalize to the social judgments levied on our performance, Sandberg presents possibilities for change. She addresses many of the same issues I tried to deal with in my career. And although I did okay, I know that some of the advice she offers would have made it possible for me to do a lot more. (Of course in those days she could not have attended Harvard. Or Yale. And COO of Facebook? Not likely.) Times have changed since Betty Friedan. Women can now attend Harvard. Women can become the COO of Facebook. But not enough of them do. And that is what Sandberg is trying to change with Lean In. Well researched and documented, Sandberg uses statistics, personal anecdotes, and stories from other successful women to present her case. She then uses some common sense, more research, and creative thinking to propose solutions. From the book: "I am fully aware that most women are not focused on changing social norms for the next generation but simply trying to get through each day. Forty percent of employed mothers lack sick days and vacation leave, and about 50 percent of employed mothers are unable to take time off to care for a sick child. 21 Only about half of women receive any pay during maternity leave. 22 These policies can have severe consequences; families with no access to paid family leave often go into debt and can fall into poverty. 23 Part-time jobs with fluctuating schedules offer little chance to plan and often stop short of the forty-hour week that provides basic benefits. 24 Too many work standards remain inflexible and unfair, often penalizing women with children. Too many talented women try their hardest to reach the top and bump up against systemic barriers. So many others pull back because they do not think they have a choice. All of this brings me back to Leymah Gbowee's insistence that we need more women in power. When leadership insists that these policies change, they will. Google put in pregnancy parking when I asked for it and it remains there long after I left. We must raise both the ceiling and the floor." Yes, Sheryl Sandberg has had a storied career, leaving her worth close to a billion dollars, named as one of Forbes top five most powerful women in the world, but then, who would want to read a book by a failure? Who wants advice from someone who hasn't succeeded in making a difference? Maybe this is all just an evil plot to grow Facebook's audience and the value of her stock. Or maybe it just is what she says it is. A way forward for women and their life partners. (She devotes an entire chapter to how important a life partner is to anyone's success in life.) Lean In doesn't have to have all of the answers in order to be pointing in the right direction. It is clear that the women's movement has stalled: on Friday North Dakota passed the most repressive anti-women laws the nation has ever seen, virtually denying women the rights guaranteed by Roe vs Wade, and we learned that NYPD officers have been ordered to run criminal record checks on the victims of domestic abuse. Clearly we need to do something. Until we have a greater share of power, our rights will continue to be dictated to us by others. It is time women started reaching for the levers of power in corporations, institutions and governments. Lean In doesn't stop with the last page. In addition to her TED talk, she has set up, of course, a Facebook page, and a website looking to continue the conversation. She envisions women meeting in small (8 to 12) Lean In Circles to learn from each other and support each other's growth. Small circles that have been disparagingly referred to as a throwback to the consciousness raising of times gone by. What her critics forget is that those consciousness raising parties did a lot of good back in the day. Jodi Kantor, of the New York Times, in an attempt to show how evil this plot is, published a copy of the document that is being circulated to potential corporate partners in the Lean In movement. (BTW, said corporate partners are only asked the use of their logos and endorsement, not funding, and their support for their employees who chose to join the circles.) I read the document, which I found here: [...] And wish that when my girlfriends and I got together during the 70s in an informal support group at a nearby watering hole that we could have had access to the material and format of the new Lean In Circles. We got the job done, and helped other women move along their career paths, but not nearly enough and not quickly enough. All profits from her book go to LeanIn.org which is a non-profit public benefit corporation that runs the website of the same name. Lean In is not for all women. Nor is it meant to be. Not all women want a high powered career and a family. But for those who do, and for their partners, it is a book well worth reading. Review: An interesting, inspiring book - The gap between the potential of women coming from college and the paucity of women in leadership roles is what concerns Sheryl Sandberg as well. By this point, she has spread her message of leaning in through many forums. Sandberg has a successful TED talk that has been watched almost4.5 million times; she has a national number one bestseller with the book "Lean In: Women, Work, and the Will to Lead"; she has extended the franchise with a social network where women can form "Lean In Circles" where women can encourage each other; finally, she has put out a new expanded edition of her book branded for college graduates. Lean In has a basic message for women - lean in! But what is leaning in? In broad strokes it is accepting that the structural limitations for success of women exist and empowering women who by giving them a blueprint for growth both inside and outside of the workplace. It is about setting boundaries and working towards a more equitable world. There