{"v":1,"generated":"2026-10-20","apple":"https://podcasts.apple.com/gb/podcast/","themes":[["hum","Human-Centred Leadership","Human-Centred"],["cul","Culture","Culture"],["tru","Trust & psychological safety","Trust"],["tea","Teams & collaboration","Teams"],["hir","Hiring & talent","Hiring"],["dev","Learning & growth","Growth"],["res","Resilience & failure","Resilience"],["wel","Wellbeing & mental health","Wellbeing"],["com","Communication & influence","Influence"],["lis","Listening & curiosity","Listening"],["fbk","Feedback & coaching","Feedback"],["chg","Change & transformation","Change"],["pur","Purpose & values","Purpose"],["dec","Decisions & risk","Decisions"],["ent","Entrepreneurship & growth","Enterprise"],["cus","Customers & service","Customers"],["str","Strategy & focus","Strategy"],["inc","Diversity & inclusion","Inclusion"],["tec","Technology & AI","Tech & AI"],["spo","Sport & performance","Sport"],["pub","Public service, policing & military","Public 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Sullivan"],"150-leading-the-beautiful-game-jack-sullivan/id1515806311?i=1000613840492"],[148,"Coaching Superpowers","2023-04-27",["Nick Goldberg","Sinead Keenan"],"149-coaching-superpowers-nick-goldberg-sinead-keenan/id1515806311?i=1000612854125"],[147,"From Law to Luxury","2023-04-27",["Caroline Pill"],"148-from-law-to-luxury-caroline-pill/id1515806311?i=1000612046773"],[146,"Communicating without Anxiety","2023-04-14",["Richard Newman"],"147-communicating-without-anxiety-richard-newman/id1515806311?i=1000611199992"],[145,"The Weight of Leadership","2023-04-14",["Stuart Pearce"],"146-the-weight-of-leadership-stuart-pearce/id1515806311?i=1000610258694"],[144,"XRAI Glass - Tech 4 Good","2023-04-14",["Mitchell Feldman"],"145-xrai-glass-tech-4-good-mitchell-feldman/id1515806311?i=1000609146467"],[143,"The Daily Reset","2023-04-06",["Dr Steven MacGregor"],"144-the-daily-reset-dr-steven-macgregor/id1515806311?i=1000608055683"],[142,"The Chemistry of Difference","2023-03-31",["Sue Conder"],"143-the-chemistry-of-difference-sue-conder/id1515806311?i=1000607001436"],[141,"Skateistan: From Afghanistan to The Oscars","2023-03-21",["Oliver Percovich"],"142-skateistan-from-afghanistan-to-the-oscars-oliver/id1515806311?i=1000605938179"],[140,"Solving Messy Leadership Problems","2023-03-18",["Dr Katie Best"],"141-solving-messy-leadership-problems-dr-katie-best/id1515806311?i=1000604757460"],[139,"The Power of Kindness","2023-03-11",["Giovanni Masala"],"140-the-power-of-kindness-giovanni-masala/id1515806311?i=1000603779993"],[138,"The Voices of Future Leaders","2023-03-01",["Panel of young leaders"],"139-the-voices-of-future-leaders/id1515806311?i=1000602765182"],[137,"Think Fast, Talk Smart","2023-02-22",["Matt Abrahams"],"138-think-fast-talk-smart-matt-abrahams/id1515806311?i=1000601557245"],[136,"Outside-In","2023-02-17",["Adrian Simpson"],"137-outside-in-adrian-simpson/id1515806311?i=1000600320790"],[135,"Leading a Life of Reflection","2023-02-11",["Chris Grant OBE"],"136-leading-a-life-of-reflection-chris-grant-obe/id1515806311?i=1000599164349"],[134,"Taken by the Taliban","2023-02-03",["Anthony Stephen Malone"],"135-taken-by-the-taliban-anthony-stephen-malone/id1515806311?i=1000598071575"],[133,"David and Goliath","2023-01-20",["Kate Waterfall-Hill"],"134-david-and-goliath-kate-waterfall-hill/id1515806311?i=1000597060579"],[132,"Data: The New Non-Negotiable","2023-01-14",["Dr Jonathan Reichental"],"133-data-the-new-non-negotiable-dr-jonathan-reichental/id1515806311?i=1000595932791"],[131,"Enterprise China","2023-01-12",["Stewart Black","Allen Morrison"],"132-enterprise-china-professors-stewart-black-allen/id1515806311?i=1000594495195"],[130,"From CIA to CEO","2023-01-06",["Rupal Patel"],"131-from-cia-to-ceo-rupal-patel/id1515806311?i=1000593046310"],[129,"Leading Under Fire","2022-12-23",["Chris Finney"],"130-leading-under-fire-chris-finney/id1515806311?i=1000591504921"],[128,"The Listening Leader","2022-12-14",["James Ryan"],"129-the-listening-leader-james-ryan/id1515806311?i=1000590209983"],[127,"The Culture Advantage","2022-11-30",["Dan Strode"],"128-the-culture-advantage-dan-strode/id1515806311?i=1000588599664"],[126,"Leading Teams in Complexity","2022-11-25",["Nick Jankel"],"127-leading-teams-in-complexity-nick-jankel/id1515806311?i=1000587616127"],[125,"From Detention to Distinction","2022-11-11",["Onyi Anyado"],"126-from-detention-to-distinction-onyi-anyado/id1515806311?i=1000586820611"],[124,"Leading in Complexity","2022-11-11",["Nick Jankel (Part1)"],"125-leading-in-complexity-nick-jankel-part1/id1515806311?i=1000586015008"],[123,"Leading with Agility","2022-11-05",["Steve Krupp"],"124-leading-with-agility-steve-krupp/id1515806311?i=1000585351108"],[122,"The Sum of the Parts","2022-10-27",["Terence Taylor"],"123-the-sum-of-the-parts-terence-taylor/id1515806311?i=1000584415557"],[121,"Being a Force for Good","2022-10-21",["Lesego Holzapfel","Ezanne Gouws"],"122-being-a-force-for-good-lesego-holzapfel-ezanne-gouws/id1515806311?i=1000583574396"],[120,"Connected Leaders - Lessons from combat missions","2022-10-07",["John Spencer"],"120-connected-leaders-lessons-from-combat-missions/id1515806311?i=1000581998058"],[119,"A Life of Music & Resilience","2022-10-01",["Alice Dyson"],"119-a-life-of-music-resilience-alice-dyson/id1515806311?i=1000581313370"],[118,"Growth Mindset & Psychological Safety","2022-09-23",["Chris Samsa"],"118-growth-mindset-psychological-safety-chris-samsa/id1515806311?i=1000580503417"],[117,"An Audience with Carol Kauffman PhD","2022-09-19",["Carol Kauffman"],"121-an-audience-with-carol-kauffman-phd/id1515806311?i=1000582809935"],[116,"Sustainable Leadership","2022-09-12",["Clarke Murphy"],"117-sustainable-leadership-clarke-murphy/id1515806311?i=1000579846832"],[115,"Freedom at Work","2022-09-09",["Traci Fenton"],"116-freedom-at-work-traci-fenton/id1515806311?i=1000579089053"],[114,"Get Your GRIT Together","2022-09-02",["Laurie Sudbrink"],"115-get-your-grit-together-laurie-sudbrink/id1515806311?i=1000578318601"],[113,"Mindfulness and Peak Performance","2022-08-26",["Luke Doherty"],"114-mindfulness-and-peak-performance-luke-doherty/id1515806311?i=1000577662603"],[112,"Self Imposed Expiry Dates","2022-08-20",["Jay Bousada"],"113-self-imposed-expiry-dates-jay-bousada/id1515806311?i=1000576729444"],[111,"Key Person of Influence","2022-08-13",["Dan Priestley"],"112-key-person-of-influence-dan-priestley/id1515806311?i=1000576113964"],[110,"Loyalty not retention","2022-08-07",["Donald Thompson"],"111-loyalty-not-retention-donald-thompson/id1515806311?i=1000575296350"],[109,"Surveillance Capitalism & Liquid Gold","2022-07-09",["Fraser Edwards"],"110-surveillance-capitalism-liquid-gold-fraser-edwards/id1515806311?i=1000570985862"],[108,"No Selection No Rejection","2022-07-09",["Camilla Byk MBE"],"109-no-selection-no-rejection-camilla-byk-mbe/id1515806311?i=1000570285721"],[107,"Earth League International: Saving the Planet","2022-07-02",["Andrea Crosta"],"108-earth-league-international-saving-the-planet/id1515806311?i=1000568671108"],[106,"Happiness is a Serious Business","2022-06-25",["Nic Marks"],"107-happiness-is-a-serious-business-nic-marks/id1515806311?i=1000567763842"],[105,"Embrace Our Uniqueness","2022-06-18",["Ian Clarke"],"106-embrace-our-uniqueness-ian-clarke/id1515806311?i=1000567044881"],[104,"The Tribe of WD40","2022-06-11",["Garry Ridge"],"105-the-tribe-of-wd40-garry-ridge/id1515806311?i=1000566087676"],[103,"The Innovation Doctor","2022-06-01",["Dr Gautam Gulati"],"104-the-innovation-doctor-dr-gautam-gulati/id1515806311?i=1000565255816"],[102,"Work Smart, Play Smart","2022-05-25",["Hidde De Vries"],"103-work-smart-play-smart-hidde-de-vries/id1515806311?i=1000564384591"],[101,"The Introverted Activist","2022-05-14",["Lisa Hurley"],"101-the-introverted-activist-lisa-hurley/id1515806311?i=1000561489658"],[100,"A Life of Adventure","2022-04-29",["Rob Lilwall"],"102-a-life-of-adventure-rob-lilwall/id1515806311?i=1000563040057"],[99,"Diary of a CEO in Crisis","2022-04-28",["Simon Leslie"],"099-diary-of-a-ceo-in-crisis-simon-leslie/id1515806311?i=1000559238702"],[98,"Whole Person Leadership","2022-04-25",["Renée Elliott"],"100-whole-person-leadership-ren%C3%A9e-elliott/id1515806311?i=1000559979605"],[97,"People Centric Transformation","2022-04-22",["Prof Tony O'Driscoll"],"098-people-centric-transformation-prof-tony-odriscoll/id1515806311?i=1000558503123"],[96,"Leading With Gratitude, Mitigating Anxiety","2022-04-13",["Chester Elton"],"097-leading-with-gratitude-mitigating-anxiety-chester/id1515806311?i=1000557837576"],[95,"Survival of the Fastest","2022-04-06",["Jay Goldman"],"096-survival-of-the-fastest-jay-goldman/id1515806311?i=1000556697188"],[94,"Staying Relevant in a Digital World","2022-04-01",["Howard Tiersky"],"095-staying-relevant-in-a-digital-world-howard-tiersky/id1515806311?i=1000556156698"],[93,"Reflections of a CEO","2022-03-17",["Scott O'Neil"],"093-reflections-of-a-ceo-scott-oneil/id1515806311?i=1000554547684"],[92,"Human Centred High Performance","2022-03-03",["Dan Lewindon"],"092-human-centred-high-performance-dan-lewindon/id1515806311?i=1000553848002"],[91,"Be The Change","2022-03-01",["Peter Sursi"],"091-be-the-change-peter-sursi/id1515806311?i=1000553058610"],[90,"A World Better Led","2022-02-24",["Dustin Seale"],"090-a-world-better-led-dustin-seale/id1515806311?i=1000552348836"],[89,"Mind The Gap","2022-02-18",["Elliot Evans (aka Elliot the coach)"],"089-mind-the-gap-elliot-evans-aka-elliot-the-coach/id1515806311?i=1000551658000"],[88,"Building the Social Mobility DNA","2022-02-08",["Tom Lyas"],"088-building-the-social-mobility-dna-tom-lyas/id1515806311?i=1000550926588"],[87,"Lifting Others","2022-02-04",["Richard Newman"],"087-lifting-others-richard-newman/id1515806311?i=1000550144704"],[86,"It's All About The People","2022-01-28",["Reg Rix"],"086-its-all-about-the-people-reg-rix/id1515806311?i=1000549415385"],[85,"Be The Leader You Want To Be","2022-01-21",["Brad Berwick"],"085-be-the-leader-you-want-to-be-brad-berwick/id1515806311?i=1000548711971"],[84,"Where's my Stuff?","2022-01-13",["James Lisica"],"084-wheres-my-stuff-james-lisica/id1515806311?i=1000548090920"],[83,"Human Being, Doing & Becoming","2022-01-08",["Anil Santhapuri"],"083-human-being-doing-becoming-anil-santhapuri/id1515806311?i=1000547395720"],[82,"What's Next for The Leadership Enigma","2022-01-03",["Adam Pacifico"],"082-whats-next-for-the-leadership-enigma/id1515806311?i=1000546782756"],[81,"Leadership. So What?","2021-12-12",["John Amaechi OBE"],"080-leadership-so-what-john-amaechi-obe/id1515806311?i=1000545361733"],[80,"The Leader Within","2021-12-08",["Andrew Wallbridge"],"081-the-leader-within-andrew-wallbridge/id1515806311?i=1000546085849"],[79,"Winning at Inclusivity","2021-12-06",["Marc Woods"],"079-winning-at-inclusivity-marc-woods/id1515806311?i=1000544702020"],[78,"Permission to Play","2021-12-02",["Richard Laing"],"078-permission-to-play-richard-laing/id1515806311?i=1000543861151"],[77,"Leading Without Authority","2021-11-26",["Connson Locke"],"077-leading-without-authority-connson-locke/id1515806311?i=1000543220481"],[76,"High Performance Leadership","2021-11-19",["Lee Evans"],"076-high-performance-leadership-lee-evans/id1515806311?i=1000542541982"],[75,"Multi-Generational Leadership","2021-11-11",["Rachele Focardi"],"075-multi-generational-leadership-rachele-focardi/id1515806311?i=1000541758821"],[74,"Service Leadership","2021-11-06",["Henry Hopkins"],"074-service-leadership-henry-hopkins/id1515806311?i=1000541047663"],[73,"The 4th Industrial Revolution","2021-10-26",["Jonathan Reichental"],"073-the-4th-industrial-revolution-jonathan-reichental/id1515806311?i=1000539982976"],[72,"Spiritual Intelligence of Leaders","2021-10-15",["Amy Lynn Durham"],"072-spiritual-intelligence-of-leaders/id1515806311?i=1000539402046"],[71,"Rock The Boat: Lead the Change","2021-10-14",["Danelle Barrett"],"071-rock-the-boat-lead-the-change-danelle-barrett/id1515806311?i=1000538818411"],[70,"The Spirit of Leadership","2021-10-05",["Brian Bachand"],"070-the-spirit-of-leadership-brian-bachand/id1515806311?i=1000537992017"],[69,"The 6 Mindsets of The Enterprise Leader","2021-09-29",["Nick Holley"],"069-the-6-mindsets-of-the-enterprise-leader-nick-holley/id1515806311?i=1000537323397"],[68,"The Talent Game Changer","2021-09-27",["Rishon Blumberg"],"068-the-talent-game-changer-rishon-blumberg/id1515806311?i=1000536715620"],[67,"The 5 Stages of Personal Transformation","2021-09-17",["Anat Peri"],"067-the-5-stages-of-personal-transformation-anat-peri/id1515806311?i=1000535905777"],[66,"Breaking The Status Quo","2021-08-24",["Chris Daw QC"],"066-breaking-the-status-quo-chris-daw-qc/id1515806311?i=1000535021964"],[65,"Your Story Your Brand","2021-08-24",["Gabrielle Dolan"],"065-your-story-your-brand-gabrielle-dolan/id1515806311?i=1000534201430"],[64,"Outcomes Focused Leadership","2021-08-12",["Kishore Jayaraman"],"064-outcomes-focused-leadership-kishore-jayaraman/id1515806311?i=1000533390951"],[63,"Anniversary Episode (Part 6)","2021-07-25",["Graeme Codrington","Pepe González"],""],[62,"Navigating The Grey Space","2021-07-25",["Major General Tom Copinger-Symes"],""],[61,"Anniversary Episode (Part 5): Instinctive Decision Making","2021-07-25",["Dr Tremaine du Preez","Kevin O'Leary"],""],[60,"Live and Lead Through Disruption","2021-07-10",["SatinderPal (SP) Singh"],""],[59,"Anniversary Episode (Part 4) Joe Fredericks","2021-06-30",["Joe Fredericks"],""],[58,"The Changing Face of Leadership","2021-06-30",["Joel Casse"],""],[57,"Anniversary Episode (Part 3) Cheryl Stokes & Greg Orme","2021-06-30",["Cheryl Stokes","Greg Orme"],""],[56,"Celebrate The Pivot","2021-06-18",["Jake Breeden"],""],[55,"Anniversary Episode (Part 2) with Alexandra Altinger & Lale Topcuoglu","2021-06-18",["Alexandra Altinger","Lale Topcuoglu"],""],[54,"Being Before Doing","2021-06-15",["Deborah Rowland"],""],[53,"Anniversary Episode (Part1) with Dr Katie Best & Keith Douglas","2021-06-10",["Dr Katie Best","Keith Douglas"],""],[52,"Coach-ulting","2021-06-04",["Stephen Cornes"],""],[51,"Breakthrough By Design","2021-05-28",["Mike Straw"],""],[50,"Train For Behaviours","2021-05-18",["Martin Bromiley OBE"],""],[49,"From Passion to Business","2021-05-12",["Bee Adamic"],""],[48,"The Architect of Your Own Career","2021-05-08",["Lale Topcuoglu"],""],[47,"Context is Everything","2021-04-29",["Roderic Yapp"],""],[46,"The Power of Curiosity","2021-04-21",["Stefaan van Hooydonk"],""],[45,"Mind, Body & Leadership","2021-04-14",["Shane O'Mara"],""],[44,"Ethical Decision Making","2021-04-08",["Dr Tremaine Du Preez"],""],[43,"Be A Corporate Diplomat","2021-04-01",["Allyson Stewart Allen"],""],[42,"Plan Your Exit Now","2021-03-25",["Michelle Seiler Tucker"],""],[41,"The Flame of Entrepreneurship","2021-03-20",["Lloyd Salmons"],""],[40,"The Consciousness of Dignity","2021-03-11",["Tracey Groves"],""],[39,"Presence Has Value","2021-03-03",["Chris Clark"],""],[38,"Laugh 2 Lead","2021-02-18",["Neil Mullarkey","Adam Kingl"],""],[37,"The Transformational Leader","2021-02-14",["Nick Jankel"],""],[36,"It's all about the people","2021-02-08",["Svitlana Bielushkina"],""],[35,"The Resilient Leader","2021-01-31",["Alexandra Altinger"],""],[34,"Bullyproof","2021-01-27",["Marilise de Villiers"],""],[33,"The Inclusive Leader","2021-01-16",["Cheryl Stokes"],""],[32,"Ordinary people, extraordinary performance","2021-01-15",["Marc Kahn"],""],[31,"Living Brave Leadership","2021-01-10",["Guy Bloom"],""],[30,"It's all about the people (Design Thinking)","2020-12-21",["Justin Ferrell"],""],[29,"2 friends, 2 podcasts and over 50 amazing guests. (2020 Review)","2020-12-13",["Spencer Holt"],""],[28,"The Adaptive DNA","2020-12-03",["Graeme Codrington"],""],[27,"The Power & Science of Breathonics","2020-11-28",["Tom MIddleton"],""],[26,"The Leader's Secret Code","2020-11-21",["Ian Mills","Mark Ridley"],""],[25,"Creative Entrepreneurship","2020-11-14",["Paul Pacifico"],""],[24,"The 7 Myths of Racial Equity","2020-11-07",["Dr Randal Pinkett","Steve Mahaley"],""],[23,"Persuasion in the Fake News Generation","2020-11-01",["Professor James Welsh"],""],[22,"Distributed ~Digital Leadership","2020-10-24",["Lee Bryant"],""],[21,"Difficult Conversations","2020-10-16",["Julie Okada"],""],[20,"The Human Edge","2020-10-03",["Greg Orme"],""],[19,"Superpowers and Purpose","2020-09-27",["Spencer Holt"],""],[18,"Get Out Of The Way","2020-09-19",["Beth Miller"],""],[17,"Purpose Based Leadership","2020-09-05",["Paul Evans"],""],[16,"Courageous Storytelling","2020-06-23",["Raghu Raman"],""],[15,"The Girl With The Broken Neck: Power of Storytelling","2020-06-23",["Radhika Gupta"],""],[14,"Humanising Decision Making","2020-06-23",["Dr Tremaine Du Preez"],""],[13,"Many Know, Few Do","2020-06-23",["Justin Cohen"],""],[12,"The Power of One","2020-06-23",["Nazir Afzal OBE"],""],[11,"Control the Controllable","2020-06-23",["Richard Wright"],""],[10,"How Much Is Enough?","2020-05-23",["Tracey Groves"],""],[9,"The Leadership Sweetspot","2020-05-23",["Dr Katie Best"],""],[8,"The Routemap To Leadership Impact","2020-05-23",["Keith Douglas"],""],[7,"Excite The Cynical: Leading Generation Y","2020-05-23",["Adam Kingl"],""],[6,"Leadership Development: Unfit for Purpose?","2020-05-23",["Nick Holley"],""],[5,"The Big Accelerant","2020-05-23",["Prof Mark Esposito","Prof Terence Tse","Danny Goh"],""],[4,"Multiply Your Leadership","2020-05-23",["Joe Fredericks"],""],[3,"The Genie Is Out Of The Bottle","2020-05-23",["John Amaechi"],""],[2,"The Commanders Intent","2020-05-23",["Kevin O'Leary"],""],[1,"Podcast Zero: Welcome to The Leadership Enigma. What's this all about?","2020-05-23",["Adam Pacifico"],""]],"l":[["263-0",1,"A management company that acts as a creator's whole team: videographers, editors, finance, legal and commercial.","We are your team. If you want to go out as a creator and hire videographers, editors, finance, legal, commercial, like all of these things, you're looking at.","9:20",0,["ent","tea"]],["263-1",0,"Trust your gut; if the decision was wrong, wipe your mouth and go again.","No, just trust your gut and go with your decisions. And if those decisions end up being the wrong decisions, you wipe your mouth and you go again.","27:38",0,["dec","res"]],["263-2",0,"WD-40's leader was maniacal about protecting a people-first culture, and it became a happy billion-dollar company.","And he was maniacal about culture. If you joined WD-40, you had to sign something called the Maniac Pledge. But because he was maniacal about protecting the culture, the people first focus, that became a happy billion-dollar company.","29:54",0,["cul","hum"]],["263-3",0,"The business must grow and make money so everyone can make a living, but purpose sits behind it.","And what's the real purpose behind connect management? Yes, it's got to grow. It's got to make money. You've got to be sustainable so that everyone here can actually make a living.","32:32",0,["pur","ent"]],["263-4",0,"Set an elite standard: to play for Arsenal you have to be the best of the best.","And if you want to play for Arsenal, you've got to be the best of the best, right? And that's a standard that we uphold and we're proud of.","35:14",0,["hir","spo"]],["263-5",0,"A founder who wants everyone else to succeed first makes the company feel like a family.","And that core value hasn't changed. He wants everybody else to be successful before he even takes a slice. And I think that being his core and those values and people that he hires based off of those values and that culture has allowed this company from a talent perspective to feel like a family.","54:24",0,["pur","cul"]],["263-6",0,"Experience can't be learned quickly; you gain it over time by making mistakes.","So I think that... The experience is something that I don't think is something that you can learn quickly. I think it's something that you have to gain over time by making mistakes.","1:06:10",0,["dev"]],["262-1",0,"People aren't equipped to set boundaries because they're promoted for reasons other than leadership.","There's a way to set boundaries. And I don't think that we have equipped people. with those skills because we don't elevate people to positions of leadership because they're great leaders.","13:19",1,["dev","wel"]],["262-2",0,"Most change initiatives fail, and the reason is people.","You asked me about that. We are going to get on to that. But this idea that most change initiatives fail. And people try and point in every direction for the reason, but the reason is people.","17:33",1,["chg","hum"]],["262-3",0,"Look beyond elite universities: people juggling three jobs and families have grit and resilience.","I can tell you that it's not that I wouldn't hire the people from Russell Group, but if you're looking for people with tenacity and grit and the resilience skill that people talk about, then these are people who have three jobs and families.","25:11",1,["hir","res"]],["262-4",0,"Organisations should make fewer poor decisions about people so fewer have to be resilient.","I want less people to have this experience. I want less people to have to be resilient about it. I want organisations to make less poor decisions based on these types of ideas around people.","39:06",1,["dec","hum"]],["262-5",0,"The sweet spot of trust is fairness and empathy.","Because are you familiar with Edelman? They do that trust barometer, trust index, right? But there's an individualized version of that that isn't about companies where they talk about the sweet spot of trust is fairness and empathy.","48:15",1,["tru","hum"]],["262-6",0,"A ranked hierarchy of values lets anyone make critical decisions.","And they have actually created a hierarchy, saying which value is number one, number two, number three, number four, number five, number six, because it allows anyone in that business to make critical decisions based on the values.","49:58",1,["pur","dec"]],["261-1",0,"Travelling slowly is a more immediate way to gauge a community and culture.","And it's a much more immediate way of gauging a community and a culture. And so I've kind of just taken that and extrapolated it out to add absurdum.","7:05",2,["lis","cul"]],["261-4",0,"Extreme expeditions carry high risk if your body fails or you're injured.","So, I mean, that's why, I guess. But the risk is high as well, isn't it? Because if something happens to you or your body starts to fail for whatever reason or you're injured in some way, I mean...","16:57",2,["dec","res"]],["261-5",0,"He'd rather learn from his own mistakes, because the lesson is more profound.","I would rather learn from my own mistakes than someone else's because I think you learn a much more profound lesson that way.","18:15",2,["dev"]],["260-0",0,"A judge told him at juvenile court he needed to take more responsibility.","So I go to juvenile court, I get a criminal conviction. I'm stood in front of the judge and he turns around and he goes, you know what, son, you need to start taking more responsibility.","6:24",3,["own","res"]],["260-2",0,"His resilience came from believing that nobody cared about him.","Where does that resilience come from, taking into account the challenging environment that you lived in as a youngster? Because I came to understand, and I still believe this, nobody cares about me.","14:10",3,["res"]],["260-3",0,"Curiosity, sympathy and empathy make for great interactions.","I don't know. I've watched some of your interviews, and you have two things which are incredible. You have curiosity, well, three, but curiosity, sympathy, and empathy.","20:31",3,["lis","hum"]],["260-5",0,"For speaking, start with your life story and the lessons you've learned.","So it's authentic, but it is their difference that makes a difference. I think the most basic place to start is just your life story and the lessons that you've learned.","36:13",3,["com","aut"]],["260-6",0,"Tell the audience about a mistake you made; it's hard but powerful.","Just talk about something that was funny that you did, where you made a mistake and just tell the audience. That's a much harder area, I know, for many people that are listening to this and saying, I know I want to be able to do that, but it's a tough one.","47:10",3,["com","aut"]],["259-0",0,"Balance a positive culture with clarity on what people are accountable for.","If you want a great business that's sustainable, that's what you're going to get. One of the things that's key on many senior leaders' minds is, Having that balance between creating an incredibly positive culture, but also being very clear with people about what they are accountable for and what the expectation is to the business.","13:21",4,["cul","own"]],["259-1",0,"When things get tough, show fierce resolve and take difficult decisions.","Yes. So they really own it. And at the same time, when things get tough, you have to show fierce resolve. You have to follow things through and follow them through with bloody-mindedness, frankly, and sometimes take really, really difficult decisions.","14:54",4,["own","dec"]],["259-2",0,"Create a culture that supports everyone, while protecting the business and the culture.","That's what I mean by making that. the distinction between creating the culture to support everyone, but also understanding that this is a business that you have to protect and a culture that you need to protect as well.","16:29",4,["cul"]],["259-3",0,"As figurehead, people are always watching and listening to you.","You are the figurehead. You are an ambassador of this organisation. You're the role model. So it is that balance. I always say that people are always looking at you, James, and they're listening to you.","16:58",4,["own","com"]],["259-5",0,"Stand on your principles and walk away from clients who contravene your core values.","I'm going to lose all my clients. But, you know, you have to do that. You have to stand on your principles and you have to leave when you know the time is right to leave, especially if they are contravening your core values.","21:29",4,["eth","pur"]],["259-6",0,"What matters is what happens when you're not in the room; your values should live on through others.","It's what happens in the business when you're not in the room that matters. Because if you've done your job properly, your values will live on through other people.","23:06",4,["pur","cul"]],["258-0",0,"Leadership is partly innate and partly trained; he believes deeply in training.","Are you a trained leader? Is it acquired? And, you know, I think there's probably an element of both, but I think I believe deeply in training and, you know, the military, the leadership training, you know, I can speak for leadership training in the Marine Corps because that's where I serve.","8:13",5,["dev","pub"]],["258-1",0,"The leader eats last: take care of your team first.","The leader does a lot last to make sure that the people they lead are taken care of first. You have to take care of your team first.","11:33",5,["hum","tea"]],["258-3",0,"Staff can't take care of customers if they're struggling to survive themselves.","There's no way that our people can take care of you if they're struggling to survive and thrive themselves. So it seemed like an obvious decision to me and to my senior leadership team.","25:10",5,["wel","cus"]],["258-4",0,"To think long term, take care of the day-to-day things so people don't complain.","So we need to create that space to operate and think long term. But ironically, one of the ways we have to do that is by taking care of all the little day-to-day things so that people don't complain.","29:43",5,["str"]],["258-5",0,"A leader's final job is to equip people to succeed.","And as a leader, your final job is equip your people to succeed. So you fail as a leader, your organization fails.","50:12",5,["own","emp"]],["257-1",0,"He built the most diverse frontline team in the FTSE 100.","And I actually felt very strongly that you've got to tap into that. And I ended up with the most diverse frontline team in the FTSE 100.","10:51",6,["inc","cus"]],["257-2",0,"Delegate to the lowest possible level, close to the customer, for better and faster decisions.","So I love to trust, empower. Delegate to the lowest possible level, as close to the customer as possible. You get the better decisions, you get them faster, you take all the management out of it.","14:40",6,["emp","dec","cus"]],["257-3",0,"He inherited a remarkable purpose and a culture of getting things done.","It's almost like the sat-nav, then you can plot the course. What did you inherit? I inherited, I think, something with the most remarkable purpose and drive and culture to get things done, which was wonderful.","24:17",6,["cul","pur"]],["257-4",0,"In aviation, safety is the culture of trust.","It's got safer and it is very, very safe. So safety is the culture of trust. And this is why we're engineering to that same standard.","38:45",6,["tru","tec"]],["257-6",0,"People are bound to the purpose of their team and how it links to the mission.","creating an environment where people want to succeed, they want to fail, they're bound in, not necessarily just to me, but to the purpose, the purpose of their little team, how that links to the team above, to the mission, the goal of the whole business.","48:14",6,["pur","tea"]],["256-0",0,"The best output comes from trust and a shared purpose, not stability.","What will give us the best output? It's not stability, right? It's trust. It's trust. First of all, this meaning, like you call that, this purpose, why we are in this together.","16:16",7,["tru","pur"]],["256-1",0,"What unites people is a sense of purpose and trust, central to Human-Centred Leadership.","It's all about having an army of people thinking in a synchronized manner. What unites them is not stability. What unites them is a sense of purpose, very central point in your own now human-centered leadership, and then that sense of trust.","17:02",7,["pur","tru","hum"]],["256-2",0,"Eight dimensions of Human-Centred Leadership: vulnerability, inclusivity, humility, empathy, personal purpose, presence, care and curiosity.","So we've got onto the screens here. We've got it behind us, the eight dimensions. And I mentioned this earlier. Vulnerability, inclusivity, humility, empathy, personal purpose, presence, care, and curiosity.","18:21",7,["hum"]],["256-3",0,"Evidence of humility shows up in really good leaders all the time.","Yes, to lead it. To lead it and be at the front of it. And he dropped into the... So I see evidence of humility in really good leaders all the time.","22:06",7,["aut"]],["256-4",0,"Humility leads to vulnerability: sharing your fears, problems and mistakes.","Yeah. That's humility. Two, you therefore expose yourself and become extremely vulnerable. You share your fears. You share your problems. You share the mistakes you've made.","23:40",7,["aut","tru"]],["256-5",0,"Trust sits across Human-Centred Leadership, earned through vulnerability and humility.","It sits across the board. The moment you say human-centered, I guess trust is there. And it's interesting because we're going to talk about, in the new model, earning trust, and we've got vulnerability and humility are segments of that.","27:00",7,["tru","hum"]],["256-6",0,"Private discussion and public decision are different dynamics, with the same values of integrity and humility.","And then when there is a public setup, I'm coming directly with a decision. Very different dynamic. Same values, same principles of integrity, of humility, of everything you want.","31:53",7,["eth","com"]],["255-0",0,"Sharing food builds relationships, creates culture and opens meaningful dialogue.","And Adam's going to bring, and actually a research-based approach on why this is so important. And for someone like himself, who has worked with senior leaders all over the world, which is how we've known each other for a long time now, it's about building relationships, creating culture, unlocking meaningful dialogue.","2:42",8,["cul","tea"]],["255-1",0,"Longevity comes from good food and from regular communal activity.","Good food. Good food. And a lot of it is the food. But actually there's another factor which people don't talk about as much, and that is a higher rate of communal activity throughout one's lives.","9:09",8,["wel","tea"]],["255-2",0,"Good fats like HDL support mood and concentration as well as the heart.","Now, we know, we've always probably known good cholesterol, HDL, good for the heart. We've known that for ages. What I learned as we were researching the book is it's also good for mood boost and concentration as well.","12:33",8,["wel"]],["254-1",0,"She has led the business in Ukraine since 2022.","I'm leading this business in Ukraine since 2022 and actually I've been the one who's been on the early stages of the delivery as a whole in Ukraine and also in the region of Eastern Europe and Central Asia as I've been launching the business there together with the team since 2018.","3:15",9,["res","pub"]],["254-2",0,"In war there is no playbook: be flexible, which is the future for business too.","Honestly, there is no playbook. It's just, you know, like you need to be flexible. And honestly, I think that this is the future not only for Ukraine, but for the life and business as a whole.","23:39",9,["res","chg"]],["254-3",0,"Adaptability and resilience matter for any leader making decisions in great uncertainty.","But this is something that is coming from adaptability and resilience. Many, many leaders are trying to make decisions and operate in great uncertainty who are not in war zones.","27:12",9,["res","dec"]],["254-4",0,"Every decision goes through the lens of her values: profit, but honest first.","And for me, all of the decisions that I make should go through the tensor of my own values. So we have a company, we have a business, we need to make a profit, of course, but first we need to make sure that it is honest.","28:22",9,["eth","pur"]],["254-5",0,"A deeply human leader understands they're part of society and can't make the wrong call in a crisis.","I always say the future of leadership is deeply human. Where's the deeply human leader coming from in you? I think it's a combination of the natural ability and at the same time, it's a very clear understanding that you are a part of the society and you cannot make a wrong decision during the crisis.","31:14",9,["hum","eth"]],["254-6",0,"Lead through a bigger purpose rather than micromanaging.","And it's like, how do you do that? You know, and for me, it's all about the bigger purpose. So I'm not micromanaging my team.","32:48",9,["pur","emp"]],["253-0",0,"During COVID, sport showed people can be very innovative and collaborative when they need to be.","And of course, the key bit there was around avoiding close contact. And this is rugby. But it was a great example about how people can be really innovative and also really collaborative when you need to be.","5:47",10,["cre","tea"]],["253-3",0,"An integrity body needs independence and resilience.","You can imagine lots of third parties will be thinking, well, no, that can't be the case. So you have to have that independence, don't you, and that resilience.","27:42",10,["eth","res"]],["253-4",0,"Stakeholders trust them to get on and run the process.","And they want it to be that way because they trust us to get on and run the process. They've set us up to do that.","28:06",10,["tru"]],["253-5",0,"Protect the sport by dealing with issues openly rather than hiding them.","That makes law enforcement, right? Absolutely, who look into these things. And as a result of that, I believe that we're really protecting the sport by dealing with issues, not trying to hide them away.","29:40",10,["eth"]],["253-6",0,"Corruptors exploit any vulnerability, and once a player says yes, it's hard to say no again.","But ultimately, corruptors are really smart and therefore they will pry on whatever vulnerability they can find to pry. And of course, once a player's made a bad decision once, it may be hard then not to say yes again.","32:27",10,["eth","spo"]],["252-0",0,"If you fall in love with your past and what got you here, it will lead you to failure.","It's a lot about our ability to embrace that and change things quickly. If you fall in love with your past, what has got you here, that's bound to get you to failure.","8:48",11,["chg"]],["252-2",1,"AI labs, sandboxes and \"playgrounds\" where people experiment safely and turn learning into results.","So what we're doing is, of course, a lot of skilling, a lot of certifications, but we're also bringing in a lot of labs, sandboxes, a lot of what we call playgrounds where people can experiment safely and without the risk of failure, because you want to convert the learning into actual performance and business outcomes.","10:32",11,["tec","dev"]],["252-3",0,"Learn from and share with the wider ecosystem outside your organisation.","I think today what we must understand as professionals is you need to get that from outside. You need to share that to outside, operate in the ecosystem.","11:41",11,["dev","tea"]],["252-4",0,"Routine work can be ceded to AI, but humans must keep accountability, judgement and oversight.","How leaders must rethink decision-making in an AI-first kind of world. And the human-centered approach, which reinforces the ideas that it's not about just AI as an added skill, but how your routine work can be ceded to AI, while humans must retain accountability, judgment, and oversight.","15:34",11,["tec","own"]],["252-5",0,"Be \"client zero\": use AI on your own processes, such as recruitment, first.","We look at ourselves as client zero. We have our employee wiki. We are doing a lot of our recruitment processes through AI-enabled or AI -driven workflows.","20:07",11,["tec","hir"]],["252-6",0,"Leadership role modelling accelerates AI adoption; start with business outcomes.","Leadership role modeling, it has to be driven down this transformation and that accelerates adoption. So my advice would be really for anyone is start with the business outcomes, you know, skill proactively.","21:59",11,["tec","chg"]],["251-0",0,"Companies found it better to hire young local professionals than to reteach the old.","But when you get into 2000, there were lots of companies, including the company I worked for, who believed that it's better to hire young, educated professionals local to the country, local to the settings, and they would be much faster to develop than trying to reteach the old.","15:31",12,["hir","dev"]],["251-2",0,"Decisions involving more than one territory should go to the centre so they align.","The logistics has to be between them and so on. So whenever the decision involves more than one asset or at least more than one territory, because at that time you had to break it into territories, then it has to go to the center because you have to align.","21:57",12,["dec","str"]],["251-3",0,"Autonomy means your decisions and your responsibility.","It's yours. You've got the autonomy. Your autonomy, your decisions, your responsibility. I want to shuttle forward now, obviously, to 2022. And those experiences and the learning that you had here, I'm sure, has stood you in good stead for what you may not have thought was going to be the landscape for you.","22:52",12,["emp","own"]],["251-4",0,"There is never going to be enough information for any decision.","What kind of lesson can you offer any leader? I think the first thing you have to digest that there is never going to be enough information ever in any decision you make.","37:30",12,["dec"]],["251-5",0,"In a war zone, staying with your people gave them trust that you're with them in every decision.","And that gave them trust. That gave them trust that whenever you take a decision, whenever you tell them to do something, you are with them.","41:44",12,["tru","pub"]],["251-6",0,"The success of any business is the people; if you don't focus on people, you're doomed.","You can change the systems. You can change whatever. Location. The success of any business is the people you work with. So if you don't focus on people, you're doomed to fail.","43:42",12,["hum","tea"]],["250-0",0,"Ageism is deeply embedded in our culture and society.","So what was going on for you? I think it's just ageism is so embedded in our culture and in our society.","4:43",13,["inc"]],["250-2",0,"Longevity is a capability and capacity risk employers must plan for.","Absolutely. So it's a capability and a capacity risk that you've got to be looking at through the lens of longevity. Right.","14:30",13,["hir","str"]],["250-3",0,"Some employers recruit over-50s for wisdom and crisis handling, and to match their customers.","recruiting people over the age of 50 because they see they've got better wisdom, better experience. They handle crises better. Yes. But also they've recognised that they actually match the kind of customers that they're serving because it's the over 50s.","16:52",13,["hir","inc","cus"]],["250-4",0,"Build a \"purpose portfolio\" for later life, starting in your 40s.","But I call it having a sort of purpose portfolio. People who are coming up to perhaps leaving their corporate careers, you need to be thinking about this in your 40s, not when you're on the day that you're going to be leaving your career.","22:13",13,["pur","dev"]],["250-5",0,"AI is conveniently blamed for hiring freezes that are really about business performance.","I think AI is blamed very conveniently by a lot of companies for why they're not hiring. Because it's much easier to say that than to say, well, actually, our business is really suffering or to blame the economy.","38:50",13,["tec","hir"]],["250-6",0,"If AI takes basic tasks, there's a real gap in how young people learn.","So there's a sort of real gap in the learning and development of young people if AI is taking those kind of like basic tasks.","40:00",13,["tec","dev"]],["249-0",0,"Across diverse businesses, the integrator is culture, systems and shared values.","We also operate in financial services, telecom, apparel retail. jewelry paints. So we have a range of businesses we operate in. And for me, the integrator, if I may call it, while there are uniqueness to businesses, the integrator is the culture, is the systems that we adopt, is the belief and character, is our value systems which bind us.","2:55",14,["cul","pur"]],["249-1",0,"Technology adoption means re-engineering processes, not just adding tools.","I think that's a big misconception. We went through the phase and then discovered that you've got to re-engineer processes. You've got to rethink the way you work, rethink the way business systems processes, be it customer-centric, employee-centric.","7:07",14,["tec","chg"]],["249-2",0,"A layer on top doesn't work; you've got to re-architect.","Now I'm going to add a layer on the top. A layer on the top doesn't work. You've got to re-architect. That's the misconception and the journey of change, which I think is positive.","8:18",14,["tec","chg"]],["249-4",0,"AI is best adopted when you're doing well, as an opportunity to reinvent, not from a burning platform.","Because you're on a burning platform, you need to adopt. Whereas AI, best done when you're doing otherwise well, it's an opportunity to reinvent.","10:06",14,["tec","str"]],["249-5",0,"Senior leaders should invest time in learning and show vulnerability in doing so.","I think we're past that phase. We have come into a phase of saying, I need to learn. As a senior leader, I expect all our senior leaders and myself to invest time in learning, understanding, picking up, sharing, showing vulnerability to learn.","16:58",14,["dev","aut"]],["249-6",0,"Emotional intelligence and human elements like empathy, trust and inclusivity matter more than IQ.","giving more importance to emotional intelligence, the human elements. You've already spoken about empathy, trust, inclusivity, vulnerability, as opposed to just our IQ.","20:09",14,["hum","tec"]],["248-0",0,"To stay competitive, you've got to be AI ready.","The AI is fundamentally reshaping the way business is done across the companies, right? Now, for someone to stay competitive in the industry, you've got to be AI ready.","2:48",15,["tec"]],["248-1",0,"Being AI ready means a cultural change to embrace adoption.","And finally, AI ready also mean a culture of AI. Adoption, there's a cultural change itself is required in the organization to embrace AI and the amount of change that is happening around us.","5:22",15,["tec","cul","chg"]],["248-3",0,"Work with AI tools curiously rather than just taking what comes out.","There are so many new AI tools coming in. So there, you know, people need to have that curious mindset to work with this AI tool rather than just taking what comes out of the tool.","13:27",15,["tec","lis"]],["248-4",0,"Keep pace with technological change so you can keep your people ready.","So again, you know, you've got to keep pace with the technological change so that you can continue to educate and keep your people ready.","18:39",15,["tec","dev"]],["248-5",0,"Give people psychological safety to experiment with AI and even fail.","And finally, I think we also need to give them the psychological safety that they need. Enable them through this process, allow them to experiment and even fail at times and give them that support and give them that psychological...","21:02",15,["tec","tru"]],["247-0",0,"Culture is as important as strategy, if not more so.","I've been transitioning from business to HR very often. So the business perspective, I can bring into this culture aspect. So I always try, you know, that culture is as important, if not more important than strategy.","2:58",16,["cul","str"]],["247-1",0,"Culture is like an operating system.","Right. And a culture would be like an operating system today. And that's why it's much more, it's become much, much more important than a strategy.","4:30",16,["cul"]],["247-3",0,"An oil and gas culture doesn't naturally support a move into renewables, which needs purpose and fast learning.","These elements of culture would not support our entry into, say, for example, renewables. Now, that is the area where it is a purpose-led and also deep learning and fast learning is required.","8:32",16,["cul","chg"]],["247-4",0,"Energy boardrooms are trying to instil a culture of agility, innovation, learning and purpose.","And that's because the agility, the culture which supports agility, innovation, learning, and purpose. Purpose there. That is missing right now. And that is where the endeavor of the petroleum companies today in the boardrooms, what we talk about is how would we get, you know, instill this new culture, you know, of learning and purpose.","9:12",16,["cul","cre","pur"]],["247-5",0,"If you want a culture of accountability, leaders should open every meeting by updating on their own work.","And if the culture required is of results, or if accountability is required, then the leaders should start every meeting in every place by giving updates about the status of their work first.","14:12",16,["own","cul"]],["247-6",0,"Tolerate mistakes: try, experiment, fail fast.","And therefore, the tolerance for mistakes. That is the kind of culture I bring in. Then there's a culture of try to experiment and fail and fail fast.","15:15",16,["res","cre"]],["246-x2",0,"Bankers and investors are in the business of managing risk, which is why geopolitics matters.","You're a banker. Why are you focused on geopolitics? And I said, look, I am an investor. I'm a banker. And ultimately, we are in the business of managing risk.","6:32",17,["dec","str"]],["246-2",0,"Financial crises are like heart attacks: act immediately, because counterparties lose trust in each other.","And financial crises are a bit like having a heart attack. You have to immediately do something about it. And counterparties lose trust in each other.","14:36",17,["tru","dec"]],["246-x9",0,"Boards and investment committees need a voice that consciously creates discomfort.","And this is what I focus on a lot on my consulting advisory business, other business aside, right? So I am that voice in those boardrooms and investment committees that are consciously trying to create discomfort.","26:25",17,["dec","str"]],["246-x10",0,"If you're in the business of governance, you should be in the business of foresight and risk management.","We're going to go on to that. But if you are a board and if you're an investment committee, okay? If you're in the business of governance, you really should be in the business of foresight and risk management.","27:05",17,["dec","str"]],["246-4",0,"In an uncertain world, it's about dynamism and building resilience.","It doesn't have a single kind of true reply, if you will. But again, I think it's about dynamism. It's about building resilience.","39:26",17,["res","str"]],["245-0",0,"The future of leadership is deeply human.","Now, Manjal, I knew that you and I were going to have a rich conversation on this subject. You've said something very close to my heart, and that is the, I always say the future of leadership is deeply human.","7:37",18,["hum"]],["245-1",0,"Vulnerability, empathy, humility and communicating at a deeply human level are hard but essential.","I think they're quite difficult. So that vulnerability, you know, that empathy, that humility, that ability to communicate at a deeply human level.","7:55",18,["hum","aut"]],["245-2",0,"Authentic leaders have the courage to tell their people \"I don't have the answers right now and I