Sheryl Sandberg: They start leaning back. They say, "Oh, I'm busy. I want to have a child one day. I couldn't possibly, you know, take on any more." Or, "I'm still learning on my current job." I've never had a man say that stuff to me.
Norah O'Donnell: You're suggesting women aren't ambitious.
Sheryl Sandberg: I'm not suggesting women aren't ambitious. Plenty of women are as ambitious as men. What I am saying, and I want to say it unequivocally and unapologetically, that the data is clear that when it comes to ambition to lead, to be the leader of whatever you're doing, men, boys, outnumber girls and women.
Norah O'Donnell: But some women will hear that and say, "Wow, she's telling me I'm not working hard enough, I'm not trying hard enough. She's blaming women..."
Sheryl Sandberg: Yeah, I'm not blaming women. My message is not one of blaming women. There's an awful lot we don't control. I am saying that there's an awful lot we can control and we can do for ourselves to sit at more tables, raise more hands.
[Sheryl Sandberg: Put your foot on that gas pedal and keep it there.]
If there's one message she wants women to hear it's to aim high -- seek challenges and take risks -- and fight the instinct to hold back.
[Sheryl Sandberg: Do not lean back, lean in.]
It's territory she staked out in this 2011 commencement address that got a lot of attention.
Norah O'Donnell: Is it personal for you?
Sheryl Sandberg: This is deeply personal for me. I want every little girl who someone says they're bossy to be told instead, "You have leadership skills."
Norah O'Donnell: Because you were told you were bossy?
Sheryl Sandberg: Because I was told that. And because every woman I know who was in a leadership position was told that.
She's the oldest of three children, a born leader who seemed destined for success. At Harvard, her economics professor Larry Summers handpicked her to follow him to the World Bank and then to become his chief of staff when he was Treasury Secretary -- all before the age of 30. By 2001, she was headed to Silicon Valley where she almost turned down a job offer from Eric Schmidt, the CEO of a little known start-up called Google.
Sheryl Sandberg: I was supposed to be the first business unit general manager. But there were no business units. There was nothing to generally manage. And he kind of put his hand on my paper and he was like, "If you're offered a seat on a rocket ship, you don't ask what seat. Get on the rocket ship." And I did.
The rocket ship took off into the stratosphere and Sheryl Sandberg had a key role building Google into the more than $250 billion business it is today. In 2008, Facebook founder Mark Zuckerberg needed someone to help him run his social network and he offered her the job. What happened next is an example of where Sandberg says women often go wrong: she almost accepted the offer, without any negotiating. Her husband Dave Goldberg stepped in.
Sheryl Sandberg: And my husband is, like, "Are you kidding? You can't take the first offer." I'm like, "Well it's a generous offer and I really want this job." And finally with Dave there, my brother-in-law looked at me and goes, "You know, goddammit Sheryl, don't make less than any man would make doing this job. There is no man taking this job who would take the first offer."
Norah O'Donnell: And Dave, what did you think when she said, "I'm going to just go ahead and accept it?"
David Goldberg: Oh-- I was-- apoplectic. Apoplectic. "You're going to be running all the negotiations and deals, like, you can't-- you can't just take the first offer. It'll look bad." Not because it-- the money mattered so much but it was the principle. I wanted Mark to really feel he stretched to get Sheryl because she was worth it.