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暑期實踐季已經(jīng)正式拉開序幕，大部分企業(yè)都做好了準備，迎接來自高中和大學的各色新面孔來參與他們的各種項目。未來這些實習生中會誕生出首席執(zhí)行官嗎？

完全有可能。

對此，我了解到的最棒的故事之一，主人公是摩根士丹利（Morgan Stanley）的現(xiàn)任全球首席營銷官曼德爾·克勞利?？藙诶枪纠锛墑e最高的非裔美國人，自1992年在添惠證券投資（Dean Witter Reynolds）的芝加哥辦事處成為實習生以來，他穩(wěn)步攀升進入了管理層。約1.6萬名曾與克勞利緊密共事多年的財務顧問普遍認為，克勞利擁有成為首席執(zhí)行官所需的特質。

克勞利進入了公司的管理委員會。他說：“顯然，這個位置很重要?！辈贿^，他之所以能到達那個位置，是因為他努力、聰明，而那些與他不相似的權力人士，也不斷愿意了解他的發(fā)展需求并支持他。

克勞利在芝加哥的南部長大。撫養(yǎng)他的是他勤勞的祖父母。他們一個是服務員，一個是奧斯卡·梅耶（Oscar Meyer）的工廠工人，夫妻倆移居到了美國南部生活?？藙诶囊?guī)劃很簡單：從職業(yè)高中畢業(yè)，然后可能去學一個師范專業(yè)。他聽說添惠證券投資為高中生提供了實習機會，決定去嘗試一下。第一天上班時，他穿著一身金色正裝，這是他唯一的正裝，也是他最好的衣服?！拔也恢罏槭裁?，不過交易柜臺的經(jīng)理對我很感興趣?！?

這種興趣讓經(jīng)理對他迅速培訓，幫助他了解市場和金融，并教他如何在餐廳點單，如何滑雪，以及如何合適著裝。他說：“那是一扇觀察世界如何運轉的窗戶?！笨藙诶诘胤礁咝＞妥x的同時，經(jīng)理安排他繼續(xù)兼職打工。克勞利說：“他知道我需要錢。”

克勞利努力在9/11事件發(fā)生后的高級復雜融資領域打拼著。不過在2008年，一位過去幫助他過渡進入更重要崗位的密切支持者突然離開了公司。那時，克勞利才意識到那些越來越復雜的人際關系有多么重要。他說：“我感覺孤立無援。我確實有那么一段時間感到氣餒?！?

在與員工親密團體談話時，在市政廳和高校演講時，在與零售經(jīng)理、顧問和管理委員會交流時，克勞利都分享過這個故事。他的觀點是：人際關系很重要。他表示：“改變的速度往往非常緩慢，而各色人的說辭卻有著實際的意義?！保ㄘ敻恢形木W(wǎng)）

譯者：嚴匡正?

It’s officially summer intern season, and most corporations are preparing to welcome fresh-faced high school and college students of color as part of their diversity programs. Is a future CEO among them?

It’s entirely possible.

One of the best stories I’ve collected while on this beat is that of Mandell Crawley, the current Global CMO of Morgan Stanley (MS, +0.88%). Crawley is the highest-ranking African American in the firm, and has enjoyed a steady ascent to the C-Suite, starting as an intern in the Chicago office of Dean Witter Reynolds in 1992. The running buzz among the some 16,000 financial advisers who’ve worked closely with Crawley over the years is that he’s got what it takes to be CEO.

He sits on the firm’s management committee, “optically, that’s important,” he says. But how he got there was a combination of his hard work, intelligence, and the consistent willingness of powerful people who didn’t look like him to understand his development needs and advocate for him.

Crawley grew up in Chicago’s south side, raised by hard-working grandparents—a waitress and an Oscar Meyer plant worker—who had migrated from the South. His plan was to keep it simple, finish vocational high school, and maybe study to be a teacher. He had heard about a high school internship offered by Dean Witter Reynolds and went for it. He showed up his first day in a gold suit, his only one and his Sunday best. “I don’t know why, but the manager of the trading desk just took an interest in me.”

That interest translated into a crash course into markets and finance, but also to how to order in a restaurant, how to ski, and appropriate work attire. “It was a window into how the world worked,” he said. The manager made arrangements for Crawley to continue working part-time while attending a local college. “He knew I needed the money,” he says.

Crawley navigated the world of post-9/11 high finance with dedication. But in 2008, a close sponsor who had been helping him make the transition into a bigger job abruptly left the firm. It was only then that Crawley realized how important those increasingly sophisticated relationships had been. “I felt rudderless,” he said. “I did have a brief moment where I was discouraged.”

It’s a story that he shares when he speaks to employee affinity groups, in town halls, and colleges, but also with retail managers, advisers, and in the management committee. His point: Relationships matter. “Change always moves at glacial speed,” he says, “but the diversity rhetoric has real substance now.”