need your help\".","So I think the most important thing, Adam, is exposing your leadership. to be authentic. It is telling them that if they were to lay down their vulnerabilities in front of their people and they have the courage to basically say that I do not have the answers right now and I need your help.","8:26",18,["aut","tec"]],["244-m0",0,"She gave staff a highly flexible culture (fully remote, unlimited time off, generous benefits) and found it was never enough.","the culture that we had was ultimately flexible, 100% work from home, 401ks, healthcare, unlimited time off. And you know what? It was never enough.","3:45",19,["cul","wel"]],["244-1",0,"Managers ask: am I empowered, and will you back me on hard decisions or tell me to be nicer for engagement scores?","So am I empowered? Do you have my back to make these hard decisions? Or are you going to come back to me and go, you need to be nicer because our employee engagement scores aren't going to be good.","14:08",19,["emp","dec"]],["244-3",0,"If you're defensive when a Human-Centred leader gives you feedback, you're not interested in growth.","Why would you? But if you have a human-centered leader and you're not listening to them when they give you feedback and you're defensive about it, you're not really interested in growth.","23:03",19,["fbk","dev"]],["244-4",0,"If you think teams are tired, look at leaders; burnout creates a leadership pipeline crisis.","Because then you've got no longevity or sustainability to a business. You have a pipeline crisis that is looming. And, you know, I always say, if you think teams are tired, look at leaders.","25:35",19,["wel","hir"]],["244-5",0,"Telling someone \"without this piece, the rest of us fail\" gives them agency and purpose.","You are in charge of this piece. And without this, the rest of us fail. And so it gives people some. agency, but also it gives them a sense of purpose.","32:55",19,["own","pur"]],["244-6",0,"Care for people, but with balance.","can fuel it all, but to your point. With balance. With balance. I think that's the kind of real learning for me is about it's with balance.","39:07",19,["hum","wel"]],["243-0",0,"HR, or the voice of people, needs a seat at the same table as the CFO, product and strategy.","And so you have to have a voice of HR or of people and human capability. at the same table as the CFO, the head of product, the head of strategy, the people who are designing and running the business today and shaping the business that you need tomorrow.","6:08",20,["str","hum"]],["243-1",0,"A modern CHRO must be a business executive with a spike in human capital who speaks the language of the business.","Right. Where, you know... And I think the skill sets of a CHRO have shifted in that time as well. You've got to really first and foremost be a business executive that has a spike in human capital but that can talk the language of the business.","6:40",20,["hir","str"]],["243-2",0,"In growth and transformation, HR should focus on what's critical to the business.","And how do you get that pace right? And so, you know, my advice to any... CHRO inside an organisation and I speak to my peers and everyone's going through a version of this sort of a growth and transformation agenda is really try to focus on the things that are critical to the business.","8:55",20,["str","chg"]],["243-3",0,"HR's job includes building resilience in the workforce and leaders to adapt to a new normal.","We're not. And we're not. So how do you build a level of resilience? in your workforce and in your leaders and help them adapt to effectively what is a new normal in the way that business is run today.","10:45",20,["res","chg"]],["243-4",0,"Culture, strategy and purpose are all linked; all roads end up at the same place.","And we're talking large organizations. And I know when we first chatted, we talked about culture and strategy and purpose. And you said all linked and all roads end up at the same place.","18:41",20,["cul","pur","str"]],["243-6",0,"The best leaders put trust and care at the centre, which lets them set stretch performance targets.","I think the very best leaders have put kind of trust and care at the centre. And when you view the work you've got to do through a lens of trust and care, you can set stretch performance targets.","24:55",20,["tru","hum"]],["242-0",0,"Future leaders need the right skill set and mindset.","Help us with that. Sure. I think to me, if I look at while the list, if you have to expand the list a little bit and I will reserve my comment, let's expand it to say skill set and mindset.","10:10",21,["dev","tec"]],["242-1",0,"Agility, resilience and social influence are essential for leaders today.","So I think loving that or having that agility to be open to change and resilience is the second one. Certainly today, you cannot be a leader if you can't socially influence.","12:14",21,["chg","com"]],["242-2",0,"Leaders need to be talent magnets.","There's a huge role there for someone to be a talent magnet. And I know that's going to be part and parcel of what it is that you have to do.","16:59",21,["hir"]],["242-3",0,"When reinventing your career, access counsellors or mental health support to address blocking mindsets.","So how do you access counselors, mental health specialists to see if there's any mindset which might be blocking me? I think that's the first thing I would say.","17:52",21,["wel","chg"]],["242-4",0,"Use HR, talent partners, managers and mentors to make a career transition.","And I was able to make the transition. So I think mental health, I would say, is one step. Second is, of course, then taking the help of your HR team, your talent partners, your managers, and certainly the mentors to understand.","18:34",21,["dev","fbk"]],["242-5",0,"With lots of experience, the challenge is to unlearn before you relearn.","I love that. And that's also the role coaches and mentors can assist in unlocking that mindset piece as well. I love the learning piece because, Vikram, let's be honest, when you've got lots and lots of years of experience as you have, sometimes the challenge is to unlearn before we relearn something.","19:41",21,["dev","fbk"]],["242-6",0,"Career displacement from AI calls for an empathetic human response.","No, it's a great question. Actually, I feel beyond an organizational response, this becomes an empathetic human response. You know, whether it is displaced people, immigrants, or displaced, you know, human beings who are looking for careers elsewhere, it's a...","21:43",21,["hum","tec"]],["241-0",0,"Biggest leadership lesson: never discount somebody; champion the underdog.","So it was a massive shift for me. And some biggest lesson as a leader, never discount somebody. I mean, I am the ultimate champion of the underdog.","18:15",22,["inc","dev"]],["241-1",0,"They recruited for values rather than experience.","And then it almost came alongside. the sort of what do we want to try and achieve, but it came first. And so when we recruited people, we recruited the values rather than the experience.","21:15",22,["hir","pur"]],["241-2",0,"Human-Centred Leadership means adapting so people don't feel threatened or unsafe at work.","We've had leaders understand human-centered leadership. We understand what it takes to bring the full human to work. Therefore, you have to adapt as a leader to create this environment where people don't feel threatened and unsafe when they come to work.","26:15",22,["hum","tru"]],["241-3",0,"The sweet spot between culture, purpose and leadership drives competitive advantage.","What are you kind of asking that level of leadership to really focus on and take seriously? So for Hydric, we are talking about that sweet spot between culture, purpose and leadership and how that drives real competitive advantage.","29:51",22,["cul","pur"]],["241-4",0,"People talk about vision, purpose, values and culture without joining them up.","Yeah, because I think people are talking about vision, purpose, and values. Yes. And then culture, but they're not joining it all up because culture's an input.","32:51",22,["cul","pur","str"]],["241-5",0,"Recognise your talent, put the work in and build resilience.","For me, there's recognising you have that talent, but then you've really got to put it in. And then you've got to build some form of resilience.","44:56",22,["res","spo"]],["241-6",0,"To get better after reaching the podium, take feedback.","But it's nice because, OK, you can stand on that platform, but then... How do you get better? Well, you've got to take feedback.","50:15",22,["fbk","spo"]],["240-0",0,"For artists, a record deal isn't the be-all and end-all.","It wasn't. I would say to any artist or songwriter who sees this, trust me, getting a record deal is not the be-all and end-all.","18:38",23,["cre","ent"]],["240-1",0,"With a big team investing in you, you have to step back and trust them.","I had to take a step back. You have to trust people when they're investing and when you have a big team.","19:30",23,["tru","tea"]],["240-2",0,"Doing everything yourself turned out to be a positive.","To be honest, I do everything. And actually what I've learned is that's actually a positive, you know, that I can make an album.","20:32",23,["own","cre"]],["240-3",0,"Stay true to yourself, because it's easy to get lost.","But how... What's your biggest learning from that experience, really? What's your biggest takeaway? Well, now I just stay true to myself because it's so easy to get lost.","22:20",23,["aut"]],["240-4",0,"Steer your own ship and be in the trenches.","you need to be steering your ship. That's just how I am. That's how I operate in my business. I'm in the trenches.","30:01",23,["own"]],["240-6",0,"Trust your team in their different roles.","Trust them with their different roles or the parts that they're doing of the team. Trust them. And that's important. That's really, really important.","45:21",23,["tru","emp"]],["239-0",0,"Entering a new industry felt like jumping off a 50-foot board in the dark, on trust.","And you talk about the conversations being had as I leap into this industry and this business. And, you know, the way that I've always seen it in my mind is pitch black midnight, you know, 50 foot diving board, climb to the top, cannot see the water beneath, but with trust jump.","14:13",24,["ent","dec"]],["239-2",0,"Cannabis stores were only accepted in certain parts of town.","Culturally. These Green Cross medical marijuana stores were accepted in parts of town where it made sense. No part of town where there was a community organizing group and they were there to protect home values were medical marijuana stores popping up.","16:27",24,["ent","cul"]],["239-5",0,"He believes work-life balance has no place for executives, a view that's sure to divide listeners.","There is no such thing as work-like balance. You know, work-like balance means I would never hire you in an interview. If you want to be an executive, get ready to kill yourself at your desk.","1:00:29",24,["wel"]],["238-1",0,"With AI, snap decisions aren't wise, but you don't want to be left behind.","And so making quick snap decisions is probably not the weapon of choice. You've got to be more thoughtful, but then you don't want to be left behind.","12:04",25,["tec","dec"]],["238-2",0,"Leaders introducing AI need to be strategic, commercial and great storytellers.","So definitely got to be strategic. Definitely got to be commercial. I think other things to think about that you might not necessarily put at the top of the list, but actually are, is you've got to be a great storyteller.","19:06",25,["tec","com"]],["238-3",0,"Storytelling makes AI real for people worried about their jobs and their children.","Is this going to take my job? What does it mean for my kids coming up the ranks? Storytelling is important because you need to make AI, at least in my opinion, you need to make AI real.","19:33",25,["tec","com"]],["238-4",0,"Balance the here and now with what's coming down the track, in bite-sized pieces.","Yeah, bite size and palatable. And I think you've got to get that balance of being able to give people the kind of the here and now versus the tomorrow, what could come down the track.","20:15",25,["tec","com"]],["238-6",0,"Bring AI back to human impact and build trust with your workforce on a scary topic.","Test cases. You're not going to move the needle. as much. And I think the third thing is really thinking, bringing it back to the human impact, thinking about the importance as an executive leadership team of storytelling, of making the story palatable, understandable, building trust with your workforce around this topic, which is polarizing as a topic and scary.","43:30",25,["tec","tru"]],["237-0",0,"Wellbeing is a buzz phrase many don't understand.","Let's kind of start with the first one. Wellbeing is a buzz phrase. I hear it all the time. I'm not sure people really understand what they mean.","4:39",26,["wel"]],["237-1",0,"To gauge wellbeing, look at the discretionary effort in the system.","And they do that in a way that's sustainable, that isn't going to lead them to burnout. So can leaders at the moment, I love this point, if they are trying to assess or understand well-being in their workplace, just have a look at the discretionary effort or lack of that's currently in the system.","6:38",26,["wel"]],["237-2",0,"Hustle culture means \"push through it, stiff upper lip\".","hustle culture. So tell me a little bit about what's hustle culture? Is that the kind of like, come on, just push through it, pull your socks up, stiff upper lip, and away we go.","8:15",26,["wel","cul"]],["237-3",0,"Leaders' own boundary management may not suit their teams.","rather than the exception. And leaders need to recognise that their approach to what we describe as boundary management might not be the natural way of working for their teams.","9:52",26,["wel","inc"]],["237-4",0,"Aiming to be a \"resilient leader\" may be the wrong goal.","So are we making a mistake in trying to work out how we become resilient leaders? Because that's actually not what we should be aiming for.","39:57",26,["res","wel"]],["237-6",0,"Culture is the way we do things around here; psychological safety means human-level conversations.","For me, culture or organisational culture is the way we do things around here. And so if you talk about psychological safety, high-performance anti-fragility in the context of team culture, that's about having human-level conversations.","42:38",26,["cul","tru"]],["236-0",0,"Humility was essential; \"I'm the boss\" wouldn't have transformed the business.","One being humility, right? If I had gone in there and saying, hey, I'm the boss, right? I'm the one who makes the decisions.","14:39",27,["aut","chg"]],["236-1",0,"A commitment to learning is a commitment to listening.","We would not have transformed the business the way that we did. So humility is one. The second one being, and this is very tightly related to humility, is a commitment to learning, which is a commitment to listening.","14:53",27,["lis","dev"]],["236-3",0,"People want to work where the values match their own, such as trust, authenticity and integrity.","Yes, we want to work in a place where the values are common to our own. We want to work in an environment, let's say, that values, in my case, trust and authenticity and integrity.","21:41",27,["pur","cul"]],["236-4",0,"Be clear about your purpose and values, and separate personal ideologies from business purpose.","Be clear about your purpose and your values. Have that guide you. Understand that your personal ideologies and other people's personal personal ideologies have not to do with what your business purpose is and what your business value should be.","22:42",27,["pur"]],["236-5",0,"The pandemic showed how fragile life is and raised the profile of mental and emotional health.","We all realized, given the massive level of death, of human life that was lost, how fragile life is. And so that created a vulnerability and an awareness, I think, and an elevation of mental health and emotional health.","33:14",27,["wel"]],["236-6",0,"Underlying problems are often trust and culture issues the leader must address systemically.","That fundamentally, I think, underlies a trust issue and a cultural issue in an organization more than anything else. And I believe it's actually up to the job of the leader to address that more systemically.","38:31",27,["tru","cul"]],["235-0",0,"Theory of knowledge teaches you to question how we know what we know.","For those who don't know, in an IB program, you have to take theory of knowledge classes where you basically unpack in a very critical way how do we know what we know and how do we agree that knowledge is knowledge, what's worth knowing, what's not worth knowing, and really unpacking the structures of what makes information.","3:17",28,["lis","dev"]],["235-2",0,"Growing up in foreign environments made her very good at reading them.","What you realize when you enter a, I'll say a culture, an environment, a space that's very foreign to yours, and you kind of have no choice in it, in my context when I was young, you realize that you get very good at reading these environments, but you actually realize that the environment doesn't change.","10:25",28,["inc","lis"]],["235-3",0,"Bring in an outsider to tell you what you're doing that you're not seeing.","Part of what you need to do now is tell us what are we doing that we're not seeing. Right. So let's talk about that because any business could do this.","13:39",28,["lis","cre"]],["235-4",0,"You don't need to be new to get an outsider's perspective.","And that is what's critical. If you're a leader in an organization, you've been there a while. It's not that you have to be new to get the outsider perspective.","15:48",28,["lis"]],["235-5",0,"Give some brain power to observing others and the room, not just your internal view.","But sometimes it's important to give some of that brain power to observe what others are doing. How is the room? Because if you have only an internal view of what you need to be doing.","20:21",28,["lis","str"]],["235-6",0,"Anthropology's curiosity and empathy can help leaders manage five generations at work.","How can they use this anthropology element or this curiosity, empathy element to understand? Because a lot of leaders have said to me, I may have five generations working in one business.","30:41",28,["inc","lis"]],["234-x3",0,"Her mother took early retirement to help when she set up the business.","Yeah, yeah, yeah. But I moved in with my parents for three years. And my mum took early retirement when we set up the business to help me and stayed with me.","8:44",29,["fam","ent"]],["234-x6",0,"Parting with a co-founder after 10 years together is really horrible.","It's horrible. Yeah, it's really, really horrible. Yeah? Because we worked together for 10 years. So, met in a different company, set this up.","11:27",29,["tea","ent"]],["234-1",0,"Resilience only shows under pressure: how quickly do you give in when wins don't come?","Right. And also, when wins don't come, how quickly do you give in? Like, that all only comes out under pressure. So the resilience piece.","12:20",29,["res"]],["234-x8",0,"You owe co-founders a lot, but you also owe the business a fresh start.","On a personal level. Yeah, yeah. Because I think you feel like you owe them and vice versa. But then you also owe the business a fresh start.","13:07",29,["ent","dec"]],["233-0",0,"People with ADHD may catastrophise and second-guess themselves.","I'd say I like second guess myself. Do you catastrophize? I catastrophize. So I'm saying that as an ADHDer because I completely empathize for that because I've had to deal with this my whole life.","6:31",30,["inc","wel"]],["233-2",0,"Be aware of neurodiversity when recruiting.","proactively looking for the neurodiverse or just being aware of it now when you talk to and recruit people potentially? Yeah, so I'm definitely aware of it.","7:47",30,["inc","hir"]],["233-3",0,"Some people struggle to take on good feedback.","Yeah, that's a deep one. Yes, absolutely. I struggle with that. And I really struggle to take on the good feedback that I get.","10:14",30,["fbk","wel"]],["233-4",0,"Companies are more cautious now, with less leeway to try new things and fail.","So people are being a lot more cautious. Things just take longer. There's a lot more patience needed. And where companies before might have had a little bit more leeway to try something new and fail and that be okay, it just seems like right now the barrier.","14:39",30,["res","cre"]],["233-5",0,"Being vulnerable in public is a risk in itself.","I feel like I'm taking risks all the time. I just... Do you think this was a risk? I mean, absolutely. It's a risk for me being a bit vulnerable on this with you.","15:42",30,["aut"]],["233-6",0,"Lead with empathy and kindness.","Right. So leading with empathy, leading with kindness. I think one of the best things that I ever heard was, you know, people don't.","18:06",30,["hum"]],["232-1",0,"Being given responsibility, confidence and trust to experiment helps young leaders grow.","I love running the events. I love organizing things. And I'm sure we'll get into the leadership of things. But, you know, having so much responsibility and being given been given kind of the confidence and trust to play around with things was.","5:21",31,["tru","dev"]],["232-2",0,"Thankful for team members who show patience and trust while you figure things out.","But yeah, it's been a very rewarding journey. I'm very thankful for the people who also work with me because I think they also show a lot of patience and trust in me figuring things out.","11:19",31,["tru","tea"]],["232-3",0,"In a small team everyone does everything; setting an example empowers people.","Yeah, you have to be right. Everyone does everything. Everyone does everything. beers up and down stairs, I open doors, you know, all these things, which I think is important because actually I think setting examples is a great way to empower people as well and show them what at least you think good leadership is.","11:49",31,["emp","own"]],["232-4",0,"In event work there's no time for perfection: it's fast failure.","I could make sure everything was in the perfect position where I wanted it, all these things. There's no time. It's fast failure.","12:55",31,["res","cre"]],["232-6",0,"Trust running up and down lets her and her team play around and try things.","Right now, so much fun. I mean, things change. Month by month we focus on different things. So I have the variety I have the trust from up and down to kind of take things as I want to take them and I have team members that I Trust as well who we can like play around with.","17:32",31,["tru","tea"]],["231-1",0,"In a crisis, the three partners didn't pay themselves for 12 months to protect the team.","We made a commitment, the three business partners, that we wouldn't pay ourselves. So we didn't pay ourselves for 12 months. You know, there were some big sacrifices made to keep that team as best we could.","12:29",32,["own","ent"]],["231-3",0,"You learn you have more resilience than you'll ever know.","Yeah, and, you know, it's draining and it was really tough, but I learned a new Toby in that period. You know, you learn that you have more resilience than you'll ever know.","13:26",32,["res"]],["231-4",0,"Everyone's idea of flexible working is different.","People don't know, do they? There's still people saying, I don't know what to do. Because everyone wants to be flexible. But my idea of flexible is going to be different to your idea of flexible.","16:23",32,["wel","fam"]],["231-5",0,"An office is about culture.","Yeah, it's challenging. I've probably asked you the most difficult question. I think you've got to look at your business. So we have, for me, an office is about culture.","16:40",32,["cul"]],["231-6",0,"If your team thrives on in-person creativity, get them back together.","But if you have a sales force or you have a team of people that really buzz off creativity and being in person, then you need to get them back together.","17:13",32,["cul","tea"]],["230-2",0,"Failures haven't made him less of a risk taker.","What's been kind of the biggest learning for you out of making those decisions where you think that hasn't worked? It hasn't stopped me being less of a risk taker, that's for sure.","5:03",33,["dec","ent"]],["230-3",0,"Recruiting resellers was key because each brought several salespeople.","So for me, it was new reseller recruitment was key to us because you were getting one reseller, but they might have five salespeople or 10 salespeople.","8:15",33,["ent","str"]],["230-5",0,"Build a sales team like a football team: goal scorers for new business, midfielders as account managers.","And you try and formulate a team. And you have those goal scorers. They're the new business people. You have the sort of midfielders who are the sort of pseudo account managers.","9:19",33,["tea","ent"]],["230-6",0,"Onboard and grow resellers, then hand them to account managers; it's about helping them.","It's not about showing off. It's helping them. So I like to recruit the resellers, get them onboarded, get them growing, and then I'll hand them off to their account managers, i.e.","12:28",33,["ent","cus"]],["229-x1",0,"Collaborations, such as one with Aardman, may be the future of the business.","We like to take the artwork in or what we think our customers will enjoy. But really, yeah, collaborations is perhaps the future of what we're doing.","4:35",34,["cre","ent"]],["229-0",0,"A small brand can run as a remote team across the UK.","And they're in London? They're really all spread out, actually. We're UK-based, but, you know, customer services and... PR and marketing. Yeah, we're all sort of a remote team, really.","4:51",34,["ent","tea"]],["229-x5",0,"Be aware of your own limitations when making decisions.","That's been great. And as long as you're aware, as long as you have your ears up to your own limitations, then you're probably going to make that decision.","12:29",34,["dec","aut"]],["229-x6",0,"When you're close to a product, step back and consider how customers perceive you.","Not that we particularly set out knowing that. I think we found our spots over the time. And I think when you are so close to a product, perhaps taking a step back and really considering how customers perceive you is...","13:28",34,["cus","str"]],["229-1",0,"Customers don't always tell you what you need to hear to change your ways.","Sometimes customers don't quite tell you maybe the things that you need to hear to change a business's ways. They'll help you improve things somewhat.","14:49",34,["cus","fbk"]],["229-x11",0,"A perennial challenge for a handmade business is consistency of its supply chain.","What's kind of the biggest challenge on your mind right now as a founder and business owner? I think it's a perennial difficulty for us is just consistency of our supply chain.","17:16",34,["ent","str"]],["228-0",0,"The same team had started a previous company together.","Well, they're certainly a reality. They're definitely a reality, although with the same team, we started a previous company called iPod. This was back in 2016, I believe, 2017.","2:35",35,["ent","res"]],["228-x1",0,"StreetScope's customers include insurers, infrastructure providers and autonomous vehicle makers.","become sort of horses. So who are the customers for StreetScope? We have insurers, we have infrastructure providers, we have autonomous vehicle manufacturers of course, and there's also some technical suppliers that are also quite interested when they do vehicle development.","3:33",35,["ent","cus"]],["228-1",0,"Starting a business takes grit and belief in yourself and your idea from very early on.","Not necessarily to success, but to succeed, but definitely to start. There's a certain level of, you know, grit that you have to have from very early on and believe in yourself and believe in the idea that you have as well, that it actually translates pretty well from my original design.","6:22",35,["ent","res"]],["228-x4",0,"After three attempts, he learned to sense when an idea is too early rather than wrong.","Because if it is your idea, you're personally attached to it. How do you know when to stop? I think in my case, I think in the three times that I tried, I think it was clear after a certain amount of time that I was probably too early, actually.","7:54",35,["ent","dec"]],["228-x7",0,"In a small team, much of the work is tactical as well as strategic.","Yes, a lot of it is, some of it is strategic, but a lot of the work is also tactical. When you have a small team, you actually have to think that short term as well, and how you distribute.","10:27",35,["ent","str"]],["227-1",1,"A franchise-like model built on finding great people you trust to represent the brand.","It's kind of like franchise, but I don't really use franchise. Okay, so tell me how that works. So we find great people that can represent our brand that we trust.","9:15",36,["ent","tru"]],["227-2",0,"Germany, the Netherlands and France have advanced e-biking cultures, making Europe crowded.","be a good place for you to start to open up internationally? Yeah, so the European market is quite saturated because Germany is so advanced in its e-biking culture, not just its cycling culture, as well as Holland, as well as France.","11:34",36,["ent","str"]],["227-4",0,"The deeper you get into Thailand's culture, the more you appreciate the people.","Oh. So, yeah, so we've fallen in love with it. And the more you go to Thailand, the better it gets. The deeper into the culture you get, the people are amazing.","13:36",36,["cul","fam"]],["226-m0",0,"Skills can be trained, but attitude, will and relentlessness can't, so hire for potential.","I think the skill is trainable, but you can't train the attitude, the will.","9:31",37,["hir","dev"]],["226-m1",0,"Gen Z will be loyal, but only if they're given the tools, opportunity and support in a safe environment.","how to create a safe environment that's going to inspire them and help because they will be loyal but only if they're given the tools and the opportunity and the support","10:44",37,["hir","tru","inc"]],["226-m2",0,"See each employee as somebody's child, not a headcount, and treat them as you'd want your own child treated.","I look at them not as like a headcount or a number, but they're somebody's kids.","13:00",37,["hum","fam"]],["226-m3",0,"Don't go into leadership if you don't love people.","don't go into leadership if you don't love people.","15:23",37,["hum"]],["226-m4",0,"\"Do as I say, not as I do\" never worked for parents, and it doesn't work for leaders.","Never worked for us as a parent, so it doesn't work for us as leaders.","16:11",37,["aut","own"]],["226-m5",0,"AI is unlikely to take your job, but someone who can leverage AI well might.","it's unlikely that AI will take your job. But it is likely that someone who's able to really leverage AI will take your job.","16:53",37,["tec","dev"]],["225-1",0,"The CEO still meets colleagues before they join, even at 200 people.","I definitely don't want to dismiss that it's certainly a roller coaster in every aspect. But it is great. And I still take my time in making sure that I meet with colleagues before they join as part of the recruitment process.","4:43",38,["hir","hum"]],["225-2",0,"Leadership is energy-expensive.","And perhaps that's the path you need to take. And it just brings that more collegiate spirit and brings everyone together. You know, I always say that leadership is energy expensive.","8:52",38,["tea","wel"]],["225-3",0,"He asks just two interview questions to gauge resilience and cultural fit.","And I ask that as part of it, as I only ask two questions, because I really think that it's a good way to find out how people are resilient, or can they be resilient, or what could, and from a cultural fit, what really kind of...","10:41",38,["hir","res"]],["225-5",0,"For resilience, celebrate wins more than you focus on negatives.","Yeah. Yeah. And that's just helped me. And celebrating those wins more than focusing on what's a negative and difficult world. And yeah, and I think for resilience, you've got to look at those positive things.","16:28",38,["res","wel"]],["225-6",0,"There's only so much you can learn; look at the business before yourself.","There's a team for the time for me because there is only so much that you can acquire and learn. And you've got to look at the business more than self.","19:23",38,["tea","dev"]],["224-0",0,"Iris was recommended as the embodiment of Human-Centred Leadership.","And I said, tell me more. And they said, well. If you want to talk to someone who is the embodiment of human-centered leadership, you need to talk to Iris.","3:01",39,["hum"]],["224-1",0,"Hearing feedback from people you've led is touching and humbling.","them whom you have met are amazing talent and are wonderful people and have created fantastic successes. And I just feel very fortunate and very privileged and very honoured having been with them and listening to that feedback is very touching and very humbling.","4:14",39,["fbk","aut"]],["224-2",0,"With patients, be close, be empathetic and be honest about what you can and can't offer.","the impact of the disease was on their lives and the hope for receiving a transplant was kind of very remote. And so you have to be close and you have to be empathetic and you have to be honest about what you can offer in terms of solutions and what you cannot offer in terms of solutions.","13:58",39,["hum","com"]],["224-3",0,"Take decisions under uncertainty, because not deciding is also a decision.","And what I've learned and what's very important and near and dear to my heart is You need to take decisions based on uncertainty because not taking a decision means also that you are taking a decision.","17:27",39,["dec"]],["224-4",0,"Be consistently supportive and actively welcome challenge.","And all of that, I believe, has created trust and has created an understanding that I will always be. supportive. And I want to hear the challenge.","21:26",39,["tru","fbk"]],["224-5",0,"Be curious about the context you operate in; you'll take better decisions.","So there's a whole kind of political and societal aspect to it. So one thing is really being curious about what's the context in which I operate, because I believe then you operate in a better way and take better decisions.","31:48",39,["lis","dec"]],["223-0",0,"Families of young footballers lack information, resources and know-how about who to trust.","And not just the business of football, but being in the system. knowing who to trust, who to talk to, lack of information, limited resources, things they needed to know you couldn't Google, people weren't telling them sort of things, or just themselves, like a fear of not getting it right, but yet not knowing how.","9:11",40,["fam","spo"]],["223-2",1,"A community of support and peer learning for parents of young footballers, bringing in experts and other parents.","But it is about building a community of support and peer-to-peer learning, actually, and education. So it's bringing together professionals in the industry, whether it's wellbeing, child psychology, coaching or whatever, and also other parents giving their experiences to help others along the way.","16:02",40,["fam","dev"]],["223-3",0,"Parents need awareness of the football ecosystem to support their children at every stage.","Do you know what? I think it's a greater awareness of the football ecosystem. Right. So that when your kids are in it, you've got all the resources you need to support them at every stage that they're needed.","23:38",40,["fam","spo"]],["223-4",0,"Put your eggs in the education basket, at least up to GCSE.","It's like, no, no. You've got to put your eggs in the education basket, right? Yes. At least up until GCSE. there's a 100% chance that you're going to have to take your GCSEs.","25:51",40,["dev","fam"]],["223-5",0,"Not letting kids make their own decisions stops them building resilience.","Either, you know, now someone, your family might have spoken to you or you being maybe feeling like you want to control everything, you know, or not understanding human behaviour and when you don't let kids make their own decisions, that's, you know, that's not allowing them to grow and develop in this resilience and that sort of thing.","34:16",40,["fam","res"]],["222-0",0,"Agents help because they often find opportunities first.","So you've got to have an agent, really, haven't you? Because in some ways, they might find these opportunities first. I mean, it certainly helps.","5:59",41,["dev"]],["222-2",0,"Actors now have to be self-filming producer-directors to land jobs.","You sort of have to be a self-filming producer, director, in order to get the job in many instances. Because, you know, you have to send out a good tape.","8:48",41,["own","dev"]],["222-4",0,"Listen to the inner voice saying you'll screw it up, then counter it.","That subtle little voice on the shoulder that's like, oh, you're going to screw this up. I think you have to listen to them and you have to sort of counter and be like, this could be a disaster.","22:02",41,["wel","res"]],["222-5",0,"He got leadership wrong at first by trying to be available to everyone in the company.","So I got it wrong initially because I was determined that I'd be a good leader, that I would be as... and as available as I could be to the whole company.","36:53",41,["dev","emp"]],["222-6",0,"In unhappy companies, things get lost and people disengage.","There's, there's lots of problems. We were very lucky. We, we, we had a very, very happy company. Um, but you know, I've been in companies in, in previous years where that hasn't been the case and things get lost and things people don't want to, they didn't really want anything to do with it.","41:22",41,["cul"]],["221-0",0,"Good feedback on an original short film gave him confidence as a writer.","And I wrote a story that was original and it wasn't based on anything. and family stories. And that gave me a confidence because it went on the film festival circuit and people saw it and I got good feedback.","11:16",42,["cre","dev"]],["221-2",0,"Curiosity and empathy help you understand the individual, even a difficult one.","So it was about being alive to that too. So a number of things that I'm hearing, curiosity, actually an empathy as well, an empathy to trying to understand the individual.","21:19",42,["lis","hum"]],["221-3",0,"Confidence doesn't suddenly seep into your veins; it builds in stages.","Did it flow? stages? Did you have to go backwards and forwards? Tell us a little bit about that process. The confidence didn't suddenly seep into my veins.","23:01",42,["dev"]],["221-4",0,"In a polarised world, try to understand with empathy and curiosity why people think the way they do.","And I think there's a real strength there, especially as I talk about the polarised world we're in right now, to try and understand with empathy and with curiosity why people think the way that they do.","34:14",42,["lis","hum"]],["220-0",0,"Business leaders need emotional intelligence.","And those can be positives, but they can also be negatives. Some of the other characteristics of leadership, which maybe... doesn't possess, which maybe business leaders need to possess, emotional intelligence.","12:20",43,["hum"]],["220-1",0,"Communicating clearly and empathetically is essential in a volatile environment.","is communication, the ability to communicate clearly and empathetically. And so, you know, I'm not running a business. I'm really glad I'm not running a business in this environment.","13:37",43,["com","hum"]],["220-2",0,"Hope for the best and plan for the worst: scenario plans and contingency plans.","So therefore, you need scenario plans. You need to... hope for the best and plan for the worst. So you need scenario plans and then you need contingency plans for those various scenarios.","20:11",43,["str","dec"]],["220-3",0,"Without a cash buffer, companies become vulnerable to acquisition.","And if an organization, however big, doesn't have that cash buffer, does it make them vulnerable? Totally. Because then the sharks might well be circling and you are an acquirable asset.","22:05",43,["str","res"]],["220-4",0,"Sustainability is purpose-driven for younger people choosing where to work.","And it's also a massively important subject for the newer generations coming into businesses. So, you know, I'm finding as well that a lot of organisations are looking at this because that is very purpose driven for people wanting to even work in a sector.","25:41",43,["pur","hir"]],["220-6",0,"If you don't know where you want to get to, you won't get there.","If you don't know where you want to get to, you certainly won't get there. You've got to have a destination in mind.","36:01",43,["str"]],["219-1",0,"Recruit on values; it's simply the best person for the job.","Is that deliberate now because of the diagnosis? I wouldn't say we push it more than we would have done otherwise because we always, we can talk about this later, but I recruit on the values and I just think it's the best person for the job.","8:39",44,["hir","pur"]],["219-2",0,"A passionate, driven team motivates the leader too.","And when you see the rest of the team being really passionate and driven, that massively motivates me. I always say to people, you know, think of a good leader.","15:41",44,["tea","pur"]],["219-3",0,"\"Entire buy-in\": staff must be fully bought into the purpose of elevating healthcare quality.","So the E is entire buying. You've got to be entirely bought in to our purpose at the business, which is elevating the quality of healthcare globally.","24:39",44,["pur"]],["219-4",0,"Look after your own job first, then go the extra mile.","You have to look after your own shit. And then you go the extra mile. Because we recruit people that are really nice people.","25:38",44,["own"]],["219-6",0,"A previous partnership failed because they weren't aligned on values.","I'd had a previous business partner in the first business and it hadn't worked out because we weren't aligned on values. And that's part of when that started playing in my mind about recruiting.","32:50",44,["pur","ent"]],["218-0",0,"School was horrible for him; he was obsessed with music, culture, art and fashion.","And from as far as I can remember, School was horrible for me. I was never academic. I was always obsessed with music, culture, art, fashion.","4:09",45,["dev","cre"]],["218-2",0,"At 19 they were filling venues with 5,000-6,000 people by building a brand that fed the culture.","I had no idea. But we were just 19 years old and we were putting five, six thousand people into venues. And we just were building a really cool brand that fed into the culture.","32:34",45,["ent","cre"]],["218-3",0,"Having to shut down a fast-growing business made him feel like the biggest failure of all time.","And I just thought there is no way that I'm ever going to be able to get out of this. I felt like the biggest failure of all time because we had a business that was, you know, within a year was putting hundreds of thousands of people in venues and we had to shut it down.","35:55",45,["res","ent"]],["218-6",0,"Being told no so many times taught him you need strong resilience and to keep going.","And I think that what I've learned, especially from being told no so many times, is you need some real strong resilience and you need to basically just keep going.","55:37",45,["res","ent"]],["217-0",0,"After stepping down, take what you've learned and pay it forward.","You need a new purpose, Gary. You need to go now and take what you've learned and pay it forward to the rest of the world.","10:30",46,["pur","dev"]],["217-1",0,"A clear hierarchy of values reduces churn, increases efficiency and builds trust.","Group three were the last one in the room. They had no recommendation at all. They'd spent- Still arguing. Arguing. Right. So a hierarchical set of values in your organization reduces churn, increases efficiency, and builds trust within the team.","27:38",46,["pur","tru"]],["217-2",0,"Values let someone in the field make a decision without \"quacking up the hierarchy\".","You've got to tell us about the quacking duck. Well, it's quacking up the hierarchy. Quacking up the hierarchy. Tell us. Yeah, well, so that's another reason why values are important because you've got someone out in the field somewhere and they need to make a decision and they can't make it.","28:36",46,["pur","emp"]],["217-3",0,"Culture equals values plus behaviour, times consistency.","Well, culture equals values plus behavior times consistency. Say that again for us. Culture equals values plus behavior times consistency. Okay. So when I was in high school in Australia, my science teacher came in one day and said, we're going to grow culture in a petri dish.","31:54",46,["cul","pur"]],["217-4",0,"The idea of a \"learning moment\" goes back to the birth of WD-40 at Rocket Chemical Company in 1953.","And actually, the learning moment goes way back to the birth of WD-40, by the way. Let's talk about that. So in 1953, there was a little company in San Diego called Rocket Chemical Company.","36:24",46,["cre","res"]],["217-5",0,"Reframe mistakes as \"learning moments\" and build that into the culture.","I heard him say, we had a learning moment, but I know it's still there. It's actually the learning moment is really in the culture of the business.","38:47",46,["cul","res"]],["217-6",0,"Do not make finite decisions in times of uncertainty.","Everything changed. How did you approach that, Gary? Number one, one of my big learning moments was do not make finite decisions in times of uncertainty.","41:58",46,["dec","chg"]],["216-0",0,"When you're small in a big company, find a way to add big value.","So you're really small. And if you want to make a big mark in a big company, you've got to find a way to add big value.","9:42",47,["dev","own"]],["216-1",0,"Whatever your business, create a learning culture.","Plus it's here and now as one of the challenges that is thrown up and an opportunity. So we've always and I've always been a big believer that irrespective of the business you're in and whatever I'm going to say is going to be even more true today, you've got to create a learning culture.","12:12",47,["cul","dev"]],["216-2",0,"His lesson: he should have made changes to the team faster.","So one lesson learned, no surprise, is I should have made faster changes. To the team? To the team. Right, okay. I did make changes, but maybe slower than I should have.","19:14",47,["dec","tea"]],["216-3",0,"People rarely talk about their own or others' mistakes; leaders should reveal theirs.","You've got to reveal that to others. One of the challenges that I think the world generally has is people don't talk about the mistakes either they make, and they don't talk about the mistakes other people make.","22:33",47,["aut","cul"]],["216-4",0,"In sport people say \"the team lost because of me\"; great leaders create that culture in business.","And the team lost because of me. That doesn't happen as often in business. It happens much more often in sports. And great leaders create that culture.","22:55",47,["own","cul"]],["216-5",0,"Ask customers what they want, which means you have to listen.","But what do I learn and adapt is the third question. That's the third pillar. And that is, you've got to go and ask what customers want, which means you've got to listen.","29:28",47,["cus","lis"]],["215-0",0,"Many sectors face upheaval and fragmentation.","Right. The truth is in categories like media, but in so many of the categories that business leaders find themselves in today, there's so much upheaval and fragmentation and entrepreneurs kind of, you know.","9:16",48,["chg","str"]],["215-1",0,"As a family, they felt the move was right because purpose leads the discussion where he works.","But I think as a family unit, we feel that it was the right decision because the environment that I'm in is one where purpose is leading the discussion.","14:21",48,["pur","fam"]],["215-2",0,"Decide what kind of leader you want to be; it's a personal mandate.","And I've always said to people, well, you have to make a decision what is the leader you want to be. And in some ways, that's a personal mandate.","25:34",48,["aut","dev"]],["215-3",0,"Your personal purpose, your North Star, doesn't change.","That personal purpose, that North Star, never does. What is the role of culture then? I think you talked about the leadership team and the leaders around you realizing that culture within the organization was going to be a big enabler for this.","31:40",48,["pur"]],["215-4",0,"Brand-building cultures need people who feel they can be their authentic selves without pretending.","And the things that, you know, when we talk about culture in terms of building brands, I mentioned it earlier, but this idea of psychological vulnerability, kind of being able to feel that you can be your authentic self, being authentic, being real, not feeling like you have to pretend.","32:21",48,["tru","aut","cul"]],["215-5",0,"Radical candour: honesty combined with empathy is powerful.","You know, I borrowed another term from, I think it's Kim Scott in the US, radical candor. I mean, the idea of being honest, but in an empathetic