Goldman Sachs 2004 Annual Report Download - page 21

Download and view the complete annual report

Please find page 21 of the 2004 Goldman Sachs annual report below. You can navigate through the pages in the report by either clicking on the pages listed below, or by using the keyword search tool below to find specific information within the annual report.

Page out of 120

  • 1
  • 2
  • 3
  • 4
  • 5
  • 6
  • 7
  • 8
  • 9
  • 10
  • 11
  • 12
  • 13
  • 14
  • 15
  • 16
  • 17
  • 18
  • 19
  • 20
  • 21
  • 22
  • 23
  • 24
  • 25
  • 26
  • 27
  • 28
  • 29
  • 30
  • 31
  • 32
  • 33
  • 34
  • 35
  • 36
  • 37
  • 38
  • 39
  • 40
  • 41
  • 42
  • 43
  • 44
  • 45
  • 46
  • 47
  • 48
  • 49
  • 50
  • 51
  • 52
  • 53
  • 54
  • 55
  • 56
  • 57
  • 58
  • 59
  • 60
  • 61
  • 62
  • 63
  • 64
  • 65
  • 66
  • 67
  • 68
  • 69
  • 70
  • 71
  • 72
  • 73
  • 74
  • 75
  • 76
  • 77
  • 78
  • 79
  • 80
  • 81
  • 82
  • 83
  • 84
  • 85
  • 86
  • 87
  • 88
  • 89
  • 90
  • 91
  • 92
  • 93
  • 94
  • 95
  • 96
  • 97
  • 98
  • 99
  • 100
  • 101
  • 102
  • 103
  • 104
  • 105
  • 106
  • 107
  • 108
  • 109
  • 110
  • 111
  • 112
  • 113
  • 114
  • 115
  • 116
  • 117
  • 118
  • 119
  • 120

Individuals, and the relationships they form, are
at the core of any culture. As a professional
services firm, Goldman Sachs has fostered close
professional relationships since its founding.
Only a few decades ago, some people at
Goldman Sachs knew virtually all of their
colleagues. Our small size allowed us to rely
on informal mentoring relationships to teach
technical skills and reinforce cultural values.
As our firm has evolved and grown, we have
expanded and institutionalized our recruiting,
training and career management programs,
but always with an eye towards keeping them
as personal as possible.
Today, mentoring relationships remain an
important element of our culture. The pace of
economic, technological and social change
over the past twenty years has resulted
in mentoring relationships becoming more
reciprocal, with younger generations offering
new skills and perspectives to even the most
senior of our leaders.
What remains unchanged is that the most
successful people at Goldman Sachs — young
and old — view themselves as stewards of
our firm, its values and its culture.
Stewardship is a concept best demonstrated,
not taught. This responsibility to future
generations of Goldman Sachs people helps
the firm better adapt to new environments,
and encourages our people to act in concert,
for a common purpose.
leading฀by฀example
“Training creates value.
Mentoring creates values.
jim฀gorter,฀Senior Director
”
GOLDMAN฀SAC H S ฀ 2004฀ A N N U A L ฀ R E P ORT ฀ ฀ ฀ 1 9