高盛高管辞职信全文-我为什么离开高盛.pdf

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1、高盛高管辞职信全文：我为什么离开高盛？高盛高管辞职信全文：我为什么离开高盛？所属：沪江口译难度：容易作者：沪江英语来源：New York Times华尔街投资银行巨头高盛集团近日遭到了自己人的猛烈抨击，高盛执行董事 Greg Smith 在纽约时报发表措辞尖锐的辞职信，表示高盛是我所见过最恶毒和最有破坏性的地方。Why I Am Leaving Goldman SachsWhy I Am Leaving Goldman Sachs我为什么离开高盛？我为什么离开高盛？Greg Smith is resigning today as a Goldman Sachs executive direct

2、or and headof the firms United States equity derivatives business in Europe,the Middle Eastand Africa.Greg Smith 曾是高盛执行董事，高盛的美国股票衍生业务在欧洲、中东和非洲的主管。Today is my last day at Goldman Sachs.After almost 12 years at the firm firstas a summer intern while at Stanford,then in New York for 10 years,and nowin

3、London I believe I have worked here long enough to understand thetrajectory of its culture,its people and its identity.And I can honestly say thatthe environment now is as toxic and destructive as I have ever seen it.今天是我在高盛的最后一天。我在高盛工作了12年，最初在斯坦福读书时夏季来做实习生，然后在纽约工作了十年，现在在伦敦。我想我在这里工作了足够长时间，能够理解其文化发展轨

4、迹，理解其员工和身份。说实话，现在的环境是我见过最有毒和最破坏性的高盛。To put the problem in the simplest terms,the interests of the client continue tobe sidelined in the way the firm operates and thinks about making money.Goldman Sachs is one of the worlds largest and most important investmentbanks and it is too integral to global f

5、inance to continue to act this way.The firmhas veered so far from the place I joined right out of college that I can no longerin good conscience say that I identify with what it stands for.简单一点来讲就是，高盛的运行模式和赚钱理念把客户的利益放在次要位置，但高盛是世界规模最大、最有影响力的投行之一，它与全球金融的相关性太高，不能够这样做。从我大学毕业入职高盛至今，这家投行已经发生了转变，现在我不能够问心无愧

6、的说我同意这家投行的立场。It might sound surprising to a skeptical public,but culture was always a vitalpart of Goldman Sachss success.It revolved around teamwork,integrity,aspirit of humility,and always doing right by our clients.The culture was thesecret sauce that made this place great and allowed us to earn

7、our clients trustfor 143 years.It wasnt just about making money;this alone will not sustain afirm for so long.It had something to do with pride and belief in the organization.I am sad to say that I look around today and see virtually no trace of the culturethat made me love working for this firm for

8、 many years.I no longer have thepride,or the belief.文化曾经是高盛取得成功的重要原因，这一点对公众来说似乎有点出乎意料。过去高盛的文化一直围绕着团队协作、正直、谦逊，以及永远为客户的利益考虑。文化是高盛之所以能成为一个伟大公司的秘诀，帮助我们在过去的143 年一直赢得客户的信任。过去高盛的文化不仅仅围绕赚钱，因为这一点不足以使一个公司在这么长的时期里屹立不倒。高盛的人一直为公司感到骄傲，对自己所从事的事业充满信仰。然而，在过去很多年，我环顾四周，发觉曾经使我热爱这份工作的文化已不复存在，我不再为它感到骄傲，我不再对自己从事的事业充满信仰。Bu

9、t this was not always the case.For more than a decade I recruited andmentored candidates through ourgrueling interview process.I was selected asone of 10 people(out of a firm of more than 30,000)to appear on our recruitingvideo,which is played on every college campus we visit around the world.In2006

10、 I managed the summer intern program in sales and trading in New Yorkfor the 80 college students who made the cut,out of the thousands who applied.但情况并不总是这样。十几年来，我面试并招募了一批批新人，悉心指导他们。我和另外 9名同事被拍进一段招聘视频短片，在全球各大高校播放。2006 年，我从数千名应聘者中挑选出 80 名学生同事进入夏季实习计划，训练他们买卖和交易。I knew it was time to leave when I reali