way and actually teaching people that honesty and empathy, when they're combined can be really powerful.","32:57",48,["fbk","com"]],["215-6",0,"Understand the story of your organisation; people are driven by stories.","We're driven by stories. And that's coming back to your culture point early on. You've got to understand the story of your organization.","43:01",48,["cul","com"]],["214-2",0,"A mentor's rule: if you challenge this much, you have to care this much.","She always said, listen, as a leader, you're going to have to challenge. But if you challenge this much, then you've got to care this much.","14:41",49,["fbk","hum"]],["214-3",0,"Manage risk rather than avoid it; you can't be 100% safe or you'll never do anything.","It's about managing the risk. Like we have to get someplace. You can't be 100 percent safe. You'll never do anything. So you have to go forward.","17:53",49,["dec"]],["214-4",0,"She shared the plan but never said how the team would communicate, and the feedback told her so.","here's the overall plan. Here's what's coming down the line. I'm going to get feedback. And they're like, you never talked about how we were going to communicate.","20:29",49,["com"]],["214-6",0,"Leaders need contingency plans and should be far more open and communicative.","But I mean, that was, it was a game changer for me on really understanding when you're leading, you need to know everything and have plans for all contingencies and really be far more open and communicative.","21:02",49,["com","dec"]],["213-0",0,"Leaders must keep developing to deliver a strategy fit for a fast-changing world.","Let's just deal with that. Global educator, what does that mean? It means my day job is to work with leaders and organisations and ask the question, how can you, as a leader of this global business, change and develop in order to deliver a strategy that's fit for purpose in a really fast changing world.","2:44",50,["str","chg"]],["213-1",0,"To stay relevant alongside AI, become more human: find meaning, vision and purpose in your work.","you're going to lose. So how can you become more, not less human in a world of machines? So that was consciousness, which is finding meaning and vision and a sense of purpose in your work.","4:42",50,["tec","hum","pur"]],["213-2",0,"Human strengths that matter with AI include connecting with people, influence and getting ideas across.","You have to make decisions based on what the AI is serving you. I'd also put, which is kind of in there, but it's not central, the ability to connect with fellow human beings and influence other people and understand psychology and get your ideas across.","7:02",50,["tec","com"]],["213-4",0,"Transformational leaders need to understand how new technology can work with their team.","another word for we're changing quickly because everything's changing, partly to do with AI. So to be a leader who's a transformational leader, who's a digital leader, whatever you want to call it, you need to understand how this new technology can work with your team.","33:59",50,["tec","tea"]],["213-5",0,"People must be intrinsically motivated to adopt AI; today's leaders have to be and do things, not just tell.","It doesn't work like that. People have to be intrinsically motivated to want to do this. So you need to, I always say to leaders nowadays, I think you've got a more nuanced and sophisticated and challenging job than any leaders in organisational history because you're being asked to do things and be things rather than just tell people things.","34:43",50,["tec","emp"]],["212-0",0,"Curiosity about a project nobody had done before, in a different culture, drew him to Virgin.","So I was very interested. I was curious. And so the package of doing something, another big project, something that had never been done, and getting to work in a different culture with Richard Branson and his Virgin group was very appealing to me.","11:20",51,["lis","dev"]],["212-3",0,"After a failed first launch, he went back to NASA about its booked flight.","That second launch, NASA, I had gone to NASA and saying, look, you're booked for this flight. We just had a failure on the first flight.","36:56",51,["res","own"]],["212-4",0,"The second flight, straight after a failure, carried 12 NASA satellites.","And so our second flight right after a failure was with 12 NASA satellites. I did a big gulp when they said that, and the team did.","37:13",51,["res","tru"]],["212-5",0,"Learn from the journey as well as the destination, including a failure in the final stages of a launch.","That's powerful, isn't it? Because that's enjoying and understanding and learning from the journey, not just the destination. So there was a failure in the final elements of the rocket launch.","40:19",51,["res","dev"]],["211-0",0,"Don't build résumés, build relationships.","And so he called me because he trusted me. And my point is, don't build resumes, build relationships. And those relationships without fail have been the things that have taken me to the front lines of crisis across the arc of my career.","3:42",52,["tru"]],["211-2",0,"Before walking into a crisis, pause, because when you walk out you're in charge.","But when those lift doors open, You know, you have to say to yourself, pause, because when I walk out, I'm in charge.","16:27",52,["dec"]],["211-3",0,"Everyone is a leader: lead yourself and lead your team. Pause, reflect, reconsider.","As you know, I believe that everyone is a leader. Lead yourself and lead your team. So that pause, reflect, and reconsider is not just good advice.","17:11",52,["own"]],["211-4",0,"A Pentagon lesson: stop sucking up and start \"sucking down\".","But why is it that we can see it in everyone else, but we can't see it in ourself? And what I learned at the Pentagon is stop sucking up, start sucking down.","19:08",52,["lis","aut"]],["211-5",0,"\"Sucking down\" means listening to the experts on the ground: engineers, firefighters and paramedics.","Sucking down means, who did I listen to? I listened to the structural engineers. I listened to the firefighters, the paramedics, the suppression experts, the FBI recovery team, whose job it was to go in and get the evidence when available.","20:15",52,["lis","pub"]],["211-6",0,"Schools, especially business and medical schools, should do better at teaching people to listen.","and saved his life. And the next day, another postal worker comes in. So I think that humility, that ability to listen, and our school should do a lot better job, particularly our B schools, our medical schools, our business schools, at teaching people to listen.","24:22",52,["lis","dev"]],["210-0",0,"Avon's original purpose was to follow women where they are and empower them through beauty and its business model.","And the initial purpose was follow women where they are, make sure. You are an enabler, an empowerer for them through beauty, through the business model, where women change their habits.","10:12",53,["pur","emp"]],["210-2",0,"A radical transformation requires people to trust the leader.","It's not like you come with a story from other companies. It's not a book. So we know. And we think that for the transformation that everyone needs to go, people need to trust the leader because this has to be a radical transformation.","22:45",53,["tru","chg"]],["210-3",0,"Dismantle the old hardwiring before posting new values on the wall.","Yeah, you just don't bother. You wouldn't care. You don't bother having an idea. Yeah, that's it. So we had to dismantle, first of all, the hardwiring before I post new values or new culture credo on the wall.","33:29",53,["cul","chg"]],["210-4",0,"With large businesses in Ukraine and Russia, the war left the company very exposed.","Right, really. And it proved to be useful because I knew they were, they keep coming. Like speak with the war that we, yes, that we are where we are very vulnerable, completely exposed because we had a massive business both in Ukraine and in Russia.","37:11",53,["res"]],["210-5",0,"Keep purpose and people at the heart of decisions.","Because once you understand clearly the purpose of you and others and on why we do whatever we do together, the rest are just conventions that you realign in the right priority with a cold or maybe rational business mind, never losing the heart of what's important, which are purpose and people.","38:45",53,["pur","hum"]],["210-6",0,"You can't take your past for granted; what matters is the value you add today.","So I'm again their choice tomorrow. And that question can lead to very painful, sobering answers. When you realize you cannot take as granted anything that you have done in the past if the value you add today, the learning you keep on acquiring today is not valuable for your stakeholders today.","56:07",53,["dev","own"]],["209-0",0,"When he played, rugby wasn't a vocation.","Well, that's the interesting thing. And I do think about this as part of some of the learning for me is that when I played rugby, it wasn't a vocation.","26:38",54,["spo","dev"]],["209-2",0,"In corporate life you have to work at patting people on the back and saying well done.","Because the natural things translate quite easily. empathetic leadership is very easy in a corporate environment. But you have to work hard to pat someone on the back and say, well done for their work or well done on their bit of a project.","42:08",54,["fbk","hum"]],["209-4",0,"Not all sporting lessons translate to business; some are about character.","Because I don't think you can translate all the learnings across. I think some of them are just the character. You'll draw from them.","42:49",54,["spo","dev"]],["209-5",0,"In a combative environment you have to be calm in your decisions.","And you've got to be – Well, it is a combative environment, isn't it? You have to be calm in those decisions.","44:52",54,["dec","spo"]],["209-6",0,"Givers need to learn when to stop, because takers never do.","Someone told me once, they said, givers need to learn when to stop because takers never do. I wouldn't say that that's the lesson.","49:52",54,["wel"]],["208-2",0,"You can't take the emotional baggage home; you have to park it.","There's no point you taking it home, you know, and having that emotional baggage and wandering around the house miserable. You can't, you have to park it.","25:25",55,["wel","pub"]],["208-4",0,"If you take the rank, you take what goes with it, including criticism for unpopular decisions.","And I think that's leadership. And I think that's the job. If you take the rank, you have to take what goes with it, including the stick when you make unpopular decisions.","43:01",55,["own","pub"]],["208-5",0,"Trust the person on the ground to lead and assess; leadership can come from anywhere.","So you have to trust that person to lead in that situation and give you an assessment of it. So for me, it's leadership can come from anywhere.","54:56",55,["emp","tru"]],["207-2",0,"A recurring strength in his 360 feedback is framing conversations and problems.","Is there a standout for you that's something that's always helped you? When I sort of, you know, read 360s or look at feedback, one thing that comes back again and again is framing conversations, framing problems.","18:07",56,["com"]],["207-3",0,"He approached the CEO role with huge humility.","And he approaches the role with huge humility and there's also great opportunity. So it's a little bit of a paradox to it.","28:42",56,["aut"]],["207-4",0,"Be courageously humble enough to admit you don't understand something.","It's things we know that just ain't so. And so making sure you really come to it not presuming you know anything about the work and being okay to be a – it is – humility point is absolutely right because you have to be almost courageously humbled to say I – I have to admit, don't really understand this.","29:51",56,["aut","lis"]],["207-5",0,"His mistake was assuming no one cared about a topic.","And the mistake I've made has been I can safely assume no one cares. Well, say our finance team. But even our finance team, at the end of the day, doesn't really care.","35:23",56,["com","lis"]],["207-6",0,"Work out what actually motivates people.","But trying to figure out what it is that does motivate people. Because I've made the mistake of everyone who took a company public in the early...","36:03",56,["lis","emp"]],["206-0",0,"He describes a key moment on the rugby field as vulnerability.","And before time ran out, I'd stamp my right foot down and I'd cut into the line. And I always sort of explain this moment in my talks as vulnerability.","4:25",57,["aut","spo"]],["206-1",0,"Leadership starts with facing fear, even as a 10-year-old on a rugby field.","The fundamental part of leadership was me being 10-year-old on a rugby league field when you're 10 minutes in, one of their team has put one of your teammates on their arse, your team's made a few mistakes, you're 10 minutes in, and there's this feeling of fear.","11:28",57,["res","spo"]],["206-4",0,"Without vulnerability (uncertainty, risk and emotional exposure), you can't go into big games.","Can I make a mistake? Can I be me? And I think if there's not vulnerability, which is uncertainty, risk and emotional exposure, which pretty much is courage, you are not going to be able to go into these games.","25:54",57,["aut","spo"]],["206-5",0,"The differentiator in teams is the courage to be yourself and make mistakes in a psychologically safe environment.","If a team is underperforming, overperforming, whatever, what is the differentiator? And what I'm hearing from you is that you think it's the ability for people to be courageous within a psychologically safe environment and be themselves and make mistakes.","26:29",57,["tru","spo"]],["205-0",0,"Leadership and service are two of her values.","But I've always been fascinated with leadership and service. Those are two of my values. about to start a one-year fellowship at Harvard University that is an advanced leadership initiative fellowship where I'll be exploring how I want to show up in the world as a leader and what I might want to do next.","4:03",58,["pur","pub"]],["205-4",0,"In combat, she trusted her leadership would only ask for force if there was no other way.","You know, obviously, that's very, very direct. But yes, I think, you know, for me, it was looking at thinking about the big picture and having trust in my leadership that they're only going to ask us to do that if there's really no other way to resolve a situation or to find peace in a situation.","25:16",58,["tru","pub"]],["205-5",0,"Leaders must trust that people raising problems from the front line are doing so to improve the mission.","Like if we're seeing things on the ground and, you know, in the squadrons, on the ships, and we're surfacing that to our leaders, they need to trust that, you know, we're sharing that in order to improve, you know, our ability to do our missions.","31:39",58,["tru","com","pub"]],["204-0",0,"In big business you have to be competitive and aim to be market leader.","So that's big business and you have to be competitive. Whether you're making phones, cars. or whatever else, you've got to be market leaders.","9:01",59,["str"]],["204-1",0,"Make sure the generation coming behind you is better than you, and nurture talent.","And the third thing, and this is something particularly near and dear to Max and I, you have to ensure that the generation coming behind you is better than you and that you're really nurturing the talent.","9:15",59,["dev","hir"]],["204-4",0,"Purpose differs for each person, from complex cases to advocacy.","Some are incredibly intelligent and want to do very complicated cases. Some want to be advocates. And so I think purpose for all of them will be different.","20:14",59,["pur","hir"]],["204-5",0,"A thorough recruitment process checks whether someone's purpose fits your ideals.","And that can be your purpose. So, yeah, it's... very much an open book for the individual. And obviously if we don't think, and that's why we have such a deep process, sometimes the purpose for somebody won't mix with our ideals.","20:57",59,["hir","pur"]],["204-6",0,"Get everyone on the team feeling they have an important job, and be empathetic to their needs.","And if you can get everybody on that team thinking they've got an important job to do and that they're a very important cog in the wheel, you're empathetic to their needs.","34:21",59,["tea","hum"]],["203-0",0,"Investors decide mostly on the team, not the financials.","I think it was partly that, but I think also, surprisingly perhaps, and I'm sure all the VCs listening to this will understand this, but the majority of the decision making, if you're looking at a business, is actually, it's not the financials, it's the team.","7:59",60,["ent","tea"]],["203-1",0,"On an executive MBA, much of the benefit comes from the other people on the course.","I mean, yes, there are case studies as well, but you can benefit. Doing an executive MBA, you can really benefit from the learning experience of the other people on the course.","10:47",60,["dev"]],["203-3",0,"Start a business with like-minded people who share a view on company culture.","So that's on the business side of things. I think also culturally, we're now at the stage where having started the business, you know, a group of similarly like-minded people with a similar view on company culture.","12:29",60,["cul","ent"]],["203-4",0,"The key is to have a purpose: ask why people get up and go to work.","What are they passionate about? Why do they get up each morning and go to work? Why do you? The key is to have a purpose.","13:20",60,["pur"]],["203-5",0,"The purpose of business isn't profit but a community of people creating real value and good in society.","Yeah, I know it is. I think maybe let's start with my belief in the purpose of business. I believe that the purpose of business is not to create a profit, but to basically create a community of persons that creates value, real value, real good in society.","25:30",60,["pur","eth"]],["203-6",0,"Trust people to make their own decisions; they know more about the business than you.","We trust you that you can make your own decisions. You can do things. And frankly, they know a lot more about the business than I do.","38:35",60,["emp","tru"]],["202-0",0,"The justice system works only when the police, the CPS and the courts interlock and are resourced.","And on top of that, looking at the resourcing of the system, looking at how all the parts interlock between the police who investigate, Crown Prosecution Service who give the legal advice and make charging decisions, and then the whole court system where you need to push the cases through.","6:04",61,["pub","str"]],["202-2",0,"When you win a case, it's not just down to you.","Right. Unless you're prepared to take all the blame for the ones you lose. Right. The truth is that when you win a case, in inverted commas, that's not necessarily just down to you.","18:33",61,["own","tea"]],["202-3",0,"An advocate has to stay true to their principles, or they lose themselves along the way.","And you've got to be true to that. Otherwise, I think you lose yourself along the way. So that's the nuts and bolts of being an advocate.","19:37",61,["eth","aut"]],["202-4",0,"His respect for police work grew through counter-terrorism cases.","What I'd say to you, actually, is that my respect for policing and police work increased through that period. Right. And I say that because, I mean, I was fortunate to deal with, in many cases, the best of the best, hand-picked officers who took on these major counter-terrorism operations.","43:46",61,["pub"]],["202-5",0,"Put the effort in to understand what an organisation wants.","What did you learn from that, Max, or what did you get out of that process? What I learned from that was that you have to really put the effort in to understand what an organisation wants.","48:22",61,["lis","str"]],["202-6",0,"Give people confidence and purpose, and that's where listening comes in.","And also working with the men and women in the CPS and giving them a sense of confidence and purpose. And that's where the listening comes in.","56:29",61,["lis","pur"]],["201-0",0,"To scale, you can't clone yourself; create systems and ideas that represent you.","How do you scale? Time for money. It's exactly right. So you have to kind of, you can't clone yourself, but you've got to create systems and ideas that then represent you.","6:59",62,["ent","str"]],["201-1",0,"Giving people permission to stop doing things takes away fear.","So when you give them permission to stop What you're doing is taking away fear and that's a key element people want to move forward, but they're scared We all do that though.","9:46",62,["emp","chg"]],["201-2",0,"More time to think lets us be who we are and improves mental health.","It allows us to be who we are versus being who everyone else wants us to be. And I think the result of having more time and being able to think, that is a dramatic improvement in mental health because we feel like we're doing things that are making an impact.","14:15",62,["wel","aut"]],["201-3",0,"Rules are like weeds: keep weeding to keep them fit for purpose.","So it's really important. Rules are like weeds. You have to constantly weed the garden to keep up with the times. And keep them fit for purpose.","20:18",62,["str"]],["201-4",0,"To stay relevant, a business must keep changing and innovating.","Well, I think to be relevant as a business, we have to keep changing. And that means you have to be innovating.","22:42",62,["cre","chg"]],["201-5",0,"Value people's time and they'll stay; get the work right and you get the culture right.","They're more likely to stay and not leave. And you can recruit people to your company because you value their time. And, you know, the thing I like to say about simplicity, and this is kind of a little avant-garde is, I think if you get the work right, you get the culture right.","25:11",62,["cul","hir"]],["200-0",0,"Machines can mimic much of what we do, except emotional connection and empathy.","True. But I don't see this as so different from human beings, from what human beings do. Except for the, let's say, emotional connection, empathy, all those things that are still human because they're about chemistry.","18:48",63,["tec","hum"]],["200-1",0,"After raising money, a start-up may need very directive leadership to deliver.","If you're a startup and you've just found raised and you need to make sure you deploy that money in the right way and you deliver against expectations and you meet the target, you probably need someone to tell everyone exactly what they what he or she expects and follow.","26:18",63,["ent","dec"]],["200-2",0,"There's no point hiring smart people better than you and then telling them what to do; align on vision.","There is no reason to hire smart people who are better than you and tell them what to do, right? So I just make sure that there is alignment in terms of vision.","31:02",63,["hir","emp"]],["200-3",0,"Give people trust and autonomy and empower them to do what you hired them for.","In many ways. But you're giving these people all of the trust and the autonomy and they are fully empowered to do what it is that you hired them for.","31:53",63,["emp","tru"]],["199-2",0,"Rejected by Manchester United, he went home and was told to get a job.","But they said, I don't think you're going to quite make it, Manchester United. So I went back to Nottingham. My mum and dad said, you've got to get a job now.","7:48",64,["res","spo"]],["199-4",0,"A manager's message: you're here because you have the talent to go to bigger places.","I'll pick somebody else. But you're here because you've got the talent, and I believe you've got the talent to go bigger places, and that's why you're here.","12:40",64,["tru","spo"]],["199-5",0,"If you're going down, you might as well go down with your team.","Stay there or leave. It's one of those. I think you have to. It's pretty tough. If you're going to go down, you might as well go down with your team and your players.","32:29",64,["tea","own"]],["199-6",0,"Managers pick young players knowing they'll make mistakes; that's how they learn.","Very much so, yes. Because the manager invariably goes for the younger lads because they're making mistakes. They're young, getting in the team, making mistakes.","39:36",64,["dev","spo"]],["198-1",0,"Girl choristers were first admitted at Salisbury Cathedral in 1992.","Girl Choristers, which was founded at Salisbury Cathedral, was 1992, I believe. And that's the first time you had girls actually... Very much in our lifetime.","9:12",65,["inc"]],["198-3",0,"You don't need a particular religious belief to sing in the choir.","you don't have to be a card-carrying anything to sing in the choir. And that's really important. See, people might make that mistake, mustn't they, that there has to be a certain religious belief or level in order to qualify.","13:51",65,["inc"]],["198-4",0,"Living your purpose shows when someone talks about their work.","Do you feel you're living your purpose? Yes, absolutely. Because that's what I get when I listen to you. But you also just mentioned composing.","20:08",65,["pur"]],["198-6",0,"When a young chorister makes a mistake mid-service, a glance is enough.","And I will, you know, if one of the older girls, you know, does something. makes a big mistake in the service or whatever, I will just catch their eye and sort of go.","36:51",65,["fbk","tea"]],["197-0",0,"Competency frameworks that expect everyone to be an all-rounder don't work.","You talk about competency frameworks, et cetera, hitting all the values to be an all -rounder. But we know that doesn't work.","7:22",66,["dev"]],["197-2",0,"Strengths such as communication, empathy and ideation tend to stay with you for life.","But by and large... You know, my main strengths are around communication, empathy, ideation. They've kind of been around since for a long time.","10:38",66,["dev"]],["197-3",0,"The best leaders are quite happy.","Yeah, really important. I'd start fundamentally with the fact that the best leaders are quite happy. Tell me more. I've had a couple of people in this very studio talk about happiness and joy.","12:28",66,["wel"]],["197-4",0,"Senior leaders have shown more vulnerability since the pandemic.","That's how I define kind of happiness. I've seen a lot more vulnerability in senior leaders, Mark, post-pandemic. And I wonder whether those three years, which are almost like some kind of odd dream now.","13:05",66,["aut"]],["197-5",0,"Ask: are you prepared to be vulnerable, and for us to disagree at times?","Are you prepared to be vulnerable? Are you prepared for us to disagree at times? Do you know what I mean? And actually, most of them are okay in an answer in the affirmative.","14:03",66,["aut","tru"]],["197-6",0,"A strengths-based culture needs good habits.","But there's some, I guess, elements that help you get there in terms of strengths-based culture. You need to have good habits.","44:29",66,["cul","dev"]],["196-0",0,"Not taking feedback when you're young is common; you often realise later it was right.","Did you give the feedback? No. Tell me more. Well, I suppose at that point, I thought it was weird. I wouldn't have, I didn't take the feedback.","8:35",67,["fbk"]],["196-2",0,"CEOs come in all types, but you need some fight to battle through the dark days.","But let's be honest, the CEOs of businesses are made up of all types. But I think you need to have a bit of a fight in you, right, to keep battling through the dark days.","16:24",67,["res","ent"]],["196-4",0,"Great ideas come from anywhere: an engineer, not Jeff Bezos, came up with Amazon Prime.","Jeff Bezos didn't come up with the idea of Amazon Prime. It was an engineer in his business. Warren Buffett's best ever bet at Berkshire Hathaway was the decision to back Apple.","37:27",67,["cre","emp"]],["196-5",0,"Make collective intelligence easy to do and hard to avoid by building it into meetings.","You've got to make it... easy to do well and hard to avoid. So we use and recommend others use the medium of the meeting, whether it's a board meeting, whether it's a quarterly business review, whether it's a monthly management update.","39:22",67,["tea","dec"]],["196-6",0,"Business is a team sport: communicate your thinking well to invite challenge and motivate others.","No good doing all this great thinking if you can't inspire others to action around it. Business is a team sport. You've got to be able to communicate it well to invite both challenge but also to motivate others inside a response.","41:01",67,["com","tea"]],["195-0",0,"To be a good leader, you have to lead people the right way.","And so it's not a small operation. In order to be a good leader, you have to lead people the right way.","15:00",68,["hum"]],["195-1",0,"Followership means people believe in you, trust you and will sacrifice to help achieve difficult things.","You have to have followership that people believe in you. They trust you. And they're willing to sacrifice to help you achieve things that are very difficult.","16:45",68,["tru"]],["195-2",0,"You can't be a great leader without making mistakes; that's how you acquire wisdom.","You cannot be a great leader if you don't make mistakes along the way, because that's the way you acquire wisdom. You get wisdom from your experiences and you get your experiences from your mistakes.","21:22",68,["res","dev"]],["195-4",0,"He learned the most when he felt the most vulnerable.","And actually, I have learned the most when I have felt the most vulnerable. And the message that they need to understand is sometimes you have to make a mistake.","23:01",68,["aut","dev"]],["195-5",0,"Listen first to what people are concerned about.","If you ignore them, you're not going to be viewed as a great leader. You have to listen first. You have to listen to what people are concerned about.","38:27",68,["lis"]],["195-6",0,"Sometimes you have to ask people to trust you on a decision you can't fully explain.","And I had to say, I can't tell you, but it's going to be a game changer. You have to trust me that we need to make this deal work.","45:40",68,["tru","dec"]],["194-0",0,"Setbacks are inevitable and build emotional capability and resilience.","It's inevitable. And actually they need to happen because we have to build up the emotional ability, capability and the resilience to get through these.","4:22",69,["res","wel"]],["194-1",0,"Lack of self-belief can make you think people made a mistake hiring or casting you.","So it was this kind of... Get serious then, doesn't it? Right, exactly. And so all of this lack of self-belief and this lack of who I was and this terror that they'd made an awful mistake casting me.","8:45",69,["aut","dev"]],["194-5",0,"Value everyone now, whether the extrovert bringing in revenue or the introvert in the design studio.","You have to hold that D, don't you? Before you lose two stone, not before you get the promotion. Right now, right now, whether you're the extrovert that's bringing in thousands for the business or the introvert who's diligently like buried away in the design studio with their headphones in, like the validity of everybody that make up.","48:37",69,["inc","hum"]],["193-0",0,"From a young age: work hard and appreciate your gifts.","And one of the key sentiments that I took away from a very young age was that you have to work really hard and be appreciative of the gifts that you have to be successful.","3:03",70,["dev","fam"]],["193-3",0,"Her research started by speaking to African female leaders themselves about their stories.","What's their story? How did they get to where they are? And I think some key takeaways for me out of that research was the first piece was speaking to the African female leaders themselves.","11:26",70,["inc","lis"]],["193-4",0,"Inclusion must be integrated into values, how decisions are made and whether differing opinions are accepted.","And therefore, it needs to be integrated into. how the organization needs, what the values of the organization are, how decisions are made within the organizations, and whether opinions that differ from the status quo or what is traditionally known are accepted.","20:36",70,["inc","cul"]],["193-5",0,"She took a break for mental health reasons while caring for her mother with dementia.","You then decide that you need to move your mom with you because she's suffering from Alzheimer's dementia. You take the break for mental health reasons.","32:57",70,["wel","fam"]],["193-6",0,"Talking openly about it is how she shares what she's learned and removes stigma.","to enable their staff, their managers, et cetera, to deal with matters like this. So yeah, talking about it for me is the tool, the mechanism, the avenue I have to share what I've learned and hopefully remove some of the stigma that exists.","40:26",70,["wel","aut"]],["192-0",0,"KCB runs over 300 branches, around 4,000 agency outlets and 12,000 staff.","Yes. We run over 300 branch network. We run... Probably around 4,000 out there about agency outlets. We have 12,000 staff. I always say if you want to get an average African family, just multiply that with six.","2:56",71,["ent","str"]],["192-2",0,"Leadership can be extremely lonely; anchor yourself in family and your leadership team.","You've got to realize sometimes it's lonely. For sure. Extremely lonely. But for me, I anchor it on my family. Right. On the leadership team.","10:09",71,["wel","fam"]],["192-3",0,"Leadership and culture are significant differentiators, especially post-pandemic.","But I have a very strong boot, and I've had every support from the boot. A lot of research that we've done has identified perhaps what we already know, that leadership and culture are significant differentiators now to any business, especially in a post -pandemic environment.","10:40",71,["cul","str"]],["192-4",0,"To find the most sustainable way to drive the organisation, revisit your purpose.","Then you've got to ask yourself, what is the most sustainable way to drive this organization? And that was, let's relook at our purpose.","11:49",71,["pur","str"]],["192-5",0,"His resilience comes from not wanting to go back to where he came from.","But that resilience for me comes from, I just don't want to go back there. No. Listen, it's a set of experiences that I probably don't hear replicated from Western leaders.","19:19",71,["res"]],["192-6",0,"Operating in seven markets demands cultural sensitivity.","Because I want to build a sustainable organization, I really want, and most importantly, we operate in seven markets. Right. You've got to be able, for you to be culture sensitive, for you to go and speak about business in Rwanda.","28:44",71,["inc","cul"]],["191-0",1,"A \"Happy to Talk Flexible Working\" logo signals at recruitment that candidates can raise flexibility.","Yes, it is very timely. And we're working with government. So ACAS is developing some guidelines and we're working with government to give free access to our logo, Happy to Talk Flexible Working, which is a flag from the employer to the employee at recruitment stage to say, don't be frightened to have that conversation with us.","4:37",72,["wel","fam","hir"]],["191-1",0,"Lockdown isolation led to mental health issues, especially among younger people.","No, it wasn't. And, you know, it has led to lots of mental health issues, particularly amongst younger people. You know, that isolation was really not good for us.","9:36",72,["wel"]],["191-2",0,"Flexible working often means people get to keep their jobs.","And they come back to us and they say, absolutely. My favourite response always is, I got to keep my job. Which is what people want.","16:51",72,["wel","fam"]],["191-3",0,"Many large employers are now ordering staff back to the office on set days.","You've got to go somewhere to deliver what you're doing. Certainly what we are hearing a lot from larger employers who have a lot of office-based people is there's this demand that you must come back to the office and we will tell you when you need to come back and how many days you need to come back for.","17:59",72,["cul","chg"]],["191-4",0,"In a culture where you trust your employees, you get the best out of them.","The culture of the organisation is really important. So if you have the kind of culture where you trust your employees, you'll get the best out of it.","37:03",72,["cul","tru"]],["191-5",0,"Trust people to deliver, and be clear about what the delivery outcome is.","You absolutely get the best from your team if you trust them to deliver the job. At the same time, you need to be clear about what that delivery outcome is.","43:35",72,["tru","own"]],["191-6",0,"Listening and trusting people: we all fail at it now and then.","Listening, you know, and I think we all fail at that every now and again. I know I do. But trusting people.","44:08",72,["lis","tru"]],["190-0",0,"The kindest thing his dad did was kick him out and make him stand on his own.","But he was my dad. The kindest thing he could have done was kick me out. Son, you've got to stand up on your own.","6:06",73,["fam","own"]],["190-1",0,"His purpose isn't happiness; he feels never satisfied and only just starting.","But I feel so incomplete and only just starting and never satisfied. And I wouldn't even say, Adam, I'm particularly happy. I don't think my purpose is happiness.","7:07",73,["pur"]],["190-2",0,"Discipline yourself: limit social media and stay with a company for more than two years.","you have to discipline yourself not to be on social media all day. You have to discipline yourself to... Stay with a company for more than two years because everyone seems to leave now.","18:25",73,["own","dev"]],["190-3",0,"Don't shoot people down, shame them or blame them.","And I've always perceived that makes me a great leader. I don't shoot anyone down. I don't shame them. I don't blame them.","27:12",73,["tru","fbk"]],["190-4",0,"Sometimes you have to be bold and make decisions alone.","And you have to be bold to do that because sometimes you have to go, I sometimes make decisions without my business partner's consent.","35:17",73,["dec"]],["190-6",0,"To get people to change, you sometimes have to trigger them.","One of my brand values is disruptive. And to get people to change, you have to trigger them. Otherwise, they're not going to change.","1:01:05",73,["chg","com"]],["189-0",0,"Everyone deserves the opportunity to leverage their skills and be the best they can be.","It was transformational. And I believe that everyone deserves an opportunity to really leverage their skills and be the best that they can be.","8:43",74,["dev","inc"]],["189-1",0,"Middle managers sit between those setting direction and those delivering it.","who is making those decisions around company direction, company vision, company strategy. And they're sort of like the in-between of both of those worlds.","10:07",74,["str","tea"]],["189-2",0,"Senior leaders can get so overwhelmed that they step back and do nothing.","I believe that sometimes senior leaders get so overwhelmed that they then start to step back and say, I don't know if there's anything that we could actually do right now.","12:11",74,["res","dec"]],["189-4",0,"To shift direction, see your middle managers, spend time with them and tailor their development.","But I would say the first thing is really seeing people, being with people and creating space to gain some understanding. The second piece of advice that I would offer a senior leader who's listening in, who wants to shift the direction of their company is to start to tailor professional development opportunities to your middle manager group.","25:14",74,["hum","dev"]],["189-5",0,"Use professional development and pull people forward.","So that's the second thing I would say to really leverage professional development opportunities. And the third, I would say, is to really pull people forward.","26:26",74,["dev","emp"]],["188-0",0,"Working with boards and chief executives is art and science.","In my work with boards and with chief executives, I often say it's art and science. So we very much want to make sure we have the right conversations.","4:46",75,["dec"]],["188-2",0,"Boards need new skills, like the ability to ask questions and challenge on topics such as AI.","So to that, to the same kind of thought process, you need different skills potentially in the boardroom today. You need to be thoughtful to be able to ask questions or challenge on topics like you won't be deep in probably, like AI.","13:43",75,["tec","dec"]],["188-3",0,"You can't know everything; leaders and board members must ask questions, challenge and stay curious.","So I guess what I would say is you can't possibly know everything and you never could. That's always been true. So as a leader or as a board member, you have to be able to be experienced enough to ask questions, to challenge, to be curious, to try and find the path through.","15:32",75,["lis","dec"]],["188-5",0,"Hire for agility, resilience, learning, adaptability, presence and curiosity.","And that's in our... Hydric language, that's about agility, resilience, learning, adaptability, presence, curiosity. That's what we work when we try and hire people and ensure boards are working well together and effective.","17:30",75,["hir","dev"]],["187-1",0,"Organisational simplicity is the second biggest correlator between high- and low-performing cultures.","And the second biggest correlator of a high-performing culture and a low-performing culture is organizational simplicity. So the business case is kind of super clear.","7:30",76,["cul","str"]],["187-2",0,"Complexity is a homemade problem; to drive simplicity, rewire the culture.","It's a homemade problem. So if you carry the argument forward, if you really want to drive simplicity, you need to rewire the culture.","8:32",76,["cul","str"]],["187-4",0,"Simplicity needs a speak-up, psychologically safe, feedback culture where leaders listen for what's not working.","And that's how you sustainably drive simplicity. into an organization's culture. Am I right in thinking that for that to happen successfully, there has to be a speak -up culture, a psychologically safe culture, a feedback culture, so that senior leaders will look out for and listen for that kind of feedback to say something's not working.","21:12",76,["tru","fbk"]],["187-5",0,"Cutting complexity means trusting that your team has got this, including in meetings.","And again, it's that trust that my team have got this. It is. And, you know, meetings are another place where we see this.","28:32",76,["tru","emp"]],["187-6",0,"To build momentum for simplicity, a leader has to be a bit vulnerable.","So it's creating some form of momentum, isn't it, within the organization? Yeah, and you've got to be a bit vulnerable as a leader.","39:28",76,["aut","chg"]],["186-1",1,"A charity producing research into workforce health and wellbeing.","So that's our niche around the human resource. But again, towards those charitable objectives. Absolutely. So the charitable objectives are about producing research into the health and wellbeing of the workforce.","8:49",77,["wel"]],["186-2",0,"A good leader can move between sectors, from a supermarket to a football club, and still lead well.","You can move a leader from a supermarket to, I don't know, a football team. They're still the good leader and they'll just crack on with it.","21:34",77,["dev"]],["186-4",0,"Most people don't follow a plan; they end up somewhere.","You might have done. Some people do. Most people don't. Most people end up somewhere. And I've ended up somewhere. Not with a plan.","27:09",77,["dev"]],["185-0",0,"Every business problem is a behavioural problem, though people label it culture, product or motivation.","Because at the end of the day, every business problem is a behavioural problem. But people don't see that. They see it as, you know, a culture problem or, you know, a product problem or a motivation problem.","4:00",78,["dec"]],["185-1",0,"People often can't or won't listen; look at how many mergers fail.","People aren't listening. A, they can't and B, they don't want to in many cases. So all you need to do is look at M&A failure.","34:31",78,["lis","chg"]],["185-3",0,"Reinventing yourself after reaching the top of one career is a lesson in itself.","I would say he lost his career, but he came off the tennis, the tennis pinnacle. But he reinvented himself. So for me, the lesson is, look at this person who's reinvented himself.","41:06",78,["res","chg"]],["185-5",0,"On a board, diversity of thought is everything.","I said, well, you know, wait till the rest of us come along. That'll probably put a stop to that. But what I've learned since on that board is that when you have the diversity of thought, it's everything.","45:46",78,["inc","dec"]],["185-6",0,"If you're snappy with a team member, say sorry and move on.","If you make a mistake with somebody, with a team member, you're a bit snappy or whatever, be sorry, say you're sorry and move on.","48:58",78,["aut","own"]],["184-0",0,"When thinking about your direction, what really matters is the choice you make tomorrow.","Yeah. But in reality, and this is something that I wrote about in the book, when you think about your direction. What really matters is the choice you have to make tomorrow.","9:11",79,["dec","dev"]],["184-1",0,"A real dilemma: do I pursue success or happiness?","And he was facing into this dilemma of, do I pursue success or pursue happiness? Because all of his acting colleagues were saying, you need to get a bigger part, you need to get a bigger show, you need to get in the ensemble, then you need to understudy somebody, then you need to get on the West End stage.","14:07",79,["pur","dec"]],["184-5",0,"Some people lead well instinctively; others have the underlying talent but need coaching and development.","They just instinctively do it really well. Another two of the 10 have got the basic underlying talents to be able to be great leaders, but they need coaching, training, development to become great.","51:19",79,["dev"]],["184-6",0,"Advice to a future leader: stop reading leadership books and find your own way of leading.","I don't want to hear that. I met somebody recently who's going to be a great leader, and I said, my advice to you is to stop reading leadership books because you're just telling me what everybody else thinks is a great leader.","52:48",79,["aut","dev"]],["183-0",0,"Feeling out of integrity with your work is a signal worth listening to.","And I started to feel out of integrity with what we were doing. Which turns out now, I mean, there's a report that comes out every year called the Edelman Trust Barometer, which measures levels of trust globally.","3:06",80,["eth","pur"]],["183-2",0,"Talk of efficiency, time management and hours is embedded in most organisations' cultures.","I think that that is embedded in the culture of most organizations, regardless of what that company does. So if you think about meeting agendas or how we handle our workload, all the talk about efficiency, time management, working hours, the idea that.","6:27",80,["cul"]],["183-3",0,"A common belief is that people are trying to get away with something, so organisations pile on controls.","Right. And the second is people are trying to get away with something. And so what you need to do is to put systems and processes and controls in place so that people don't do what they're naturally hardwired to do, which is to try to take their organization for a ride.","7:13",80,["tru","cul"]],["183-4",0,"Lists of 35 essential leadership qualities are unrealistic and push leaders to fake it.","And you need to conform to that. And it's pretty much fake for anybody because it's not realistic. The number of articles in Harvard Business Review of the sort of 35 essential qualities that every leader needs or whatever, it's not possible.","16:45",80,["aut","dev"]],["183-5",0,"Saying \"I trust my team to decide\" then putting your fingerprints all over the work isn't trust.","And I fix it. You know, just put my fingerprints all over it. Or I say I trust my team to make a decision.","23:40",80,["emp","tru"]],["182-m0",0,"A good speechwriter captures someone's personal style and stories: be more of an impressionist than a puppeteer.","A good speechwriter instead has to find... what's inside someone's soul. And their personal style. Yeah, their personal style, but also their personal stories.","8:13",81,["com"]],["182-4",0,"Speechwriting depends on a high level of connection and trust with the speaker.","As you're explaining this to me, Simon, I can imagine that actually there has to be a... A high level of connection and trust between you and the person you're writing the speech for.","19:43",81,["tru","com"]],["182-5",0,"Before speaking, pause to think: what is your point of connection with the audience and what do you want to achieve?","What is your point of connection with the audience? What are you looking to achieve here? And I think a lot of the time people don't just pause, don't have time to pause and properly think about that.","27:22",81,["com"]],["182-6",0,"Be proud to be yourself; too many people feel they don't have a right to be heard.","What would be your thoughts or your advice? I would say to them, be proud to be yourself proud to show yourself as well to the world that I think so