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暑期實(shí)踐季已經(jīng)正式拉開(kāi)序幕，大部分企業(yè)都做好了準(zhǔn)備，迎接來(lái)自高中和大學(xué)的各色新面孔來(lái)參與他們的各種項(xiàng)目。未來(lái)這些實(shí)習(xí)生中會(huì)誕生出首席執(zhí)行官嗎？

完全有可能。

對(duì)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(yíng)銷官曼德?tīng)枴た藙诶？藙诶枪纠锛?jí)別最高的非裔美國(guó)人，自1992年在添惠證券投資（Dean Witter Reynolds）的芝加哥辦事處成為實(shí)習(xí)生以來(lái)，他穩(wěn)步攀升進(jìn)入了管理層。約1.6萬(wàn)名曾與克勞利緊密共事多年的財(cái)務(wù)顧問(wèn)普遍認(rèn)為，克勞利擁有成為首席執(zhí)行官所需的特質(zhì)。

克勞利進(jìn)入了公司的管理委員會(huì)。他說(shuō)：“顯然，這個(gè)位置很重要。”不過(guò)，他之所以能到達(dá)那個(gè)位置，是因?yàn)樗?、聰明，而那些與他不相似的權(quán)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(zhǎng)大。撫養(yǎng)他的是他勤勞的祖父母。他們一個(gè)是服務(wù)員，一個(gè)是奧斯卡·梅耶（Oscar Meyer）的工廠工人，夫妻倆移居到了美國(guó)南部生活?？藙诶囊?guī)劃很簡(jiǎn)單：從職業(yè)高中畢業(yè)，然后可能去學(xué)一個(gè)師范專業(yè)。他聽(tīng)說(shuō)添惠證券投資為高中生提供了實(shí)習(xí)機(jī)會(huì)，決定去嘗試一下。第一天上班時(shí)，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。“我不知道為什么，不過(guò)交易柜臺(tái)的經(jīng)理對(duì)我很感興趣?！?

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

克勞利努力在9/11事件發(fā)生后的高級(jí)復(fù)雜融資領(lǐng)域打拼著。不過(guò)在2008年，一位過(guò)去幫助他過(guò)渡進(jìn)入更重要崗位的密切支持者突然離開(kāi)了公司。那時(shí)，克勞利才意識(shí)到那些越來(lái)越復(fù)雜的人際關(guān)系有多么重要。他說(shuō)：“我感覺(jué)孤立無(wú)援。我確實(shí)有那么一段時(shí)間感到氣餒?！?

在與員工親密團(tuán)體談話時(shí)，在市政廳和高校演講時(shí)，在與零售經(jīng)理、顧問(wèn)和管理委員會(huì)交流時(shí)，克勞利都分享過(guò)這個(gè)故事。他的觀點(diǎn)是：人際關(guān)系很重要。他表示：“改變的速度往往非常緩慢，而各色人的說(shuō)辭卻有著實(shí)際的意義?！保ㄘ?cái)富中文網(wǎng)）

譯者：嚴(yán)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.”