I’ve had Sheryl Sandberg’s Lean In on my Books to Read list for a long time. I believe passionately in her argument that women shouldn’t be afraid to “lean in” and go after what they want. I also saw a tweet from the Lean In organization which posited the question: “What would you do if you weren’t afraid?” This was from Sandberg’s book, as well as an aphorism on her office wall. I also just learned that Lean In has begun using this as a campaign. It’s a great question, a very powerful one, and one that I believe we all need to ask ourselves more often.

Sandberg acknowledges that there are many factors that prevent women from achieving equality in the workplace — social structures, unjust legislation, etc. Yet she also argues that part of what holds women back is internal, and since this is something we can change in ourselves, this is what she chooses to focus on. Her book makes some really interesting observations on how we (perhaps unconsciously) hold ourselves back. For example, after giving a talk on gender equality, Sandberg is approached by a young woman who says she learned from the talk not to put her hand down. Near the end of the talk, Sandberg said she had time for only two more questions — all the women with their hands raised immediately put them down, whereas the men kept theirs raised, and so were called on. Sandberg was horrified that she, even given the topic of her talk, hadn’t noticed the gender disparity at the end. More importantly, however, she uses this example as a call to action for women: keep your hand raised, because even a manager attuned to gender issues may not notice you if you don’t.

The book is filled with many similar examples. As a woman, I found myself realizing how many of these behaviours I am guilty of myself. She makes the case for women needing to lean in more at the corporate table and for men needing to lean in more at the kitchen table — certainly a gender double standard that is slowly shifting, and yet still has a long way to go. She also notes the disparity in gender attitudes towards work, where women are more likely than men to hold themselves back on the off-chance that a higher position would interfere with future child-caring responsibilities.

Some of what she writes is good advice for the workplace in general. For example, she talks about the importance of mentors. She writes about how many young women have asked her to be their mentor, and how when giving a talk to a graduating class, a couple of male students asked about company strategy and a couple of female students asked about more personal things, including how to find a mentor. Sandberg cautions against looking for a mentor as if looking for Prince Charming. Women, she says, are taught from a young age to await rescue, and this is an attitude that needs to change. She does give a few tips on how to go about finding a mentor, but ultimately, it shouldn’t be seen through the lens of a Disney Princess.

Sandberg advocates for setting your own limits for a work-life balance. She gives the example of a company whose employees quit because they felt burned out, and yet the boss later noticed that all of these burned out employees had unused vacation days. As that boss told Sandberg, the company will always make demands of you; it’s the employee’s responsibility to set the limits on how much they are willing to do. Granted, that’s rather naive, particularly when needing to work multiple jobs just to make ends meet, but it’s still advice worth heeding.

I only wish Sandberg had delved deeper. Her arguments are primarily anecdotal, and therefore limited. Even her examples usually focus on public figures or people she knows personally, who are inevitably CEOs or other people in power. She acknowledges her privilege and admits that for women not in power, it may be more difficult to do the things she suggests. I agree with her argument that even with those circumstances, a drive to “lean in” may still be helpful; I only wish she’d included stories and anecdotes from women who haven’t yet achieved the top of the corporate ladder.

The book as well focused only on the challenges women with children faced. As a single woman without a desire to start a family anytime soon, I wish Sandberg had gone beyond arguing that a family life and a successful career aren’t mutually exclusive. What about the issues single women without children face in the workplace? I understand that this book is primarily anecdotal, but when coaching women to “lean in,” I expected some discussion about a wider range of circumstances that prevent women from doing so.

Sandberg does give one example on this subject, with a woman complaining that she has to pick up the slack because her co-workers’ time with their children takes precedence over her own free time. Unfortunately, that woman then continues by saying that her going to a party is just as important as her co-workers’ spending time with their kids, because it’s by going to parties that she can meet a man and then start her own family. In principle, I agree that her right to go to a party should be given as much respect as her co-worker’s right to attend a child’s soccer game. But again, why does the right to go to a party have to be justified by the desire to start a family?

Even when Sandberg tries to be inclusive, she maintains a very narrow view, and I can’t help but think of all the different voices that were left unheard. Single women, women of colour, women from a lower income bracket, and so on. Understandably, no one book can hope to encompass the full range of issues women face in the workplace. However, the core of Sandberg’s message is so powerful, and so important I think for women to heed, that I really wish she’d made more of an effort to represent more of women’s voices.