many people for so many reasons are left with the impression that they're not worthy to speak, that they don't have a right to be heard in this culture.","32:56",81,["aut","inc","com"]],["181-0",0,"Early mobile was a gold rush: huge opportunity alongside people learning new technology fast.","It was a gold rush, wild west. You know, one of those proverbial best of times and sometimes most challenging of times as we were simultaneously seeing tremendous opportunity ahead, but also just had a wagon load of challenges in front of us, including adapting to new technology, people learning new things, people going up the learning curve.","3:42",82,["chg","tec"]],["181-3",0,"Intrapreneurs need advocates and an environment where risk and failure are tolerated.","And they have advocates and an environment where risk is tolerated and failure is tolerated. If you have a great company, but one of the reasons it's great is because it expects success in every initiative.","25:25",82,["cre","cul"]],["181-4",0,"Evaluation methods for an established business may not fit a new line of business.","And a great point you've made is the evaluation methods that you have may simply be inappropriate and not fit for purpose for this line of the business.","34:24",82,["cre","str"]],["181-5",0,"Intrapreneurs tap the best of other people and their learning to do new things.","They're willing to do it with other people. They understand how to. Tap into the best of other people and the best of the learning that's occurred and then do things that no one has ever done before.","38:15",82,["cre","tea"]],["181-6",0,"Systems, values and budget can be in place, but innovation fails without the CEO behind it.","Everything else can be in place. Systems, the values, the budget, everything that you need to innovate. But if the CEOs are not...","41:37",82,["cre","own"]],["180-2",0,"Things happen, so look for the gift and the lesson in them.","Things happen. Things happen. Stuff happens. So you might as well find the gift from them. You might as well decide you're going to find the benefit and the lesson.","11:11",83,["res"]],["180-3",0,"The universe rewards action: make a plan and follow it.","You can only do, the universe does reward action, I believe. So, you know, you've got to have a plan and you've got to follow your plan and you do get reward from that.","11:37",83,["own"]],["180-6",0,"A great leader loves being challenged and builds a team willing to say \"boss, you're wrong\".","And I would say in terms of the challenge, I think that's correct. A great leader also loves being challenged. A great leader will also create a team that says, hey, I talk a lot about boss, you're wrong.","28:47",83,["fbk","tea"]],["179-0",0,"Working across cultures starts with wanting to listen.","That is actually the core of the work I do. Okay. Because you have to have a few things going on. Number one, you have to want to listen.","8:34",84,["lis","cul"]],["179-1",0,"Leaders who don't want to listen make mistakes.","Right. And you have to want to listen. And there are numerous examples, unfortunately, of leaders that don't want to listen. And when they don't listen, they make mistakes.","9:16",84,["lis","dec"]],["179-2",0,"A robotic, unempathetic apology undermined everything a company tried to do.","broadcast media. And he very robotically said he was sorry for the deaths that arose and the injuries. And the robotic nature, the lack of empathy in the American culture that he displayed absolutely undermined everything he tried to do and everything that the company tried to do.","14:34",84,["com","hum"]],["179-3",0,"Recognise there might be people better placed than you to deliver the message.","Exactly. Is that the real lesson here? Well, that's part of it. So part of it is absolutely right, recognizing there might be people better than you to deliver the message or to communicate the brand more effectively, number one.","16:03",84,["com"]],["179-5",0,"When letting people go internationally, you can't just read a lawyer's script with no empathy.","Right. So my friend, an American, has responsibility for markets outside America. And because of her international media experience, she knows that when you make people redundant or you have to let them go, layoffs, you can't just take the American approach, which is we read the lawyer's script to the person we're about to let go with no empathy.","28:04",84,["hum","cul"]],["179-6",0,"Empower people, let them make mistakes and experiment, and create a culture they want to be part of.","We're empowering them more than our competitors. We're letting them make mistakes and experiment and fail. Good. We're creating a culture where they like working for us and they want to be here.","41:14",84,["emp","cul"]],["178-3",0,"Look for a blend of competencies such as curiosity, empathy, drive and conscientiousness.","So what I decided to do instead is to look at whether there are certain competencies that we know from the personality realm, including curiosity, which I know you're a big fan of, and things like empathy, drive, motivation, conscientiousness, that if you combine them and you kind of make a little blend or mix with them.","8:12",85,["hir","dev"]],["178-m0",0,"There are far fewer people with imposter syndrome than actual imposters in senior positions; self-awareness matters more than self-belief.","there's far fewer people with imposter syndrome. than actual imposters in charge in very high senior positions in organizations.","12:56",85,["aut","dev"]],["178-5",0,"The most effective leaders in any field are their own worst critics.","Oh, I think first, two things. First, take inspiration from the great leaders. The most effective leaders in any field actually are their worst critics.","16:17",85,["dev","aut"]],["178-6",0,"Empathy, humility, vigilance, curiosity, inclusivity and personal purpose stand out as leadership superpowers.","So empathy, humility, vigilant, curiosity, inclusivity, personal purpose. Just from the work that I've done, which is nowhere as robust as the work that you have done, these for me are standing out as what I've described as leadership superpowers.","33:40",85,["hum"]],["177-0",0,"EY received two million applications in 2022 and hired about 150,000 people.","I think in 2022, we had two million applications to our organization. Two million? Two million. So I think we ended up hiring about 150,000 people around the world.","3:12",86,["hir"]],["177-1",0,"People are the asset that drives everything, so hiring, developing and motivating the best is central to the job.","They are the asset that drives what we do in the marketplace, that serve our clients, that enhance our brand. So looking after those people, making sure we're hiring, developing, motivating the best people in the marketplace is a critical part of what I have to do.","3:57",86,["hir","hum"]],["177-2",0,"We're all in the same storm, but in very different boats.","And I never forget one of the doctors turned around to me. She said, listen, we're all suffering the same storm. But she said, you have to understand we're in very different boats.","15:00",86,["wel","inc"]],["177-3",0,"EY's purpose: building a better working world.","Yes. And we're very aware of that responsibility. So one of our previous chairs, I think quite. boldly at the time, set that we should have a purpose as an organization, which is building a better working world.","16:09",86,["pur"]],["177-4",0,"Creativity and change come from a mix of people working effectively together.","Yeah, exactly. You've got to. That creativity, that ability to make change happen comes from having a mix of people who are working effectively together as a team.","31:35",86,["tea","cre"]],["177-5",0,"Use data and insight from inside and outside to form a judgement, accepting people will sometimes get it wrong.","We hope. Well, no, and that's fair. I mean, people make mistakes or people misread things, of course. But I think you have to have a sense of and use data, use insight, use information that you can get from the external market and internally as well to form a view and form a judgment.","42:10",86,["dec"]],["177-6",0,"Lead the experts: take risks and trust yourselves.","I can lead a team, but I have no idea. Lead the experts. Take risks and trust yourselves that you can do that.","51:31",86,["emp","tru"]],["176-x9",0,"Even in the comedy Christmas special, the takeaway is the human being over the human doing.","What's been your main learning? Wow, my main learning has been it's all about the human being over the human doing. That's my takeaway.","14:49",87,["hum"]],["175-1",0,"We forget the blind alleys and the things that didn't work along the way.","What you forget is all of the blind alleys along the way, all the things that didn't work out. But obviously those kind of, thankfully, all our mistakes get lost to time.","6:28",88,["res"]],["175-3",0,"A CEO's pressure: creating a place where people learn their trade, to speak, and to lead.","And for me, that's this terrifying pressure that we have an organization where we can create that for potentially a lot of people where they go, this was where I learned my trade or this is where I got comfortable public speaking or this is where I learned the power of vulnerability or this is where I learned to lead.","22:14",88,["own","dev"]],["175-4",0,"For any CEO or leader, purpose is enormous.","And I found that fascinating with the research that she's done. And that is something now that as a CEO or as a leader in any business, purpose is enormous.","23:17",88,["pur"]],["175-6",0,"The power of empathy in leadership: pause, look at the people around you and understand how they feel.","I think there's a big lesson there about the power of empathy in leadership, right? Which is the ability to sort of pause and look at the people around you and understand how they're feeling.","27:26",88,["hum","lis"]],["174-1",0,"Living by core values of kindness, generosity, service and curiosity brings peace.","I'm really at peace is I've lived my life, my entire life, according to my core values. And my core values have been kindness, generosity, service, and curiosity.","10:34",89,["pur"]],["174-2",0,"Have a team you trust, can rely on and who has your back as you have theirs.","A team that you trust, have confidence in, can rely on, depend on, and who has your back and you have their back.","13:08",89,["tea","tru"]],["174-3",0,"How important a team is, whether a spouse or a business partner.","But I think one of the lessons there is how important a team is, whether it's your spouse, whether it's your business partner.","13:49",89,["tea"]],["174-4",0,"People want to be emotionally honest but don't know how.","Because it's very rare for people to be that emotionally honest with anyone. People want to be, they just don't know how to be.","15:52",89,["aut","com"]],["173-0",0,"She had the humility to start in the post room.","We were only in our 20s. I mean, incredibly young. This is fast trajectory for you, because you say you had the humility to start in the post room, and then you thought to yourself, once I'm in, I'll make this happen.","8:27",90,["aut","dev"]],["173-1",0,"Communication was one of the big lessons from a fast-growing early career.","73. 73. So what's kind of your biggest takeaway or your biggest reflection from that incredible period of learning? I think communication was one of the big things I learned.","12:25",90,["com","dev"]],["173-5",0,"Meeting patients and families is humbling and the most purpose-driven part of her life.","Do you feel that this part of your life and this focus is probably the most purpose-driven part? Oh, I can't. I mean, it is so humbling when I meet the patients and I meet their families.","39:54",90,["pur"]],["172-0",0,"Learning is everywhere if you're open to it.","And learning comes from everywhere, not just those who tend to specialise in leadership. I think the key is, if you're looking for learning, you can see learning happening all the time.","2:34",91,["dev"]],["172-2",0,"A football lesson: 100% of my best is enough.","But I thought it was quite credible for him to sort of step up and say that. But yeah, so my lesson in football from David Close was 100% of my best is enough.","10:38",91,["spo","dev"]],["172-3",0,"We limit the chances of the vulnerable instead of investing harder in them.","So we're limiting the chances of the more vulnerable or the less well catered for instead of investing harder in them to create this positive upsurge of very capable people.","18:23",91,["inc"]],["172-4",0,"Remember the leaders who invested in you.","Yes, that is a long time ago. I remember it well. And a very... good leader, David Goldie, invested in me. I love the fact you remember everyone's name still.","25:04",91,["fbk","dev"]],["172-5",0,"Create time and spend time together.","But the key is we've got to create time and spend time together. We'd go for a walk that would take you an hour and it would take us three hours while we made flint tools in a field for an hour and then cooked sausages on our jet boil while sitting in the park.","38:48",91,["tea"]],["171-0",0,"Even when nobody is at fault, the dynamics of people, leadership and communication matter.","And it was nobody's fault. There's not judgment around that. But what I learned was that the dynamics of people, leadership, and communications matter.","5:28",92,["com","tea"]],["171-1",0,"Great leaders have a ripple effect on people's lives, including the next generation entering work.","So my kids are the starting point for me, very close to home. I've noticed that in organizations and in countries or any other framework, good, great leaders, actually their ripple effect and the positive impact on people's lives is when my sons join the working world, the impact that will have for them is incredible.","7:51",92,["hum"]],["171-3",0,"Schools should be teaching leadership; by the time people get into business it's late.","Is that a mistake? Well, my view, I think when you get into business, it's still too late. I think our schools should be focusing on leadership.","13:08",92,["dev"]],["171-4",0,"In a 20-year study, purposeful leaders were outperforming on business performance.","It's 20 years since the study. And so I'll go into purpose. The leaders that we looked at, first of all, they were outperforming in terms of business performance.","18:35",92,["pur","str"]],["171-5",0,"Beware a \"culture of success theatre\"; leaders have to look imperfect and try things.","You've got to look imperfect, make mistakes, try things. The other day I was talking to a leader and they said, we have a culture of success theater.","24:22",92,["cul","aut"]],["171-6",0,"The world is littered with leadership models.","The world is littered with leadership models. Here's the seven things you need to do here. Here's the 10 things that create trust.","39:30",92,["dev"]],["170-0",0,"Businesses are now trusted more than governments to be a force for good.","Because I had a couple of great guests in earlier. Darren and Natif from Business 4.0. And they were talking about, and we've seen this in the Endelman Trust Barometer, that actually businesses now are trusted more than governments in relation to being a force for good.","2:39",93,["tru","pur"]],["170-2",0,"Expect about 20 mediocre ideas for every good one, so don't fear failure.","And so going back to this point around failure and fear of failure, he. gave me this ratio of 20 mediocre ideas for every one good idea.","25:12",93,["cre","res"]],["170-3",0,"Role model vulnerability: don't be the first person in the room to suggest an idea.","One thing he did is he role modeled vulnerability. He would intentionally do a couple things. He would not be the first person to suggest an idea in the room.","26:02",93,["aut","cre"]],["170-5",0,"Create time and space, a lab, for creativity.","So middle C creativity is creating time and space, a lab, if you will, for creating new dishes, new menus. So this goes back to what I learned from neuroscience.","35:40",93,["cre"]],["170-6",0,"The brain processes images far faster than text, so use visuals.","But you know. Or unlucky. Or unlucky. But it really doesn't stir the blood, does it? Well, what I learned is that the human brain processes images 60,000 times faster than text.","41:58",93,["com"]],["169-0",0,"Sometimes you need a new brand, team, culture and IP to start again.","But I think, if we're honest, we felt like we had about half the answer. Right. And... Just felt like we needed the focus and the space and the ability to start again with a new brand, a new team, a new culture, a new set of IP.","7:36",94,["chg","ent"]],["169-1",0,"The Edelman Trust Barometer shows business is now the most trusted institution, with expectations to do the right thing.","I think what the Edelman Trust barometer said is that people are turning to business as the most trusted institution. And now the expectation of employees and investors and customers is that businesses need to change and do the right thing.","9:59",94,["tru","eth"]],["169-2",0,"Family businesses reach a difficult moment when the founders who lived the values step back.","It's irrelevant. Nothing gets executed. So anyway, we did all that. And then I just think it became apparent, right, that the business was at that difficult moment that a lot of family businesses get to, where the people who founded it and had been the core of it and lived the values of it, it was just time for...","12:46",94,["chg","ent"]],["169-4",0,"Purpose anchors you to a specific horizon.","And so you need to be able to look at different horizons, right? And Purpose does a really good job of anchoring us to a very specific horizon.","28:45",94,["pur","str"]],["169-5",0,"At the core of their culture is impact, anchored in purpose and holding themselves to account.","What's at the core of the culture? And in our business, what you'll feel is impact is at the core. which is anchored around our purpose, delivering our purpose, holding ourselves to account around that.","34:44",94,["cul","pur","own"]],["169-6",0,"Bake fundamental human values like integrity and respect into how you recruit and who you fire.","We're going to have integrity. We're going to have respect. You need to have all fundamental human values baked into the core of how you recruit, who you fire, everything.","35:20",94,["hir","eth","pur"]],["168-0",0,"The military can be a family; his regiment recruited mostly from two counties.","Very much so, yeah. And, you know, at one level, the military can be a family. So my old regiment, my original regiment, the Devon and Dorsets, West Country Regiment, an awful lot, the overwhelming majority of the recruits were from those two counties.","12:53",95,["pub","cul"]],["168-2",0,"People often fail when they move from best in class to leading others, even after 25 years.","And when they make that move from best in class to leading others... They start to fail, and that can be after 25 years, Rupert.","19:00",95,["dev","emp"]],["168-4",0,"You don't become a great sportsman without practice; leadership is a muscle to exercise too.","You don't get to be a great sportsman without practice. You've got to exercise the muscle, right? You've got to exercise the muscle.","19:49",95,["dev","spo"]],["168-5",0,"Leaders need to be resilient, sometimes tough, and make hard decisions.","And that means they need to be resilient. They need to be, sometimes they need to be quite tough. They need to make some hard decisions.","35:24",95,["res","dec"]],["168-6",0,"Decision paralysis won't get you far; decide with the limited information you have.","Being frozen isn't the answer. Yeah, decision paralysis will not get you very far. You have to start making decisions with the limited information you've got because you're not going to get all the information.","46:16",95,["dec"]],["167-0",0,"Being a good guy, hardworking, friendly, trustworthy and reliable wins people over where force never will.","being violent, threatening, trying to coerce, force my way into a position of advantage. That was never going to work. And what I learned was that by being a good guy, by working hard, by being friendly, by being trustworthy, by being reliable, people slowly started to work out that...","4:27",96,["tru","res"]],["167-1",0,"People came to trust him because he'd shown resilience.","But as I say, in that time, I learned about human behavior and how to win people over. And so in my latter years at school, I ended up in positions of responsibility because people had learned to trust because I'd been, I suppose, resilient is the right word.","5:05",96,["tru","res"]],["167-3",0,"Barristers have to win clients' trust very rapidly.","They end up with you as their advocate. They've never met you before. And you've got to win their trust very rapidly.","13:18",96,["tru","com"]],["167-4",0,"Gear how you win trust to the needs of the client.","occurring in clients that we deal with. And so you've got to gear what you're saying, your method of winning trust, to the needs of the client.","14:14",96,["tru","cus"]],["167-5",0,"Teams fail with a \"my way or the highway\" individual.","But I think it's really important to understand team working. And I think that a lot of teams... will fail if you've got one individual who says, we're doing it this way, my way or the highway.","15:26",96,["tea"]],["166-0",0,"When making workplaces \"millennial friendly\", organisations failed to bring existing staff along.","So as I was supporting organizations to move into that transformation and transform their workplace to be more millennial friendly, what I noticed is that organizations fail to do two things.","5:38",97,["inc","chg"]],["166-1",0,"Younger generations are often labelled as lacking resilience.","And the idea is that they are very easily bruised or they melt down easily. Or lack of resilience. I've heard that there's a lack of resilience.","19:21",97,["res","inc"]],["166-2",0,"In the past, resilience was thought to come through hardship.","But going back to resilience, what I think is really interesting, and I have a lot of conversations about this, especially with leaders in certain countries, Asia as a region being one of them, is in the past, there was this idea that you would build resilience through hardship.","21:22",97,["res"]],["166-4",0,"Fulfilment comes from knowing your job aligns with your values and integrity.","I want to learn from others. And so this is fantastic. And then, of course, the idea of being fulfilled in the things that you do, going home and feeling good about yourself, knowing that your job aligns to your values, to your integrity, that you're not forced to.","39:28",97,["pur","eth"]],["166-5",0,"If people don't feel their work is meaningful, they'll leave.","The second thing is purpose is becoming important. And if people don't feel that what they do is meaningful, they're going to leave your organization and they're going to go somewhere else.","47:31",97,["pur","hir"]],["166-6",0,"Leaders should enable purpose in others and build a shared purpose and vision.","that they can enable purpose in others and come up with a shared purpose and a shared vision that can, of course, benefit the company.","48:24",97,["pur","emp"]],["165-0",0,"Consumers drive sustainability through what they buy and how they vote.","It's the making the decisions as a consumer. So buying the products that supports buying environmentally conscious products. Or voting. You have to just get out and vote and say, these are important issues to us.","22:59",98,["str","own"]],["165-1",0,"Serve all stakeholders: shareholders, customers, employees and regulators.","Your shareholders are a key stakeholder, of course. But you have to try and serve them all. And if you can make your shareholders happy and your customers, your employees, your regulators happy, you're going to – have a happy life in existence and have pricing ability and the ability to have flexibility.","29:31",98,["str"]],["165-3",0,"The first place to start is purpose.","Where on earth do you start? Yeah, well, the first place you start is purpose. And I just slightly push back on the, you know, if you're hiring...","35:47",98,["pur","str"]],["165-4",0,"You can find purpose in most businesses.","Like I'm very lucky in the renewable energy industry that it is fundamentally attractive in itself. But you can find purpose in most business.","40:01",98,["pur"]],["165-5",0,"Be purposeful and aligned: do good as well as do well so people can bring their best selves to work.","You need to be purposeful. You need to have a purpose to your business and you need to be aligned. You need to be showing that you're doing good as well as doing well and have people able to kind of bring their best selves into work because they feel aligned and behind what your business is all about.","41:31",98,["pur","cul"]],["165-6",0,"Run a business with a conscience; the truth will out.","The truth will out. You need to be running a business with a conscience. You need to be running a business where you're true to your values, you're true to your goals, for your employees to be aligned with you, for your customers to be aligned with you, for your regulators to be aligned with you.","42:50",98,["eth","pur"]],["164-0",0,"Curiosity and values often come from your parents.","I'm just a curious person, I think, really. I think lots of stuff comes from your family. I think my parents are curious people and driven people, and lots of my values come from them.","4:31",99,["lis","pur"]],["164-m0",0,"Competence and technical skill are table stakes when hiring; the most important thing is mindset and values.","when we hire people, I'm realizing more and more we hire for their competence, technical skills and experience. But the most important thing is their mindset, their values.","30:42",99,["hir","pur"]],["164-2",0,"Culture and values in a business come from the personality of the founders.","I do think, though, it's a real reflection of the three founders. I think culture comes... It's amazing how culture in a business and values come from the personality of the founders.","35:48",99,["cul","ent"]],["164-4",0,"One of the best things they did was hire coaches for the founders and team leaders.","And so that was probably one of the best things we did actually was hiring coaches for the three of us and then for our team leaders because we have a group of about 13 of us now including...","37:07",99,["fbk","dev"]],["164-6",0,"Your job is to listen and bring the most out of people, not to have all the right answers.","Well, actually, if you suspend your thought and think, actually, your job is to listen and then be able to bring the most out of people, it's so much more rewarding than thinking you need to be the person with all the right answers.","46:56",99,["lis","emp"]],["163-0",0,"Some decisions you make because you feel you have to, like dedicating your life to a mission.","Right. So when I actually decided to give up everything and dedicate literally my life in this course, in this mission, it's one of those decisions that you feel like you have to do it.","9:03",100,["pur","ent"]],["163-2",0,"A mission-driven start-up must first make sure it can survive and keep existing.","large employers that have the means, financial and others, to actually help women within the organization to take the next step. And that is, you know, if you have experience in the startup world, the first thing that you need to do is actually make sure that your mission-driven startup actually can survive and create the power to continue existing.","12:22",100,["ent","inc"]],["163-4",1,"Her launch \"marketing strategy\" was being honest and vulnerable and asking, who's with me?","This is what I want to do. You know, who's with me? So that was my brilliant marketing strategy. Just being honest and vulnerable during the pandemic and announcing to everyone.","15:54",100,["ent","aut"]],["163-6",1,"A private members' club for women executives aiming for board roles, working with recruiters to change the culture.","Recruiters like Hydric and Struggles that know what's the right thing to do. They want to promote talent irrespective of gender. So we're bringing everyone together to change the culture that's built over generations.","34:12",100,["inc","chg"]],["162-0",0,"To overcome a fear, face the ultimate form of it.","Right. But if you want, I can help you. Do you want me to help you? And I kind of nodded. And he said, in order for you to overcome any fear, you need to face the ultimate form of that fear.","5:15",101,["com","res"]],["162-1",0,"Success rarely comes the first time; people fail and give up too quickly on their dreams.","You just wanted to watch? And he said, no, no, no, no. Muhammad, success doesn't happen from the first time. And that's another lesson I want to give to all the listeners out there is sometimes when we, in the journey to achieve our dreams, we fail and we fall and we give up really quickly.","6:47",101,["res"]],["162-2",0,"His mistake was avoiding his fear of speaking for years by keeping his mouth shut.","And I thought I was doomed. That was my mistake, that I actually kept my mouth shut. My mistake was I avoided my problem for so many years.","8:41",101,["com","res"]],["162-5",0,"If a joke doesn't land, extend your pause until the audience is back with you.","So be mindful that if that happens, you need to extend your pauses until the audience are back with you. As I say, I'm going to put the link in because I would ask people to watch this.","26:47",101,["com"]],["161-0",0,"The pandemic sped up open conversations; we're more vulnerable with each other.","And it was under the carpet, basically. And perhaps the pandemic helped us here. It has sped up the conversations. We are a little bit more open, a bit more vulnerable with each other.","2:54",102,["aut","wel"]],["161-2",0,"When physical health goes, mental and emotional health follow.","I was just basically losing my health. And with that, when you lose your physical health, then your mental health is falling with it and the emotional health as well.","8:15",102,["wel"]],["161-3",0,"Executive loneliness: if leaders stay isolated and don't share their challenges, their teams never get to know them.","And executive loneliness is just that. If we keep staying isolated at the top, if we are not vulnerable as a leader, if we don't share our challenges with the people around us, if we are not human with the team around us, then they're never going to know us.","16:59",102,["wel","aut"]],["161-4",0,"Bring a culture of engaging teams and having honest conversations.","You bring in this confidence and this culture in your business and in your company where you're engaging your teams and having honest conversations.","21:35",102,["cul","com"]],["161-5",0,"Newer companies engage teams in conversation, get their feedback and buy-in, and work towards win-win.","So that is on the negative side. On the positive side, we see the new generation of companies who are engaging the teams in conversations and getting their feedback, their buy ins and looking and working together on a win win situation.","23:52",102,["fbk","tea"]],["160-0",0,"A tutor overturned years of feedback that he was \"bad at maths\".","And I had always kind of been told and given the feedback that I was bad at maths. And this tutor, she was a former Cambridge maths professor.","7:11",103,["dev","fbk"]],["160-2",0,"The culture of the CEO has changed dramatically in the last decade.","Maybe. I don't know sort of where it comes from. And I think we've got better at it. And I think, you know, the kind of the culture of the CEO that's emerged in the last decade is really different.","20:53",103,["cul","aut"]],["160-3",0,"Introverts can make great leaders: more empathetic, open to other views and less confrontational.","But there's also a sense of discomfort. And so I quite enjoy that. But introverts actually make great leaders because they're probably a little bit more sympathetic and able to empathize with people and take alternative points of view and be less confrontational and so on.","21:52",103,["inc"]],["160-6",0,"Hire for intelligence and potential over education, including people the system has failed.","No, just from a business piece. I think we do things super differently. you know, we do put a huge bias on intelligence versus education to kind of bring that all the way back, you know, to try and hire people who have the potential but are often poorly educated or the system's failed them or whatever.","56:18",103,["hir","inc"]],["159-1",0,"Advice to young people: do something that you love.","And the other thing I would say to all kids, which is sort of slightly off tilt a little bit, is do something that you love.","32:48",104,["pur","dev"]],["159-2",0,"Culture eats strategy for breakfast, so humanise as much as you can.","I'm a terrible manager, but a good leader. And, you know, I try and humanise as much as I can, you know, the old adage of culture, each strategy for breakfast.","41:14",104,["cul","hum"]],["159-3",0,"Getting to know people beyond their roles and performance measures helped build a better culture.","And they're quite profound things that they come up with. And actually understanding the people that were in the business, not just their day-to -day roles and their performance measures and all of those, but actually getting to know those helped build a better culture within the business.","42:13",104,["cul","lis"]],["159-4",0,"A sales lesson: cross the divide between work and personal to build real relationships.","whatever it may have been. Yeah. It's that human. It's that human piece. Yeah. And I've got a little golden nugget for anyone that's maybe in sales more than anything is one of the lessons that I learned very early on in sales was to cross the divide between work and personal.","45:35",104,["cus","hum"]],["159-6",0,"A good leader helps people understand their weaknesses and how to overcome them.","Absolutely. Because not everyone can understand or knows their weaknesses. And a good leader will help them understand them and how to combat them or how to overcome them.","55:34",104,["fbk","dev"]],["158-x1",0,"Many people don't have a purpose when they leave school.","Most of my friends, when we were younger, we didn't know what we wanted to do. We didn't have a purpose when we left school.","3:58",105,["pur","dev"]],["158-x10",0,"Every success has another side: someone else's failure.","Every time I've had a success, I always look at the other side. My success often means someone else's failure in the opposition's team.","20:08",105,["spo","hum"]],["158-3",0,"Keep picking good experiences out of the worst moments in your life.","And that's where you've got to keep picking those good experiences from some of the worst moments in your life, to be quite honest with you.","20:38",105,["res","dev"]],["158-x12",0,"Humility comes up again and again in the stories guests tell.","Now, that's obviously important to you, that story. I know it was in the book and it immediately resonated with me. And you've used a word that I actually I've got on the screen here was humility.","21:16",105,["aut"]],["157-0",0,"Research links culture with the bottom line.","And I love the fact that Hydric have got great research. And you can check this out. There's one piece of research that's aligning culture with the bottom line and how companies can accelerate progress.","4:50",106,["cul","str"]],["157-1",0,"What you permit and what you promote is the culture you get.","So it makes a very real difference. And let's be honest, as leaders, what you permit and what you promote is the culture you get.","5:28",106,["cul","own"]],["157-5",0,"The conversations people want with their leaders have fundamentally shifted since the pandemic.","We now have to connect, stay connected and reconnect with people in a way perhaps that we didn't have to pre-pandemic. The conversations that people want to have with you as their leader or that you want to have with your leader have fundamentally shifted in a post-pandemic environment.","10:27",106,["hum","com"]],["157-6",0,"A question worth asking: do you actually matter to yourself right now?","It's a question I pose to all of you. Do you actually matter to yourself right now? And she helped me understand what vulnerability was all about.","11:06",106,["wel","aut"]],["156-x2",0,"To keep up with tech, find the people in your team who naturally follow it and learn from them.","So that's kind of the biggest question for leaders. Like, how do I stay on top of? Of all of this. And, and one of the ways that we've, that we've seen work really well is kind of looking at, you know, looking at your team and seeing who is naturally looking at this stuff.","19:41",107,["tec","tea"]],["156-x4",0,"It's impossible to stay on top of technology alone; it's a team sport.","Because it's impossible. Even if you're the most tech forward person, it's impossible to stay on top of it by yourself. It's a team sport.","21:09",107,["tec","tea"]],["156-0",0,"With AI tools, encourage people to experiment within sensible limits.","Is that even possible? It's a very tricky line right now. And that's something that everyone's trying to navigate. But what I would say is a best practice is that you have to let and encourage people to experiment, but not necessarily.","27:08",107,["tec","cre"]],["156-x6",0,"Encouraging personal experimentation with generative AI signals that the company takes it seriously.","Now, what we're seeing at the company level is when we encourage people to experiment with it kind of on a personal level, what that does is it still shows that, hey, we think that Gen AI is going to be.","29:16",107,["tec","cul"]],["156-1",0,"Soon we may not be able to trust anything we read, hear or see.","So if we genuinely very soon, Julia, and it is very soon, we can't trust anything we read, anything we hear and anything we see.","35:41",107,["tec","tru"]],["155-3",0,"Recovery starts with accepting that something has actually happened to you.","It's just work for me. I think firstly, just accepting that something has happened to you. I think that's where a lot of us sort of fail to understand that, okay, this has actually happened to me.","16:02",108,["res","wel"]],["155-4",0,"Read up on the signs of illness, don't take things lightly or self-medicate, and listen to your doctors.","The people need to sort of read up on the signs and... Definitely not take things lightly. Not sort of self-medicate. Listen to their doctors.","23:22",108,["wel"]],["155-6",0,"You can be a leader as an individual contributor: be empathetic, compassionate and a decent human being.","It's okay if you're an individual contributor. You can still be a leader. You should be a leader in your thought, in the fact that you need to be empathetic, you need to be compassionate, and just be a decent human being.","25:27",108,["hum","emp"]],["154-0",0,"In Asian culture there's a lot of stigma attached to being LGBTQ and coming out.","I'm not even sure I know what that is. Is that like... So in the Asian culture, there is a lot of stigma attached to LGBTQ and coming out and all the rest of it.","14:06",109,["inc","aut"]],["154-4",0,"Growing up means accepting who you are and not living behind something else.","And when you grow up, which is what you have to do... You can accept who you are and not have to live behind something else.","28:44",109,["aut"]],["154-6",0,"You've got to be the person you want to be, and anyone can do that.","You've got to be the person you want to be and anyone can do that. You really can. I want people to listen and watch this and just think this is a compelling...","43:08",109,["aut"]],["153-0",0,"The outcome of diverse thinking is checks and balances on the culture so it doesn't become myopic.","What is the outcome that we're looking for by having diverse thinking in an organization? And the outcome we're looking for is the checks and balances on the culture to make sure that we are forcing the organization to not be myopic.","13:15",110,["inc","cul"]],["153-1",0,"Diversity gives a richer culture, product and working environment that gets the best out of everyone.","Richer culture, richer product, you know, richer working environment that actually means that we get the best out of everybody that's in that environment because we're not actually forcing it into this kind of constrained position where, you know, we know that in this world there's a lot of black and white.","14:00",110,["inc","cul"]],["153-3",0,"Inclusive leadership means challenging the status quo, avoiding the echo chamber and embracing diversity of thought.","Okay. So in relation to your explanation of the role of... inclusivity within leadership. It's about challenging the status quo, not having the cookie cutter, avoiding the echo chamber, but being able to embrace that diversity of thought because we're in a rapidly changing world and what people want and need and consume is rapidly changing.","19:39",110,["inc","chg"]],["153-5",0,"We recruit in our own image, and large language models trained on our data risk repeating that.","We recruit in our own image. Yes, exactly. And I think that these new large language models are going to be trained, are being trained on huge amounts of data.","27:36",110,["tec","inc"]],["152-1",0,"Improv's core skills for business: listening, co-creating and building on what the other person said.","I want to teach it to people in business. Couldn't it be a useful thing where you are making listening? The important thing, listening, co-creating, building on what the other person said.","12:48",111,["lis","cre","com"]],["152-4",0,"Even improvised work needs structure: organised meetings, an agenda, budgets and a rough strategy.","Structure. Structure. Organised. Zoom, Teams meetings, makes them organised, structured. Have an agenda. Yes. Budgets. Have a rough strategy, that kind of way you've got to get to.","18:36",111,["str","com"]],["152-5",0,"Trust in the process stops improvisation from becoming chaos.","That'd be fine. We've been here a lot of times. So you have the trust in the process. So it's not completely chaotic.","20:23",111,["tru","cre"]],["151-3",0,"Many people see vulnerability as weakness or think their own needs don't matter.","They see vulnerability as a weakness, as a mental health issue. Or somebody else's needs are more important than my own. Or this kind of almost judgement that my needs don't matter.","5:31",112,["aut","wel"]],["151-4",0,"Suppressing vulnerability has significant negative consequences.","A lot of work and the clinical research and the impacts of us suppressing vulnerability leads to extraordinary negative repercussions. It has negative consequences in our lives.","5:52",112,["aut","wel"]],["151-6",0,"Vulnerability is empowering: a chance to identify your needs and become the best version of yourself.","First, I don't think people understand what vulnerability is. Because actually, vulnerability is very, very empowering. And when you understand that vulnerability is an opportunity for you to identify your needs to become the best version of yourself, it's better for you and your whole environment.","7:17",112,["aut","dev"]],["150-0",0,"Sustainability is one of the most abused terms and many don't understand it.","But I'll first start by saying that word, as you said, sustainability is now one of the most abused terms. A lot of people don't understand it.","8:16",113,["str"]],["150-1",0,"Leaders need to understand the science behind sustainability, not just the communications.","There are very few scientists that I ever meet. There are lawyers and communication experts, very few scientists, but you need to understand the science.","8:40",113,["str","dec"]],["150-5",0,"Politicians respond to pressure from their electorate.","At a political level, absolutely. If you do not address this, you should not be in political office. Now, people need to understand that politicians, as self-serving as they are, respond to stimulus from their electorate.","25:34",113,["pub","own"]],["150-6",0,"The model we operate in is outdated and not fit for purpose.","So what I'm hearing is that actually the model within which we operate and live actually in some ways is outdated. It's not fit for purpose.","29:23",113,["str","chg"]],["149-x0",0,"He worked in every department at West Ham for a year.","Yeah, I may as well go straight into the business side of things. So I worked in every single department at West Ham for a year.","4:26",114,["dev","spo"]],["149-x1",0,"His father was always very open with the family about decisions and setbacks.","Dad was extremely open with us, always was very open. If something happened or something went wrong or this or he was going to do this decision, even if he got an earful back from me and Dave, which, I don't know, when you're...","7:43",114,["com","fam"]],["149-0",0,"Even when you've earned a role, acknowledge when feedback is correct.","So I'd earned being in that particular role. But also I had to acknowledge that the feedback was also correct. At 22 years old, Jack...","17:25",114,["fbk","spo"]],["149-x4",0,"Surround yourself with good people, follow your gut, and be open about what you don't know.","And then also I was extremely lucky that I had a lot of people around me. Um, and I think it's also, you've got to follow, follow your gut as well a little bit and also be very open to say, look, I don't know what I'm doing.","19:26",114,["aut","dev"]],["149-3",0,"New coaches and players have to learn a new culture, which affects the team.","Yeah, exactly. So Stuart Pearce left last summer and Alan Irvine left the summer before. So I think all of that stuff can have an effect on a team where you've got all of these new individuals coming in who have to learn how to learn a new culture, a new language.","35:11",114,["cul","spo"]],["148-1",0,"You can't be expert in everything; you need trust, empowerment and autonomy across the organisation.","You cannot be expert in them. You cannot have a line of sight to all of them. Actually, you have to have the trust, empowerment, autonomy of the people in your organisation to be across them.","17:29",115,["emp","tru"]],["148-2",0,"Hire people on the basis that you fully trust them from day one.","And I think that that has obviously helps grow those individuals, but it helps grow those people. But in order to do that, you have to hire people on the basis that you fully trust them from the day that they start.","18:20",115,["hir","tru"]],["148-3",0,"You won't win by forcing people; make them want to.","Yeah, but there's also, there's no way you're going to win this battle by forcing people, by saying you have to. You have to make people want to.","20:03",115,["chg"]],["148-5",0,"A good coach makes you answer the question yourself, so you reach the learning on your own.","My coach will say, no. You won't say anything. And then I have to answer the question. And in doing that, I'm coming to the conclusions or coming to the learnings myself.","39:48",115,["fbk","dev"]],["147-1",0,"You can love studying law without enjoying being a lawyer.","It's actually funny because I didn't enjoy being a lawyer. However, I loved studying law. I felt very compelled by the logic, the analytics, the learning part and the delivery of that.","9:22",116,["dev"]],["147-3",0,"Fail and fail often; there's always something else if you're open to it.","to fail and fail often and don't be afraid of that. And there's always going to be something else. You just need to be open to it.","20:36",116,["res","dev"]],["147-5",0,"You don't need to sacrifice who you are or your values to succeed.","You don't need to sacrifice who you are or your values or the way you present yourself in order to get there.","30:54",116,["aut","pur"]],["147-6",0,"The value of hard work gets less attention than mental health, purpose and values.","I think the value of hard work has kind of been something that is less on the table than other topics. And yes, of course, mental health, of course, purpose, of course, values, of course, all the big picture things.","32:07",116,["dev"]],["146-1",0,"To beat stage nerves, get internal validation before you go on.","So if you want to get past that, you need to have internal validation before you go on the stage. And so the way that you do this, and this was proven by a study done by Cresswell and Sherman back in 2015, where they did something using the protocol of the Trier social stress test.","19:31",117,["com","wel"]],["146-2",0,"Focusing on your values before a stressful situation reduced adrenaline, cortisol and heart rate in a study.","But if people had focused on their values, they got internal validation and they could go through a challenging situation with no difference to their adrenaline, their cortisol and their heart rate.","20:29",117,["com","pur"]],["146-3",0,"Focus on just three values to live by; too many becomes overwhelming.","And it's important not to have too many because you get overwhelmed. So I like to focus just on three. These are the top three values that I want to live my life by.","20:47",117,["pur"]],["146-6",0,"Lockdown led many to ask \"what is the purpose of this?