are twelve chapters, and they all speak an empowering truth that does not come across too much like a self-help book. In the introduction, Sandberg posits that we can have a more equal world, "one where women ran half of countries and companies and men ran half our homes" (Lean In 7). Chapter two speaks to the gap between college success and the amount of leaders in commerce and industry, which Sandberg inverts, saying that though there are the structural issues holding women back, there are in fact issues internal to women, in that there is a "Leadership Ambition Gap" (ibid 12). Though not included here in the book, this for me is well illustrated with one fact: "A recent McKinsey & Company study reported that internal research at Hewlett Packard found that women only applied to open positions if they felt they met 100 percent of the criteria, compared to only 60 percent for men." (Kenal) Men are not afraid to ask for a job even if they're not qualified because they think they can do the job or learn on the job. Women, conversely, opt out, since as Sandberg notes, "Most leadership positions are held by men, so women don't expect to achieve them and that becomes one of the reasons they don't." (22). After Sandberg describes what she sees as the problem, she has some concrete advice that can be applied more generally. Chapter two, titled "Sit at the Table," encourages women to do just that. Generally, women might exclude themselves from conversation by sitting back even when they are invited to literally sit at the table (27). Charisma has an important role in leadership, and getting people to like you can be a difficult battle for anyone in the workplace. Chapter three focuses on the paradoxical nature of success for women. Studies have shown that successful men are often well liked. The converse is true for women. The more successful a woman is, people of both genders will like her less (40). This is, Sandberg posits, because there are so few women in powerful roles and their otherness makes them a source for scorn. She is hopeful though, for a time when more women have leaned in so that "If women held 50 of top jobs, it would not be possible to dislike that many people" (50). Chapter four emphasizes that there are many ways to the top by bringing a metaphor about a jungle gym to replace the common perception of a ladder. Chapter five focuses on mentorship, the importance of finding on the way up, and of being one once you are at the top. She notes the potential weakness of this because there are so many more men than women at the top, so mentorship as existing reinforces the old-boys network (71). Chapter six, "See and speak your truth exhorts women to not hold back in communication, but to be smart about it, so that "Communication works best when we combine appropriateness with authenticity, finding that sweet spot where opinions are not brutally honest but delicately honest" (78). So once you have joined your place at the table, you need to speak up. Chapter seven, for me, is the heart of the book, mainly because I can relate to the situation. In "Don't Leave Before You Leave," Sandberg's message is simple - go full bore until you can no longer go. Take the opportunities that are presented to you and don't turn them away because of choices you might make in the future. Sandberg illustrates this well with a story of a women worried about work-life balance in the future with a child. The kicker being that the women was not even seeing anyone at the time (92). By disqualifying yourself because of these future decisions, you put yourself on the track to not have other opportunities in the future, ironically limiting your future options. Chapter eight focus on the home, making sure that your partner is a full participant at home. This has added benefits, as research shows that equality between partners leads to happier relationships (118). This is improving, since partnership is a micro-level issue that happens "one family at a time" and men of younger generations are more willing to be equitable partners (120). Chapter nine tries to break down the "Myth of Doing It All," where Sandberg recognizes that there are limits to how much one can do in the day when it comes to family, work, and personal time. She knows that you can't do everything and we should be able to accepts that "Done is better than perfect" (129) in terms of the accomplishing goals (a mantra I myself want to adopt). She tells a story of forgetting her son's green t-shirt on Saint Patrick's day to show that she herself can be fallible. The chapter closes with her definition of success: "Making the best choices we can...and accepting them" (139). The last two chapters are about naming the problem, starting a dialogue based on the recommendations in the book, and moving forward to creating a world where those fifty percent of companies and households are led by women in a more equal society. Importantly, Sandberg recognizes some of the limitations of leaning in, noting "I am fully aware that most women are not focused on changing social norms for the next generation but simply trying to get through each day" (169). Ultimately, the book is structured in a way that describes the problem, outlines solutions, and provides a way forward for people to make these changes. Thankfully, these are not those broad policy prescriptions that have no hope of being enacted, but instead they are actions most women can make so that they are not left behind. ## Features - TEDtalk 50 most powerful women seek challenges take risks ## Technical Specifications | Specification | Value | |---------------|-------| | Best Sellers Rank | #20,679 in Books ( See Top 100 in Books ) #13 in Women & Business (Books) #264 in Success Self-Help #270 in Leadership & Motivation | | Customer Reviews | 4.5 out of 5 stars 17,638 