11、zed I could no longer look students in theeye and tell them what a great place this was to work.我知道，当我认识到自己不再能看着学生们的眼睛，告诉他们在这个地方工作有多棒，这时候就该离开了。When the history books are written about Goldman Sachs,they may reflect thatthe current chief executive officer,Lloyd C.Blankfein,and the president,Gary D.Co

12、hn,lost hold of the firms culture on their watch.I truly believe that thisdecline in the firms moral fiber represents the single most serious threat to itslong-run survival.当历史书中描述高盛时，它们可能会显示，高盛在首席执行官Lloyd C.Blankfein 和总裁Gary D.Cohn 的管理下，失去了对公司文化的掌控。我的确认为公司道德品行沦落是对高盛长期生存最大的威胁。Over the course of my c

13、areer I have had the privilege of advising two of thelargest hedge funds on the planet,five of the largest asset managers in theUnited States,and three of the most prominent sovereign wealth funds in theMiddle East and Asia.My clients have a total asset base of more than a trilliondollars.I have alw

14、ays taken a lot of pride in advising my clients to do what Ibelieve is right for them,even if it means less money for the firm.This view isbecoming increasingly unpopular at Goldman Sachs.Another sign that it wastime to leave.在我的职业生涯中，我有幸为全球两大对冲基金、美国五大资产经理以及中东和亚洲的三个最具影响力的主权财富基金担任过咨询顾问。我的客户拥有的总资产基础超过

15、了1 万亿美元。我一直以来都以为客户提供对他们有利的建议为荣，即使有时候这意味着高盛能从中得到的利润相对较少。然而我的这一观点在高盛越来越缺少拥护，这也是现在对我来讲是时候离开的另一个原因。How did we get here?The firm changed the way it thought about leadership.Leadership used to be about ideas,setting an example and doing the right thing.Today,if you make enough money for the firm(and are n

16、ot currently an axmurderer)you will be promoted into a position of influence.高盛是如何走到成今天这个地步的？高盛对领导层的思维方式已经改变。曾几何时，领导意味着理念、树立榜样以及做正确的事，而现在，如果你能为高盛赚到足够的钱，你就能够得到升职，更具影响力。What are three quick ways to become a leader?a)Execute on the firms“axes,”which is Goldman-speak for persuading your clients to inves

17、t in the stocks orother products that we are trying to get rid of because they are not seen ashaving a lot of potential profit.b)“Hunt Elephants.”In English:get your clients some of whom are sophisticated,and some of whom arent to tradewhatever will bring the biggest profit to Goldman.Call me old-fa

18、shioned,but Idont like selling my clients a product that is wrong for them.c)Find yourselfsitting in a seat where your job is to trade any illiquid,opaque product with athree-letter acronym.哪三个方法能迅速在高盛当上领导？1)挥动公司的“斧子”，这是高盛内部的说法，指的是劝说自己的顾客投资股票或者其他我们自己极力避免购买的产品，因为它们看起来不可能有很高的利润。2)“猎象”。在英语中，这个字面意思的实际意义

19、是：让你的客户他们之中有些人胸有城府，有些没有进行一切能给高盛带来最高利润的交易。你可能觉得我守旧，但是我不愿意把我觉得有害的产品卖给客户。3)为自己找到一个位子。坐在这个位子上，你的工作就是交易所有流动性差的含糊产品，这种产品有一个3 个字母的首字母缩略语名称。Today,many of these leaders display a Goldman Sachs culture quotient ofexactly zero percent.I attend derivatives sales meetings where not one singleminute is spent aski

20、ng questions about how we can help clients.Its purelyabout how we can make the most possible money off of them.If you were analien from Mars and sat in on one of these meetings,you would believe that aclients success or progress was not part of the thought process at all.如今，很多高盛领导人的做法让人觉得，高盛原来的文化已经不

21、复存在。我出席衍生品销售会议，会上没有花哪怕一分钟时间来讨论如何帮助客户，而仅仅讨论我们如何能够从客户身上赚取最多的利润。如果您是一位来自火星的外星人并且参与到其中的一个会议，你会感觉到，客户的成功和进步完全不是会议的议题。It makes me ill howcallously people talk about ripping their clients off.Over thelast 12 months I have seen five different managing directors refer to their ownclients as“muppets,”sometime