\" and around 51% more people left to start businesses.","with themselves during the lockdown thinking, why am I even doing that? What is the purpose of this? And there was an uptick of, it was something like 51% more people than usual who were leaving the workplace going to start their own business with that sense of, I want to do something I believe in.","39:19",117,["pur","ent"]],["145-0",0,"Being rejected by his local club and two career paths by 21 proved he could handle setbacks.","Yeah, when I look back now, if I look back now to the age of 21 where these things happened to me, I would turn around and say being rejected by my local football team that I supported, being rejected by two career paths, it proved to me that I could handle resilience without a doubt.","7:47",118,["res","spo"]],["145-1",0,"Genetics and surroundings matter, but how you handle resilience matters most.","You know, genetics play a big part in it. And I think what you're surrounded with, the influence you're bombarded with. And a big one, really big for me, is how you handle resilience.","9:08",118,["res","spo"]],["145-2",0,"Every success has another side: someone else's failure.","Every time I've had a success, I always look at the other side. My success often means someone else's failure in the opposition's team.","20:19",118,["spo","hum"]],["145-3",0,"You don't need to come from football to run a football club, though the experience helps.","Do people need to come from football to run a football team? I don't think so, no. I think the experience that it gives you can be helpful at times.","35:47",118,["spo","hir"]],["145-5",0,"Advice to young players: play for enjoyment and take ownership of your own career.","I would say to young players, play for the enjoyment of it. Take ownership of your own career. Now, whether that is as a footballer or in business, you're the product of what you sow.","46:57",118,["own","spo"]],["145-6",0,"Work ethic matters.","Yeah, which is fine. But that will be my advice to any youngsters out there foraging their way in life. I think work ethic as well.","48:54",118,["dev","spo"]],["144-1",0,"Many people don't have a purpose when they leave school.","Most of my friends, when we were younger, we didn't know what we wanted to do. We didn't have a purpose when we left school.","4:35",119,["pur","dev"]],["144-3",0,"He has had businesses that failed and kept getting back up.","And that's... That's seen me well through many, many years. I've had businesses that have failed. And I often refer to it as like Chumbawamba.","18:46",119,["ent","res"]],["144-4",0,"Hearing loss affects most people with age, including highly accomplished professionals.","A very accomplished accountant. I think he was the Bernard Matthews personal accountant. So he was a very accomplished accountant. But audiologically, his ears had started to fail him, like they do in most people.","22:14",119,["tec","inc"]],["144-5",1,"XRAI Glass, smart glasses that subtitle conversations for deaf and hard-of-hearing people.","And we're like, oh, actually it does work. It does work. But, you know, we are hearing. So it's hard for us to have a real insight and empathy towards someone who doesn't have hearing.","24:38",119,["tec","inc"]],["143-0",0,"Design thinking brings curiosity, empathy and humble inquiry to understanding human behaviour.","So if he's listening, it's probably about time he came back on. And what I was really, really impressed with was, the curiosity of design thinking about human behaviour, the empathy, humble inquiry, to really, almost from the ethnographer's perspective, put yourself into somebody else's shoes.","3:45",120,["lis","cre"]],["143-4",0,"Start any new habit with a tiny, almost ridiculous change; build on baby steps.","And it's not being less ambitious because you build on baby steps. So I often say to people, Whatever, you want to start meditating, you want to start exercise, you want to start being nicer with your team, make it a tiny, what seems ridiculous, change or improvement.","25:21",120,["wel","dev"]],["143-5",0,"Behaviours aggregate into culture, so start with your own team.","And so the aggregate of those behaviours give us that culture. And I often... say to people, forget about the organisation for now, just think about your team, however many people are in that team.","31:56",120,["cul","tea"]],["143-6",0,"Have a bias towards experimentation, don't fear failure, and keep humility.","I don't know if it was a formal piece of advice I received or even given, but I just think that bias towards experimentation and not being afraid of failure, because I think if we're always, and it comes to so many things, it comes to ego, it comes to being brave and the importance of humility.","38:47",120,["cre","aut"]],["142-0",0,"Business and performance are about people: how they think and behave has a line of sight to results.","At the end of the day, business and performance is all about people. It's the way people think, the way people behave, I always say, has that line of sight to business and performance.","6:02",121,["hum","str"]],["142-1",0,"Many organisations have one preferred profile of person or a strong prevailing culture.","of different ways of thinking and behaving. And typically where they might be in an organisation, a sort of one preferred profile of person or indeed a prevailing culture that can be very, very strong in certain businesses and certain industries.","10:49",121,["inc","cul"]],["142-2",0,"Difference can trigger fight or flight, causing a \"troubling interaction\".","It may kick in, it may activate our fight or flight. And of course, when people are different, I always say that it actually causes what I call a troubling interaction.","12:47",121,["inc"]],["142-3",0,"Working with people different from us starts with awareness that we're all different.","Leading, operating in an environment, working in business partnerships with people who are different to us. So when you think about that from a leadership perspective, you have to have that awareness that we're all different.","20:53",121,["inc","tea"]],["142-5",0,"Working in a very different culture means adapting your style while staying authentic.","where they had to go and work in a very, very different culture. And they spoke about the challenge for them to significantly adapt their approach and style and behaviour in order to be appropriate, but also find that level of authenticity so they will still be themselves.","27:48",121,["inc","aut"]],["141-x0",0,"Skateistan came directly from Afghan children who wanted to skateboard.","Yeah, and I mean, this came also directly from the children themselves. Wanting to skateboard, I didn't go to Afghanistan with the idea of starting a skateboarding project.","22:18",122,["lis","cre"]],["141-x2",0,"Listening to what children asked for, even with very limited resources, made it possible to change their lives.","But you're changing people's lives, albeit one at a time, Oliver, but you're changing their lives. It was simply a chance to listen to them, to what they were asking for, and even with really, really limited resources myself, it was possible to make some changes in these kids' lives, and that was exciting.","25:40",122,["lis","pur"]],["141-x3",0,"Skateistan built Afghanistan's largest indoor sports and education facility for children in 2009 with many partners.","And we also brought them into the project and managed to then... built the largest indoor sports and education facility for children in the country in 2009 on the grounds of the Olympic Committee with all of these different governments, with a building company that gave us...","30:18",122,["ent","tea"]],["141-0",0,"Skateistan has made many mistakes over 15 years and wants its whole ecosystem to succeed.","They're all part of our ecosystem. They're all part of our... social scape world. And we want to see them succeed. And we've made so many mistakes over the last 15 years.","36:27",122,["res","ent"]],["141-1",0,"Listening to the kids took Skateistan to the world stage.","kind of a little bit of a crazy idea of listening to the kids to really literally being on the world stage and winning.","39:26",122,["lis"]],["140-0",0,"Wellbeing means genuinely checking in with ourselves and making sure the people around us are okay.","Yeah, completely. And I think, yeah, it's great, the fact that there is that focus now on... you know, wellbeing. And I mean that in a very genuine way, like genuinely checking in with ourselves and making sure that we and the people who are around us are okay.","6:25",123,["wel"]],["140-1",0,"We often start in the wrong place by assuming leaders need a model.","Tell me what's behind that. So I think often we start in the wrong place. We start with the idea that leaders need a model.","7:34",123,["dev"]],["140-3",0,"Leading change problems include change that won't stick and people who won't commit.","Then number nine, problems with leading change. So I think we're all quite familiar with kind of what that means, but going through some of those issues around what happens when change won't stick, when people don't want to commit to it, and making sure that it's the right kind of change.","14:05",123,["chg"]],["140-5",0,"People will commute in if work offers celebration, human connection or learning.","I don't need to spend the money, spend the time battling into central London or wherever they're working. If I come into work and we're celebrating something, we're really connecting on a human level or I'm learning, I'm being educated or I'm helping to share my learning.","29:03",123,["cul","tec"]],["139-1",0,"Respect, effective communication, trust and recognition come through in the feedback you get from others.","Yes. And so respect. Communication, effectiveness, trust, recognition by the feedback I'm getting from other people. But as I told you, you can ask for a feedback and then you can get feedback.","8:24",124,["fbk","tru"]],["139-4",0,"A good manager may tell you to apply for a job outside their team: you need to evolve and fly.","You need to move. I mean, five years in a row with this team. You need to evolve. You need to fly.","19:29",124,["dev","fbk"]],["139-6",0,"Spread good core values one-to-many, so others become ambassadors for them.","I can change the company and the society in a more effective way. It's the one-to-many approach. I want to contaminate in a positive way with authenticity people, with good stuff, good technique, also good, let's say, core value, life value, so they can really be the new ambassador of this kind of core values and so on.","35:19",124,["pur","cul"]],["138-0",0,"Leadership is deeply personal.","And that's what I'm really keen to explore with all of you, because I think this is personal. I always say that leadership is actually deeply personal.","6:43",125,["hum"]],["138-1",0,"Profits matter, but business is also about people and purpose.","Profits matter. We know. We're a business. We all understand it. But it's about more than that. It's about people. It's about purpose.","7:51",125,["pur","hum"]],["138-2",0,"People no longer expect leaders to have all the answers.","What I really enjoy about this platform is that we've kind of moved beyond a top-down structure to leadership. I don't expect and I think most people don't expect leaders to have all the answers anymore.","9:06",125,["emp","aut"]],["138-5",0,"When you don't know how to approach something, communication and empathetic leadership help.","So if you don't know something or you don't know how to approach it, it's about that communication piece, I think. And I mean, Sarah and I have just written an article on empathetic leadership.","13:48",125,["com","hum"]],["137-0",0,"Sharing information and disclosure build trust, connection and warmth.","It's about sharing information. It's about disclosure. And all of those are techniques for building trust. for building connection, building warmth. And so the medium, at least the way you and I practice it, allow for that connection to happen very quickly.","7:31",126,["com","tru"]],["137-1",0,"Manage speaking anxiety with a two-pronged approach: address sources and symptoms.","So when it comes to managing anxiety, you really have to take a two-pronged approach. You have to manage sources and manage symptoms.","14:05",126,["com","wel"]],["137-2",0,"Most communication is spontaneous, so practise for the moment you're asked a question or must correct a mistake.","Yet most of our personal and professional communication is spontaneous. It happens in the moment. Somebody asks a question or asks for your feedback or you make a faux pas and mistake and you have to correct it.","17:35",126,["com"]],["137-3",0,"Vulnerability shouldn't just be in mission and values; leaders and teachers have to live it by expressing theirs.","You have to speak it. It should be part of your mission, vision, values. But you have to live it. So we as leaders, we as teachers, we have to express our vulnerabilities.","24:11",126,["aut","pur"]],["137-4",1,"An award for the biggest failure, because taking risks requires failure.","And in fact, there was a panel of judges who would award the biggest failure. Celebrate. And the idea was to say, one, if you're not taking you're not risks require failure.","24:36",126,["res","cul"]],["137-5",0,"Share failures publicly so others don't repeat them and failure becomes part of learning.","But. The reason we shared it publicly is don't make the same mistake again. Let's learn from each other's mistake. So setting up a culture where that happens, where failure is actually part of the learning process, part of the growing process.","24:54",126,["res","cul"]],["136-1",0,"You can't have a great place to work without a human, people-centred culture.","What's your take on a human-centred organisation? Well, I mean, for me, I spend my life trying to look for what I would call, you know, great places to work and you simply can't have a great place to work unless you have basically you know a great place to work culture which is basically a human people-centered culture.","6:42",127,["hum","cul"]],["136-2",0,"People, service, profit, in that order; you can't train people into good service in a dysfunctional culture.","There's a chance they will deliver. Great profits, right? So it's people, service, profit in that order, right? And so to your human-centered approach, you know, you can't sheepdift people in service training if you've got a dysfunctional culture.","7:59",127,["cus","cul"]],["136-3",0,"Recruit for character, as Southwest Airlines does.","What's the character of the individual, right? And so you ask yourself, well, how do you recruit for character? So at Southwest Airlines, I was speaking to Elizabeth Bryant, who's the vice president of people there last year, and she said, well, let me give you an example, Adrian.","8:32",127,["hir"]],["136-4",0,"Mental health was once never on the agenda; you were just supposed to be resilient.","Right. Right? You can't duck it. Right? I mean, that would never have been on the agenda. Right? Mental health. You're supposed to be resilient.","12:51",127,["wel"]],["136-5",0,"Great leaders ask themselves where they get their energy from.","And I think great leaders answer a really important question, which is where do you get your energy from? Right. And really asking yourself that question.","30:02",127,["wel","dev"]],["135-1",0,"If leaders don't take time to understand themselves, they'll struggle to deal with others.","I know for you, leading self is quite a big thing. And I always say that if leaders don't really spend the time and the effort to really understand themselves, then it becomes problematic in relation to how you're going to show up and deal with others, let alone a wider organisation.","14:45",128,["dev","aut"]],["135-2",0,"Health problems and complex new projects showed him he can go further than he thought.","Yes. But with what's happened with my health and with some various other things and getting involved in some new projects in more complex situations, what I've learned is that I can go further.","33:35",128,["res","dev"]],["135-4",0,"Humility means understanding that in a team you can't do it by yourself.","So it's that capacity. That authenticity as well. The authenticity. The humility to understand that, you know, by definition, being in a team situation, you can't do it by yourself.","49:59",128,["aut","tea"]],["135-5",0,"Good teams and leaders pick up feedback, though you can overdo it.","That's Ronaldo. But, yeah, good teams and good leaders, actually, are ones who are willing to pick up the feedback. And I noticed myself once again, you can overdo this and you need to be a bit careful.","51:28",128,["fbk","tea"]],["135-6",0,"Feedback is a gift that not many people ask for proactively.","How do you grow? Well, I always say that they say feedback is a gift, but it's a gift that not many people ask for proactively.","52:58",128,["fbk"]],["134-0",0,"Getting into the Parachute Regiment, where many fail, meant failure was not an option.","because a lot of people who fight for the parachute regiment do not get in for a variety of reasons. To me, failure was not an option.","5:51",129,["res","pub"]],["134-1",0,"He has helped more than 400 people and families exit Afghanistan safely.","Anthony, just help me. How many people have you helped exit Afghanistan safely? In excess of 400 people and families. and vulnerable children.","15:17",129,["pub","pur"]],["134-6",0,"In captivity, a negative mindset spirals downward, so you have to stay positive.","But as soon as your mindset goes in... and negative, it's a spiral. You will keep going down. So you've got to stay positive.","29:42",129,["res","wel"]],["133-0",0,"Much depends on how the leader shows up: enjoying it, passionate and clear on the purpose of the business.","And I think it's partly to do with how the leader shows up. So if the leader's enjoying it and is passionate about it and has a purpose and knows the purpose of the business and can...","2:48",130,["pur","hum"]],["133-1",0,"Smaller firms can attract people from big corporates by offering the chance to make an impact.","So I always sort of say when I'm recruiting people, which I do as well as doing leadership coaching, when I'm recruiting people who have maybe been in a big company, a BT or a Vodafone or something, and I'm recruiting them for a telecoms consultancy, for instance, the difference is that you have the chance to make an impact.","7:03",130,["hir","ent"]],["133-3",0,"When growing a company, your values and purpose shine through in the culture you create.","And then if you are growing a company as well, your values and your purpose are going to shine through. This is the culture of the organization you're creating as well.","22:38",130,["pur","cul","ent"]],["133-4",0,"If you know your values, decisions are much easier to make and test.","If you know your values, it's just much easier to make decisions and know that they are in alignment with that. more difficult to pressure test, isn't it, I think, if you just don't have that.","23:27",130,["pur","dec"]],["133-5",0,"Many disengaged team members are disengaged because they don't get the purpose.","No, and it's sort of by accident. But I think a lot of team members who are disengaged, demotivated, not... not putting the effort in are doing so because they don't get the purpose.","27:08",130,["pur","hir"]],["133-6",0,"Leadership is energy-expensive; spend real time leading the people you rely on.","And again, it's that, a former guest also said, leadership is energy expensive. You've got to really spend the time leading the people who you're relying on for the business.","28:14",130,["wel","own"]],["132-0",0,"Every organisation creates and manages masses of data, whether it realises it or not.","You're creating masses of data. And every organization manages data to some degree. You probably could, you know, if you're a leader listening right now, you're like, yeah, yeah, we have an information security team.","9:47",131,["tec"]],["132-2",0,"Data governance needs mechanisms, training, the right hires and a framework to succeed.","You have to actually put in place the mechanisms for this. And you have to train. your teams and hire the right people, put in place the framework to succeed.","13:26",131,["tec","hir"]],["132-3",0,"We live in a data culture and take it for granted.","But we're really living in a data culture, aren't we? Because we are just surrounded by data all the time. We're taking it for granted.","14:05",131,["tec","cul"]],["132-6",0,"Match data governance to your size: a small organisation needs a lightweight programme.","Okay. So let's get this down to some real clarity. You have to determine what kind of program you need, right? So if you're a small organization, it's going to be lightweight.","29:23",131,["tec","str"]],["131-0",0,"To understand China's approach today, look at its history and culture, including the \"century of humiliation\".","I would tie it to history and culture. There's certainly an element of intelligent thought here, but you go back to China in the 19th century, the century they call the century of humiliation, where they've transitioned from being the middle kingdom, the center of the world in their mind.","9:51",132,["cul","str"]],["131-2",0,"The belief that others will embrace our values once we communicate them has been a miscalculation, from imperialism onward.","We see that not only in the United States perspective, we see that in the history of the UK with imperialism, this belief that we will bring the values, communicate them, they'll embrace them, we'll all be happy together.","15:17",132,["cul"]],["131-4",0,"Western firms in China face a paradigm shift in how they develop trust with local partners.","How do you develop that trust in them with really the future of the company in your country? It's a big paradigm shift for Western firms.","36:26",132,["tru","str"]],["131-6",0,"Humility in practice: never make a significant decision in a vacuum.","Alan, over to you. What would you say? Stuart mentioned humility, that I would kind of operationalize that in saying don't ever make a significant decision in a vacuum.","45:58",132,["dec","aut"]],["130-1",0,"Feedback is a gift when people ask for it.","And for leaders of all levels to be able to have critical conversations. And I always say that, you know, in some ways feedback is a gift when people are asking for this particular gift in any organisation, really.","21:33",133,["fbk"]],["130-2",0,"Be good enough at the other things a leader needs, but double down on your specific expertise.","So my advice is be good enough at... the other stuff that you will need to encounter in order to be an effective leader, but truly double down on your specific expertise, on your specific skills.","27:05",133,["dev","str"]],["130-3",0,"Stay in your \"zone of genius\" as much as possible instead of being pulled into every meeting and decision.","And how am I going to be able to live in that? I hate saying this because it's a bit jargony, but that zone of genius as much as possible, instead of getting distracted and pulled into, oh, well, you have to sit in this meeting and come, you know, weigh on this decision.","29:02",133,["str","dev"]],["130-4",0,"An inspiring environment is one where failure, which everyone will do at some point, won't end your career.","And then, like I said, portioned out all of the good. And it was a really inspiring environment in which to work because you knew one that you could fail not on purpose, but as Normal human beings will inevitably at some point at all levels of every organization fail, but it wouldn't mean the end of your career.","31:49",133,["res","cul"]],["130-5",0,"A good leader orchestrates rather than being in charge of everything.","And you're just orchestrating it all as opposed to being the one who's in charge of it all. The tide rises all boats in a good leader one hopes.","36:29",133,["emp"]],["129-2",0,"Most people will never face a life-at-risk situation, but there are still lessons to take from those who have.","Many people will never have a life at risk situation, Chris. But, you know, still we're always trying to think about what the takeaways are.","35:26",134,["pub","res"]],["129-3",0,"Being responsible for the salaries of 51 people is no mean feat when the buck stops with you.","You're responsible for the salaries of 51 people. Trust me, that's no mean feat in itself when the buck stops with you and the progress that you've made.","40:36",134,["own","ent"]],["129-4",0,"Be honest enough with yourself about the work you still have to do.","Be hard on yourself. Not be hard on yourself, but be honest enough with yourself that you've got to go and work.","41:51",134,["own","dev"]],["128-0",0,"A values-based culture creates trust and empowerment, and the customer experience is better for it.","And when you have this values-based culture, it creates trust. It creates empowerment. And ultimately, the customer and the customer experience at the end of the day is the better for it.","7:34",135,["cul","tru","cus"]],["128-1",0,"The ability to actively listen is key to successful leaders.","is, I believe, really key to successful leaders. And that's why the listening leader or the ability to effectively actively listen. I believe is so important in corporate culture and for leaders in general.","12:00",135,["lis"]],["128-4",0,"Asking questions and listening to all opinions in the room led the leadership team to a purpose-driven work model.","perfect answer. So it's always going to be a trial and error. But by asking the questions, by having an open dialogue, by listening to all the different opinions in the room, it became for the entire leadership team pretty clear that this purpose-driven work model is the way to go.","15:59",135,["lis","dec","pur"]],["128-5",1,"Pair exit interviews with stay interviews; together they tell you how to build culture and belonging.","And if you take that information from both the exit interview and the stay interview, you have everything that you need to do as an organization to create the right culture, to instill a sense of belonging.","20:46",135,["cul","hir","lis"]],["127-0",0,"A company that outsourced manufacturing and stopped listening to customers changed its culture and suffered for it.","And the question was, why did that happen to them? And it was because they actually started outsourcing their manufacturing. They stopped listening to their customers, taking feedback, and they changed their culture.","8:11",136,["cul","cus"]],["127-1",0,"Putting the customer at the heart of what you do is a culture choice.","And they did that by focusing on the culture. They said, OK, customer at the heart of what we do. And, you know, you see it today.","8:35",136,["cul","cus"]],["127-2",0,"You can't force culture on people; do it because you believe in it, not to have nice values stuck on the wall.","You cannot force culture upon people. You have to do it because you believe in it and you think it's the right thing to do, not because you want to look good and you want to have nice values stuck on the wall as a sticker.","13:05",136,["cul","aut"]],["127-4",0,"Gone are the days of only caring about profit; people want to work with and partner with companies that have a purpose.","Gone are the days of excessive profits and only caring about business results. People want to work and partner with companies that have a purpose.","20:17",136,["pur","ent"]],["127-5",0,"Leaders have an outsized role in culture and must be a visible role model every day.","don't yet understand the value of culture and their cultural transformations have been doomed to failure by making that decision. So leaders, you have an outsized role to play and you have to be a visible role model every day for the culture.","26:13",136,["cul","own"]],["127-6",0,"Be less self-interested and more interested in the team, and you'll be a great leader.","make a workplace where people want to come and contribute and participate something in me changed it really stuck with me and it said we have to be less self-interested and more interested in the team and i think that is If you do that, you're going to be a great leader.","32:57",136,["tea","hum"]],["126-0",0,"In a large organisation you can't know everything; give up the spreadsheet and create a culture that enables people.","You certainly can't understand all the people, 100,000 people you've got and all their lives and difficulties and issues and challenges. So you have to give up this desire to know everything and put everything into a spreadsheet and instead go, my God, my job is to create a culture that enables.","5:36",137,["cul","emp"]],["126-1",0,"Empower teams to self-organise solutions while you remain culture setter, creator and role model.","Instead, I'm going to empower teams across my business to self-organize solutions. And I'm still going to keep a role of A, like culture setter, creator, modeler.","7:36",137,["emp","cul"]],["126-4",0,"Teams need psychological safety and a growth mindset of \"it didn't work yet\".","And she develops it. And you can't have any form of team without this kind of responsibility to take it. And you're talking, aren't you, here now about elements of building trust, having a culture of psychological safety and a growth mindset of, hey, it didn't work yet.","23:14",137,["tru","cul"]],["126-5",0,"Trust is needed for significant change because people have to put themselves on the line and make mistakes.","So trust is needed for any form of significant change because people have to put themselves on the line. They have to make mistakes.","25:37",137,["tru","chg"]],["126-6",0,"Brand trust is like a bank: build enough and you can survive a withdrawal when you make a mistake.","The definition almost of brand trust is that you can make a mistake like your washing powder corrodes. or your liquid kills someone and you still have a business afterwards because there's enough trust in the bank that you could take a withdrawal and there's something left.","26:27",137,["tru","cus"]],["125-0",0,"Rebellion can be what draws young people into a gang culture.","What was it about almost the culture maybe that was a draw for you? I think what it is, and that's a powerful question again, and as you're saying it, I'm listening, I'm trying to think, and I think it's rebellion.","9:21",138,["dev"]],["125-1",0,"On the streets you can't show emotion; you have to be tough.","We didn't shed no tears like that because the streets, you can't have emotion. You have to be tough. And, you know, it was a war zone.","11:21",138,["res","wel"]],["125-5",0,"It's hard to pull away from a lifestyle with a strong culture of its own.","Yeah. But it's hard to pull yourself away from a lifestyle which in some ways is compelling in its own way or has a draw or has a strong culture.","18:01",138,["cul","chg"]],["125-6",0,"Even senior management teams can lack purpose, direction and resilience.","of lack of understanding. And even I find that working with adults, with senior management teams, many have got no lack of purpose, a lack of direction, a lack of resilience.","22:27",138,["pur","res"]],["124-0",0,"A Boeing 747 is complicated; an organisation solving future customer problems is complex, and needs a different approach.","So you could think of it as a Boeing 747 is a complicated machine. So many bits and bobs in it. You have to be a planet brain to know how it all goes.","7:57",139,["str"]],["124-1",0,"Problems in complex organisations often come from not listening to customers, low trust or people not feeling seen and appreciated.","It might be we're not listening to customers. It might be we don't have trust or safety in our teams. It might mean people don't feel seen and heard and appreciated.","10:19",139,["tru","lis"]],["124-2",0,"With customer problems that aren't mainstream yet, you have to solve the right problem.","That's a complicated machine. But an organization that's trying to solve customer problems for the future, they're not even mainstream yet. You've got to solve the right problem.","16:55",139,["str","cus"]],["124-3",0,"Many organisations are running on fumes: the fumes of trust and resilience.","Exactly. But I think we're still stuck on the, can we survive? Our organizations tend to be running on fumes now. And what I mean by fumes is the fumes of trust and resilience almost come to an end.","17:50",139,["tru","res","wel"]],["124-5",0,"People need meaning (purpose) and mastery: the chance to try things, self-organise and learn from mistakes without being shot down.","So meaning, mastery. Meaning is purpose. Why are we doing this? We have an impact in the world. Purpose. Mastery is I'm given opportunities to try stuff out, to self-organize, because I'm a human being, I have ideas, to make mistakes and learn from them without being shot down, laughed at, sacked.","21:11",139,["pur","emp"]],["123-2",0,"Agility rests on the capacity to learn faster, which means a culture where mistakes become learning moments.","So it's our capacity to learn faster, which includes... Because when we're learning things, we're going to make mistakes. So creating a culture where we can learn, have those learning moments.","20:03",140,["dev","cul"]],["123-4",0,"Resilience starts with having a sense of purpose.","I'll just stay on the tennis thing for a minute because because resilience is really about. Well, first of all, it starts with having a sense of purpose, which which kind of.","23:54",140,["res","pur"]],["123-5",0,"Purpose is glue: the stronger the purpose, the easier it is for organisations and people to be resilient.","That's kind of what younger generations expect. It also creates glue. And the stronger the purpose, the stronger the glue, the easier it is for organizations to be resilient and for people to be resilient.","25:09",140,["pur","res"]],["123-6",0,"World Central Kitchen, founded by chef José Andrés, is an example of resilience grounded in purpose.","So that's what resilience is really about. It's about starting with purpose. And the organization that keeps coming to mind for me is the World Central Kitchen, Jose Andres, who was a Michelin premier chef.","25:45",140,["pur","res"]],["122-1",0,"A university ethos that everyone has a right to be themselves taught tolerance in the best sense of the word.","But what I learned at Brown was, tolerance in the best sense of the word. Okay, tell me more. Because Brown's ethos and DNA was one that says everyone has a right to be themselves.","13:10",141,["inc","cul"]],["122-2",0,"A culture of acceptance celebrates difference.","And did you feel accepted as well within that environment? So that there was, in essence, a culture of acceptance and celebrating the difference.","13:59",141,["inc","cul"]],["122-5",0,"Nothing is guaranteed nor promised, so whatever you want to do, do it today.","So why am I here? What's the lesson? And I realized that nothing is guaranteed nor promised. So whatever you want to do, you should do it today.","32:54",141,["pur","dev"]],["121-3",0,"In a competitive industry like wine, find the blue ocean strategy in the red ocean industry.","So it's for me making very careful decisions, planning a lot and realizing you can't just... You need to be, especially in the wine industry, being such a competitive industry in the world, you can actually say, you need to almost find the blue ocean strategy in the red ocean industry.","33:44",142,["str","ent"]],["121-4",0,"Consider where markets are going and what consumers are looking for.","So that's something you're working on now? Yeah, no, totally. Just to add on to what Izan was also saying, you know, our model, we had to find strategy because what we've learned in business as well is that, you know, you need to consider where the markets are going, what consumers are looking at.","37:36",142,["str","cus"]],["121-5",0,"Being a force for good in business includes being present for your team.","We saw like, you know, with mental health, emotional challenge. So I think if you think about being a source of good for your business is also you being present with your team being there.","40:33",142,["hum","wel"]],["121-6",0,"Whatever your size, know you can make a difference.","I think whether you're a big company or you're a small company, I think you need to know that you can make a difference.","41:18",142,["pur","own"]],["120-0",0,"Leading soldiers meant sacrificing with them and giving the purpose and meaning behind orders.","And that's the farthest thing from the truth, really. And that's the weakest form of leadership. I had to show my soldiers that I was willing to sacrifice with them, to give directions, but also give the purpose and the meaning of why I was telling them what to do and why we were there.","6:02",143,["pub","pur"]],["120-1",0,"In a new organisation, don't come in firing orders; observe and listen to understand, then prioritise.","When you're taking a new organization, you can't come in day one, just firing away at telling people what to do. You have to observe and listen to understand, and then you can prioritize.","10:10",143,["lis","chg"]],["120-2",0,"Spend interpersonal time getting to know each other: transformational, not transactional.","And the other one is. Just time together, getting to know each other. Interpersonal time. Transformational, not transactional. Because if you understand that people want community, they want tribe, they want meaning in their life, then the day-to-day practices that you do at work or whatever, for us it's in combat, have to translate to a purpose of...","21:19",143,["tea","pur"]],["120-3",0,"Build relationships where junior people can tell you, without fear, that you need sleep.","Um, and, and those course questions, if you were listening, were there. But I think that most impactful was when the junior leader, one of my, you know, part of my interior team, I had set up that type of relationship where he could not worry about me responding harshly, like, sir, you need to get some sleep.","32:46",143,["tru","fbk"]],["120-4",0,"Set the culture from the opening moments: we are a team.","But go back to that first day when I said we are a team. In those opening moments, I was established. I was starting to set that culture like we are a team.","33:30",143,["cul","tea"]],["120-6",0,"Virtual time together must be purposeful about building connection, not just transactional.","So just having, virtual time together doesn't mean it's actually real time. It's transactional versus transformational. So some of the virtual time, even if it's completely virtual, has to be for that purpose of building the connection between whether it's team members or boss, subordinate, whatever it is, it has to be purposeful.","37:36",143,["tea","tec"]],["119-1",0,"Resilience: she has always been very resilient.","Because it's entirely rewarding. So where does this focus and resilience come from, Alice? Have you always had that? I have always been very resilient.","11:30",144,["res"]],["119-2",0,"The systems aren't in place to help people who are significantly vulnerable.","So initially there was no plan. So my plan was I just can't catch it. Because the systems aren't in place to help people who are significantly vulnerable.","16:09",144,["wel","inc"]],["119-3",0,"Sometimes you have to bring in other people to advocate for you.","And actually, this is something that I take over from working in business. Sometimes you have to bring in other people to advocate for you.","17:20",144,["tea","dev"]],["119-5",0,"In the music business you have to adapt quickly so the legal structures are in place to monetise.","That's the problem. So you have to adapt and evolve very quickly to make sure that the legal parameters are there. so that you can effectively monetize a business.","24:55",144,["ent","chg"]],["118-0",0,"People are now much more comfortable talking about their mental health.","Yeah, it's not a battle I think any longer. I guess one of the big shifts that I've experienced in say the last decade is that people feel more comfortable talking about their mental health.","5:16",145,["wel"]],["118-2",0,"Mindset can be measured for individuals, teams and whole organisations.","So when we measure, and you can measure an individual's mindset, you can measure a team's mindset, you can measure them. of a culture of an organization.","17:54",145,["cul","dev"]],["118-3",0,"Many senior leaders, even FTSE 100 CEOs, have imposter syndrome and see themselves as a work in progress.","With that in mind, when we think about the growth mindset, we think about failure, we think about learning. And I spoke to so many senior leaders who talk about the fact that they have imposter syndrome, that they are still work in progress, even though they might be the CEO of a FTSE 100 or an S&P company.","21:14",145,["aut","dev"]],["118-4",0,"Growth mindset shows in attitudes to risk and failure, such as whether teams hold grudges about mistakes.","We very easily measure in growth mindset people's attitude towards risk and failure. So teams that... sort of hold a grudge about mistakes.","27:31",145,["tru","res"]],["118-5",0,"With low psychological safety, people cover up mistakes, which also wastes energy.","In teams where you have low psychological safety, people don't feel safe to talk about these things. They cover up mistakes. Now imagine in your team, leaders and managers who are listening to this, if you have low psychological safety, people are A, covering mistakes, bad thing for all of the reasons that you think, but that takes energy.","28:50",145,["tru","tea"]],["118-6",0,"Put the happiness of others at the forefront.","And he said, I'm very proud to be part of Action for Happiness. Part of the purpose is to increase happiness. But what he says really succinctly and beautifully is that you need to put the happiness of others at the forefront.","34:48",145,["hum","wel"]],["117-2",0,"It's okay to be average; average people can make an important impact.","But listen, you need to know it's really OK to be average. Average people can make a really important impact on the world.","7:25",146,["dev"]],["117-x6",0,"There's a lot of fear in business; she learned young to speak truth to powerful people.","So it could be that I got used to speaking truth to powerful people when I was relatively young. But that I've mostly seen in the business world, so much fear in people.","9:00",146,["com","tru"]],["117-x9",0,"If you don't care about someone deeply, you don't have the right to challenge or confront them.","How does one, you know, those scales, how do you balance those in someone? Tell me a little bit about that. I believe that if you don't care about someone and care about them deeply, that you don't have the right to challenge them or to confront them, because that is either shaming or painful.","15:36",146,["fbk","hum"]],["117-x10",0,"Good feedback can say \"that didn't work, but I believe in you and your capacity\".","Well, people might feel freer to repeat that behavior. But if they say something like, Adam, you know, that. didn't actually work, but I believe in you and your capacity.","20:43",146,["fbk","tru"]],["117-6",0,"Leaders need to be agile and make decisions in real time.","Aha. Well, when I think of what does a leader need to do? A leader needs to be agile and to make all these decisions in real time.","32:48",146,["dec"]],["117-x13",0,"Leaders need both the external skills and the inner fortitude to act.","So what is the external thing you have to do? Then internally, do you have the fortitude to do it? Sort of the inner game.","33:25",146,["dev","res"]],["116-0",0,"On sustainability, pick your spots as a company and jump into action.","How am I going to do this? No, you need to pick your spots as a company and as a leader and just jump in on the journey of action.","6:58",147,["str","chg"]],["116-1",0,"Great leaders understand the complexity of running a sustainable business across supply chains and communities.","So great leaders can conceptually understand the depth of complexity. that it has to run a more sustainable business as it relates to the communities of their supply chains or their locations of their environmental impact and societal impact.","9:40",147,["str","pur"]],["116-3",0,"Great leaders have high LQ, learning quotient, and learn alongside younger people.","We believe LQ, that great leaders are learning. alongside younger people in the company because sustainability is moving so quickly in all aspects of sustainability that high LQs as an individual I can keep learning, as a culture will keep learning, has really differentiated the companies who win and the executives who win and have impact.","12:21",147,["dev","str"]],["116-5",0,"People will work very long hours for a company they believe in.","And purpose couldn't be more important to them. And they're willing to bust their backsides working very long hours. in a company they believe in.","20:18",147,["pur","hir"]],["116-6",0,"Natura brought The Body Shop and Avon into one culture.","Natura, which is the Brazilian company, has this dynamic workforce. that loves to work for this company. They bought The Body Shop and they bought Avon and how they brought three different organizations into one culture.","23:35",147,["cul","chg"]],["115-1",0,"Workplace democracy isn't politics.","I was like, no, no. And we started talking about it and talking about it. And they're like, actually, Tracy, you need to understand democracy isn't politics.","5:41",148,["cul","emp"]],["115-2",0,"Core values on every wall don't guarantee they're lived.","I'll never forget. a company that we worked with many years ago. It's a very well-known brand. And the first time years ago that I went to the company and I walked around, they had their core values up everywhere.","10:36",148,["pur","cul"]],["115-3",0,"Culture is the outgrowth of mindset, leadership and the design of systems and processes.","Are we talking a lot about culture? Well, culture is the outgrowth of that. Right. Culture is the outgrowth, I believe, of mindset leadership and the design of the systems and processes of the organization.","13:20",148,["cul","str"]],["115-5",0,"95% of WorldBlu certified companies stayed in business through the Great Recession.","And so obviously, if your company stays in business, which 95% of World Blue Certified companies did, which was much higher than the average exit rate or failure rate in the US during the Great Recession, Obviously, that's going to impact jobs.","30:09",148,["cul","res"]],["114-0",0,"Leadership isn't a position; it's a set of actions that help people work better together.","Leadership is not a position. It's more of, you know, it's a. It's a set of actions and it's helping people work better together and having a better outcome through a better experience, a healthier culture, a better environment.","3:02",149,["emp","cul"]],["114-3",0,"Grit alone isn't enough; you need a sense of purpose around you.","And it made me realize that what's important is not just being gritty. But making sure that I really had a sense of purpose around me.","9:32",149,["pur","res"]],["114-4",0,"After tragedy, she learned to move through it with love, generosity and grace.","with love and generosity and move through it with grace. And that's what I've learned over those, those two very, very tragic and horrific situations.","12:09",149,["res","hum"]],["114-6",0,"Make time for one-to-ones and giving feedback.","Right. It's being able to feel like you have enough and you want to have those one on one meetings. You want to give feedback.","19:51",149,["fbk","tea"]],["113-1",0,"The mental health crisis in sport is becoming more visible.","And things are just escalating in the sports world at the moment as the mental health crisis is becoming more conscious. Yeah, and so that's one angle of what I'm doing.","5:38",150,["wel","spo"]],["113-2",1,"Teaching young people the same mindfulness techniques used with elite athletes to change the image of mental health.","And then part of what we do is about changing the image of mental health for young people. So we use the same mindfulness and meditation techniques we use with elite athletes and leaders.","6:04",150,["wel","spo"]],["113-3",0,"Mental health issues fester when emotions are trapped and people hide how they feel.","It's about. not letting that happen and those emotions getting trapped inside and feeling isolated. And then that's when mental health issues and things can really start festering in a way because you're hiding how you feel.","9:06",150,["wel"]],["112-0",0,"Volunteer to modernise processes in your spare time and you may build something new.","And I said, well, we could do better than this if we actually just modernized a few of our processes. Anyways, they said, listen, we're not sure what you're talking about, but sure, if you want to do that on your spare time, go for it.","2:53",151,["cre","ent"]],["112-2",0,"Returning the company to its founding principles and core purpose was the way forward.","and let this business continue on. And I decided that because of the reasons that I said, we love their customers, we love the people that we had, and we had a good process, the option of turning the company back to our founding principles and bringing us back to our core purpose was the direction I chose in 2017.","14:22",151,["pur","str"]],["112-3",0,"Good relationships are a cornerstone of leading customers; without them they