Our values should guide every conversation, decision, and interaction. Our values should anchor every product and service we provide and every channel we operate. If we can’t link what we do to one of our values, we should ask ourselves why we’re doing it. It’s that simple.
All team members should know our values so well that if our policy manuals didn’t exist, we would still make decisions based on our common understanding of our culture and what we stand for. Corporate America is littered with the debris of companies that crafted lofty values on paper but, when put to the test, failed to live by them. We believe in values lived, not phrases memorized. If we had to choose, we’d rather have a team member who lives by our values than one who just memorizes them.
We have five primary values that are based on our vision and provide the foundation for everything we do:
- People as a competitive advantage
- What’s right for customers
- Diversity and inclusion
People as a competitive advantage
We value and support our team members as a competitive advantage.
We strive to attract, develop, retain, and motivate the most talented, caring team members who work together as partners across businesses and functions. In hiring, we really don’t care how much people know until we know how much they care. We like to say that we hire for attitude and train for aptitude. We provide the tools and training that team members need to succeed in their work, and we want them to be responsible and accountable for their businesses and functions.
We expect the best from our team members, and we thank them for their outstanding performance.
We say “team members,” not “employees,” because our people are resources to be invested in, not expenses to be managed — and because teamwork is essential to our success in helping customers. Our culture is about plural pronouns — we, us, and ours — instead of I, me, and mine. The star of the team is the team; we win by playing “us” ball.
We believe everyone on our team is important and deserves respect for who they are and how they can contribute to our work together. Products and technology don’t fulfill the promise behind a brand, people do — people who are talented, motivated, and more energized than our competitors.
When our team members are in the right jobs, spending time on the right things, feeling good about their contributions, fully using their skills and learning new ones, leading well, and having fun, they’ll do what’s right for the customer. When they’re properly supported, rewarded, and encouraged, they’re even more satisfied with their jobs, providing even better service for our customers. This can generate happy, more loyal, and lifelong customers, which can lead to more revenue, greater profits, and a higher stock price.
We want to be an employer of choice, a company that truly cares about people, where teamwork is valued and rewarded, where how the work gets done is just as important as getting the work done. We’re a relationship company, but our relationships with our customers are only as strong as our relationships with each other.
We want to create an environment where team members feel included, valued, and supported to do work that energizes them and where we are inspired to go further together — for one another, our customers, our communities, and our shareholders.
We survey our team members regularly to determine how well we’re doing and to measure their level of engagement. Using those survey results, managers across the company work with their teams to develop specific action plans.
In a company our size, jobs are always changing, going away, or being added to satisfy customer needs. A company has a responsibility to its stockholders and its customers to eliminate duplicate jobs and operate as efficiently as possible while also providing outstanding customer service. That doesn’t mean we have to lose good people and their experience, loyalty, and commitment. New jobs are being created virtually every day somewhere in Wells Fargo. We would like team members whose jobs have been eliminated to find positions elsewhere in the company.
Our team members are our most important constituents because they’re the single most important influence on our customers. We want our team members to be our customers, too. Some people say loyalty to a company is a thing of the past. We don’t believe that. People naturally aspire to a larger purpose beyond themselves. They want to believe in their company and the good it can do. Don’t we all?
We want every team member to be able to say, “I chose the right company. I’m valued. I’m rewarded. I’m recognized. We work hard, and we have fun, too. I can improve my professional skills and reach my career goals here. I enjoy my work.”
We strive to be recognized by our stakeholders as setting the standard among the world’s great companies for integrity and principled performance. This is more than just doing the right thing. We also have to do it in the right way.
Honesty, trust, and integrity are essential for meeting the highest standards of corporate governance. They’re not just the responsibility of our senior leaders and our board of directors. We’re all responsible.
Our ethics are the sum of all the decisions each of us makes every day. If you want to find out how strong a company’s ethics are, don’t listen to what its people say. Watch what they do. This is even more important in our industry because everything we do is built on trust. It doesn’t happen with one transaction, in one day on the job, or in one quarter. It’s earned relationship by relationship.
Our customers trust us as their financial resource. They trust our tellers to complete transactions accurately and promptly. They trust our bankers to provide them with products and services to meet their needs. They trust our financial advisors to give them sound advice. They trust our mortgage consultants to manage their application process completely, accurately, and as quickly as possible. They trust our investment bankers to build financial models to analyze business trends, shape investment ideas, raise capital, and meet their strategic objectives.
And they trust all of us to act as risk managers — to ask the right questions, protect their assets, and help them reach their goals. We have to earn that trust every day by behaving ethically; rewarding open, honest, two-way communication; and holding ourselves accountable for the decisions we make and the actions we take.
What’s right for customers
We value what’s right for our customers in everything we do.