22、s over internal e-mail.Even after the S.E.C.,Fabulous Fab,Abacus,Gods work,Carl Levin,Vampire Squids?No humility?Imean,come on.Integrity?It is eroding.I dont know of any illegal behavior,butwill people push the envelope and pitch lucrative and complicated products toclients even if they are not the

23、simplest investments or the ones most directlyaligned with the clients goals?Absolutely.Every day,in fact.冷酷无情的人们在讨论着如何榨干他们的客户，这让我觉得很恶心。在过去十二个月里，我见过 5 名主管将他们的客户称作“提线木偶”，有时也会在内部邮件中这么说。吸血鬼？不人道？就是这样。诚信？早就腐烂了。我不敢说那些行为是非法的，但有谁会明知投资不可靠或不符合客户需求，却依然将它推荐给客户呢？事实上，在高盛这一幕每天都在上演。It astounds me how little senior

24、management gets a basic truth:If clients donttrust you they will eventually stop doing business with you.It doesnt matterhow smart you are.让我惊讶的是，高盛的高层领导对以下这一点甚至记在心上：如果客户不信任你，他们最终会不再跟你做生意，无论您有多么地聪明。These days,the most common question I get from junior analysts aboutderivatives is,“How much money did

25、 we make off the client?”It bothers meevery time I hear it,because it is a clear reflection of what they are observingfrom their leaders about the way they should behave.Now project 10 years intothe future:You dont have to be a rocket scientist to figure out that the junioranalyst sitting quietly in

26、 the corner of the room hearing about“muppets,”“ripping eyeballs out”and“getting paid”doesnt exactly turn into a modelcitizen.如今，初级分析师最经常向我提出的问题是“过去我们从这个客户身上赚了多少钱？”每次我听到这个问题就感到厌烦，因为这事实上反映了他们从领导身上学到的做事方式。让我们想象一下 10 年后的高盛：这些整天被教导如何抓取眼球、如何赚取报酬的初级分析师，不可能成为对社会有用的公民。When I was a first-year analyst I didnt

27、 know where the bathroom was,or howto tie my shoelaces.I was taught to be concerned with learning the ropes,finding out what a derivative was,understanding finance,getting to know ourclients and what motivated them,learning how they defined success and whatwe could do to help them get there.我做分析师的第一

28、年时，我不知道厕所在哪里也不知道怎么系鞋带。我所接受到的知道就是要努力学习，搞清楚什么是衍生品、学着理解金融、了解客户和让他们投资的动因、了解他们如何定义成功以及我们如何做能够让他们获得那种成功。My proudest moments in life getting a full scholarship to go from South Africato Stanford University,being selected as a Rhodes Scholar national finalist,winning a bronze medal for table tennis at the M

29、accabiah Games in Israel,known as the Jewish Olympics have all come through hard work,with noshortcuts.Goldman Sachs today has become too much about shortcuts and notenough about achievement.It just doesnt feel right to me anymore.我一生中最骄傲的时刻：从南非拿全额奖学金去斯坦福大学，获得国家罗氏奖学金，在以色列“犹太人奥运会”马卡比运动会拿到乒乓球比赛铜牌，所有的这

30、些成就都是通过我的努力，我没有走捷径。今天的高盛有太多的捷径，对成功却永不满足，这已经不是我觉得很棒的那个高盛。I hope this can be a wake-up call to the board of directors.Make the client thefocal point of your business again.Without clients you will not make money.Infact,you will not exist.Weed out the morally bankrupt people,no matter howmuch money the

31、y make for the firm.And get the culture right again,so peoplewant to work here for the right reasons.People who care only about makingmoney will not sustain this firm or the trust of its clients for very muchlonger.我希望我的离开能够唤醒现在高盛的董事会领导。再把客户重新摆在你们生意的重点上吧。如果没有客户，你们一分钱也赚不到。事实上，没有客户，高盛都不能得以存在。把那些道德败坏的人清理出高盛的大门。不管他们能为这家投行赚多少钱。把高盛的企业文化重新摆正，让真正的人才有足够的理由在这里工作下去，让那些只关心赚钱的人在这个投行无法立足，让客户对这家投行的信任一直坚定下去。