won't trust you.","We feel that that's a cornerstone requirement if we're going to lead our customers. If we don't have good relationships, they won't trust us.","17:11",151,["cus","tru"]],["112-4",0,"A habit of self-imposed change meant they were already warmed up when COVID forced change.","So we were very well versed at dealing with change, self-imposed change, mind you. But when COVID showed up and said, OK, you've got to change the way you do business, we were already kind of like already warmed up.","23:16",151,["chg","res"]],["112-6",0,"Customers love being asked for their feedback.","And customers love it when you're open to asking this question and hearing the answer because they love being asked for their feedback.","30:11",151,["cus","fbk"]],["111-0",0,"Innovation needs alignment: a purpose beyond money that the whole team is drawn to.","And creativity and innovation requires alignment. You've got to feel drawn towards solving particular problems. So a purpose beyond making money and getting an entire team aligned to that is a non -negotiable.","4:15",152,["pur","cre"]],["111-2",0,"If you want a business that can transition, you need an amazing team.","But he's, you know, he's absolutely done this over and over and over again. And, you know, ultimately when you want a business that transitions, you want to have an amazing team.","10:47",152,["ent","tea"]],["111-3",0,"Founders constantly pitch: to investors, to talented people to join, and to customers to trust them.","So, you know, you're pitching investors, you're pitching. Talented people quit their job and come and work with you. You're pitching customers to trust you even though there's no other customers beforehand.","11:57",152,["ent","com"]],["111-4",0,"Ask trusted people to tear your pitch apart and give brutal, unfiltered feedback.","And the purpose of that is I just need you to set fire to it, flame it, shoot it down. I really want to kind of get your brutal, honest, unfiltered feedback on this because I've got some big pitches that I'm thinking of doing in the coming weeks.","16:31",152,["fbk"]],["111-6",0,"Something is missing in the world and your job is to pitch it into existence.","So having a purpose beyond making money is an essential ingredient. And then the idea is something's missing in the world and your job is to pitch it into existence.","35:03",152,["ent","pur"]],["110-0",0,"Be a competitive learner who can learn from anyone, from the cleaner to the C-suite.","So one of the things that I would say to describe me, Donald Thompson, is a competitive learner. And I can learn from somebody that's sweeping the floor in the office or somebody that's in the C-suite.","5:14",153,["dev","aut"]],["110-1",0,"Humility means respecting the human being, not just the job title.","That's humility, but it's also respecting the person, not just seeing the job title or the role, but seeing the human being, which, as I say that, that's become so important in a post-pandemic environment.","5:40",153,["aut","hum"]],["110-3",0,"Present diversity in business terms: a diverse sales team won 8% more multimillion-dollar deals.","If I talk about diversity, equity, inclusion to increase innovation, if I talk about a corporation that has 8% higher win rate in multimillion dollar sales because they have a diverse set of individuals on their sales team, those type of impact numbers get business leaders to think about diversity in conjunction.","10:08",153,["inc","ent"]],["110-4",0,"Don't rush to hire a chief diversity officer without infrastructure; first listen to your organisation through data and managers.","They're rushing out and hiring a chief diversity officer without the infrastructure for that person to succeed. Take a moment and listen to your organization through your data, through your HR team, through your managers.","17:40",153,["inc","lis"]],["110-5",0,"Loyal people won't stay if they can't give their best, which makes loyalty a powerful source of feedback.","Loyalty means that they won't stay with the business if they can't give their absolute best. Loyalty is a source of powerful feedback and learning.","23:36",153,["fbk","hir"]],["109-2",0,"Once you've been through hardship and know you can do it, doing it again becomes much easier.","And I think to that point on kind of grit and resilience, I think once you've been through that once and you know that you can do it, it suddenly becomes very, very easy to do it again.","7:17",154,["res","ent"]],["109-3",0,"When starting with no money, the potential for failure feels okay.","So it means kind of fundraising concerns. When we were first starting out and we didn't have any money to actually start the company, trying to find people, having that potential for failure suddenly feels okay when your kind of outlier event is so far off.","7:46",154,["ent","res"]],["109-5",1,"Using nudge theory and open banking data to give people feedback on their spending habits.","We went through a series of hackathons probably five or six years ago. And one of them we basically came up with, it was the idea of nudge theory and behavioral economics and using that with open banking data to give people feedback on their spending habits.","10:57",154,["ent","tec"]],["109-6",0,"Some ideas are fun but not businesses; others are good but lack the confidence and momentum.","So there was one which was great fun, but not a business idea. Another one, which was a great idea, but you didn't have the confidence, therefore not the momentum.","13:02",154,["ent","dec"]],["108-0",0,"Young adults without opportunities often have more resilience than executives, without knowing it.","And we know, and I've had the privilege of working with some other charities and working with young adults who haven't maybe had that opportunity, but yet they are incredible human beings and the resilience they have, they don't even know it, Camilla, is much more than any kind of exec that I might work with.","3:29",155,["res","inc"]],["108-1",1,"No selection, no rejection: anyone who wants to speak gets a place, a model organisations could apply to recruiting.","So anybody who comes to Podium.me and wants to speak gets a place. I love that. And I'm going to come back to that no selection aspect because I think that's so relevant, maybe even to organisations as regards how they recruit and how they recruit the younger generation coming through.","8:32",155,["inc","hir"]],["108-3",0,"Give young people personal power, autonomy and trust to have a go.","Because in many ways, you're very humble and you're very inspiring and you're empowering for these young people. And in many ways, you're giving them their personal power and the autonomy and the trust in order to have a go.","17:30",155,["emp","tru"]],["108-5",0,"Organisations could be brave enough to say, trust the process.","So I wonder whether organizations can actually, you know, grab hold of that and be brave enough to say, trust the process.","27:32",155,["chg","tru"]],["107-2",1,"Investigating wildlife crime as organised crime, going after traffickers for other crimes too.","The game is changing. We are coming. We're coming for you. We are going after you for different kind of crimes. So you get you have to get out of nature crime.","20:14",156,["pub","eth"]],["107-3",0,"Building trust with informants can take one to three years before they tell you everything.","You know, that's why we stay with these people for one, two, even three years before giving information to law enforcement, because you have to get to a certain level of trust when they will tell you everything.","25:55",156,["tru","pub"]],["107-5",0,"To lead well in a complex organisation, do every job in it at least once.","I actually have one that is very, very important to me, and I try to do it all the time. And to be a good leader, especially in a complex environment or organization like ours, you must do… every single job in your organization at least once.","43:19",156,["own","emp"]],["107-6",0,"You hire people because they're better than you, but you should be able to do their job.","Not as good as they are, of course. That's the reason why you're hiring them. But you have to be able to do it by yourself in order to tell them what to do.","44:33",156,["hir","own"]],["106-2",0,"Happiness isn't a state you achieve, like a beach you lie on.","And, and it isn't, I often say it's not a state that we achieve and we're there. It's not a beach we lie on.","6:09",157,["wel"]],["106-3",0,"Happiness is a signal: when happy, carry on; when not, change something.","And in a way, it's a good, bad signal. When we're happy, it's carry on. When we're not happy, you need to change something.","6:36",157,["wel","chg"]],["106-4",0,"A good culture is one you feel good in.","You know, a good culture you're going to feel good in and a bad one you're going to feel bad in. And organizations often think, I mean, they can talk about their cultures in terms of values and behaviors and these reasonable ways of talking about them.","10:54",157,["cul","wel"]],["106-5",0,"Ask people how their team's culture was this week and most wouldn't know how to answer.","Whereas if you ask, you know, how was your team's culture this week? People wouldn't know. Even what was your well-being, actually, people wouldn't know how to answer.","11:35",157,["cul","wel"]],["106-6",0,"Wellbeing measures must support team leaders, not become a judgement on them.","Right. And then also you have to really think about how you're supporting team leaders, because if you just throw this in, it becomes a sort of judgment on the team leader and it's not supporting them to do their best job.","23:46",157,["wel","tea"]],["105-1",0,"The Human Genome Project showed there's no genetic difference between groups in creativity, drive, intelligence or empathy.","The Human Genome Project 2003 proved to us genetically that there's no difference between black people, white people, men, women. When it comes to things like creativity, drive, ambition, all the things, intelligence, everything we need, empathy, there's total potential for men to be great caregivers and total potential for women to be really good leaders.","12:47",158,["inc"]],["105-2",0,"We spend too much time labelling people instead of accepting that we all have advantages and disadvantages.","in terms of recruiting men and women, even construction. We've got machines now to do that. So I do think we spend far too much time labelling people and trying to work out who's better, who's different, rather than just saying, you know what, we've all got advantages and disadvantages.","13:36",158,["inc"]],["105-4",0,"People struggle to change; they just don't like change.","I just really hoped the good side would win, but it didn't. So my takeaway is people struggle to change. They just don't like change.","21:28",158,["chg"]],["105-5",0,"Hiring for \"culture fit\" against core values works against diversity.","Diversity matters because if you have this, there's something called culture fit. which most companies try and have a culture fit. They have all these core values and they say, we want to hire people that fit into that.","23:54",158,["inc","hir"]],["105-6",0,"Good leaders listen to their people, let them innovate the strategy, then form one common perspective.","I think good leaders listen to their people and the people innovate the strategy. And all you need to do then is weigh up all the different perspectives that those people have and try and formulate one common perspective that the company can follow.","29:28",158,["lis","str"]],["104-0",0,"Happy communities create happy countries, and happy countries create a happy world.","Happy communities create happy countries. Good thing. Happy countries create a happy world. Very good thing. We need a happy world. And today, more than ever, with the learning we got riding the COVID rollercoaster and the slap up the side of the head leadership got.","8:03",159,["hum","pur"]],["104-2",0,"Public company CEOs and large organisations should be a force for good in their communities.","What are your thoughts on that and the roles of... our public company CEOs, large organizations, and the people who work and make them up now to be a force for good, to really provide back to the communities within which we operate, because the world's gone bonkers and we need good leaders, Gary.","9:44",159,["pur","eth"]],["104-3",0,"Garry Ridge's culture algorithm: culture happens when (values plus behaviour) times consistency.","What's culture, Gary? Okay. So let me give you an algorithm for culture. Here it is. Culture equals and the equals sign means happens when parentheses values plus behavior, close parentheses times consistency.","20:17",159,["cul","pur"]],["104-5",0,"Define behaviours, but trust and empower people to operate within the values as they see fit locally.","Because am I right in thinking, yes, whilst you can define behaviors, you've also got to give people some... trust them, to empower them and give them a little bit of autonomy to operate within the values as they see fit, depending on where they work, how they work, regionally where they work.","22:57",159,["emp","cul","tru"]],["103-0",0,"At the core of anyone who drives innovation is natural curiosity.","Where's that all coming from, that insatiable desire to gain knowledge? Was it curiosity? What's going on? Yeah, I mean, I think, you know, at the core of anyone who drives innovation, you have to be a naturally curious individual.","4:31",160,["cre","lis"]],["103-1",0,"To be at the tip of the arrow you have to take risks on things left of field and untested.","And was it kind of safe? Okay, we'll follow. But that's probably not good enough, is it? If you want to be at the tip of the arrow, you've got to be that person who's willing to take a risk, do something which is maybe left of field, untried, untested, has a modicum of risk attached to it.","7:51",160,["cre","dec"]],["103-2",0,"Try something first, accept the risk, maybe fail, learn and move forward.","No, I'm going to do this first. I'm going to try this and accept the risk, maybe fail, learn, move forward, as opposed to end.","8:16",160,["cre","res"]],["103-5",0,"You can't drive an innovative culture if you refuse to move from the plan.","And you can't really drive an innovative culture, an innovative organization, if you basically put a plan in place and say, we're not moving from this plan.","24:07",160,["cre","str"]],["103-6",0,"The biggest challenge in innovation is creating a culture that allows it.","I think the biggest challenge we have in innovation is not necessarily our ability to innovate. It's creating a culture that allows individuals and organizations.","25:23",160,["cre","cul"]],["102-0",0,"Running out of energy before burnout: being \"saved by the bell\" by stopping in time.","I was completely down and out on energy. It was not a burnout, but there was not much left. And fortunately, I got saved by the bell instead of running along.","2:59",161,["wel"]],["102-1",0,"Burnout can show up as someone repeating themselves and crying on a call.","Long story short, he started repeating himself. He started crying throughout the call. And it turned out he was in a burnout.","3:50",161,["wel"]],["102-4",0,"To build his own business he had to make a strict decision to work only on it.","And the only thing is I only saw her four times in the first month that she started working. And I figured, okay, I need to do a strict decision and only train for my own business and only work on my own business.","9:30",161,["ent","dec"]],["102-6",1,"A company gave its 600 employees a book on working hard when it matters and recovering properly.","And they are now offering the book to all of their 600 employees. And they are saying, listen, you need to work hard when it gets to it, when the heat is on.","34:20",161,["wel"]],["101-0",0,"Video calls levelled the field and helped more introverts be heard.","You have to stare at the screen. Right. And so in some ways it has been a leveler to help more introverts be heard.","15:19",162,["inc","tec"]],["101-1",0,"Leadership often means being uncomfortable: step out of your comfort zone, grow into a new one and keep growing.","But part of, part of leadership, is often, unfortunately, being a little uncomfortable. Yep. Agreed. Right? You have to step out of your comfort zone, grow into a new comfort zone, and then keep growing.","22:51",162,["dev"]],["101-3",0,"A sense of purpose gives the impetus to break through.","Right. More power to you. Right. That that is absolutely valid. But but for me, it's the sense of purpose. Right. It is the sense of purpose that drives me and that gives me impetus to break through.","25:27",162,["pur","res"]],["101-5",0,"Be against anything that adversely affects human beings, including mental health struggles.","Right. I am anti anything that adversely affects human beings. I recently wrote a post, for example, about mental health, which is something that I also deal with.","31:24",162,["hum","wel"]],["100-1",0,"Across cultures, much more unites us: people laugh and smile and most want to be kind.","But then there's a lot of so much which unites us. You know, people, you know, laugh and they smile and they most people want to be kind.","12:09",163,["hum"]],["100-2",0,"Once you commit to an expedition you have no choice but to solve problems like staying warm and alive.","Is that a fair comment? Yeah, in a sense, it's certainly a fair comment that, like, we went for it. And once we went for it, we had no choice except to, you know, when you're in the winter and it's getting dark, you have to put up your tent and figure out how to stay warm and stay alive.","16:38",163,["res","dec"]],["100-4",0,"In a desert, overpushing could kill you; in corporate life, it shows up as burnout.","I could break my foot or in another desert, you know, you could almost die if you overpush yourself. In the corporate world, it's more like someone has a burnout.","28:22",163,["wel","res"]],["099-0",0,"He started his own business to create a culture he'd be comfortable coming to work in.","I was out again, so I thought, I want to start my own business. I want to work for me, and I want to create a culture that I'd be comfortable coming to work in, and that's what I've been attempting to build for the last 27 years.","3:24",164,["ent","cul"]],["099-1",0,"In the early years the goal was simply to stay in business; they nearly failed many times.","Right. You know, we set out, we just wanted to stay in business. I mean, we nearly failed so many times. And I captured much of this in the first book.","6:55",164,["ent","res"]],["099-3",0,"He admitted in his book that for two years he wasn't the leader to trust.","All these things that I'm doing are creating that interest in the business again. Because probably for two years I didn't. You know, I put in the book that I wasn't the leader to trust.","15:34",164,["own","aut"]],["099-4",0,"Kindness and gratitude became pillars of the business.","Then I want to talk about business. Then I want to talk about kindness and gratitude. All the pillars of what we were really interested in as a business.","20:29",164,["hum","cul"]],["098-1",0,"Teams and businesses come down to individuals finding their truth, purpose and intention.","You know, if teams, businesses, if you're in a company, but it's about the individual. It's about the individual finding their truth, their purpose, their intention.","20:33",165,["pur","dev"]],["098-3",0,"Respect has another side: trust. Start with both when you meet or hire someone.","What's the other part of respect? Well, the other side of that coin is trust. And you start generally with trust and respect when you meet someone, when you hire someone, you're working with someone.","49:11",165,["tru"]],["098-4",0,"Values became the business's modus operandi: its being while it was doing.","But when I started this in Planet, it informed culture. This was values through our modus operandi. This was our being while we were doing.","50:06",165,["pur","cul"]],["098-6",0,"Trust yourself, respect yourself and listen to your body when it says it's tired.","Trust yourself, respect yourself, and listen to that communication. Then the communication comes in. So your body is saying, I'm tired or I need to talk about this or whatever.","51:31",165,["wel","aut"]],["097-1",0,"Around 70% of transformations fail.","And their question was very tangible. Why do 70% of transformations fail? That's a pretty lossy number. And they actually put a dollar figure on this.","8:58",166,["chg"]],["097-2",0,"75% of the S&P is predicted to be replaced within ten years, and transformation failure rates sit between 60% and 90%.","There's a prediction that 75% of the S&P will be replaced within 10 years. And then that statistic you talked about, failure rate for organizational transformation over the last 15 years is sitting somewhere between 60% to 90%.","10:47",166,["chg","str"]],["097-4",0,"People vote with their feet: in constant change and failure, with a culture they don't believe in, they'll leave.","But I think what it's highlighted is people are now voting with their feet. So if they're in an environment of constant change, of constant failure, of a culture that they don't believe in, that there's no real force for good or a passion for what they do, people will leave.","13:00",166,["cul","hir","pur"]],["097-5",0,"Belief before behaviour: people need to buy into the purpose before they change.","And is that linking in then to belief before behavior, that people actually say, I feel that, I buy into that, I'm behind that, therefore I believe in it, much to do maybe with purpose of organizations and how they retain good talent.","20:52",166,["pur","chg"]],["097-6",0,"Identify the culture keepers in your organisation; they know what people want.","And similarly, they are the culture keepers. They understand who are the ones who are the culture keepers, and they also know what their people want.","40:01",166,["cul","emp"]],["096-1",0,"Keep core values to three or fewer; one company had twelve.","Right. That if you're going to do something, don't get more than three. I love that. Yeah. We were working with a company out in California, and they had 12 core values.","19:16",167,["pur","cul"]],["096-3",1,"Companies investing in round-the-clock on-site mental health and bereavement counselling for staff.","And then, you know, what are the next steps if there need to be any next steps? Think about that. A company that would invest for a 24-7 death and mental health counselor on site for you anytime you need it.","31:41",167,["wel","ent"]],["096-5",0,"Failures and mistakes build the muscles, resilience and character.","So what's the lesson? Right. Great story. So what's the lesson? The lesson is, look, it's the failures. It's the mistakes. It's that builds the muscles, that builds the resilience, that builds character.","45:19",167,["res","dev"]],["096-6",0,"Every great culture, team and leader studied shared a red thread of gratitude.","every great culture that we've studied, every great team, every great leader, that red thread of gratitude was always there. And so we always say, look, leading with gratitude, we can prove it to you statistically.","55:48",167,["cul","hum"]],["095-2",0,"The virtuous cycle: hire the best people available and build an environment where they do the best work of their careers.","At Click, we call this the virtuous cycle. Our perspective is a successful company exists in a cycle. where you hire the best people that you have available.","11:34",168,["hir","cus"]],["095-3",0,"Engaged employees doing their best work make customers love the experience of working with you.","Right, exactly. And if you hire those people and you enable them to... build an environment where they can be deeply engaged and do the best work of their careers, then whoever your customers are and whatever your product is, they will be in love with that experience of working with your organization and with using your products.","12:21",168,["cus","cul"]],["095-4",0,"Culture is a shared set of values and assumptions.","That's a good question. I don't know if we were sleepwalking or if you think of culture, as a shared set of values and assumptions.","30:36",168,["cul"]],["095-6",0,"The best advice he passes on: as a leader, people are the only thing you really need to get right.","So my advice, the single best piece of advice I've ever been given and pass on is. As a leader, people is the only thing you really need to get right.","41:52",168,["hum","hir"]],["094-0",0,"Start transformation by asking why your business is relevant, given how many new businesses fail early.","Well, I think it starts by asking, you know, why is business relevant? Lots of businesses, you see statistics all the time that a huge portion of new businesses that are founded fail within the first couple of years.","9:52",169,["str","ent"]],["094-2",0,"The biggest threat to transformation is often neither the vision nor the technology.","And I believe that the single biggest challenge, the single biggest threat to any company's. desire for transformation isn't having the right vision, although that's critical, isn't having the right technology, although that's critical.","20:38",169,["chg","cul"]],["094-3",0,"To persuade people change leads somewhere better, earn their trust and confidence and keep reinforcing it.","We're going to move towards a better world. And it's hard to persuade people of that. You need to get their trust and confidence and continue to reinforce it.","21:45",169,["chg","tru"]],["093-2",0,"Define culture as what you celebrate and what you tolerate.","It's the great reset now. So now how do we think about building a culture? We define culture as what you celebrate and what you tolerate.","10:54",170,["cul"]],["093-3",0,"Be open to changing, learning, listening and asking questions; people don't want to be told what to do.","We need to be open to changing, to learning, to growing, to listening, to asking questions. People do not want to be told what to do right now.","12:13",170,["lis","chg"]],["093-4",0,"The best leaders now are extraordinary teammates.","Right. And then they'll get leapfrogged from there on out. They don't change their payment. So my sense is that the best leaders are extraordinary teammates because the world has changed.","29:02",170,["tea"]],["093-6",0,"What gets him out of bed is helping develop the next generation of great leaders.","I know what I am passionate about. I know what gets me out of bed in the morning. What gets me out of bed in the morning is I like to develop, I want to help develop the next generation of great leaders.","38:42",170,["pur","dev"]],["092-0",0,"To build psychological resilience in athletes, you need a really clear idea of what you're trying to do.","But equally, it's having a really clear idea of what you're trying to do. So I think if you take any athlete at any point, there's always a bunch of stuff you can do to make them more psychologically resilient.","6:53",171,["spo","res"]],["092-1",0,"In elite sport environments you quickly learn to value humility.","So very, very, very quickly, you need to understand and value. being humble and having a healthy dose of humility in that space.","12:01",171,["aut","spo"]],["092-2",0,"Slow down decision making in complex situations, draw openly on others' expertise and don't always be the decision maker.","And what I've learned to my cost, but also to my benefit over time, is to not only slow down decision making, particularly in complex situations of which where I work now, there are many, but also to draw on the expertise I have openly and also not always be the decision maker.","12:33",171,["dec","emp"]],["092-4",0,"One mistake he made more than once as a leader was moving too quickly.","But in playing that back to my team, One of the mistakes I made, and maybe more than once, is I moved too quick.","25:10",171,["chg","dec"]],["092-5",0,"To have influence, you have to get in sync with people.","We'd both be writing a book. I guess the way that I'd answer that is ultimately what I've learned is that to have influence, you have to get in sync.","27:57",171,["com"]],["091-1",0,"The FBI needed around 26,000 applicants to fill roles across 56 field offices.","Bonkers, absolutely. Hiring for all 56 field offices. So, you know, we're talking about all special agents. You know, we need like 26,000 people to hit apply now.","3:17",172,["hir","pub"]],["091-4",0,"Attract talent by making the case for a purpose-driven life every day.","And let's make that case for, you know, you can come do cool stuff here and you can feel that. purpose-driven life every single day.","7:49",172,["pur","hir"]],["091-5",0,"Lead talent acquisition with purpose.","But you can make that case for that purpose. And that was always something we really tried to drive home in our talent acquisition strategy and our media is really leaning into that.","8:12",172,["pur","hir"]],["091-6",0,"Some people don't feel the need to change because what they have has worked.","Some people don't feel the need to change. You know, they're very focused on like, no, this has worked for us. This is our core identity.","9:23",172,["chg"]],["090-1",0,"Leaders learned in the crisis that culture, wellbeing and belonging start with them.","It doesn't necessarily mean I'm a great leader now, but I'm at least moving in hopefully the right direction. What happened within the crisis for a lot of leaders I've been talking to is they've realized that First of all, the culture, the well-being, the sense of belonging in their organization starts with them.","10:03",173,["cul","wel","own"]],["090-2",0,"To shape wellbeing in your organisation, first shape it in yourself.","No. And if you're shaping the well-being of your organization, first, you need to shape the well-being in yourself and connect with people and connect your team in ways that shapes a culture that actually gives you.","11:27",173,["wel","own"]],["090-5",0,"Culture and strategy are two sides of the same coin.","We're customer centric. We're accountable. We're caring. We're collaborative. Now, that's a nice set of values. I'm not saying that the wrong values, but our work with leaders, culture and strategy are just two sides of the same coin.","35:04",173,["cul","str"]],["090-6",0,"Get clear at the top what culture is optimised for who you are and where you want to go; it will differ from the company down the street.","That other side of the coin will melt through and eat the strategy for breakfast or lunch or dinner. But the definition of culture and really getting clear at the top team level, what culture is optimized for who we are and where we want to go, which is going to be different than the company down the street.","35:29",173,["cul","str"]],["089-1",0,"Young coaches face the question of who would hire someone with little life experience.","And I thought, who in their right mind, who is older than me, would hire me as a coach? This guy hasn't got any life experience.","10:25",174,["dev","res"]],["089-2",0,"Older generations grew up with far less focus on mental health.","A lot of the people I coach who are 40, 50, 60, their upbringing, their culture, when they were doing what I'm doing, when they were my age 20 years ago, there was a lot less focus on this mental health and all this kind of stuff.","12:16",174,["wel"]],["089-3",0,"The pandemic shone a spotlight on everyone's mental health.","I think the pandemic has shone a spotlight on everybody's mental health. There was a wonderful phrase that I heard that if you press the pause button on a computer, it stops, Elliot.","12:42",174,["wel"]],["089-6",0,"Failing at one career, music production, led to another.","And this is where things get a bit extra spicy. So I essentially, I'm going to use the term failed at being a music producer.","17:11",174,["res"]],["088-4",0,"Large employers can run dozens of graduate programmes across many countries.","Culminating in maybe two or three years later, I was asked to lead graduate recruitment for Tesco Full Stop. And we used to have 42 different graduate programs across 13 different countries.","8:12",175,["hir"]],["088-5",0,"Graduate intakes at large firms became \"cookie cutter\".","They're massive numbers. And when you see something on that scale, you start to see what the trends are. And I, not only through my own perception, but also through the hiring managers, we started to feel that the graduates were what we described as cookie cutter.","8:35",175,["hir","inc"]],["088-m0",0,"Recruiting talent is hard, so don't cut out people who can genuinely do the job just because of their grades.","My day job, my team's day job to recruit talent to the firm is bloody difficult. The last thing we want to be doing is cutting out the opportunity for people who genuinely can get these jobs.","27:03",175,["hir","inc"]],["087-0",0,"If you've had to learn every step yourself, you can teach others.","And so if you have to learn every step, then you know what the steps are and you can teach others to do that too.","9:39",176,["dev","fbk"]],["087-2",0,"A leader should come in as the mentor, not the hero.","I'm not coming in as the hero. I'm really coming in as the mentor. So the mentor figure being someone we see in so many different movies and stories like, you know, Dumbledore or Yoda, or you've got to love Yoda.","16:30",176,["emp","fbk"]],["087-3",0,"A key skill is handling negative feedback and objections in real time, such as in a team meeting.","I think the main piece we've worked on with so many people for so many years is the ability to handle negative feedback and objections in real time, which might happen in a team meeting.","24:16",176,["fbk","com"]],["087-4",0,"Write down on one page the values and principles that have guided your most important decisions.","And you can do this by just writing out, take one page of a notepad and write down what are really my key values, principles in life that have guided my most important decisions and why are they important to me and get clear on those.","31:38",176,["pur"]],["087-5",0,"People remember great leaders by how they made them feel.","is your challenge is to do this for at least one person. And when I ask people about great leaders, you know, they always really focus on maybe not what was said or done, but actually how they felt by that particular person.","38:30",176,["hum"]],["087-6",0,"Great leaders aren't those with the most followers but those who inspire the most leaders.","and it inspires something greater inside of you, then that's really what I think leadership is about. So I've heard it said that leaders, great leaders are not people with the most followers, but actually those who inspire the most leaders or to have that leadership sense within them.","40:28",176,["emp"]],["086-0",0,"Make values explicit: one of the company's DNA values is bold and resilient.","Where are you finding that resilience to push through that kind of challenge, that kind of adversity, that kind of disappointment? I mean, in our business today, we have DNA, what we call our DNA, like our values, our high-level values, and one of them is bold and resilient.","9:46",177,["pur","res"]],["086-1",0,"You need a real business first; then you can build the people and the culture.","You've got to have a business. And then you can start, yeah, exactly. You know, you've got to have a real business and that, you know, once you've got a business, you can then start, you know, and you start building a business and it becomes like the people and the culture and everything else.","21:06",177,["ent"]],["086-3",0,"Recruit on values and behaviours, and aim for everyone to think like an owner.","We want everyone to be an owner. And there are lots of other examples. And what we do, we try and recruit based on our values, our behaviors.","22:27",177,["hir","pur","own"]],["086-4",0,"Great leaders put the business before themselves and are willing to make difficult decisions.","It's not about me. It's about the business. What is best for the business? You know, you talk about decision-making. You know, great leaders and great organisations have got to be willing to make difficult decisions.","24:08",177,["dec","own"]],["086-5",0,"For the best decisions, get three or four of the right people in a room and have a proper debate.","And then ultimately we make the decisions, right? But I always find that the trick is to get the best outcome is to get not too many people, but three or four of the right people in the room and have a proper debate.","30:08",177,["dec","tea"]],["086-6",0,"Indecision is the worst thing; make the decision.","Indecision is the worst thing. You know, you've got to make a decision, you know, and we do that quite quickly. And listen, I mean, it's been a tragedy globally, a pandemic, lots of people obviously lost their lives.","34:01",177,["dec"]],["085-1",0,"Some people fit the military structure very well.","And what I learned really quick, Adam, was that for whatever reason, and I could not understand it, I fit in very well in the military structure.","12:27",178,["pub"]],["085-2",0,"Good leaders' energy is infectious and changes the air in the room.","It's infectious, isn't it? It's infectious. And it really changes. the air in the room. And that's what I noticed about the really, really good leaders.","27:13",178,["hum"]],["085-3",0,"Vulnerability is what he learned most from the best leaders.","Absolutely. And that vulnerable piece, you know, you saw me nodding when you said vulnerable. I think that's what I've learned the most from the best, whether it's been politicians or leaders in my career.","28:00",178,["aut"]],["085-4",0,"You can learn more from bad leaders than good ones.","I will tell you what I learned in the Secret Service. And it's actually more, I think I learned so much in the Secret Service because, and I think we had talked about this earlier, Adam, was I have learned far more from bad leaders than I ever have from good leaders.","29:18",178,["dev"]],["085-5",0,"The Secret Service taught him what he didn't want to be as a leader.","Because it's the human being. Absolutely. And it gets down to what my core belief is in leadership. But anyway, what I learned in the secret service is what I don't want to be as a leader.","30:27",178,["dev","pub"]],["084-0",0,"A supply chain runs from selling the product and buying raw materials to manufacturing and distributing to each country.","You sell the product, then you need to go and get the raw materials, you need to purchase the raw materials, you move that into your manufacturing facility, you put it all together, then you get your orders from your customer and then you distribute it to the right country and send it off.","12:31",179,["str"]],["084-1",0,"Younger people choose employers partly on ethics and sustainability.","So if you can offer a role where they're working for a company that has great ethics and is trying to be sustainable and is doing good, then that is a really large part of why people are making, especially younger people, are making decisions about where they work and who they want to be.","24:37",179,["hir","eth"]],["084-2",0,"Supply chain sustainability needs investment of time and a culture shift inside the organisation.","Right. What the challenge is, is the amount of investment time, the amount of culture shift that has to happen within the organisation to get that to happen.","28:01",179,["chg","cul"]],["084-3",0,"If shareholders and customers are crying out for something better, you have to listen if you want to survive.","So if your shareholders, your consumers, your customers are screaming out for something better. then at the end of the day, you have to listen to that if you want to be around, whether that requires investment or not.","29:53",179,["cus","lis"]],["083-2",0,"Set being goals as well as doing goals: know who you want to be as well as what you want to achieve.","Goals cannot be goals. You should have being goals and doing goals. And what I meant by that insight was, you need to know who you want to be every moment of your life, which is being who you are and being who you are, what you want to achieve, like the doing bit.","5:54",180,["pur","dev"]],["083-3",0,"An example of a being goal: I want to be a lifelong learner.","I really get my values. And then I have a couple of being goals, things like, you know, I want to be a lifelong learner.","10:21",180,["dev"]],["083-6",0,"When stress and burnout hit, your core values and sense of being are something to fall back on.","I might feel, you know, stressed and then, you know, burnout and everything. But your core values, your sense of being is always you can fall back to.","26:16",180,["pur","wel"]],["082-x0",0,"When he started the show, everyone in his network said yes to being a guest.","I remember that was with Kevin O'Leary who, well, he very kindly said, yeah, why not? Let's try it out. And I reached out to so many of the network and each and every one without fail said, yeah.","4:44",181,["tru","dev"]],["082-1",0,"Adam's Human-Centred Leadership capabilities: inclusivity, humility, empathy, personal purpose, presence, vigilance and curiosity.","You might ask yourself. Well, they are these. Inclusivity, humility, empathy, personal purpose, presence, vigilance, curiosity. And why are those important? Because it's about how do we now impact humanity and individually, collectively, and through our organizations be powerful forces for good.","8:46",181,["hum","pur"]],["081-1",0,"Leaders should stay aware that they can do huge damage, not only on purpose but through lack of thought.","I'm constantly aware of that. I'm constantly aware that I can do huge damage and not just on purpose, but through thought.","10:02",182,["own","hum"]],["081-2",0,"There's no shortage of loud, assertive powerful people; what's lacking is empathy, and ambition tempered by compassion.","There's not a lack of powerful people being loud and assertive. There's a lack of empathy and ambition meted by compassion and drive, but not, you know, burnout.","15:18",182,["hum"]],["081-3",0,"Distributed leadership still requires solid leadership and strategic values at the top.","That's what leadership is, that distributed leadership model. It still requires solid leadership at the top and strategic values and all this other stuff.","17:09",182,["emp"]],["081-5",0,"If you want collaboration, people must be able to speak their ideas without fear of sanction.","So if you want collaboration, if you want to tell me this collaboration, you have to show me that that's real. I must be able to stick my hand up in the room and speak my ideas without fear of sanction or compromise.","26:47",182,["tru","tea"]],["081-6",0,"Leading well is hugely energy-expensive.","You've got to make sure as a leader, this is hugely energy expensive. If you want to do your job well, you, I was just talking about actually with a, I sit on a footsie board.","41:45",182,["wel","own"]],["080-3",0,"Good leadership is in the eye of the beholder.","And good leadership is in the eye of the beholder. Right. in that you may think Boris Johnson, for example, is a good leader.","17:22",183,["dev"]],["080-4",0,"You don't need the corner office; some of the best leaders are lower in the hierarchy getting things done.","Right. And you don't need to have the corner office to become a leader. Some of the best leaders I've seen over the last 25 years have been people inside organizations at lower levels of management or lower levels of the hierarchy who get stuff done because they see an opportunity, they see a hazard they need to avoid.","18:24",183,["emp","own"]],["080-5",0,"Leadership is a contact sport: build relationships, trust and credibility, and know people's motivations and frustrations.","Leadership is a contact sport, which means that you need to create relationships with the people that you intend to lead. And that's all about building trust, building credibility, knowing the people, knowing what their motivations are, knowing what their frustrations are, being able to put yourself in their shoes.","19:18",183,["tru","hum"]],["080-6",0,"It seems almost every day we're given a reason not to trust business leaders.","And in 2008, we were given lots of reasons not to trust our bankers. But it seems almost every day we're given a reason not to trust our business leaders.","22:39",183,["tru","eth"]],["079-2",0,"The ability to reset may matter more than resilience.","What I have learned is the ability to reset, I think, is probably the greatest thing. People talk about resilience, and I understand, especially now, that conversation, it feels very relevant, but resilience can lead to...","12:09",184,["res","wel"]],["079-4",0,"Get the culture right and diversity follows, because people want to come and work there.","you know, the big I in terms of the protected categories. Yes. And then you get that right, your diversity almost falls out the back end of it because people want to come and work there.","21:11",184,["inc","cul"]],["079-5",0,"Before pushing someone out for \"not fitting the culture\", look at yourself and the culture.","And I think you've got to be really careful around that. They're not a cultural fit statement. Now, they may be beyond disruptive, but you've got to always step back and look at yourself and look at the organizational culture before you just push them out because they don't fit.","28:56",184,["inc","cul","hir"]],["078-2",0,"Good communication isn't about persuading; if you believe what you're saying, it doesn't matter whether they like it.","It's never about me trying to persuade an audience member. And I think that's the same in good communication. If I believe in what I'm saying, it's irrelevant whether they like it or not.","6:49",185,["com","aut"]],["078-4",0,"Before a high-pressure moment, eat and hydrate, then connect to your breath.","People forget to eat, hydrate before they go and do something at high stake where the pressure is on. And the second thing is you've got to connect to your breath.","12:31",185,["com","wel"]],["078-5",0,"To speak well under pressure, relax the body first because tension affects the breathing muscles.","The first thing you've got to do is you have to relax the body because any tension within the body is going to affect the diaphragmatic muscles, the intercostal muscles that run through the ribcage.","14:51",185,["com"]],["077-1",0,"In cultures with high power distance, hierarchy is strong and speaking up is harder.","The other one is cultural, where, and I talk about this in the book, there's a cultural dimension called power distance. And if a culture is high in power distance, that means hierarchy is strong.","5:19",186,["cul","com"]],["077-3",0,"Understand that there is diversity on your team in how people communicate.","What would you say was kind of the number one lesson for them? Well, I mean, this is the advice that I was giving even before the pandemic is that as a leader, you need to understand that there is diversity on your team.","9:08",186,["inc","tea"]],["077-4",0,"Good leaders push up as well as down: speak truth to power.","The way to be a good leader is you've got to push up as well as down. Truth to power. Yeah, you're not just this idea of leading without authority.","16:26",186,["com","fbk"]],["077-5",0,"Leading without authority means understanding the culture you're influencing in and adjusting your behaviour.","You have to have the confidence to use those tools. But there's also that larger context, which is the cultural context. So you have to understand what is the organizational culture or the larger culture that I'm influencing in and adjust my behavior.","23:16",186,["com","cul"]],["076-0",0,"The military taught confidence, what values really mean, communication and trust.","So what the military did for me, was teach me about leadership, teach me to have confidence, teach me to understand what values actually mean and how we use these, teach me about communication, trust, gave me relationships that will last for my life, you know.","3:12",187,["pub","pur"]],["076-1",0,"Waking every day with the purpose of making a positive and lasting impact in people's lives.","But I think what I did ultimately, that happening to me then drives my life now. Every single day that I, I wake up every single day with the purpose of making a positive and lasting impact in people's lives every single day.","9:24",187,["pur"]],["076-2",0,"Whatever you want to develop, find the right guide: a coach, mentor or therapist.","You were, you were a commando, weren't you? Yeah, I was a commando. Yeah. Okay. This is applicable for anyone who wants to develop anything is you have to find the right guide, the right coach, mentor, guide, therapist, whatever it is, a person in your life or people in your life.","10:30",187,["dev","fbk"]],["076-4",0,"Trust is the single most powerful ingredient in a high-performing team.","That's the first stage of an individual leader, which then becomes a leader of people. And a high-performing team, then, the single most powerful ingredient in that is trust.","22:10",187,["tea","tru"]],["076-5",0,"Trust means knowing your team would shut down someone speaking ill of you when you're not there.","And now you have to build trust. You have to have amazing communication with