We’re proud to compete in an industry that’s central to the growth of our local, national, and global economies — an industry where doing what’s right for customers and communities enables us to make a reasonable profit at the same time. Our customers are our friends. We treat them as our guests. We want them to be successful. We want them to feel as if they’re part of Wells Fargo — that we’re their company. We want to be approachable and caring, exceed their expectations, and invest in relationships that last a lifetime.
One of our top priorities is protecting customers’ confidential data and information. Customers trust us to use that information to provide them with products and services that can save them time and money. They expect us to help guide them, help grow and protect their financial assets, and help them succeed financially. Our focus on customers is unwavering. That is how we have been doing business for more than 160 years and is the key to our future.
Diversity and inclusion
We want to build and sustain a diverse and inclusive culture for all Wells Fargo team members — one where they feel valued and respected for who they are as well as for the skills and experiences they bring to our company. We want team members to feel comfortable and enjoy being part of our community, knowing they can build a career here and help the company succeed.
Our commitment to diversity and inclusion is key to being one of the world’s great companies. It’s a business imperative that lets us take advantage of the creativity and innovation that come from multiple perspectives. It also allows us to respond quickly and effectively to customer needs wherever they arise. And it helps us understand our customers more fully, see business opportunities in new ways, and succeed in serving the needs of all customers.
We value and promote diversity in every aspect of our business and at every level of our organization. Our goal is for the diversity of team members to reflect the diversity of the communities we serve. We need to attract, develop, and retain the best-qualified, most diverse group of team members we can find, and each leader is accountable for measurable, sustainable results in this effort.
But diverse representation isn’t the only desired outcome. We also want an inclusive culture that is accepting of differences and open to new ideas, which will result in better decision-making and innovative solutions that provide a competitive advantage in the marketplace. Otherwise, the true value of diversity will go unrealized.
The spirit of diversity and inclusion lives in our hearts and minds and, most importantly, in our behaviors —the way we interact with each other and conduct our business. These include:
- Diverse segment outreach. Our team reaches out to help us better serve and earn more business from important communities including Hispanics; Asian Americans; African Americans; the lesbian, gay, bisexual, transgender community; women; members of the military and veterans; and people with disabilities. Today, our customer base reflects the general population and, in some cases, is more diverse — a trend we expect to continue in the years ahead.
- Supplier diversity. We integrate diversity into our vendor sourcing process. Diverse suppliers support economic development and create jobs in the communities we serve. Our goal is to spend at least 10 percent of our annual controllable budget with certified disadvantaged-, minority-, and women-owned businesses as well as small business enterprises.
- Diversity and inclusion councils. Our Enterprise Diversity and Inclusion Council consists of senior leaders from across Wells Fargo. These leaders are responsible for making decisions that align with the company’s goals and for influencing change. We also have regional, local, and line-of-business diversity and inclusion councils.
- Team Member Networks. These groups provide professional and leadership development, mentoring, and community involvement opportunities for our team members. They also serve as a resource for business development and customer insights, help recruit new team members, and strengthen our brand reputation.
We’re all called to be leaders.
We all have the responsibility to be the link between the vision of Wells Fargo and our customers. This is not the exclusive domain of managers. We define leadership as the act of establishing, sharing, and communicating our vision, and as the art of motivating others to understand and embrace our vision.
Leaders are accountable. They share the credit and shoulder the blame. They give others the responsibility and opportunity for success. Good leaders inspire teams to have confidence in their leadership; great leaders inspire team members to have confidence in themselves.
We want all team members to be able to lead themselves, lead the team, and lead the business.
When a customer needs an answer, we have to be able to respond quickly. That’s a competitive advantage. Leaders consider themselves equal partners in a team effort to achieve our vision. When the team needs help, leaders pitch in just like everyone else. Leaders are involved. They’re hands-on and available. They take personal ownership for a customer’s problem and don’t let go until that problem is solved. No one tells them to do it; they just do it.
The best leaders are the best coaches. They don’t rely on authority or force of personality. They are confident in the inherent knowledge and talent of every team member. They believe our team members have the answer to every problem and see the potential in every opportunity. Leaders empower themselves and team members to develop ideas, test them, quantify the results, and then share the good ones with our other businesses and functions.
Leaders connect to our vision. They share their passion and their discipline about how to make our vision come alive. Leaders inspire outstanding performance. How we behave as leaders is just as important as the results we get. Leaders care about their team members’ success, development plans, and professional dreams.
Leaders learn from each other. That’s an advantage of being a big company. We share ideas and search for the best ones. We don’t resist a good idea simply because “it wasn’t invented here.” We’re always searching for the best way to do something and adopting it wherever it applies — to improve our service, keep customers and attract new ones, support communities, increase revenue, and manage expenses. It’s not the strongest or most intelligent companies that survive in our industry but those that best adapt to change and take full advantage of the knowledge and experience of the whole team.