Reviews | ## Images ![Lean In: Women, Work, and the Will to Lead - Image 1](https://m.media-amazon.com/images/I/71Kuj8o81jL.jpg) ## Customer Reviews ### ⭐⭐⭐⭐⭐ Could this be the next step? *by S***Y on March 18, 2013* I had heard the buzz about Sheryl Sandberg's Lead In: Women, Work and the Will to Lead that many of you may have heard as well. Written by an elitist with a double Harvard degree who was mentored by Larry Summers (gasp!) and is worth hundreds of millions in stock from Google and Facebook (oh no!), she couldn't possibly have anything to say to women in less fortunate positions. It was a vanity book designed to elevate Facebook (really?). I have to admit that it has been a long time since I remember a book being so roundly condemned by so many who hadn't even read it. The fact that a book authored by a woman about women was raising such a stink intrigued me. If I hadn't planned to read it before, I certainly looked forward to reading it now. I should be used to pundits being wrong. Honestly, there were some points in this book that almost had me wishing I were thirty years younger and still working. It takes a lot to do that. I am happy with my life (except for the grief part) and I don't generally envy the lot of today's working women. Lean In is not so much a feminist manifesto, as it is a hands-on guide to how a woman can think about and alter her chances for success. From the cultural inhibitions that women internalize to the social judgments levied on our performance, Sandberg presents possibilities for change. She addresses many of the same issues I tried to deal with in my career. And although I did okay, I know that some of the advice she offers would have made it possible for me to do a lot more. (Of course in those days she could not have attended Harvard. Or Yale. And COO of Facebook? Not likely.) Times have changed since Betty Friedan. Women can now attend Harvard. Women can become the COO of Facebook. But not enough of them do. And that is what Sandberg is trying to change with Lean In. Well researched and documented, Sandberg uses statistics, personal anecdotes, and stories from other successful women to present her case. She then uses some common sense, more research, and creative thinking to propose solutions. From the book: "I am fully aware that most women are not focused on changing social norms for the next generation but simply trying to get through each day. Forty percent of employed mothers lack sick days and vacation leave, and about 50 percent of employed mothers are unable to take time off to care for a sick child. 21 Only about half of women receive any pay during maternity leave. 22 These policies can have severe consequences; families with no access to paid family leave often go into debt and can fall into poverty. 23 Part-time jobs with fluctuating schedules offer little chance to plan and often stop short of the forty-hour week that provides basic benefits. 24 Too many work standards remain inflexible and unfair, often penalizing women with children. Too many talented women try their hardest to reach the top and bump up against systemic barriers. So many others pull back because they do not think they have a choice. All of this brings me back to Leymah Gbowee's insistence that we need more women in power. When leadership insists that these policies change, they will. Google put in pregnancy parking when I asked for it and it remains there long after I left. We must raise both the ceiling and the floor." Yes, Sheryl Sandberg has had a storied career, leaving her worth close to a billion dollars, named as one of Forbes top five most powerful women in the world, but then, who would want to read a book by a failure? Who wants advice from someone who hasn't succeeded in making a difference? Maybe this is all just an evil plot to grow Facebook's audience and the value of her stock. Or maybe it just is what she says it is. A way forward for women and their life partners. (She devotes an entire chapter to how important a life partner is to anyone's success in life.) Lean In doesn't have to have all of the answers in order to be pointing in the right direction. It is clear that the women's movement has stalled: on Friday North Dakota passed the most repressive anti-women laws the nation has ever seen, virtually denying women the rights guaranteed by Roe vs Wade, and we learned that NYPD officers have been ordered to run criminal record checks on the victims of domestic abuse. Clearly we need to do something. Until we have a greater share of power, our rights will continue to be dictated to us by others. It is time women started reaching for the levers of power in corporations, institutions and governments. Lean In doesn't stop with the last page. In addition to her TED talk, she has set up, of course, a Facebook page, and a website looking to continue the conversation. She envisions women meeting in small (8 to 12) Lean In Circles to learn from each other and support each other's growth. Small circles that have been disparagingly referred to as a throwback to the consciousness raising of times gone by. What her critics forget is that those consciousness raising parties did a lot of good back in the day. Jodi Kantor, of the New York Times, in an attempt to show how evil this plot is, published a copy of the document that is being circulated to potential corporate partners in the Lean In movement. (BTW, said corporate partners are only asked the use of their logos and endorsement, not funding, and their support for their employees who chose to join the circles.) I read the document, which I found here: [...] And wish that when my girlfriends and I got together during the 70s in an informal support group at a nearby watering hole that we could have had access to the material and format of the new Lean In Circles. We got