them. It's like I have to be able to know that if somebody was speaking ill of me and I wasn't there and one of my team was there, they would cut that down.","23:16",187,["tea","tru"]],["076-6",0,"If you want support, go and get it; it's waiting for you.","So if you want support, go and get the support. Come and get the support. It's waiting for you, is what I would say to people.","41:05",187,["wel"]],["075-0",0,"Sitting in to listen to how one team talks to another is a simple way to learn.","I'll be a fly on the wall. I just want to listen in and learn something from the accounts team and how they talk to the creative team.","10:01",188,["lis","tea"]],["075-2",0,"Organisations adapted for millennials but didn't educate existing staff, which created friction between generations.","But what they failed to do was to educate the employees that were currently in the workforce who didn't have that much, you know, that much room to express themselves or flexibility when they were the millennials age.","12:45",188,["inc","hir"]],["075-4",0,"Younger generations want to work for a company that values them for exactly who they are.","They normalized them in this effort to say, you know what? I want to work for a company that values me for exactly who I am.","15:58",188,["inc"]],["075-5",0,"What one generation sees as respect, another sees as disrespect; the key is understanding one another.","And they see that as a form of respect, while the older generations see that as disrespect. So very often, again, the key is really just understanding one another.","26:19",188,["inc","com"]],["074-1",0,"Service, culture and purpose are part of the DNA of an organisation.","Is that right? Because if that's right, we're now really talking about culture and purpose as well, aren't we? Service, culture and purpose, part of the DNA of an organisation.","12:11",189,["cus","cul","pur"]],["074-2",0,"Everyone is connected to service; nobody can say \"I don't deal with the customer\".","So this really speaks to you about connecting the organisation to service leadership and service culture and not disconnecting it to say, well, I don't deal with the customer, I just do this over here.","15:51",189,["cus","cul"]],["074-5",0,"Empathic listening means listening with the sole intent to understand.","I'll get back to you. I'll get back to you exactly, or Adam will. But if you move into empathic listening, we're talking about listening with the sole intent to understand.","23:09",189,["lis","cus"]],["074-6",0,"Service rests on clarity, consistency, confidence and trust.","until you've established how well you do those things, the clarity, consistency, confidence, and trust. Well, there you go. What wonderful advice to anybody listening here.","30:34",189,["cus","tru"]],["073-2",0,"People need to be alert to the risk of becoming irrelevant as technology changes.","And I think that kind of resonates. So let me just come back to, so people need to understand or be fearful of irrelevancy.","17:32",190,["tec","chg"]],["073-3",1,"The apps economy for self-driving cars could be a multi-trillion-dollar business.","I ask you, and I would say to leaders listening to this, what's the apps economy? for the self-driving car. That will be a multi-trillion dollar business.","27:49",190,["tec","ent"]],["073-4",0,"The decisions technology forces on us are going to be hard, and people don't like to hear it.","It's a big part of it. People don't like to hear it. The decisions, by the way, the things we have to do are going to be hard.","34:38",190,["tec","dec"]],["073-6",0,"Find the thing you love, so you get up every day doing work that matters.","I mean, you're getting up every day pumped and excited and know that you're doing work that matters, makes an impact. So my that's my advice at the end of the day to get to your question is find the thing that you love.","47:20",190,["pur","dev"]],["072-0",0,"Endless spreadsheets and P&L with nothing fostering creativity or connection led to loneliness and burnout.","It was constant. Microsoft Excel spreadsheets, profit and loss statements, nothing that fostered creativity and connection. And that led to feelings of loneliness and isolation and dare I say burnout for me.","5:57",191,["wel","cre"]],["072-3",0,"People are increasingly asking themselves the big reflective questions: what are my values and what am I doing in this job.","What are my values? What am I even doing at this job? These are big reflective questions, aren't they? Which people are asking themselves, I think, more and more now during this current environment.","18:11",191,["pur","dev"]],["072-4",0,"Leaders have a responsibility to be a healing presence and to make wise and compassionate decisions.","So that's a big responsibility that we have as leaders to be a common healing presence, to make wise and compassionate decisions, to be aligned with our values.","22:40",191,["hum","dec"]],["072-5",0,"Leading with empathy without making wise decisions for yourself can be to your own detriment.","It's usually opposite things. There's either a leader that is not making wise and compassionate decisions for themselves. So they think that leading with empathy is the way to go to their detriment.","27:24",191,["hum","wel"]],["071-0",0,"Expect about 20% of people to be all in on a change; go around or over the blockers.","And you just can't. You've got to go around them. You've got to go over them, whatever. And I always tell the people who are on the team, you're going to have like 20% of people at the top of the food chain who are all in.","8:29",192,["chg"]],["071-1",0,"Don't just be a victim of change; see the opportunity as well as the risk and go after it.","Yeah. And delete it. It's not enough to be a victim of it, you know? And so you really, if you're going to be successful in a company or in life, you have to see the opportunity as well as understand the risk, but see the opportunity and go after the opportunity.","15:10",192,["chg","res"]],["071-2",0,"You used to be able to wait for 90% of the information; now you may have 30% and have to move.","So in the past, maybe you could wait until you had 90% of the whole situation and make a decision. Now you may have 30% and you've got to move or your company's going to be left behind.","19:26",192,["dec","chg"]],["071-3",0,"Deciding fast with partial information needs a bright, diverse team around you, not people who think like you.","What is that risk you're assuming? And is part of that risk shared with them? because it might impact them. And so you have to then, to get to that risk, you have to quickly have a really bright team around you of diverse people, not people who look and act just like you, but people who are different.","22:16",192,["dec","inc","tea"]],["071-4",0,"Acting on 30% means more failure, so tolerate it, but not the same mistake repeated.","And honestly, in that situation where you got like 30%, you're going to have more failure. And so as a leader, you have to be tolerant of more failure, not repeated failure for the same stupid mistake because that becomes a problem.","23:01",192,["dec","res"]],["071-5",0,"Good leaders want people to speak truth to power and tell the emperor he has no clothes.","Right. And good leaders want people to speak truth to power. They want them to say, Emperor, you have no clothes. People who don't do that to me have a self-esteem problem because they feel like it's a personal challenge to them.","24:12",192,["fbk","tru"]],["071-6",0,"Fail with grace, and show your team that you'll let them do the same.","Right. How do you still do that? You have to fail with grace. Yeah. You have to understand how to fail with grace and, and show subordinates that you personally can fail with grace and you will allow them to do the same.","31:53",192,["res","aut"]],["070-0",0,"Every person has an inner world with intuition and a purpose that wants to come out.","So that inner work, that inner world is something that every human being has. There's that sense of intuition. There's that sense of purpose that wants to come out.","10:39",193,["pur"]],["070-2",0,"Ask yourself what you desire; you don't have to know the next step, but be open to that deeper desire.","But no, when you ask yourself what you desire, that's number one, that will never lead you astray. It doesn't mean you have to know exactly what to do next, but you have to start to be open to that deeper desire within.","16:27",193,["pur","dev"]],["070-3",0,"Start exactly where you are and gently work out how to move forward.","Sometimes you just need to start exactly where you're at and gently start to unpack and also look at how you need to start to move forward and what that means for you.","19:44",193,["chg","dev"]],["069-0",0,"People are promoted for deep technical expertise, but enterprise leaders have to understand the whole business.","Sure. So most people get promoted into a leadership position because they have deep technical expertise in a particular area. This transversal thing is you have to actually understand the whole business and how it all fits together.","7:44",194,["dev","str"]],["069-1",0,"Give people breadth of experience instead of a career like a drinking straw.","So why do we put people into a deep technical role and then their career is like a drinking straw? Whereas I think the key is you've got to give people those breadth of experiences.","9:32",194,["dev","hir"]],["069-3",0,"A great strategy you can't deliver is worthless.","Yeah, and if you have a great strategy but you can't deliver it, So what? You've got to stay in business. Okay.","14:57",194,["str"]],["069-4",0,"Truly great leaders are willing to say, I'm sorry, I was wrong, even about a decision that was right on the evidence at the time.","And it was, again, it's all about truly great leaders need to be willing to say, I'm sorry, I was wrong. Six months ago when I made that decision, based on the evidence and the data we had at the time, that was the right decision.","21:57",194,["aut","dec"]],["069-6",0,"Free up time to look after yourself physically, mentally and spiritually.","But I think you also need to free up time to look after yourself physically, mentally, spiritually, because it's all very well being a great leader.","36:44",194,["wel"]],["068-0",0,"Purpose-driven employment is key, and you project purpose to recruits through your culture.","What purpose do I have here? So purpose driven employment is going to be key. And the way that you project purpose to a potential recruit is through the culture that you have in your company.","13:18",195,["pur","hir","cul"]],["068-1",0,"Hire when an individual's needs and wants match the organisation's goals and culture.","Do the individual's needs and wants match what the organization's goals and culture is about? If so, you probably have a great fit and hopefully you'll be able to hire that person.","16:03",195,["hir","cul"]],["068-2",0,"Role model the culture: live the behaviours every day and be congruent.","You've got to role model the culture. You've got to live the behaviours each and every day. That's so important. You've got to be congruent.","16:24",195,["cul","own"]],["068-4",0,"If you don't lead with empathy and care and live the values, you can't expect anyone else to.","So if you don't lead with empathy, if you don't lead with care, if you don't live the values of the organization, you cannot expect anybody else in the food chain to do it.","20:05",195,["hum","cul"]],["068-5",0,"In the moments you're dealing with something you truly don't want to, connect with the purpose behind it.","And it's in those moments where you are dealing with something that you truly don't want to, that you have to really connect with the purpose of why you're doing all of these things.","20:20",195,["pur","res"]],["067-1",0,"Anxiety, fear and hurt aren't bad emotions to fix; they're just emotions.","I'm anxious. I'm scared. I'm hurt. How do I fix this? These are the quote unquote bad emotions. But the truth is that they're just all emotions, which is just.","12:48",196,["wel"]],["067-4",0,"Dictatorial managers can't get their teams to listen because their approach is so harsh.","Or I've had managers at companies that were more like dictators that couldn't get their team, couldn't lead their team, couldn't get their team to really listen to them because their approach was so harsh.","29:54",196,["cul","com"]],["067-5",0,"Reading a book on vulnerability won't help while you hold beliefs like \"don't trust others\".","oh, oh, I never learned how to be that way. He's right. I'm not vulnerable. How do I be vulnerable? And you go and you pick up a book about vulnerability and it's got all these great tools in there, but you don't have room for them because you have beliefs like don't trust others.","33:54",196,["aut","tru"]],["066-1",0,"Organisations can get hypnotised by efficiency; shake out of it with disruptive thinking and occasional fresh leadership.","How do we create the maximum efficiency, the maximum outputs and the maximum profitability from the tools we have? And I think that hypnosis effect is one that people need to shake themselves out of in different ways by disruptive thinking, by bringing in occasional new bursts of fresh leadership and fresh thinking.","11:53",197,["chg","cre"]],["066-2",0,"You can't bully people into an absolute position; take them on a journey with you.","And I believe that. But I know you can't get by into that absolute position. You have to take people on a journey with you.","20:05",197,["chg","com"]],["066-4",0,"Sometimes you have to be courageous enough to be the lone voice, the disruptor.","Well, as you say, it gets the debate started, doesn't it? And you've got to be courageous enough sometimes to be the lone voice, to be the disruptor.","22:31",197,["chg","own"]],["066-5",0,"After nearly three decades, his biggest learning was that the criminal justice system is fundamentally broken.","What's been the biggest learning for you? I think the biggest learning has been the realisation that the system in which I've spent most of my working life over almost three decades is so fundamentally broken.","22:53",197,["pub","eth"]],["066-6",0,"Even in a broken system, everyone can make an incremental difference.","So that on one level is a fairly negative realisation, but then with that comes the ability to say, OK, well, if there are all these mistakes, but we are all capable of making some incremental difference to make it slightly better.","23:32",197,["pub","own"]],["065-0",0,"Failing English at school did not stop her publishing six books.","I think, you know, when you said, how the hell did you get here? I actually failed English in my final year of school, but I've just published my sixth book.","3:18",198,["dev","res"]],["065-3",0,"Ask people what you're known for; if a quality you value doesn't come up, start amplifying it.","And if everyone comes back saying, you know, they're a team player, they're collaborative, then that's good. If no one says that, if no one says you're a team player, then it might be, it's not as if you're not, but maybe that's just something you need to start amplifying if that's what something you want to be known for.","22:01",198,["com","aut"]],["065-4",0,"Stories fast-track trust and respect, especially when communicating values.","So it can fast track trust and fast track respect and strengthen relationships. Too often though in business, Adam, is when we might be trying to communicate our company values, for example, or our own values.","27:32",198,["com","tru"]],["065-5",0,"Stories about when you failed to live a value, and what you learned, can be some of the most powerful.","They can be some of your most powerful. So if you share a story about when you didn't live that value, but the lesson you learned from that, and especially if it's a story about when you're a kid, you did something when you were 10, this tiny little thing, and you're still thinking about it.","32:27",198,["com","aut"]],["065-6",0,"Define your personal brand, find stories that support and undermine it, then act congruently with it.","So defining that brand, looking for stories that support and actually undermine it, but what was the lesson learned? And then in the element of congruence is, and then doing things which support the very brand that you've defined.","33:22",198,["com","aut"]],["064-1",0,"Build a culture of inclusivity to have a transformational workforce.","That's something that I'm hearing a lot from senior leaders and organizations. Build a culture of inclusivity in order to actually have yourself a transformational workforce.","4:19",199,["inc","chg"]],["064-2",0,"A key learning from GE: know what you want to achieve.","So the key learning for people in GE during my days there was that you should know what you want to achieve.","5:38",199,["str","dec"]],["064-5",0,"Look at outputs, and be empathetic that how people achieve them is different now.","So I just look at the output. And how people achieve them is different now. And I probably have to be more empathetic about the fact that things are different.","13:23",199,["emp","wel"]],["064-6",0,"Empathy is easily forgotten as we get caught up in the everyday business.","And, you know, sympathy is always something that's there with everybody, including myself. But empathy is something that is forgotten as we do business and we get caught up in the everyday matters.","18:32",199,["hum"]],["063-1",0,"Disruption is deep structural change to the rules for success and failure in your industry, neither good nor bad in itself.","And by disruption, I don't necessarily mean a negative or a positive thing. It's just deep structural change, changes to the rules for success and failure in your industry, changes to industry standards, benchmarks, best practice.","3:27",200,["chg"]],["063-2",0,"Adaptive leadership applies across strategy, structures, hiring, markets and, above all, customers.","or adaptive leaders. And I think that that is relevant in every part of your business, whether it's about your strategy, whether it's about your structures and systems, whether it's about who you hire or what markets you do work in, or maybe even most significantly, who your customers are, where they are, and what they want from you.","4:16",200,["chg","str"]],["063-4",0,"Speed depends on decisions taken on time; escalation is a failure.","Because speed, everyone is talking about the speed, is absolutely dependent on that the decisions are taken on time. I was sharing with one of my customers, escalation is a failure.","15:30",200,["dec","emp"]],["063-6",0,"To transform an organisation, define clear behaviours people can easily copy and role-model them yourself.","Behaviors do. And I think it's extremely important. I got the message. If you want to transform, if you want to mobilize people, if you want to influence people without a hat, Pepe, you need to define clearly what are the behaviors that can be emulated easily for people and be the role model for those behaviors.","21:54",200,["cul","chg"]],["062-0",0,"Mission command: a mission is a task plus a purpose, so people can act on the purpose when the task changes.","We actually have turned this into a theory, and it's called mission command. And so why this is important is a mission, we would say, is a task and a purpose.","19:18",201,["pub","emp","pur"]],["062-2",0,"Military training deliberately pushes people beyond the point of failure so they learn from getting it wrong.","But also that means actually in your training, going beyond the point of failure. So deliberately pushing people, not that they fail absolutely and break apart, but so that they have gone to a stage where they do do the wrong thing, do not achieve the mission.","24:20",201,["pub","dev","res"]],["062-4",0,"Showing small bits of vulnerability can help people step up into an empowered role.","And to get them into that empowered sense, in some way, you've got to show just little bits, and I'm not going to overstress this, but little bits of vulnerability where they suddenly rise.","34:59",201,["aut","emp"]],["062-5",0,"Unless you get it wrong a few times, you're probably not in touch with your team as much as you need to be.","And I still think that's probably true. Familiarity does breed contempt. But equally, you've got to test the boundaries a bit. And unless you get it wrong a few times, you're probably not in touch with your team to the extent they need to.","35:39",201,["tea","aut"]],["062-6",0,"Wherever you are on your learning edge, go for broke and be plainly yourself.","And that changes over time if you're on your learning edge because you're constantly learning, you're constantly making mistakes. But where you are right now, you need to go for broke and you need to be just plain you.","41:44",201,["aut","dev"]],["061-1",0,"There are times to trust your gut and times when it's really not okay.","And it's about leaders being aware of the fact that you've got both of these things going on. There are times when it's OK to trust your gut and there are times when it's really not.","7:04",202,["dec"]],["061-2",0,"Curiosity and decision making go together: good decisions need good questions.","I think curiosity and decision-making go together, even though that might sound a bit strange. Curiosity because it's about asking questions. And to make good decisions, you need to ask questions.","7:46",202,["dec","lis"]],["061-4",0,"Empowered decision making needs the right inputs and diversity across the group.","So for me, I'm hoping, and certainly as I kind of chart my journey as a leader and that of my team, is that we will feel more empowered to make decisions, albeit hopefully in the right way, with the right inputs, with the right balance or diversity across the group in terms of the inputs you need.","11:53",202,["dec","inc","emp"]],["061-6",0,"The courage to take decisions matters most when they are not clear-cut.","oh, that's a really courageous decision, Minister. And the Minister said, oh, is it? Oh, I'd better not do that then. And so it's this courage to take these decisions when it's not as clear-cut as life and death and throw all the resources at it that you possibly can because that's your purpose.","15:55",202,["dec","pur"]],["060-2",0,"Be authentic in the context of the culture you find yourself in; one size won't fit all.","You've got to be authentic in the context of the culture that you find yourself. Because one size just won't fit all, as you say.","14:04",203,["aut","cul","inc"]],["060-4",0,"Accepting vulnerability during the pandemic allowed teams to have very honest conversations.","I think point number two that I would make is that during this pandemic, accepting the vulnerability has been very empowering. Because what it has done is it has allowed for us to have, as a team, very honest conversations with each other.","22:55",203,["aut","tea"]],["060-5",0,"Accepting vulnerability in yourself and others creates kinship and develops trust.","That's not what I'm saying. But I'm saying accepting vulnerability in yourself and others is a great way forward to actually create the feeling of kinship, develop trust.","23:47",203,["aut","tru"]],["060-6",0,"Get to know your people: some are competent and need encouragement, others need direction.","You know, some people are extremely competent. They simply need encouragement, whereas some people need direction. So first and foremost, I would say, get to know your people, whether it's your team, whether it's your shareholders, whether it's your customers, whether it's your regulators, get to know them.","28:29",203,["emp","lis"]],["059-0",0,"Human-Centred Leadership isn't about being nice; it's about being fair, reasonable, considered and showing empathy.","It's not about being nice. It's about being fair. It's about being reasonable. It's about being... It's about being considered. It's about showing empathy.","3:52",204,["hum"]],["059-1",0,"Leaders face new pressure to be true to their organisation's mission, values and purpose.","So many things still happening. There was this new pressure for leaders. How did they balance? All of the values-based demands being made of them now in terms of needing to be true to their organization's mission statement, being true to their organization's values and purpose.","5:20",204,["pur"]],["059-5",0,"Leadership is a moment of personal ownership that anyone can choose when making a decision.","Because when we've been thinking about what leadership means to us at the moment at PCA, we've come to this idea that it's a moment of personal ownership that we can all choose to make when we're making any decision in our life.","17:36",204,["own","dec"]],["058-2",0,"Say you don't have all the answers and stay curious about what others know.","COVID has made things accelerate. Wow. I find that fascinating because you're talking about so many things that resonate. One of them is a vulnerability to actually say as a leader, I don't have all the answers, an innate curiosity to find out from others.","9:35",205,["aut","lis"]],["058-4",0,"Leaders who ask questions tap into the knowledge and insight of their peers instead of figuring everything out alone.","And it was a perfect study of vulnerability, asking questions so that they could tap into the knowledge, the experience, and the insights of their peers, rather than mulling it over in their head and trying to figure out themselves.","11:48",205,["aut","tea"]],["058-5",0,"Senior leaders need to be able to unlearn as well as learn.","And again, a number of things here resonate. And one of them is we're talking about the learning, but we also spoke about the ability for a senior leader to unlearn.","12:20",205,["dev","chg"]],["058-6",0,"Dial up the Human-Centred capabilities: curiosity, empathy, inclusivity, purpose and self-awareness.","not about people's technical competence. And I think that for me is the loud and clear message that I'm hearing and seeing myself is to dial up on those innate human-centered capabilities, the curiosity, the empathy, the inclusivity, the purpose, the vigilance in relation to being self-aware and aware of others.","34:18",205,["hum"]],["057-0",0,"The most inclusive leaders value individuality, create a sense of belonging and tie it to purpose.","And we know that the most inclusive leaders value individuality. They create this sense of belonging and they tie to this deep sense of purpose and engagement.","4:54",206,["inc","pur"]],["057-1",0,"Vulnerability, admitting you don't know, underlies the inclusive leader capability and keeps our humanity.","feeling what they feel without being sympathetic about it and then finally there's vulnerability and as leaders you know we don't always like to be vulnerable we don't like to admit that we don't know and so all of those traits that I've mentioned underlie that inclusive leader capability that is so important and that helps us keep our humanity.","5:44",206,["inc","aut"]],["057-4",0,"Managers now need the human skills once dismissed as soft skills, the ones we use at home but forget to bring to the office.","So if you're a manager or a leader sitting in this environment, you need to be tapping into skills that weren't as respected when I first entered the workplace, which used to be called soft skills, which are these human skills that we have at home and sometimes we forget to bring into the office, but now it's about...","9:57",206,["hum"]],["057-6",0,"Creativity is a by-product of curiosity; the easiest tweak is to ask more and better questions.","And I think creativity, like happiness, is a byproduct, and it's a byproduct of curiosity. And the easiest behavioral tweak, I always say to leaders I work with at London Business School and elsewhere, is to get to curiosity, ask more and better questions.","15:34",206,["cre","lis"]],["056-1",0,"A corporate philosophy makes sense of how vision, values, purpose and corporate imperatives fit together.","How do you blend those two, the here and now, with the wisdom of 240 years' worth of history? Yeah, no, we do think about a corporate philosophy and the corporate philosophy makes sense of how the vision fits with the values, fits with the purpose and fits with our corporate imperatives.","12:16",207,["pur","str"]],["056-4",0,"Celebrate the pivot rather than the failure.","And it seems to be very promising. And it's to rather than celebrate failure, it's celebrate the pivot. Celebrate the pivot. So the idea in a nutshell is if I tell you, if I say, hey, Adam.","17:32",207,["res","cre"]],["056-5",0,"Iterate: make a decision and learn from it.","You need to iterate, make a decision, and go and learn from the decision, right? So you can find both of those pieces of advice.","26:15",207,["dec"]],["056-6",0,"You're probably listening to advice that supports what you're already doing.","So just like my advice, it's sort of a meta advice thing is you're probably taking the wrong advice. You're probably like really listening to support the thing you're already doing and saying, aha.","26:54",207,["dec","dev"]],["055-1",0,"You don't need all the answers: you can be vulnerable and you have to remain curious.","So it's heartwarming, isn't it, to actually hear that you haven't got all the answers. You can be vulnerable. You've got to remain curious.","4:41",208,["aut","lis"]],["055-2",0,"Moving forward after disruption depends on having trust.","I think the time has arrived. It's time to move forward. But in my opinion, part of this moving forward journey is having trust.","5:51",208,["chg","tru"]],["055-5",0,"Women are often brought up to please, but leadership comes with very difficult decision making.","And by that, I mean, very often as women, you're brought up to please. And sometimes you need to understand that with leadership comes very difficult decision making.","15:48",208,["inc","dec"]],["055-6",0,"Respect your own boundaries first, or nobody else will.","You need to first respect them in the first instance. If not, no one else will. So this idea that, oh, I'll try and leave at 5 so I can still see my kids in the evening, but if I need to leave at 6.30, that's fine as well.","16:24",208,["wel","own"]],["054-0",0,"We are not in control; leaders need to develop humility.","And, you know, you will be surprised. We are not in control. We got to develop this humility. And I remember way back then, you know, in the days when we're doing top down leadership change programs, implementing big.","6:52",209,["aut","chg"]],["054-4",0,"Attention capacity governs the quality of information flow and feedback loops in an organisation.","So if you have dampened attention capacities, attention is all about being alert, spotting things, noticing things, reading things. So that's the quality of information flow, for example, the quality of feedback loops and data.","13:17",209,["lis","dec"]],["054-5",0,"People need to understand which day-to-day behaviours support or undermine the values.","And that can be a positive culture or not so positive culture. So that's incredibly important, isn't it? Because when I suppose organizations talk about values, people have got to understand what are the behaviors that support and undermine those values on a day-to-day basis.","28:36",209,["cul","pur"]],["054-6",0,"A cheap culture survey: take a cross-section of leadership teams and have them tune into what's happening in their team.","Is that a fair comment? Absolutely. And I always believe that the most inexpensive form of doing a culture survey, rather than doing a massive survey and focus groups out around the organisation, is just take a cross-section of different leadership teams across the system and just do what we call a tuning into oneself, what's here in this team.","29:05",209,["cul"]],["053-1",0,"A big lesson of the pandemic: leaders being kinder to their people and to themselves.","I don't know. Is there anything that stands out for you in the last 15 months? I think for me that it's very much been about kindness and about leaders being kinder to the people that they're leading and about them also being kinder to themselves.","7:40",210,["hum","wel"]],["053-2",0,"Kindness is often preached but not so often practised.","how important it is to have that kindness. And people preach that very often, but often aren't quite so good at practising it.","8:06",210,["hum"]],["053-5",0,"We tend to give feedback based on who we are rather than what the other person needs.","I read something in Harvard Business Review in a totally different context and thought, God, that really applies to leadership. So they were talking about giving feedback and how so often we as a person give feedback based on who we are.","15:02",210,["fbk"]],["053-6",0,"When advising others on good leadership, we think from our own point of view, not theirs.","So it really made me think about that in terms of leadership and how when we advise other people on what being a good leader is, we're thinking from our own point of view, not from their point of view.","15:29",210,["fbk","dev"]],["052-2",0,"The pandemic saw more people embrace vulnerability as part of leading.","I think the other thing that I've realised most recently, particularly within this virtual world, within this pandemic environment we're sitting in just now, is vulnerability is something that I have seen people embrace in order to be a leader.","18:11",211,["aut"]],["052-3",0,"When a leader's words lack congruence with their purpose, people conclude they cannot be truthful.","But the congruence was missing, right? The words were the right thing to say, but the way and the purpose and the reasoning behind them was faulty from that leader because the impact, and again, I don't know who the leader was, but the impact was, I cannot be truthful here.","19:28",211,["aut","com","tru"]],["052-5",0,"People and organisations around the world are reassessing what has value, which is why purpose gets so much attention.","Across the world where people are reflecting and measuring differently what has value. Right. And that, again, you can see so much effort going into words like purpose at the moment, not just at an individual or leadership level, but at an organizational level as well, is that everyone is looking at the world in a different way.","21:19",211,["pur","chg"]],["051-1",0,"Culture and mindset change is a conversation about what people believe is possible in the organisation.","in our heads or out loud or write down a piece of paper about what's possible in the organization, what isn't. So when you look at culture and transformation and mindset change, it's actually a conversation.","6:53",212,["cul","chg","com"]],["051-2",0,"Escape the gravity of success: there's a fine line between experience and baggage.","And he then coined a beautiful phrase, which was, you've got to escape the gravity of success. And there's a fine line between our experience and our baggage.","13:13",212,["chg","dev"]],["051-3",0,"Leaders should take their mask off and invite their team to talk honestly about how they're feeling.","So I think the leaders actually need to take their mask off in a way and invite the rest of their team to take their mask off to talk about, you know, where people are, how they're feeling, but not from like a, there is empathy there, but more from.","26:40",212,["aut","wel"]],["050-0",0,"Behaviours needed in a crisis must be practised for years beforehand until they are part of the culture.","You need to have practised those behaviours for years previously. They need to become part of the culture. And you talked earlier on about values and culture and things like that.","15:08",213,["cul","tea"]],["050-1",0,"Design things to make it easy to get them right, as the aviation lessons from the B-17 showed.","The real lesson from the aircraft he looked at, the B-17, was other things around the design of the aircraft originally to make it easy to get it right.","24:22",213,["str"]],["050-2",0,"A just culture separates the learning from the blaming when something goes wrong.","Yes, it's all about just culture. And in essence, when something goes wrong, we split the learning and the blaming. Right. Or the learning and the accountability.","30:38",213,["cul","own","tru"]],["050-4",0,"To influence something you don't control, use science and stories.","We did those sorts of things through telling stories. But back in it was science. And that's my advice. If you're trying to influence anything that you don't have control over is science and stories is.","37:58",213,["com","chg"]],["050-5",0,"Brief the team each morning on the challenges of the day.","You need to brief the team each morning on the challenges of that day or whatever it might be. So thinking about those behaviors and having some perhaps evidence base, and most organizations will have that from customer feedback, actually.","41:31",213,["tea","com"]],["049-1",0,"Failure is data, failure is learning, and you move on.","Failure is data. Failure is learning. And you just move on. Is that a fair comment? That's exactly it. Yeah. So for me, I was quite smart about it.","11:23",214,["res","ent"]],["049-2",1,"A music PR agency built its niche on trust: journalists know a press release means a good artist.","We've built some solid foundation network of relationships in the industry on the music press side. So when we send our journalists a new press release, they know it's going to be a good artist because they trust what we put to them, basically.","21:16",214,["tru","cus"]],["049-4",0,"A small PR firm more than doubled its headcount in 2020, recruiting 25 people.","We actually started last year, this summer last year, I think our headcount was just under 20. So actually we recruited an extra 25 people in 2020 and doubled.","23:52",214,["ent","hir"]],["049-5",0,"Think of yourself like a Ferrari: you need maintenance and pit stops to keep performing.","Yeah, of course. I've always likened myself to a Ferrari. Okay. It needs to be well-oiled. It needs pit stops. You need to make sure that the engine's clean and all of that kind of stuff.","25:24",214,["wel","ent"]],["048-2",0,"Failure is data: learn the lesson and carry it forward.","So tell me a little bit about, yeah, you screwed it up, but you learned the lesson and you carried the lesson forward because failure is data.","18:57",215,["res","dev"]],["048-3",0,"Micromanagement is a total team spirit killer.","So little things, micromanagement. Total team spirit killer. And when I think about why was I macro managing, I think part of it was also, again, this goes back to mental health to a certain degree.","19:43",215,["emp","tea"]],["048-4",0,"Not getting buy-in from the team created challenges that could have been avoided.","And as a result, I wasn't getting, at some points, I wasn't getting the buy-in from the team. And that's a mistake I won't ever do again because it created a whole host of challenges, which I probably could have avoided the entire thing.","21:17",215,["tea"]],["048-6",0,"You can't do it on your own; a support system is critical.","That support system is just critical. You can't just do it on your own. And I think that's, so that's probably one lesson I would tell you now that I think about it, just telling myself that you can't do it on your own.","34:50",215,["wel","res"]],["047-1",0,"In the Royal Marines you can pass every technical aspect of a command course and still fail for not demonstrating the values.","Equally, if you found yourself on a command course going from corporal to sergeant or marine to corporal. You could pass all of the technical aspects of that course, but fail it because you don't demonstrate the values.","20:30",216,["pub","pur"]],["047-2",0,"Netflix is an example of an organisation that clearly articulated its culture and lets it underpin everything.","because you don't live and breathe our values. And the only other organization I know that has done this really, really well is Netflix, who have clearly articulated their culture, and their culture underpins everything.","21:06",216,["cul","pur"]],["047-5",0,"Your team are the customer of your leadership.","He pushed me extremely hard. But what I learned from him, or I guess what he embedded in me was, that concept of your team are the customer of your leadership.","28:03",216,["hum","tea"]],["047-6",0,"Keep your focus on the people beneath you.","You need to keep your focus on the men beneath you. There's that humility piece there, isn't there? And I spoke to John Amici, who's a former NBA player and a psychologist here in the UK.","28:52",216,["aut","pub"]],["046-0",0,"Curious leaders ask the right questions and have a humility that rejects the notion of knowing everything.","They ask the right questions. They have a certain humility around them. So they're always looking for more and they're never having this arrogant notion of I know everything.","2:49",217,["lis","aut"]],["046-1",0,"Curiosity has three dimensions: about the world, empathic curiosity about others, and self-reflective curiosity about yourself.","The second one is empathic curiosity. It's curiosity about others. And the third one for me is self-reflective curiosity. It's curiosity about myself.","8:23",217,["lis","dev"]],["046-5",0,"Good leaders know when to allow for curiosity and when to stop and act.","Curiosity is not about singing kumbaya and holding hands with a team. And also my point is good leaders know when to allow for curiosity and also know when not to allow for curiosity anymore.","20:32",217,["lis","dec"]],["046-6",0,"Leaders build curiosity by role-modelling it and creating psychological safety in the team.","a role model in being curious him or herself, in curiosity of the world, empathy as well as self-reflection. Another dimension is to allow for psychological safety in the team, making sure that the person is, I call it often confidence, humility, that the person is...","21:52",217,["lis","tru"]],["045-0",0,"We assume solving a problem means chewing it over at the front of the brain; stepping away can help.","We have this idea that to solve a problem, it has to be front of your brain and you have to be chewing over it.","11:01",218,["dev","dec"]],["045-2",0,"Some people avoid hard problems for fear of being shown up, while others embrace failure as a chance to learn.","That survey after survey do show consistently that people do approach problem solving. in different ways. Some people refuse to get stuck into the weeds of challenging problems because they'd be shown up as not being able to do the task, whereas others embrace failure as a chance to learn.","15:26",218,["dev","res"]],["045-4",0,"Focus on the culture around the individual: one where it's okay to fail and people get training to overcome mistakes.","And what I would actually suggest... is instead of focusing on the individual, what we need to do is focus on the culture around the individual, where it's okay to fail and people are given permission to make mistakes and they're given specific training to facilitate them in overcoming those mistakes.","18:18",218,["cul","res"]],["045-6",0,"Before a big decision such as an acquisition, run a pre-mortem to test how you might be wrong.","They don't go out and deliberately test. how they might be wrong. But we need this in organizations. You know, if you're going to engage in a, let's say, for example, a purchase of another company, what you need to do is what's now being referred to as a pre-mortem.","32:14",218,["dec","str"]],["044-0",0,"Ethical decision making is decision-making best practice with a values overlay.","And then we simply move into decision-making best practice. Right. But with this values overlay. Okay. So we've got three elements. It breaches a core value.","6:02",219,["eth","dec"]],["044-1",0,"People avoid ethics and compliance teams when their experience of them is rules-based rather than a partnership on grey areas.","And it's not because they don't trust ethics and compliance, but because their experience with ethics and compliance is rules-based. It's not grey and murky and partnering in this intense decision discovery process.","14:45",219,["eth","cul"]],["044-2",0,"\"We don't need ethics training because we hire good people\" leaves people without tools for hard decisions.","Right. Not know what tools to actually marshal to help you make the best possible decision. So I think, you know, there I'm still seeing, even in large organizations, we don't need ethics training because we hire good people.","15:50",219,["eth","hir"]],["044-3",0,"Some organisations build their codes of ethics collectively, which makes them about culture and values.","Right. It's it really speaks to culture and values. So they're building these codes of ethics or ethical decision making guidelines. They're building them collectively.","17:10",219,["eth","cul"]],["044-6",0,"Exploring ethical dilemmas openly needs an environment of trust and a willingness to be vulnerable.","or my department, my area of expertise. And this is truly sort of cutting edge in that they're opening themselves up to say, right, we're willing to share, we're building an environment of trust, we're willing to be vulnerable, but we also know how difficult it is to explore ethical dilemmas.","23:53",219,["eth","tru"]],["043-0",0,"Working through screens amplifies the need to pay attention to what you say and how it will land.","in fact, amplified by COVID-19 and working through screens and Zoom and Teams and all these virtual ways of interacting. You've got to really pay attention to what you say and how it will land.","7:48",220,["com","tec"]],["043-2",0,"We follow people we can relate to: human leaders who show empathy.","We follow people. And we're only going to follow people we can relate to who are human, who demonstrate empathy. And so the best leaders are all those things.","20:16",220,["hum","com"]],["043-4",0,"Products that ignore local culture don't travel; selling oversized American coffee in the UK showed a failure to listen.","And, you know, won't this sell everywhere? Well, of course not. It didn't sell well in the UK. And if anything... It reminded people, look, this must be an American company that isn't bothering to listen to our culture because they actually think we would want a bucket of coffee.","29:19",220,["cus","cul"]],["042-1",0,"One of the biggest mistakes business owners make is failing to diversify.","Then I have this over here. And that's one of the biggest mistakes that business owners make is they don't diversify. You know, like look at the restaurant industry.","10:18",221,["ent","str"]],["042-3",0,"From the moment you start or buy a business, have an end game in mind.","Is that okay to talk about that? And that's called the STGPS exit model. From the moment of starting or buying your business, you need to have an end game in mind.","14:38",221,["ent","str"]],["042-4",0,"Know who your buyer will be and reverse engineer the business to suit them.","Now what do you need to know? You need to know who your buyer is going to be. You're going to have to reverse engineer to sell a $20 million business.","16:28",221,["ent","str"]],["042-5",0,"Private equity buyers want platforms and add-ons, and typically an EBITDA of over a million dollars.","Third type of buyer is probably equity groups. These are pegs. They buy based upon platform and add-ons. You have to have an EBITDA of at least over a million dollars for them to even consider your company for sale.","16:49",221,["ent"]],["042-6",0,"If there is no business without the owner, it won't sell. Focus on your strengths, hire your weaknesses and put people in the right seats.","You take the owner out of the business, there is no business. So people is very important. You've got to focus on your strengths, hire your weaknesses and make sure you have the people in the right seat.","19:40",221,["ent","hir"]],["041-0",0,"Founders who are happy to make it up as they go, try, fail and try again have the right spirit for a start-up.","Um, and I guess that really, um, probably lent into both of our spirits, you know, that actually we were more than happy to, you know, make it up as we went along, work it out, you know, try, fail, try again.","5:24",222,["ent","res"]],["041-2",0,"Taking on investment allowed the business to recruit experienced people it needed.","100%. So at that point in time, we actually took on some investment. from a company, which allowed us to go and recruit the people that we needed that had that experience that could support us.","11:52",222,["ent","hir"]],["041-3",0,"Investors have to like the idea and believe the person can deliver it.","You're looking for a match, aren't you? For life, yeah. So you have to like the idea, and then you have to believe the person can deliver it, you know.","19:32",222,["ent"]],["041-4",1,"A subscription service where a different expert gives a pep talk each week on topics like mental health and creativity.","So pep talk now is essentially we have a subscription service. So every week a different expert comes on and talks about, you know, whether it's, you know, mental health, whether it's creativity.","21:52",222,["ent","dev"]],["041-5",0,"In business you have to roll with the punches; don't take every high and low as gospel because it all smooths out.","You've got to roll with the punches. Every day is different. Don't take every high and low as gospel. It all smooths