I want to thank the panel of judges, including several past winners, that selected me for this award.

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1 Laura Schulte BusinessWoman of the Year remarks March 15, 2013; 12pm, Young Dining Room, Queens University Thank you, Ann. It s a great honor to join a roster that includes you and the 26 other distinguished BusinessWomen of the year. I ve had the pleasure of getting to know many of these amazing women over the past several years. I ve learned something from every one of them. It s great company to be in. I want to thank the panel of judges, including several past winners, that selected me for this award. And of course, I want to thank my husband, Mike, and my son, Jack, for joining me on this incredible journey we started four years ago. It has been the most rewarding time in my career. 1

2 I stand here today knowing that this recognition is not really about me it s about what Wells Fargo has come to mean to the Charlotte community. And, it s about the resilience and dedication of my Eastern teammates. I first came to Charlotte in January 2009, just a few months after the merger of Wells Fargo and Wachovia was announced. I didn t know what reception I was going to get, or frankly what I was going to find. Our Wachovia team members had been through an awful lot, and I think it s safe to say that the Charlotte community itself was in a degree of shock over what had happened during the financial crisis. 2

3 People were mourning the loss of Wachovia, and rightly so. Wachovia was a world-class company, known for being the best in the industry at providing great customer experiences. I became a Wachovia team member for my first few years here myself, and I experienced my own sense of loss when the last sign was changed in Charlotte. This merger was a huge undertaking the biggest bank merger in U.S. history. There was plenty of potential for things to go wrong. But that didn t happen in fact, we have grown the business, we ve added bankers to stores across the East, and we ve increased our presence in Charlotte. 3

4 We ve grown our employment levels here since the merger was announced it was just over 20,000 at the time, and now we re at 20,700. Last year, Wells Fargo contributed $8.1 million to Charlotte-area nonprofits. Our team members volunteered 123,000 hours, and contributed $9.7 million to the United Way and other nonprofits as part of our 2012 Community Support Campaign. And just two months ago, Wells Fargo opened its state-ofthe art trading floor for our investment bank in the Duke Energy Center, an event notable enough to garner national media attention. 4

5 We have kept or added enterprise leaders here, including the head of Wealth, Brokerage and Retirement, David Carroll, and the head of Corporate Communications, Oscar Suris. If you had asked most outside observers four years ago whether this would be the reality in Charlotte today, you would have had a hard time finding a taker. And that s completely understandable. So much felt unknown. And, while we were clear then that Wells Fargo s commitment to Charlotte would continue unabated, it took time for people to believe it. We had to win hearts and minds. We had to earn trust. 5

6 Today, the most rewarding thing that I hear, from team members as well as those outside the company, is you meant what you said. And this award today feels like you are saying that, too. Thank you. [PAUSE] Dr. Sparks, who heads the MS in Organizational Development program at the McColl School of Business, asked me to share some of the leadership lessons I ve learned over the course of my career. 6

7 It s a little daunting to try to offer advice to a room full of talented professionals. But, I have learned a lot over the course of my career, especially during the past four years. So here is the first lesson: to win hearts and minds to truly engage your team tell them why they are important to the mission of the company. Explain how what they do every day fits into the bigger picture. Then, tell them again. And again. Dial back four years when I arrived, I knew I wasn t coming here to make great bankers Wachovia s team members were already great bankers. 7

8 And I didn t need to build commitment, or community connectivity it already existed. When I arrived, I found people who had tremendous passion about serving their customers and communities, and supporting each other. Our mantra in Charlotte and throughout the Eastern Community Bank quickly became Don t break it as we started planning for and executing conversions. My main concern as we embarked on this transition was that if we weren t careful, we might lose the practices or service culture or PEOPLE that made Wachovia such a force. I knew it was important that my Wachovia team members knew they were valued and respected for what they had achieved. I knew it was important to listen, and to learn. 8

9 Together we succeeded in taking the tremendous strengths of Wachovia and making them a part of the new Wells Fargo. In fact, the service protocols that Wachovia created have been implemented across the country at Wells Fargo. I d say the main reason we navigated the merger successfully was because we had a shared focus on our customers. It s a philosophy that was deeply engrained in the cultures of both legacy companies. Despite constant and seeming unending change for our own team members most of whom learned new jobs along with new computer systems and a new company they really built a circle around the customer. 9

