????《財富》500強內(nèi)部網(wǎng)絡(luò)是我們最新推出的在線社區(qū)，來自《財富》500強公司的高管將在此與《財富》雜志全球的讀者們交流思想，提供領(lǐng)導建議。富國銀行集團董事長、總裁兼CEO約翰·G·斯坦普回答了這個問題：如何建設(shè)一家公司的文化？

????公司文化這個話題引起了許多人的關(guān)注，但在我看來，一切都要歸結(jié)于了解你每天必須做什么，以及做這些事的原因。

????在位于明尼蘇達州皮爾茲的家族奶牛場，我學到了這一點。當時我家里有11個孩子。奶牛場的“文化”（當然我們當時并不這么叫）就是努力工作，團隊合作，面對困難要堅持不懈。因此，在18歲以前，我每天早上都是4:30起床擠奶，身上聞起來總有一股荷蘭奶牛的味道。我跟兩個兄弟共用一張床。當時生活艱難，家境貧困，但我們度過了那段艱難的歲月，因為我們始終在一起。那段經(jīng)歷讓我明白了如今所謂的“文化”的價值。

????如今，作為富國銀行集團CEO，我是公司文化的守護者，對此我深感自豪。富國銀行與奶牛場之間有許多相似之處。我們都專注于團隊。我們從不代表個人——我們會說我們、我們的，而不是我或者我的。團隊齊心協(xié)力，幫助我們的客戶成功；并且，做正確的事情已經(jīng)成了我們的習慣。

????當然，公司文化的根源在于人們的行為方式。相信我，他們會注意到你的一言一行。所以，要建設(shè)你所期待的公司文化，關(guān)鍵是找到勇于證明自己關(guān)心客戶和同事的員工。（我們常說，在富國銀行，我們并不在意你了解多少，而是你關(guān)心多少。）

????為關(guān)心他人的人工作，曾令我個人收獲不少。初入這家公司，我害怕公開發(fā)言。我的上司注意到這一點，他對我說：“你必須解決這個問題。否則，你將成為工作上無能的人。”于是我參加了非盈利機構(gòu)國際演講會，該機構(gòu)與會員共同努力提高演講技能。在第一次會議中，我“嗯嗯啊啊”的次數(shù)創(chuàng)下了俱樂部的記錄。我的發(fā)言只有兩分鐘——但我學會了如何在公共場合說話。直到今天，我依舊感謝我的上司能夠?qū)ξ腋信d趣，并且如此關(guān)心我，幫助我。這便是富國銀行公司文化所起的作用。

????現(xiàn)在，我在與新團隊成員談話時，總是會給他們提供這樣一條建議：將你的職業(yè)想象成一個三條腿的凳子。一條腿是，為和你有相同價值觀的公司工作，因為生命如此短暫，我們很難做到在家是一個樣，在辦公室又是一個樣。第二條腿是，一定要請求你的上司幫助你不斷提高，因為只有這樣才能成長。第三是，在職業(yè)生涯中給自己投資，不斷學習。（財富中文網(wǎng)）

????譯者：劉進龍/汪皓

????審校：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.