高盛高管辞职信全文：我为什么离开高盛？

It makes me ill how callously people talk about ripping their clients off. Over the last 12 months I have seen five different managing directors refer to their own clients as “muppets,” sometimes over internal e-mail. Even after the S.E.C., Fabulous Fab, Abacus, God’s work, Carl Levin, Vampire Squids? No humility? I mean, come on. Integrity? It is eroding. I don’t know of any illegal behavior, but will people push the envelope and pitch lucrative and complicated products to clients even if they are not the simplest investments or the ones most directly aligned with the client’s 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 management gets a basic truth: If clients don’t trust you they will eventually stop doing business with you. It doesn’t matter how 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 about derivatives is, “How much money did we make off the client?” It bothers me every time I hear it, because it is a clear reflection of what they are observing from their leaders about the way they should behave. Now project 10 years into the future: You don’t have to be a rocket scientist to figure out that the junior analyst sitting quietly in the corner of the room hearing about “muppets,” “ripping eyeballs out” and “getting paid” doesn’t exactly turn into a model citizen.
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 didn’t know where the bathroom was, or how to tie my shoelaces. I was taught to be concerned with learning the ropes, finding out what a derivative was, understanding finance, getting to know our clients and what motivated them, learning how they defined success and what we could do to help them get there.
我做分析师的第一年时，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 Africa to Stanford University, being selected as a Rhodes Scholar national finalist, winning a bronze medal for table tennis at the Maccabiah Games in Israel, known as the Jewish Olympics — have all come through hard work, with no shortcuts. Goldman Sachs today has become too much about shortcuts and not enough about achievement. It just doesn’t 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 the focal point of your business again. Without clients you will not make money. In fact, you will not exist. Weed out the morally bankrupt people, no matter how much money they make for the firm. And get the culture right again, so people want to work here for the right reasons. People who care only about making money will not sustain this firm — or the trust of its clients — for very much longer.
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。