Bernard Hampton

And part of that is the feeling of how it's tied to our mission and purpose as a company at Bank of America. And part of it is about where and how I grew up. And if I'd had access to some of the information that I have today, what might that mean for people in my community or neighborhood from where I grew up 50 plus years ago? Right.

And part of that is the feeling of how it's tied to our mission and purpose as a company at Bank of America. And part of it is about where and how I grew up. And if I'd had access to some of the information that I have today, what might that mean for people in my community or neighborhood from where I grew up 50 plus years ago? Right.

I would tell you four things, but before I do that, I think an important comment is 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.

I would tell you four things, but before I do that, I think an important comment is 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.

And so if it's a personal choice not to be a leader, that's fine. But still demonstrating leadership makes you incredibly valuable. The four things that I would say in response to your question is, number one, be a continual learner and a continual practicer. So how are you leveraging the resources in the company where you work?

And so if it's a personal choice not to be a leader, that's fine. But still demonstrating leadership makes you incredibly valuable. The four things that I would say in response to your question is, number one, be a continual learner and a continual practicer. So how are you leveraging the resources in the company where you work?

How are you leveraging resources online, books, wherever you get a source to be able to learn from? For me, a favorite was always before online and even since has been learn from people that are further down the road than I am or may even want to be. So for 20 years, I've read books by either really successful CEOs or those that are

How are you leveraging resources online, books, wherever you get a source to be able to learn from? For me, a favorite was always before online and even since has been learn from people that are further down the road than I am or may even want to be. So for 20 years, I've read books by either really successful CEOs or those that are

provide strategy to them or build strategy with them because it helps get in the mind of how the organizations may unfold or think. And so key questions always, who or what sources are you learning from? The second is to deploy it. deploy what you're learning. Sometimes that's going to come from your own self-drive and looking for ways to do it. How are you influencing peers that you work with?

provide strategy to them or build strategy with them because it helps get in the mind of how the organizations may unfold or think. And so key questions always, who or what sources are you learning from? The second is to deploy it. deploy what you're learning. Sometimes that's going to come from your own self-drive and looking for ways to do it. How are you influencing peers that you work with?

Do you think about the organization first or are you only thinking about yourself? My encouragement would be to think about the organization first and the colleagues that you work with because your leader is going to see that. Let's say they're trying to decide between two people who have relatively similar performance. Maybe you're an A and there's another person who's an A plus.

Do you think about the organization first or are you only thinking about yourself? My encouragement would be to think about the organization first and the colleagues that you work with because your leader is going to see that. Let's say they're trying to decide between two people who have relatively similar performance. Maybe you're an A and there's another person who's an A plus.

But if you're the person that's deploying skills for the organization, you're thinking about the org first, you make people around you better, I'd take the A player or even the B plus all day long because there's a multiplication effect to the way that that person thinks and operates. Third, I'd say make sure you reflect it. Reflect it in who you are and the way that you show up.

But if you're the person that's deploying skills for the organization, you're thinking about the org first, you make people around you better, I'd take the A player or even the B plus all day long because there's a multiplication effect to the way that that person thinks and operates. Third, I'd say make sure you reflect it. Reflect it in who you are and the way that you show up.

You can be in a hurry, but be in what I would call a composed hurry. So don't seem frenetic that it's this role or this job at all costs. And this comes from those to reality from a couple of the authors that have read over time, like John Maxwell talks about leadership develops daily, not in a day. And so they have taken a course or read a book. That doesn't mean you're ready today.

You can be in a hurry, but be in what I would call a composed hurry. So don't seem frenetic that it's this role or this job at all costs. And this comes from those to reality from a couple of the authors that have read over time, like John Maxwell talks about leadership develops daily, not in a day. And so they have taken a course or read a book. That doesn't mean you're ready today.

But how are you using it and practicing it? Or Malcolm Gladwell talks about it takes 10,000 hours to reach mastery or ultimate expertise. And so that makes me think about all of the people that are around you that are always trying to get better. But reflecting it looks like somebody who has learned something or has received feedback.

But how are you using it and practicing it? Or Malcolm Gladwell talks about it takes 10,000 hours to reach mastery or ultimate expertise. And so that makes me think about all of the people that are around you that are always trying to get better. But reflecting it looks like somebody who has learned something or has received feedback.

but has become known for being a really fast adopter and that executes consistently. And then the fourth one, I'd say when the race of one first meaning you, that person in the mirror, that's the person that's got to change every day. And so if you're not able to measure yourself against, am I better today than I was yesterday?

but has become known for being a really fast adopter and that executes consistently. And then the fourth one, I'd say when the race of one first meaning you, that person in the mirror, that's the person that's got to change every day. And so if you're not able to measure yourself against, am I better today than I was yesterday?