Bernard Hampton

So somebody may have better skill in an area, they may have a different experience, they may have different educational background. But if you're willing to put in the work to listen, learn and apply, those are gaps that you can close.

So somebody may have better skill in an area, they may have a different experience, they may have different educational background. But if you're willing to put in the work to listen, learn and apply, those are gaps that you can close.

simultaneously by saying regardless of what you do, what level you may operate at one day, having a healthy respect for everyone that you work with elicits or creates an environment where people will always be able to, or at least interested in helping you with things that you want to be able to learn from them and vice versa, but also has the benefit of creating followership.

simultaneously by saying regardless of what you do, what level you may operate at one day, having a healthy respect for everyone that you work with elicits or creates an environment where people will always be able to, or at least interested in helping you with things that you want to be able to learn from them and vice versa, but also has the benefit of creating followership.

Those were important lessons, but understanding where people are, And then I shall add a fourth one to it. I think everybody has an origin story that's unique to them that makes them special. And the more we understand them, the more we help people incorporate their voices in different ways, the value, their opinions, their perspectives, that makes the team better.

Those were important lessons, but understanding where people are, And then I shall add a fourth one to it. I think everybody has an origin story that's unique to them that makes them special. And the more we understand them, the more we help people incorporate their voices in different ways, the value, their opinions, their perspectives, that makes the team better.

And so across these four things ends up creating a fabric, from my perspective, of just incredibly dynamic teams that

And so across these four things ends up creating a fabric, from my perspective, of just incredibly dynamic teams that

tend to collaborate better together, they solve problems 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, everybody's being thoughtful about better solutions and how to solve problems, but then doing that together.

tend to collaborate better together, they solve problems 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, everybody's being thoughtful about better solutions and how to solve problems, but then doing that together.

I'll tell you two ways. One, I always believe when you prioritize people. I mentioned it before, but they truly are the most important asset in any organization, team, company, regardless of the size.

I'll tell you two ways. One, I always believe when you prioritize people. I mentioned it before, but they truly are the most important asset in any organization, team, company, regardless of the size.

And so I can't remember who said it, but someone somewhere along the way in history made the statement that good leaders give instructions through the chain of command, but they get information outside the chain. What works from my perspective is, yes, you can't touch everyone, but

And so I can't remember who said it, but someone somewhere along the way in history made the statement that good leaders give instructions through the chain of command, but they get information outside the chain. What works from my perspective is, yes, you can't touch everyone, but

Whether it is a visit to a single location, a visit to a massive location, your ability to be there early, build in time to stay late, not overpack the schedule, to be able to grab individuals, make individual connections and find out about them. It's just exceedingly important. It's valuable.

Whether it is a visit to a single location, a visit to a massive location, your ability to be there early, build in time to stay late, not overpack the schedule, to be able to grab individuals, make individual connections and find out about them. It's just exceedingly important. It's valuable.

And out of connections, those create the moments where people tend to pick up the phone and tell you the things you need to know when you need to know it without worrying about some structured process to be able to provide information. Extremely valuable.

And out of connections, those create the moments where people tend to pick up the phone and tell you the things you need to know when you need to know it without worrying about some structured process to be able to provide information. Extremely valuable.

I can tell you the number of business plans that I've been able to make, derive, explore more information, interrogate a problem I may be trying to solve for the organization, and go further through some of those individual conversations and connections. The second is about origin stories. I do it in my current organization. I did it in the last one that had 13,000 people in it.

I can tell you the number of business plans that I've been able to make, derive, explore more information, interrogate a problem I may be trying to solve for the organization, and go further through some of those individual conversations and connections. The second is about origin stories. I do it in my current organization. I did it in the last one that had 13,000 people in it.