the job done, and helped other women move along their career paths, but not nearly enough and not quickly enough. All profits from her book go to LeanIn.org which is a non-profit public benefit corporation that runs the website of the same name. Lean In is not for all women. Nor is it meant to be. Not all women want a high powered career and a family. But for those who do, and for their partners, it is a book well worth reading. ### ⭐⭐⭐⭐ An interesting, inspiring book *by J***R on June 23, 2014* The gap between the potential of women coming from college and the paucity of women in leadership roles is what concerns Sheryl Sandberg as well. By this point, she has spread her message of leaning in through many forums. Sandberg has a successful TED talk that has been watched almost4.5 million times; she has a national number one bestseller with the book "Lean In: Women, Work, and the Will to Lead"; she has extended the franchise with a social network where women can form "Lean In Circles" where women can encourage each other; finally, she has put out a new expanded edition of her book branded for college graduates. Lean In has a basic message for women - lean in! But what is leaning in? In broad strokes it is accepting that the structural limitations for success of women exist and empowering women who by giving them a blueprint for growth both inside and outside of the workplace. It is about setting boundaries and working towards a more equitable world. There are twelve chapters, and they all speak an empowering truth that does not come across too much like a self-help book. In the introduction, Sandberg posits that we can have a more equal world, "one where women ran half of countries and companies and men ran half our homes" (Lean In 7). Chapter two speaks to the gap between college success and the amount of leaders in commerce and industry, which Sandberg inverts, saying that though there are the structural issues holding women back, there are in fact issues internal to women, in that there is a "Leadership Ambition Gap" (ibid 12). Though not included here in the book, this for me is well illustrated with one fact: "A recent McKinsey & Company study reported that internal research at Hewlett Packard found that women only applied to open positions if they felt they met 100 percent of the criteria, compared to only 60 percent for men." (Kenal) Men are not afraid to ask for a job even if they're not qualified because they think they can do the job or learn on the job. Women, conversely, opt out, since as Sandberg notes, "Most leadership positions are held by men, so women don't expect to achieve them and that becomes one of the reasons they don't." (22). After Sandberg describes what she sees as the problem, she has some concrete advice that can be applied more generally. Chapter two, titled "Sit at the Table," encourages women to do just that. Generally, women might exclude themselves from conversation by sitting back even when they are invited to literally sit at the table (27). Charisma has an important role in leadership, and getting people to like you can be a difficult battle for anyone in the workplace. Chapter three focuses on the paradoxical nature of success for women. Studies have shown that successful men are often well liked. The converse is true for women. The more successful a woman is, people of both genders will like her less (40). This is, Sandberg posits, because there are so few women in powerful roles and their otherness makes them a source for scorn. She is hopeful though, for a time when more women have leaned in so that "If women held 50 of top jobs, it would not be possible to dislike that many people" (50). Chapter four emphasizes that there are many ways to the top by bringing a metaphor about a jungle gym to replace the common perception of a ladder. Chapter five focuses on mentorship, the importance of finding on the way up, and of being one once you are at the top. She notes the potential weakness of this because there are so many more men than women at the top, so mentorship as existing reinforces the old-boys network (71). Chapter six, "See and speak your truth exhorts women to not hold back in communication, but to be smart about it, so that "Communication works best when we combine appropriateness with authenticity, finding that sweet spot where opinions are not brutally honest but delicately honest" (78). So once you have joined your place at the table, you need to speak up. Chapter seven, for me, is the heart of the book, mainly because I can relate to the situation. In "Don't Leave Before You Leave," Sandberg's message is simple - go full bore until you can no longer go. Take the opportunities that are presented to you and don't turn them away because of choices you might make in the future. Sandberg illustrates this well with a story of a women worried about work-life balance in the future with a child. The kicker being that the women was not even seeing anyone at the time (92). By disqualifying yourself because of these future decisions, you put yourself on the track to not have other opportunities in the future, ironically limiting your future options. Chapter eight focus on the home, making sure that your partner is a full participant at home. This has added benefits, as research shows that equality between partners leads to happier relationships (118). This is improving, since partnership is a micro-level issue that happens "one family at a time" and men of younger generations are more willing to be equitable partners (120). Chapter nine tries to break down the "Myth of Doing It All," where Sandberg recognizes that there are limits to how much one can do in the day when it comes to family, work, and personal time. She knows that you can't do everything and we should be able to accepts that "Done is better than