Bernard Hampton

And ultimately, I'm glad I didn't because ultimately what sparked my interest was how the company thought about its clients, the responsibility to them individually for companies of all sizes and to the community, the importance of good financial advice and the responsibility the organization took to be able to provide that to positively impact families, companies, the economy.

And ultimately, I'm glad I didn't because ultimately what sparked my interest was how the company thought about its clients, the responsibility to them individually for companies of all sizes and to the community, the importance of good financial advice and the responsibility the organization took to be able to provide that to positively impact families, companies, the economy.

But honestly, the biggest thing that made my decision in the factor to join the bank came down to the greatest asset in the company, and that's our people. And so through the process of interviews over the course of four months, I had an opportunity to engage with some 40 plus people outside the interview process, people that were- Wow.

But honestly, the biggest thing that made my decision in the factor to join the bank came down to the greatest asset in the company, and that's our people. And so through the process of interviews over the course of four months, I had an opportunity to engage with some 40 plus people outside the interview process, people that were- Wow.

Friends had introduced me to, and it was those people that love what they did as they talked about the organization, how open they were about the culture, that the values were more than words on the wall, and that they intended to spend their careers here. Well, that's when I knew. So that's ultimately what made my decision to say, this was the place for me to be.

Friends had introduced me to, and it was those people that love what they did as they talked about the organization, how open they were about the culture, that the values were more than words on the wall, and that they intended to spend their careers here. Well, that's when I knew. So that's ultimately what made my decision to say, this was the place for me to be.

And here we are almost 21 years later. Only thing I wish is I'd have made the decision sooner or that I had an opportunity sooner.

And here we are almost 21 years later. Only thing I wish is I'd have made the decision sooner or that I had an opportunity sooner.

100%. What mattered then is the same thing that matters today is certainly magnified in moments like the financial crisis or whether it was the years during COVID, communication and listening and your ability to do that on steroids during moments of uncertainty. Because at the end of the day, nobody wants to follow the leader that says, oh, boy, are we in trouble and I don't know what to do.

100%. What mattered then is the same thing that matters today is certainly magnified in moments like the financial crisis or whether it was the years during COVID, communication and listening and your ability to do that on steroids during moments of uncertainty. Because at the end of the day, nobody wants to follow the leader that says, oh, boy, are we in trouble and I don't know what to do.

Right. That would be a problem for those people. And it's in those moments where if you were communicating twice a week that maybe it needs to become four or five times a week.

Right. That would be a problem for those people. And it's in those moments where if you were communicating twice a week that maybe it needs to become four or five times a week.

And it's the opportunity to listen, pick up the phone, whether it's a roundtable or a call, understand what you're taking anecdotally from people and bring those learnings into a broader conversation to say, if five or six people are feeling this way, that's probably 50, 60 or 100 that are feeling that way.

And it's the opportunity to listen, pick up the phone, whether it's a roundtable or a call, understand what you're taking anecdotally from people and bring those learnings into a broader conversation to say, if five or six people are feeling this way, that's probably 50, 60 or 100 that are feeling that way.

And your ability to outthink or what would come across as really being in touch with people is ultimately what it is. People want a sense of clarity, want to know what's happening. What do we expect to have happen? If something changes, is there a level of steadiness and trust from a leadership perspective that they can follow? And for us, that happens at all levels of the organization.

And your ability to outthink or what would come across as really being in touch with people is ultimately what it is. People want a sense of clarity, want to know what's happening. What do we expect to have happen? If something changes, is there a level of steadiness and trust from a leadership perspective that they can follow? And for us, that happens at all levels of the organization.

I love that question. And the first one, from my perspective, is that you always treat people like adults. And so regardless of what someone does, regardless at what level or role that they have, we all largely want the same thing in life. We may or may not have a family that we're responsible for. We'd like a decent place to live and a safe community.

I love that question. And the first one, from my perspective, is that you always treat people like adults. And so regardless of what someone does, regardless at what level or role that they have, we all largely want the same thing in life. We may or may not have a family that we're responsible for. We'd like a decent place to live and a safe community.

You'd love to be able to advance or achieve career goals. Maybe you're in your dream job already, but at the end of the day, you have bills to pay. You may have a mortgage or rent. There's some commonalities and themes that regardless at what level someone may be at in the organization,

You'd love to be able to advance or achieve career goals. Maybe you're in your dream job already, but at the end of the day, you have bills to pay. You may have a mortgage or rent. There's some commonalities and themes that regardless at what level someone may be at in the organization,