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The most effective formal programs help educate men about the need to mentor women and establish guidelines for appropriate behavior.
有效的项目还能教会男性如何去指导女性，并建立相应的行为准则。
These programs can be a great way to help normalize the senior man/junior woman model.
这些项目能够有利地促进“高层男性—一般女员工”的关系模式化。
Official mentorship programs are not sufficient by themselves and work best when combined with other kinds of development and training.
仅靠官方的导师项目还不够，只有当这些项目与其他发展培训项目结合起来时才会发挥最好的作用。
Deloitte's Leading to WIN Women's Initiative is a good example.
美国德勤的“通向成功”女性进取计划就是个很好的例子。
Deloitte had already established a program to support female employees,
虽然德勤已有一些项目在支持女性员工，
who still remained underrepresented at the highest levels of the company.
但她们仍未跻身公司最高层。
This prompted Chet Wood, CEO of Deloitte Tax, to ask, "Where are all the women?"
这也促使德勤的首席执行官切特·伍德发问：“女人们都去哪儿了？”
In response, Deloitte launched a leadership development program in 2008.
作为对这个问题的回应，德勤在2008年发起了一项领导力发展项目。
The program targeted senior women in the tax division who were close to promotion.
该项目以财税部门中临近升职的高层女性为目标人群，
The women were assigned sponsors, received executive coaching, shadowed members of the executive committee, and took on global assignments.
并为她们指定赞助者，提供相关高管人员为她们做辅导，让她们作为“影子成员”加入执行委员会，并开始接受全球性的外派工作。
Of the twenty-one members of the inaugural group, eighteen have since been promoted.
之后，首个团队的21位女性成员里有18位获得了晋升。
As helpful as these formal programs can be, they are not always offered,
这些正式项目都非常有效，但这样的机会并不多见，
and in some situations, senior people are not available to give guidance.
而且在某些情况下，高管人员甚至无法介入其中进行指导。
The good news is that guidance can come from all levels.
好消息是，我们其实可以在任何层级间建立指导关系。
When I first joined Facebook, one of my biggest challenges was setting up the necessary business processes without harming the freewheeling culture.
当我最初加入脸谱网时，最大的挑战之一便是规划必要的业务流程，同时又不伤及率性自由的文化氛围。
