Bank of America CEO Brian Moynihan has controlled one of the world’s largest financial institutions through two economic crises, a global pandemic and more than a decade of the market and political volatility. During this time he learned that what he estimates most in a guide is the constant, often underestimated ability to give energy when it is most important.
“One thing that they are looking for and trying to be in humans is an energy dispenser, not an energy ( ” Moynihan tells Assets. “If you are in a situation of the pressure, how can you give people energy? Well, to be calm and show you a way, do something as a team and make progress as a group.”
For Moynihan, peace is a strategy, not just a temperament. In moments with high operations, people want clarity and level head. “Now you may have had every nervous energy behind you.
This resistance, he adds, separates those who can lead from those who cannot lead and set up in his executives for this characteristic. “You see how you behave when the emptiness hits the fan, and if you behave in a certain way, you can continue. If you behave in a different way, you know that you will have an increasingly difficult lead.”
Its yardstick for effective leadership? Discipline, execution and forward movement. “It is problem solutions … it is that we continue to find out what to do. Don’t let us whine or be restricted or think about what went wrong, and I am I or it’s not fair.”
Moynihan’s own leadership ethos was not only inherited from the C suite. As a former lawyer, his approach was shaped by his experience in team sport, his legal training and his work with people who began their career at the front of the bank. A mentor, from the bank employee to the Executive rise, offered a lesson that stood by the challenge of a proposed Idea executive person who wanted to implement. She asked, “How would it feel to actually do that?” It was a memory, said Moynihan, that every decision must take into account the creator, not just the decision itself.
While Moynihan is skeptical that leadership can be taught, he believes that it can be developed and refined. “In terms of nature, you have to have a nature that you want to enter in good and bad times and want to lead in good times,” he said. “Some people bear this responsibility like a comfortable sweater, and some people could never get involved.”
When asked whether it feels like a comfortable sweater for him, Moynihan gave half a smile. “That would be her judgment or other people,” he said, before giving in: “It’s a comfortable sweater for me.”
Ruth umoh
ruth.umoh@fortune.com
Today’s newsletter was curated by Lily Mae Lazarus.
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