perfect" (129) in terms of the accomplishing goals (a mantra I myself want to adopt). She tells a story of forgetting her son's green t-shirt on Saint Patrick's day to show that she herself can be fallible. The chapter closes with her definition of success: "Making the best choices we can...and accepting them" (139). The last two chapters are about naming the problem, starting a dialogue based on the recommendations in the book, and moving forward to creating a world where those fifty percent of companies and households are led by women in a more equal society. Importantly, Sandberg recognizes some of the limitations of leaning in, noting "I am fully aware that most women are not focused on changing social norms for the next generation but simply trying to get through each day" (169). Ultimately, the book is structured in a way that describes the problem, outlines solutions, and provides a way forward for people to make these changes. Thankfully, these are not those broad policy prescriptions that have no hope of being enacted, but instead they are actions most women can make so that they are not left behind. ### ⭐⭐⭐⭐⭐ Lean In: Not just for women *by P***S on August 31, 2013* When I shared with a female colleague of mine that I was writing a review of Sheryl Sandberg's Lean In: Women, Work, And the Will to Lead, she asked a pointed question: would it be difficult for me as a man to review without bias a book about women in the workplace? The question stayed with me as I began reading this book by the COO of Facebook that has been on the NY Times best-seller list for 20 weeks and counting. What I found was that Sandberg quickly answered the question for me. While the book is ostensibly about the lack of equality in the workplace, it's really about subconscious biases--by both men and women. While women became 50 % of college graduates in the U.S. in the early 1980s, only 21 of the Fortune 500 CEOs are women. Women hold 14% of executive officer positions and constitute 18 % of our elected congressional officials. Pay inequity is striking. In 1970, working women in America were paid 59 cents for every dollar their male counterparts made. By 2010, that amount had been raised to only 77 cents for every dollar men made. While many Americans may attribute these facts to historical discrimination or a glass ceiling that has now been cracked in most industries, Sandberg argues that this is not the case. In the past two decades, equity in the workforce has stalled. Sandberg digs for answers to this inequity by using two sets of tools: professional and personal. The book is packed with footnoted hard data and referenced studies. But it is the personal anecdotes recalling Sandberg's own struggles in making choices regarding family and career that make the subject approachable and immediate. In doing so, Sandberg makes herself vulnerable, and `just like us.' This is a commendable stance (and ultimately a powerful one) for an individual who is ranked on Fortune's list of 50 Most Powerful Women in Business and TIME's 100 most Influential People in the World. Her personal anecdotes are enlightening. For example, she shares the story that two years after joining Facebook as COO, she was in New York for a meeting with a private equity firm. When the meeting broke, she asked the senior partner where the women's restroom was. He had no idea. It appeared that she was the only woman ever to have come for a meeting during the man's tenure. The conversations with her husband about sharing child care and other issues are similar to those taking place in most American homes with two working parents of small children. Sandberg shares her struggles in her career advancement, particularly those related to raising a family. Sandberg presents a comprehensive review of why there is not equity in the workplace. There are indeed historic gender biases that favor men (for example, Sandberg admits to never having had a female boss). There are also many ways women limit themselves when making choices about careers. While we like to think that gender bias is part of the past, statistics show otherwise. A 2012 study found when identical resumes for a manager position were submitted from a male student and a female student; scientists of both sexes gave better marks to the male applicant. Though the applicants listed the same experience and qualifications, the female was judged less competent and offered a lower starting salary. Sandberg doesn't hesitate to point out that women often hold themselves and other women back. "Often without realizing it, women internalize disparaging cultural attitudes and then echo them back," she says. "Women are not just victims of sexism, they can also be perpetrators." Sandberg calls for women to "lean in" and to empower themselves and others. She quotes former secretary of state Madeleine Albright who once said, "There's a special place in hell for women who don't help other women." The book does more than highlight an often-overlooked problem and explore its underlying causes. It is also filled with actual solutions and examples of how they have worked. Businesses and industries are all kinds have become increasingly committed to making a difference in this area. In addition, women are "leaning in" more and more to take on new roles. While the book acknowledges that women in the developed world are better off than ever, the goal of equality has not been reached. To move forward, both men and women, have to understand our biases and agree to work through them. "We are a new generation," the author writes, "and we need a new approach." Sandberg's excellent book is a strong first step. ## Frequently Bought Together - Lean In: Women, Work, and the Will to Lead - Dare to Lead: Brave Work. Tough Conversations. 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