10 They left their egos and their angst at the door, and focused on making sure their customers were okay through the change. In a way, the conversion experience was the best teambuilding exercise we could have had. It was easy for all of us, right down the teller level, to understand the importance of our roles. It galvanized us. Now that we are past the merger and into business as usual, I m finding that we need to keep reminding ourselves (and each other) that our jobs still have greater purpose. We don t just sell checking accounts or credit cards, take deposits or perform transactions. 10

11 We are here to help our customers succeed financially through the ups and downs of their lives. We are here to know them, help them, and earn our place as their trusted advisors. We re here to build lifelong relationships with them. As we ve seen over the past five years, life can get complicated and the ups and downs can get pretty scary. We play an important part in our customers lives we help them with some of the most important planning and decision-making they ll do. We re the connection point that helps a customer put a plan together to retire someday. We help them buy a home the biggest purchase most people will ever make. 11

12 We help them save for a dream vacation, or put a child through college. We might be the first step to help them start, sustain, or grow a business. Our team members crave connection they want to understand how the work that they do every day connects to the mission and purpose of the company. They want to understand how serving our customers well makes our company successful, and allows us to invest in our communities. I ve learned that merger or no merger, we must be deliberate in making those links for our team members. In giving the why as well as the what and the how. 12

13 Switching gears to personal leadership and growth, here is lesson #2: Try something new. Stretch yourself. Take a risk. Do something, or go somewhere, that puts you outside of your comfort zone. I believe that every step in my career led me where I am today. I didn t exactly picture myself leading a large region for a national bank back when I was growing up when I was 13, I wanted to be a gymnast. But I love what I do and am really glad I made the choices I did. They led me here. While I was growing up in Nebraska, my father was the editor of the local paper. My hope was to pursue a career in journalism, but my dad suggested something he thought was more practical although arguably less exciting accounting. 13

14 I moved around the country mostly to work with new groups in the bank from Nebraska to Minnesota to Nevada to California to North Carolina to take on new career opportunities or challenges. Some opportunities I pursued myself some I was asked to take on by the company. And yes, it was all the same company. Not too popular these days, but I knew it was a culture that was a perfect fit for me. I knew the company would be fair to me. I knew I wasn t just a number. I felt the company was looking out for my best interests. 14

15 I ve held a variety of positions some I have liked better than others. I ve not always followed a straight career path that went north I ve moved up, I ve moved sideways, and I ve moved down. Most of my career growth has come from accepting more responsibilities, not a higher title, a higher salary or spot on some company hierarchy. I measured my success by how much I contributed to the good of the company. It s taking on those different, additional responsibilities and following a more winding path that has contributed most to my success through the years. It really broadened my skill set, my experiences, my perspectives and my personal network of colleagues and coaches. 15

16 It s easy to become good at what you do if you do the same thing year after year. But you can also develop tunnel vision. To truly grow as a leader, you have to be willing to leave your comfort zone behind. Finally, the third lesson I ve learned strong communities make strong companies, and not the other way around. At Wells Fargo, we have the privilege of serving customers in most of the United States. And we have the privilege of serving customers in Charlotte. Because customers bring us their business, it s our duty and absolutely our privilege to invest in the communities that are investing in us. 16

17 I believe that the social responsibility of business encompasses much more than just increasing profits. I also believe that philanthropy is just one part of investing in communities. Volunteerism, active board membership, civic engagement these are also essential. And these are things that should be driven by local leaders within a market. Local leaders know their communities, and what they need to thrive. They live there. They work there. Their children go to school there. 17

18 Of the $316 million Wells Fargo donated to nonprofits last year, the vast majority was distributed locally, by the leaders who live and work in that community. So, my advice to you is this: let your team members decide what they are passionate about in their communities. Offer them the programs and tools (paid volunteer time, volunteer grants, matching gifts programs) that make it easy to get involved, then get out of their way. The outcomes all around will amaze you. [PAUSE] 18

19 I am proud to call Charlotte home. I am proud that my company has played a leadership role in this region s progress and I am proud that my company continues to have a major presence in this market. Charlotte is an extraordinary city today, but I truly believe that its best days are yet to come. I can hardly wait to be a part of it. 19

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