全球市值最高的银行CEO是如何打造其企业文化的？

    《财富》500强内部网络是我们最新推出的在线社区，来自《财富》500强公司的高管将在此与《财富》杂志全球的读者们交流思想，提供领导建议。富国银行集团董事长、总裁兼CEO约翰·G·斯坦普回答了这个问题：如何建设一家公司的文化？

    公司文化这个话题引起了许多人的关注，但在我看来，一切都要归结于了解你每天必须做什么，以及做这些事的原因。

    在位于明尼苏达州皮尔兹的家族奶牛场，我学到了这一点。当时我家里有11个孩子。奶牛场的“文化”（当然我们当时并不这么叫）就是努力工作，团队合作，面对困难要坚持不懈。因此，在18岁以前，我每天早上都是4:30起床挤奶，身上闻起来总有一股荷兰奶牛的味道。我跟两个兄弟共用一张床。当时生活艰难，家境贫困，但我们度过了那段艰难的岁月，因为我们始终在一起。那段经历让我明白了如今所谓的“文化”的价值。

    如今，作为富国银行集团CEO，我是公司文化的守护者，对此我深感自豪。富国银行与奶牛场之间有许多相似之处。我们都专注于团队。我们从不代表个人——我们会说我们、我们的，而不是我或者我的。团队齐心协力，帮助我们的客户成功；并且，做正确的事情已经成了我们的习惯。

    当然，公司文化的根源在于人们的行为方式。相信我，他们会注意到你的一言一行。所以，要建设你所期待的公司文化，关键是找到勇于证明自己关心客户和同事的员工。（我们常说，在富国银行，我们并不在意你了解多少，而是你关心多少。）

    为关心他人的人工作，曾令我个人收获不少。初入这家公司，我害怕公开发言。我的上司注意到这一点，他对我说：“你必须解决这个问题。否则，你将成为工作上无能的人。”于是我参加了非盈利机构国际演讲会，该机构与会员共同努力提高演讲技能。在第一次会议中，我“嗯嗯啊啊”的次数创下了俱乐部的记录。我的发言只有两分钟——但我学会了如何在公共场合说话。直到今天，我依旧感谢我的上司能够对我感兴趣，并且如此关心我，帮助我。这便是富国银行公司文化所起的作用。

    现在，我在与新团队成员谈话时，总是会给他们提供这样一条建议：将你的职业想象成一个三条腿的凳子。一条腿是，为和你有相同价值观的公司工作，因为生命如此短暂，我们很难做到在家是一个样，在办公室又是一个样。第二条腿是，一定要请求你的上司帮助你不断提高，因为只有这样才能成长。第三是，在职业生涯中给自己投资，不断学习。（财富中文网）

    译者：刘进龙/汪皓

    审校：任文科

    The Fortune 500 Insider Network is our newest online community where top executives from the Fortune 500 share ideas and offer leadership advice with Fortune’s global audience. John G. Stumpf, chairman, president and CEO of Wells Fargo & Company, has answered the question: How do you build a company’s culture?

    A lot of attention gets lavished on the topic of corporate culture, but to me it all comes down to understanding what you need to do each day — and why.

    I learned that early on as one of 11 kids on our family dairy farm in Pierz, Minn. The “culture” (although we didn’t call it that) was to work hard, be a team player, and persist in the face of difficulty. As a result, I woke up at 4:30 every morning to milk cows and smelled like Holstein Friesian cattle until I was 18. I shared a bed with two of my brothers. We had tough times, and we were poor, but we got through it because we were in it together. That experience really helped me see the value of what we now call culture.

    Today, as CEO of Wells Fargo WFC -0.53% , I am proud to be the keeper of our company’s culture. And the similarities to what I learned on the farm are many. We are focused on the team. We are about plural pronouns — we, us, and ours instead of I, me, and mine. The team works together to help our customers succeed, and we are in the habit of doing the right things.

    Of course, a company’s culture is rooted in how people behave. And believe me, they notice what you do as much as what you say. So one key to building the culture you want is to hire people who aren’t afraid to demonstrate that they care about customers and about each other. (At Wells Fargo, we often say that we don’t care how much you know until we know how much you care.)

    I have personally benefitted from working for someone who cared. Early on in my career at the company, I was terrified of public speaking. My boss picked up on this and said, “You’ve got to fix this. If you can’t, that’s a career disabler.” So I joined Toastmasters, a nonprofit organization that works with members to improve speech skills. During my first meeting, I set the club record for the number of “uhs” and “ums” I said in a two-minute speech — but I learned to speak. And to this day, I appreciate that my boss took an interest in me and cared enough to help me. That’s the Wells Fargo culture at play.

    Now when I speak with new team members, I inevitably give them this advice: Think of your career as a three-legged stool. One leg is to work for a company that shares your values, because life is too short to be one person at home and someone else at the office. The second is to make sure you ask your boss to help you be better, because that’s how you grow. And third, invest in yourself and keep learning at every point in your career.