Bernard Hampton
speaker
129 appearances
1 recordings
1 series
first heard May 2025
last heard May 2025
Bernard Hampton’s voice in public audio — every appearance, attributed to the second.
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Appearances
Incredibly dynamic teams tend to collaborate better together, less about competing with one another, because in a company environment, there's one stock price at the end of the day, and the company's at its best when everybody's rowing in the same direction.
Leadership is not a trait for managers or leaders only. I work with a lot of individual producers over the course of a career that have been amazing leaders in their own right. And it's that leadership quality or qualities that they demonstrate that have made them exceedingly valuable to the organization.
Nobody wants to follow the leader that says, oh boy, are we in trouble and I don't know what to do. What are you doing to learn something new? There's resources like the LEAP Academy online. There's people that you can observe. Sometimes that's about what to do as much as what not to do.
I would tell you four things. Number one. Number two.
That's a pleasure. Thanks for the invite.
I don't know that it was about the what necessarily. So I grew up with modest business. beginnings, middle class family, one that also farmed, by the way. So we grew a lot of our own vegetables. So hard work was a big part of what we did. I had a father who was in the military reserve duty by the time all of us came along, me and my older sister, younger brother.
and then a mom who worked two jobs as well. The family worked really hard, which meant, by the way, that they didn't have an opportunity to attend some of our events or sporting activities always, but it was all in the neighborhood or advancing the family. As I grew up, my parents had enough to send my older sister to college, my younger brother, My hiatus gave him a chance to recover.
So I had to work through that myself, which was fine. We all work through school, by the way, like most people do. And as I was working at a retail company, I started as a part-time sales associate and worked my way through.
Yeah. So I grew up in a small town in South Carolina. I was a good student. I consider myself an AB. I was driven, but it was I had a lot of interest. So I was a Boy Scout, actually became an Eagle Scout. I was really active in my church, did a lot of youth leadership functions in church was a big part of my childhood, as well as a lot of external activities.
And so my parents would always say I stayed pretty busy. So I drove a school bus. I ran track. I played basketball. I was the state vice president of the Future Farmers of America. So there was always something going on.
It was a lot of the way my parents talked about experiences and the ability to learn anything if you were willing to listen. study enough, replicate what you learned and took away. So it was events like being involved in the Boy Scouts, quite honestly, that was unexpected leadership opportunities along the way.
It was experiences outside the norm that weren't necessarily something that was going on in the neighborhood, but whether it was a 50 mile canoe trip and it was spending time relying on other people and engaging with other people that may bring different experiences or different things that you could teach one another.
No, not at all. I did not have an example in corporate America to follow in my family. And it was a lot about charting your own path to decide what did success look like for you? And ultimately, what did the opportunity to chart your own path in society mean?
I did a part-time job and began to advance from that point. And as I would share with people, you know, that was a commission job, but I've made a career ultimately out of helping other people get what they want. And so I even thought about that as a part-time sales associate, that if
My check would ultimately be a reflection of how many of my clients I was able to help meet whatever need, whatever goal or objective they had along the way. And that translated into ultimately leading people. And so the success of companies, of businesses, of teams ultimately come down to the engagement from the employees. Are they feeling like they're getting their needs met?
If they are, they tend to take better care of clients and ultimately you deliver for clients and whether it's sales results, profits, it's a function of the people you're serving having their needs met or getting their goals and objectives achieved.
Yeah, I think initially for most people at that stage in life, you're following a manual of some sort, some standard operating principles and practice, but they're not necessarily always developing EQ or emotional intelligence along the way. But I think if you're feeding off of other people, you very quickly learn to
well, I can tell by a person's face or their body language became closed off that that didn't resonate. It wasn't the way that I said it. It was I'm not communicating well with them. And so the tenets of communication, emotional intelligence, engagement, responsiveness, the opportunity to begin to take ownership for things that don't go well.
I certainly wouldn't have referred to it back then as psychological safety, but ultimately it's where you begin to practice the tenets of how do you create an environment where everybody is contributing to the solution ultimately.
Honestly, the first one was whether to come to Bank of America or not. I initially decided turn down the opportunity and try to pass the recruiter on to somebody else.
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