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By David S. Pottruck, Terry Pearce

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He was part of our team ethic, and he put thehigher good-including the customer and shareholder, as well asmanagement-ahead of himself. Tom retired from Schwababout a year afterthis event, and is enjoying a well-earned rest. ButI’m still grateful for his remarks that afternoon, which reaffirmed his beliefand dedication to the values he BUILDING A CULTURE FOR GROWTH 25 so ably reinforced. Tom Seip that afternoon was a living, breathing poster boy forthe power of culture, done right. And done right, it means this: Everything elsecan fall away; the industry and products and circumstances may change; but anabiding culture canserve asthe custodian of dreams for yourcompany team, and for the customers on whose faith you build your house of business.

Well, his question started me thinking, and in thefinal analysis the decision was pretty easy. The hard part was coming to grips with growing up as a leader, to decide not to retreat but togo forward to the next challenge and continueto build on what we have here that is so very, very special. So I’m still playing, better than ever, Ihope, in the right industry, where we can actually provide something that people need, in the right company, where we are truly serving, not selling, and with the right group of people .

I figured if it resonated forthem I had a winner. But I had defined the problem badly. As I learned, the process was to prove far more important thanthe paper. To achieve that objective, a process of much broader inclusion was essential. In truth, it took ten months, the inputof eighty executives,and a milliondollar communication project to realize what we wantedthe commitment of the entire company to continue to grow the company in new directions by living the rules of the Schwab culture. Virtually everyexecutive had an opportunity to have extensive input into the process.

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