out.","24:18",222,["res","ent"]],["040-0",0,"Talent increasingly seeks a purpose higher than profitability, which helps organisations differentiate themselves.","And there are those who are actually thinking about how do we differentiate ourselves in a competitive market and a very challenging economic climate that we're now in and really attract the best talent and retain those individuals who seek a greater good and a much higher elevated purpose than just profitability.","3:31",223,["pur","hir"]],["040-1",0,"We are all worthy of dignity; people usually describe it as respect or trust.","We are all worthy of dignity. So actually, when I ask people, what do you think dignity is? If I was to turn the question back to you, nine times out of 10, people would come back and they'd use the words such as respect or trust.","4:41",223,["hum"]],["040-2",0,"Honouring each other's dignity creates a human connection that goes beyond respect and trust.","So a baby is born with dignity. And one of the common things that I find with dignity that really resonates with everybody is the fact that when we honor not just your dignity, but my dignity, that's when we create this connection and sense of human connectivity, which far surpasses any level of respect and trust.","5:07",223,["hum","tru"]],["040-5",0,"Early in professional careers, vulnerability was something to be avoided at all costs.","Now, a lot has been said about leaders being vulnerable. And if we go back to perhaps when we were starting out in our careers, you in an accountancy career, me in a legal career, perhaps vulnerability was something to be avoided almost at all costs.","15:50",223,["aut"]],["040-6",0,"When people lose sight of others' dignity, they can justify inflicting any degree of hurt.","And where I've seen and where people lose sight of other people's vulnerability on their dignity, you can justify any degree of pain and hurt that you inflict on others.","16:51",223,["eth","hum"]],["039-3",0,"When you're not the expert, surround yourself with people you can rely on.","even when you're not the expert and you have to rely on others. And so I think that for me, the way it translates most clearly is surrounding yourself.","25:47",224,["tea"]],["039-4",0,"When you hire true experts, your job is to bring resources, remove barriers, confirm strategy and provide inspiration, not to be the expert.","But when you go out and you hire a selection of experts, true experts, It's okay to watch them be experts. It's okay to just have the simplicity of my job is to bring resources, remove barriers, confirm strategy, provide inspiration, but not to be an expert.","26:11",224,["emp","str"]],["039-5",0,"Presence is a leadership tool: calm and trust in the moment tell people it will be okay.","It's not on you. Maybe it's on you just to be present. Now, obviously, presence alone is not enough, but the sense of calm and the sense of trust in the moment and the sense of understanding that with the right folks, it's going to be okay and you're going to do great, I think is a powerful leadership tool.","26:44",224,["hum","tru"]],["038-2",0,"Use what someone offers, even a junior person's imperfect idea, and they'll want to contribute more.","And it could be a customer, a client, a team member, that junior person Adam mentioned who just said something. It may not be a great idea, but if you use what she has given you, what he has contributed, oh, they'll want to play more.","27:46",225,["cre","inc"]],["038-3",0,"When role models start behaving differently, the culture changes de facto.","And it changed the tenor of the company, right? Because as soon as everyone, all the role models in the organization start behaving a different way, that de facto changes the culture.","29:42",225,["cul"]],["038-4",0,"Having fun together helps create the right culture.","And it's interesting that the Tesco team, you work with Adam Kay, wanted to, how do we have fun together? Not just have fun, but because that creates the right culture.","30:31",225,["cul","tea"]],["038-5",0,"Improv techniques apply to nearly every area of work.","I thought improv was quite helpful to a few people in some areas. And what I've learned is that it's hugely applicable in nearly every area.","43:49",225,["cre","com"]],["037-0",1,"Peer-to-peer coaching: you don't need to be a coach, you need to be a human being with some tools and frameworks.","So really saying, you know what? You don't need to be a coach. You need to be a human being. and we'll give you some tools, some frameworks, some context, some rules, tips, whatever, and you guys can have an amazing peer-to-peer coaching experience.","3:27",226,["fbk","hum"]],["037-2",0,"Customers are becoming more empowered than many management teams and solve their own problems faster.","Oh, dot, dot, dot. And customers are getting more empowered than probably most of the people. in your management team, right? As in they can, they're starting to solve their own problems faster and faster.","13:03",226,["cus","chg"]],["037-4",0,"Becoming resilient, creative and adaptable takes relentless and ruthless self-development.","But it doesn't happen by accident. It takes relentless, and I'm going to use the same words, it takes relentless and ruthless self-development to become the resilient, creative, innovative, agile, adaptable, emotionally intelligent, wise.","18:13",226,["dev"]],["037-6",0,"Transformational leaders engage fully with complexity, then simplify it without being simplistic.","And I love complexity and I believe part of transformation leadership is fully engaging in complexity. But in order to make sense of things reasonably quickly, innovate a solution and execute, we have to simplify the complex, but never be simplistic.","26:39",226,["str","chg"]],["036-0",0,"Assess talent on four As: achievement (looking back) plus attitude, ability and aspiration (looking forward).","So let me just make sure I've got it right. So there were four A's. One is historic, which is achievement. And then forward thinking, I believe you said it was attitude, ability, and aspiration.","8:38",227,["hir"]],["036-1",0,"Technology and expertise change so fast that people have to adapt much faster than before.","It doesn't work any longer because technologies change so fast. You know, expertise change so fast. You have to adapt much, much faster.","14:01",227,["chg","dev"]],["036-3",0,"Talent wants projects with a purpose; organisations should open up gigs across borders and silos.","has a purpose behind it, which resonates with you as a talent. And for organizations to make those projects and gigs transparent, to democratize it a bit, and to allow people to work on them across borders and silos will be another trend.","17:55",227,["hir","pur"]],["035-2",0,"Don't stop people from making their own mistakes; resilience is built the same way.","But don't stop them from making their own mistakes when they have to make them. And I think resilience is the same.","11:56",228,["res","dev"]],["035-3",0,"Strong values, loosely held.","And it's always resonated with me. And it's something I share anyone who will listen to me. And that was, I described you as strong values, loosely held.","21:10",228,["pur","chg"]],["035-4",0,"A good leader brings people and the team with them.","It's all about. you know, bringing those people with you and that team with you. And that's absolutely critical. So that's where a good leader comes in.","23:33",228,["tea"]],["035-5",0,"Leaders have to balance what needs doing for the business with what needs doing for the people, including their mental health.","what needs to be done for the business and balancing what needs to be done for the people. And so this arena of mental health, and no one really knows what's coming over the horizon off the back of a very challenging time for many.","28:59",228,["wel","dec"]],["035-6",0,"Leadership is less about authority or projecting confidence and more about listening and connecting with each individual.","And it's not about authority. It's not about projecting. or being overly confident in some instances. I think it's about listening. I think it's really about understanding who is the team that you need to inspire and really taking time to understand each individual and connecting with them.","35:40",228,["lis","hum"]],["034-1",0,"A bullying boss can leave teams needing days to recover, and it kills their ability to think creatively.","And sometimes it could take days for some of my team members to recover from that shock. Right. And because we've worked in an environment where you've got to do very creative work, lots of creative thinking, it just killed their ability to actually think creatively.","8:47",229,["cul","wel"]],["034-2",0,"Under bullying, nutrition and exercise go out of the window because of constant stress and anxiety.","obvious side effects that many people who are in situations like that experience. So your nutrition and your exercise, which are fundamental to your wellbeing, go out of the window because of the stress and because of just the constant state of anxiety and panic.","10:27",229,["wel"]],["034-4",0,"Empaths who expect the best of people are often targeted by bullies because their care can be manipulated.","You expect the best from people. And it's usually because you're an empath that you're also a target. Not always, but you're attracting that kind of behavior because you care for people and they can see how they can actually manipulate you.","12:28",229,["wel","aut"]],["034-5",0,"Bullying is repeated behaviour over time, not one bad day, so establish the pattern before acting.","So this is not just the once-off, someone's having a bad day. This is repeated over a long period of time. I would normally say you think you're dealing with a bully, but you've got to establish whether that's true or not.","13:08",229,["cul","own"]],["034-6",0,"When dealing with a bully, consult HR and have the conversation in a protected environment.","So that's a dangerous route to take, but that's also then where you've got to consult with HR and make sure that you are having that conversation in a protected environment.","14:42",229,["cul"]],["033-2",0,"Culture change starts with unfreezing, which underpins work on both culture and inclusion.","And this whole idea of unfreezing, it's fundamental to our culture shaping methodology and fundamental to what we do around diversity and inclusion.","10:35",230,["cul","chg","inc"]],["033-3",0,"Empathy requires curiosity about someone else's perspective and experience.","And you have to be curious about someone else's perspective or experience in order to have that level of empathy. This is the work, the Hydric of Dynaration, to the inclusive leader, you said, those five elements.","17:58",230,["inc","lis"]],["033-5",0,"Proximity helps relationships, so leaders have to work deliberately to keep culture growing in a virtual setting.","Now, we all know there's a real benefit to proximity and to, you know, building relationships, et cetera. So you've got to be attentive to keeping a culture and a relationship growing and thriving in a virtual setting, but there are definitely ways to do it.","27:57",230,["cul","tec"]],["033-6",0,"Advice to her younger self: enjoy the journey and value the connections you make.","It was so long ago. It wasn't that long ago, Cheryl. Come on. It was three decades ago at least. So I'd go back, it was more than three decades, and I would say to myself, Enjoy the journey and value the connections that you make.","30:18",230,["dev"]],["032-0",0,"Organisations treat performance as individual: they describe, measure, reward and recruit for it at the individual level.","obsessive approach to it being about an individual. We've conceived of performance as being individually driven, so to speak. So we describe it at the individual level, we measure it at the individual level, we reward it at the individual level, we perceive it at the individual level, and we recruit at the individual level.","10:23",231,["tea","hir"]],["032-2",0,"Huge effort goes into finding and recruiting especially brilliant people, which misses where performance really comes from.","It's a madness. Because you get these enormous efforts that go into, firstly, finding the especially brilliant people. Secondly, recruiting them to all sorts of attractive ideas about what they can do.","11:54",231,["hir"]],["032-3",0,"Sustainable performance comes less from brilliant individuals and more from an extraordinary environment.","It turns out that it is not about finding specially brilliant people that get you to get performance. What you need to get performance in a sustainable way, okay, is you need to have an environment which is extraordinary.","14:19",231,["cul","tea"]],["032-5",0,"The research does not support the psychometric tests commonly used in recruitment.","You can't make that link. So for example, you know, when they do these psychometric tests for recruitment, the research is not there for it.","19:08",231,["hir"]],["031-2",0,"Decades of martial arts alongside commercial work show certain dynamics and behaviours hold true in both.","And the martial arts comes into this as well. So what I've learned over 30-odd years of doing the martial arts and running that alongside being in the commercial space in different places and guises is certain dynamics and certain behaviors that are inherently true.","16:25",232,["spo","dev"]],["031-4",0,"Trust is the lead point: I have to trust and I have to be trusted.","I was acting with et cetera. So trust is the lead point for me. I have to trust. I have to be trusted.","18:15",232,["tru"]],["031-5",0,"You can keep trust in someone who has let you down if you saw them being accountable for the mistake.","I may still have inherent trust in you because I saw you being accountable. The fact that you were let down or something went wrong or you just made a mistake.","19:07",232,["tru","own"]],["030-1",0,"Hiring developers into a traditional newsroom showed the value of people working with those different from them.","Hiring developers into the newsroom at the traditional Washington Post and encouraging people to work with people who are different from them in order to create things together that they wouldn't be able to create on their own.","4:39",233,["inc","cre","tea"]],["030-2",0,"Incremental innovation means continuously improving what you already have.","And of course, you have to incrementally improve those things in a continuous improvement sort of way, right? And we would call that incremental innovation.","14:04",233,["cre"]],["030-3",0,"Creating something new needs a culture of experimentation where people can fail fast without fear.","And that's how you know you're on the right track to creating something new. And this needs a real culture of experimentation, doesn't it, Justin, so that people can have a go, fail fast, learn, and have no fear of getting it wrong.","16:53",233,["cre","cul"]],["030-5",0,"Behaviours can support the values of a business, or undermine them.","So how about something else as well? Because I've been doing a lot of work recently on behaviors and how behaviors can support the values of a business and behaviors can actually undermine the values of a business.","22:25",233,["pur","cul"]],["029-0",0,"Leaders with purpose have an energy about them that attracts other people.","People want, you know. purpose really kind of unites and leaders with purpose have a sense of energy about them that it attracts other people.","2:50",234,["pur"]],["029-3",0,"Over-empathising can lead to ethical fading, where empathy for someone clouds your decision making.","But also there's a caveat to it that if you over empathize, you can actually start to stray into ethical fading. Your empathy is so strong for something or someone that actually your decision making now.","7:41",234,["eth","dec"]],["029-4",0,"People love to hear authenticity.","She's like. Dad, are you joking me? I'm not going to send this down to my friend. But the lesson for me was people love to hear authenticity.","11:26",234,["aut","com"]],["028-0",0,"Vaccines don't save lives, vaccinations do. A solution is useless if people won't take it up.","vaccines don't save lives. Vaccinations save lives. We can manufacture all the vaccines we like. If people don't want to get vaccinated, it doesn't matter.","6:03",235,["chg"]],["028-2",0,"To survive disruption, organisations have to become more adaptable.","And some of my clients have listened to me and said, okay, so if you're right, what do we do? And then if they ask that question and they allow me to then sort of go to the second phase of engagement, the second phase then is, well, you've got to become more adaptable.","13:03",235,["chg"]],["028-3",0,"The biggest growth in the 2020s will come from innovating the business model and the rules of the industry.","I think that the real innovation, that really what the 2020s holds out for those people who want double digit, triple digit growth, is the innovation of your business model, is the innovation of your industry rules for success and failure.","18:03",235,["cre","str"]],["028-5",0,"Build a culture of experimentation: if you try it and it doesn't work, I've got your back.","You know, if you try it and it doesn't work, I've got your back. So culture of experimentation. Gotcha. All right. The second thing that you could do is distribute decision making.","26:57",235,["cre","tru","cul"]],["028-6",0,"Let authority flow to where the information is, instead of information flowing up to where the authority is.","Then what do you need? You need to let the authority flow to where the information is. So in the traditional organization, information flows to where the authority is and you've got to wait for the authorities to make the decision.","29:20",235,["emp","dec"]],["027-0",0,"A career pushing the body to its limit led to major burnout.","All kinds of bizarre stories that I could tell you about at some point. On that trajectory, I noticed that my body was being pushed to the limit and I went through some major burnout.","2:57",236,["wel"]],["027-2",0,"Even before the pandemic, levels of burnout were high, and months of chronic stress made it worse.","I mean, you can sort of think of the levels of burnout we were already in pre-pandemic. We've been in an elevated level of state of chronic stress now for about nearly seven, eight months.","6:42",236,["wel"]],["027-5",1,"Guided breathing to music as a tool against burnout, anxiety and stress, used by athletes and performers to get into their game.","So we're looking at this really lovely solution, if you like, to burnout, anxiety, stress, the need for focus. The reason why these elite athletes and coaches and artists before they're performing and entrepreneurs in an environment where you've got to perform, be in your game instantly, is there.","12:50",236,["wel","spo"]],["026-2",0,"Overdo working smart and nothing gets done; overdo working hard and you get burnout and busy people with nothing changing.","Overdo the working smart and maybe you spend so long trying to be so clever you get nothing done. Overdo the working hard and what you end up with is a whole load of burnout, a lot of people being busy and nothing changing.","12:48",237,["wel","dev"]],["026-3",0,"Great leaders communicate emotionally as well as in the factual, rational corporate way.","A rather corporate way of communicating, very factual, very rational, very measured, which is absolutely valid. But there's also another way of communicating, which I think great leaders know, which is what we called emotional.","16:16",237,["com"]],["026-4",0,"One of the most essential attributes of great leaders is their willingness and ability to be curious.","I'll start with you, Ian. I couldn't say it is one particular thing. I think it is a range of things. I believe that one of the most essential attributes of great leaders is their willingness and ability to be curious.","18:08",237,["lis","dev"]],["026-5",0,"Across markets and cultures, top-quartile leaders shared much the same view of leadership.","And yet, whatever vertical market they were in, whatever culture they were in, top quartile leaders coalesced very much around the same view of leadership.","20:54",237,["cul"]],["025-0",0,"Creative start-ups go from creativity to process; big corporates need the opposite journey, from process back to creativity.","unbridled creativity and you're having to retrofit process to that and i kind of i got very interested in this idea that when i'm working with students and entrepreneurs in music it's all going from sort of left to right creativity to business process right and when i'm consulting to and working with large corporates and brands It's the opposite.","5:10",238,["cre","ent"]],["025-1",0,"Symbols and iconography matter to culture because they represent who an organisation is.","So a lot of this, Paul, has sometimes got to do with symbols, hasn't it? Or iconography, because that's so relevant to an organization's culture, because it represents who they are.","13:30",238,["cul"]],["025-2",0,"Community is the people you are trying to connect with. Connect well and they form a positive feedback loop with you.","Yeah. What do we mean by that? Community are ultimately the people that you're trying to connect with. And that if you connect with them correctly, they end up actually forming a sort of positive feedback loop with you.","14:27",238,["cus","ent"]],["025-4",0,"Purpose is about what you are here to deliver; vision lets you step back and think more laterally.","Purpose for me implies, you know, we're here to deliver on something. Our purpose is about, you know, vision for me allows you to take a step back and be even more lateral.","19:32",238,["pur","str"]],["024-1",0,"We need all voices present, accountable and heard to get out of the mess we've created together.","We need all voices present and accountable and heard. if we're going to get out of the mess we've created together. So my advice to them is, you know, I can appreciate and respect the fear.","8:14",239,["inc"]],["024-3",0,"On equity, taking action is what matters, and leading it means showing some vulnerability.","But taking action is what it's all about. And from a leadership perspective, this comes down to, and we can talk about this a little bit more later too, but this comes down to showing some vulnerability.","10:13",239,["inc","aut"]],["024-5",0,"Decision-making processes and culture roll up into the policies of institutions, so equity has to be tackled at the system level too.","our decision-making processes and organizational culture, and they roll up into the systemic level of what happens within our institutions in terms of policies and so on.","32:35",239,["inc","cul"]],["023-0",0,"Cognitive dissonance: when actions and values don't match, people go through mental exercises to deny the evidence.","And here's how the psychology works. There's this thing called cognitive dissonance. It's the idea that you have values and you have your actions.","5:45",240,["com","pur"]],["023-2",0,"Values trump evidence when it comes to persuasion, because they run so deep in people.","It's a much more heartfelt exercise. So really, values are paramount, aren't they? Almost, they trump, no pun intended, they trump evidence, because all the values are intrinsic to us in everything that we've done or we've experienced since birth.","9:19",240,["com","pur"]],["023-4",0,"Confirmation bias: we are wired to make quick System One decisions that support views we already hold.","that supports our already potentially biased view yes so i mean everyone is worried about polarization of society um and and it comes down to a very fundamental thing that many people have heard of which is confirmation bias right it's the idea that we are evolutionally programmed to make very quick decisions that's our system one thinking Yes.","11:52",240,["dec","com"]],["023-5",0,"Be sensitive to how you give feedback to a generation that has received it differently.","You've got to be very sensitive now on how one gives feedback to perhaps a generation who have had feedback in a different way than we have had.","23:44",240,["fbk"]],["022-0",0,"Many established organisations suffer from a poor management culture.","So, you know, that's a real issue. And I think that's compounded by a really poor management culture in most established organizations.","3:32",241,["cul"]],["022-1",0,"The pandemic shift is about online-first working, not just working from home.","No, it was COVID-19. So that's the big shift. But I think that shift is still not well enough understood. And people need to see this not as homeworking or being forced to be a part, but actually, you know, actually seeing the positive in this, which is this is about online first working.","6:09",241,["chg","tec"]],["022-4",0,"Sectors that fail to engage with the digital challenge risk being killed by it.","So, you know, change is not essential, but there are many sectors. whose failure to engage with this challenge is likely to kill them.","12:26",241,["chg","str"]],["022-5",0,"Corporates can learn from start-ups: help them, hire their talent, or acquire them if they add value.","And, you know, then you either help the startups, which is great. You hire some talent, which is even better, or maybe you acquire or absorb the startups if they can add value to your business.","22:10",241,["ent","cre"]],["021-0",0,"In any conversation you are listening to at least two voices: the other person's and your own internal one.","is you are always listening to at least two voices. So you and I are talking to each other. I'm listening to what you have to say to me.","5:04",242,["lis","com"]],["021-2",0,"Feedback lands hardest when it challenges our identity, something we believe we are good at.","They have challenged our identity. And when that happens, right? So let's say you come to me and you have feedback for me, and I feel like it's really challenging something that I think that I'm actually really good at.","18:40",242,["fbk"]],["021-3",0,"In a difficult conversation, shift from certainty about being right towards curiosity.","So instead of my purpose here being to explain to you why I'm right. I want to make a shift away from that certainty towards curiosity.","24:52",242,["lis","com"]],["021-4",0,"Turn difficult conversations into learning conversations: the aim is to learn how each of you sees it.","So that shift towards the learning conversation of, you know what, my job here is not to let go of my position, but is actually just to learn more about how we each see it, why we're each coming to it in these ways.","26:38",242,["com","lis"]],["020-0",0,"As machines take over routine work, people need to retreat to the higher ground of uniquely human skills.","basic arithmetic. We've been doing that on computers for a long time with computers. And the waters are rising. So where you need to retreat to is the mountaintops.","7:58",243,["tec","cre"]],["020-2",0,"Creativity is a by-product: focus on purpose, time to think and passion and creativity follows.","We can all understand what our purpose is. We can all find time for this. We can all have passion. And actually, those things that you should focus on, not creativity, that is a byproduct of having those things.","20:32",243,["pur","cre"]],["020-3",0,"Read a book every two weeks, take notes on the world around you and write every day.","So my advice to Greg is what are you doing? Make sure you're reading a book every two weeks. Make sure you're making a lot of notes on what you see in the world around you and write every day, Greg.","26:07",243,["dev","cre"]],["019-1",0,"What got you here may not get you there. So-called soft skills such as imagination, curiosity and resilience are some of the hardest.","And that is that great adage that what got you here may not get you there. And you talked about innovation and these, I'm going to use the word softer skills, but I don't think I like it because I think the skills such as imagination, curiosity, resilience, innovation, collaboration, I think they're unbelievably hard.","6:24",244,["dev","cre"]],["019-3",0,"Getting people to collaborate and build trust created conversations that carried on months after the course ended.","And as we introduced people and got them to collaborate and build some trust, we noticed that the impact was not only when they met face to face or during the course is we started to create conversations three months, four months, five months post course.","11:02",244,["tea","tru"]],["019-4",0,"Big problems are solved by organisations working with others, which needs people who can say, this isn't about me any more.","Most major organizations are not trying to solve it alone. They are working with multiple institutions. Well, in order for us to be able to work with like Oxford or Cambridge is you have to have people that say, this isn't about me anymore.","14:57",244,["tea","pur"]],["018-0",0,"A good or bad boss can have a huge impact on someone, including whether they stay with the company.","And I wanted to stay in Atlanta. So my only option was to leave the company. It's so true, isn't it, how a good leader or indeed a bad leader can have such a massive impact on someone, either positive or negative.","3:38",245,["hir"]],["018-3",0,"Know your core competencies. They underpin succession planning and should be built into hiring.","They need to understand what their core competencies are. Core competencies are a key component, not just to succession planning and developing your talent pool, but when you know your core competencies, you can integrate that knowledge into the hiring process.","10:40",245,["hir","str"]],["018-6",0,"Build values-aligned competencies into hiring so new people fit what the company stands for.","And that's why you want to integrate those competencies into the hiring process. So that you're bringing people on who align with your values through competencies.","18:57",245,["hir","pur"]],["017-0",1,"Recruit, prepare and support young people from disadvantaged backgrounds into meaningful careers with major firms.","Okay, so we recruit, prepare and support young people from disadvantaged backgrounds into meaningful careers with major firms. So in essence, that's connecting young people to companies and to people that they would never get a chance to connect with before.","4:16",246,["inc","hir"]],["017-2",0,"Young people working through adversity are often very resilient but have not yet worked out how capable they are.","They're young. Some of them are working their way through adversity, which makes them unbelievably resilient. But they haven't quite worked out just how capable they are.","7:57",246,["hir","res"]],["017-3",0,"Go in with low ego and a sense of wanting to support people to make things better.","And, you know, you have all these competing things, but you know what? It comes down to people, really. And if you can operate at low ego, and this is my advice around these things, if you can go in with low ego, with a sense of, I want to support you to make this even better.","15:56",246,["aut","hum"]],["017-4",0,"Trust is built like Lego blocks: through continuous behaviours and values over time.","So you need to build trust like it's just putting Lego blocks together. Building trust is actually doing it. It's actually continuous behaviors and values over time.","17:10",246,["tru"]],["017-6",0,"Purpose-based leadership does not sit with the CEO alone; everyone in the team is a leader.","And that's purpose-based leadership. And the purpose-based leadership doesn't just sit with me because they're all leaders. Every single one of my team is leaders.","21:48",246,["pur","emp"]],["016-0",0,"In the private sector people chase success; in government the stronger driver is fear of failure.","So there is, while in the private sector, there is a hope for success in the government, there is a fear of failure.","3:07",247,["pub","dec"]],["016-4",0,"Good teams need a leader who is a storyteller, and a vulnerable, genuine one.","And that's what a good team is about. So for a good team, it's extremely important for a leader to be a storyteller and a vulnerable storyteller, a genuine storyteller.","8:12",247,["com","aut","tea"]],["016-6",0,"In a ruptured time, storytelling is one of a leader's most powerful tools because the focus has to be on motivation and morale.","So I think this is more about letting go. So my advice to leaders is firstly, storytelling is going to be one of your most powerful tools in a ruptured time for the simple reason that during these times, you need to focus on motivation and morale.","27:35",247,["com","chg"]],["015-x2",0,"Living in many countries teaches you how other cultures think, in a way tourism can't.","But I know a lot about how Italians think and about how that culture works. And so I think it gives you a very different experience that you can't get as a tourist.","8:53",248,["inc","lis"]],["015-x4",0,"In a start-up you have to do it all: stack the chairs and draft the documents.","You've got to stack the chairs. And as you say, you've got to draft the documents. You have to do it all.","14:22",248,["ent","own"]],["015-x6",0,"Entrepreneurship sometimes means making milk from milk powder.","For three years, we had milk made with milk powder. And that was life. And I think that's entrepreneurship. Sometimes you have to make milk from milk powder.","15:04",248,["ent","res"]],["015-x8",0,"Seeing commonality helps: we're all flawed, we've all failed, and so have CEOs.","Yeah, and I think when you see a commonality, you know, we're all flawed. We've all failed. We've all had struggles. So have CEOs.","20:50",248,["aut","hum"]],["015-5",0,"In a crisis, be vulnerable and be honest.","I think every crisis is a genuine opportunity to adapt and people adapt. I think as a leader, the biggest learning has been, and it's a reiteration, be vulnerable and be honest.","22:19",248,["aut","chg"]],["015-x11",0,"Many cultures, including in India, teach people not to show vulnerability.","It wasn't natural, I have to say. I was brought up like everyone else in the background, especially I think in India, we're taught not to showcase vulnerability.","24:20",248,["aut","inc"]],["015-6",0,"Advice to a 21-year-old: collect experiences.","All right. And then here's a good question for you, Radhika. What would be your best advice to a 21-year-old Radhika? So my advice would be collect experiences.","28:23",248,["dev"]],["014-x0",0,"People pull the trigger on decisions, not facts and figures, yet we rarely examine our influence on our choices.","Because at the end of the day, we pull the trigger on decisions, not the facts, it's not the figures. And yet we spend very little time thinking about the influence that we have on our choices.","2:42",249,["dec"]],["014-x3",0,"Good decision-making cultures value diversity of thought and truly listen to different opinions.","There are some remarkable women there, but it's not them per se because they are surrounded by a team of advisors. But they are representing a culture where diversity of thought and actually truly listening to different opinions is...","5:25",249,["inc","lis","dec"]],["014-1",0,"Distributed working means trusting people to make choices on their own with limited resources; decision rights are being redistributed.","We're actually having to trust people to make choices on their own and with limited amount of resources. So the way we distribute decision rights is changing.","6:14",249,["dec","tru","emp"]],["014-x5",0,"Coach decision-makers and empower them to decide, increasing speed and agility.","in that we need to coach decision makers. Decision coaching is something that's becoming much more popular. So we empower them to make decisions, which of course increases speed and agility in the organisation.","6:39",249,["dec","emp","fbk"]],["014-4",0,"Faster decisions depend on sharing data across the organisation instead of holding it at the top.","And as we make quicker decisions, we're actually relying more on sharing data between an organization. Whereas a leadership team might have held on to certain amounts of data.","8:01",249,["dec","tec"]],["014-x10",0,"Data is the foundation of good decisions; rubbish data gives rubbish decisions.","And of course, data is the foundation of good decision-making. If you have rubbish data, you're not going to get a good decision out of it.","9:15",249,["dec","tec"]],["013-0",0,"Most people know what to do; they just do not do what they know. That is a failure of personal leadership.","So it seems clear to me that most people know what to do. They just don't do what they know. And if you're not doing what you know, and if you're not doing what you want to do, well, then that's a failure of personal leadership.","3:05",250,["dev","own"]],["013-1",0,"If you are not doing what you need to do, you probably do not have a big enough why.","It's not to say that pleasure isn't a great motivator too, but pain is a huge motivator. And so if you're not doing what you need to do, what's probably is that you don't have a big enough why.","4:55",250,["pur","dev"]],["013-3",0,"Humility is one of the qualities seen in great leaders.","that I've got this, you know, that I'm perfect. And I think this is one of the qualities that we see in great leaders is humility.","9:29",250,["aut"]],["013-5",0,"Top leaders are everybody's meal ticket, so people will not volunteer to tell them when they are not living the values.","In fact, if you're the top leader, you're everybody's meal ticket. And that is why people are not going to volunteer to tell you when you are not living the values.","10:23",250,["cul","fbk"]],["012-x1",0,"Major prosecutions are teamwork across police, prosecutors and local authorities, with someone giving a steer.","It's teamwork. There's no getting away from it. We had a phenomenal team, not just within the prosecution and the police, the local authority and everybody else, but it needed a steer, and I hopefully gave them that steer.","18:18",251,["tea","pub"]],["012-1",0,"Being more open with colleagues about the hardest cases helped protect his mental health.","And so, strange as it may sound, later in my career, I became more open with them. And that, I think, is how I protected my mental health.","23:32",251,["wel","res"]],["012-3",0,"Active listening means acting on what you have heard.","And then suddenly I know what I know. And you have to listen, you have to actively listen. That means acting upon what you've heard.","25:09",251,["lis"]],["012-x5",0,"Decisions taken remotely are worse than those that involve the people most affected.","I don't think it would have. You know, decisions taken by people remote will not be as good as those that involve the people who are most impacted by your decisions.","25:44",251,["dec","lis"]],["011-2",0,"Thoughts shape perception and perception shapes behaviour, so working on how you think can change behaviour more than working on the actions alone.","I'm a firm believer that our thoughts determine our perception, our perception determines our reality, and our reality determines our behavior. And I think we work so hard at trying to change behaviors and trying to change our actions, and we often fail.","17:16",252,["dev","res"]],["011-3",0,"In a long ordeal, concentrate on the action needed now to get to the finish line.","Because all you're concentrating on doing is the actions of what you need to do now to get to whatever this finish line is.","25:09",252,["res"]],["011-6",0,"After cancer, an identity struggle: we spend our lives trying to become what the world demands of us.","Rad. Rad. Rad. So I've got an identity arm, and I went through cancer, a lot of identity struggles with self. We spend our lives trying to become everything the world demands of us, about parents, et cetera, et cetera, who you need to be to attract your spouse, your partner, your job.","35:53",252,["aut","dev"]],["010-1",0,"Recruiting people in your own image can pass for empathy, but it leaves teams too alike in their beliefs.","hard to create. So have organisations, do you think, used empathy unwittingly when they've started to recruit in their own image? Yes, they probably have done it.","5:49",253,["hir","inc"]],["010-3",0,"Empathy is powerful when it is used to apply values and principles that bring out the best in others.","It's about the ability to apply a set of values and principles to enable, to bring out the best in others. And that's really where I think empathy can be so powerful.","10:32",253,["hum"]],["010-4",0,"Use empathy with reason: combine it with rational decision making.","What I would really encourage leaders to do is to use empathy with reason. So what I mean by that is the ability to have rational decision making focused around that empathetic.","12:08",253,["dec","hum"]],["010-5",0,"There are times when people need clarity, direction and purpose from a leader more than empathy.","It is talking about calibrating. It's talking about balance. It's talking about sometimes actually... We may not need any empathy. You know, there are times when actually leaders need a sense of clarity, direction and purpose.","13:03",253,["dec"]],["009-1",0,"A leader who feels aligned in one organisation can feel completely misaligned in another, because cultures expect different leadership styles.","If someone can actually go from feeling aligned in one organisation to then feeling misaligned in another organisation? Massively. I mean, if you think about different types of culture in different companies, somewhere can be very democratic and really have people that they employ who respond really well to a very democratic style of leadership.","3:30",254,["cul"]],["009-3",0,"Leaders sit under many overlapping expectations: peers, country culture and different departments all expect different things.","There can be what your peers expect of you, your country culture, the different departments in your organisation. It just goes on and on, all these overlapping expectations on you as a leader.","4:53",254,["cul"]],["009-5",0,"It takes vulnerability to admit you do not know something and to push a decision down to the people who do.","And there is a degree of vulnerability required with that to admit that you don't know something and that you have to defer a decision downwards.","12:48",254,["aut","emp","dec"]],["008-0",0,"Your impact as a leader reaches beyond your direct team to the teams they lead in turn.","You've got to realize that your impact as a leader will go beyond that, will go to the teams that they lead.","3:25",255,["hum"]],["008-4",0,"Lead by example. It shows the people who work with you what to expect from you.","Exactly. Yeah. I think that's hugely important. You've got to lead by example. And this helps at least define for those who work with me or for me or work alongside me, you know, what to expect from me.","10:22",255,["aut","own"]],["008-5",0,"Be decisive: make decisions or encourage others to make them.","By doing so, you get to choose the narrative that defines you. Fourthly is kind of be decisive. You've got to make decisions or encourage others to make decisions.","11:13",255,["dec"]],["008-6",0,"Encourage the team to help each other and to recognise both success and failure, because that is how people learn.","I also encourage the team, and this is my kind of style of leadership, to strive to help each other. I encourage them to recognize success and failure because that's how we learn.","17:23",255,["tea","fbk"]],["007-2",0,"Think long term about talent: employees may join you two or three times over their careers, so the way people leave matters.","Second is when I say the long game, I mean, you have to think about the fact that your employees might join you two or three times over the course of their careers.","9:04",256,["hir"]],["007-3",0,"Many of the things that keep younger employees engaged cost next to nothing, and organisational culture is near the top of the list.","And most of those things that I listed cost next to nothing. In at number two, what's number two? In a number, ding, ding, ding, organizational culture.","14:49",256,["cul","hir"]],["007-4",0,"Culture is observed. Values on the wall mean nothing if people cannot see them in action.","What we mean by that is culture is observed. It doesn't matter what the values are that you have on the wall or in the lift if you cannot see those in action.","15:12",256,["cul","pur"]],["006-x0",0,"The real cost of leadership programmes is the opportunity cost of taking leaders out of the business.","I think the real issue is not just the direct cost of running programs. It's the opportunity cost of taking leaders out of the business for long periods of time.","4:25",257,["dev","str"]],["006-x1",0,"Develop leadership, not just leaders: leadership is a team game, not an individual game.","And I think this is where I'm getting at when we focus on... developing leaders as opposed to developing leadership. Because one of my beliefs is leadership is a team game, not an individual game.","6:41",257,["tea","dev"]],["006-0",0,"Leadership development that fills people with facts for an exam and a certificate does little to change how they lead.","So ultimately, the trick is fill people with facts that they then trot out in an exam and then they get a lovely certificate.","7:27",257,["dev"]],["006-x3",0,"The organisation pays for leadership development, so it should deliver value to shareholders, customers, employees and society.","And of course, we should never forget that the individual leaders aren't paying for their development. The organization is. And therefore, surely we should be thinking about the stakeholders in the organization, shareholders, but customers, employees, wider society, and understanding how leadership teams can deliver value to their organizations.","8:43",257,["dev","str"]],["006-x10",0,"A colleague asking \"shouldn't you be asking my opinion?\" taught him a lesson he never forgot.","Shouldn't you be asking me my opinion? And it was like my little in the voice went, oh, no. But I never made the same mistake again.","22:35",257,["lis","dev"]],["006-4",0,"Tie leadership development to strategy: focus it on the capabilities, values and culture the strategy needs.","I was working with one Finnish organisation. A new CEO came in. They were looking at strategy, and he got the Leadership Development Programme to focus on the strategic capabilities that underpin the strategy, the values that would be required, and the culture.","23:24",257,["dev","str","cul"]],["005-x2",0,"Lockdown made customers far more comfortable shopping online, accelerating digital transformation.","So all of a sudden, people are a lot more astute and inclined when it comes to shopping online. So I think even on the customers, the revenue end, we are going to see a huge jump in digital transformation.","6:21",258,["tec","cus"]],["005-2",0,"A crisis can show that efficiency is not the key to a company's survival; resilience is.","All of a sudden, we realize that, for instance, efficiency is not necessarily the key to a company's survival. It is resilience.","14:05",258,["str","res"]],["005-x6",0,"Leaders should become more attuned to weak signals, which are always there.","We have been like to focus like on very narrow aspects of business. And so like, I think like going forward, I'm hoping that, you know, we will be a lot more attuned to weak signals simply because, you know, these signals are always there.","14:31",258,["str","dec"]],["005-x9",0,"A crisis is a time to unleash creativity about what kind of company you want to be, because change is more tolerated.","This is the time where you can really unleash your creativity on what kind of company you want to be, because change will be much more tolerated since we don't really have something that is pulling us back.","21:24",258,["cre","chg"]],["004-0",0,"IQ is a narrow and potentially exclusive way of judging modern leaders.","I've always found IQ in modern leadership a not particularly inclusive term. In fact, a potentially exclusive term. I understand what it means and people don't mean to use it in a non-inclusive way.","9:46",259,["inc"]],["004-2",0,"Alongside technical skill (TQ) and emotional intelligence (EQ), leaders need a decency quotient (DQ): the values, motives and intentions behind what they do.","If you think of the what we've said is TQ, we've said the how is the EQ. We get to the why here and the why behind you as a human being, that value system, purpose system, the intentions and the motives sit squarely in that DQ set of ingredients.","13:10",259,["pur","eth"]],["004-4",0,"Organisations and public figures who get bad press usually fail for the same reason: a failure of decency, the DQ.","Celebrity world have had bad press. There are organizations that have had bad press. And they've generally all had it for the same reason, which is they failed miserably on that DQ.","17:06",259,["eth"]],["004-5",0,"A multiplier leader builds the abilities of the people around them so well that they can step away and nothing bad happens.","the abilities, the skills, the experience of those around them. So that actually great leaders can then extract themselves from teams, from organizations, and nothing bad happens.","18:29",259,["emp","tea"]],["003-2",0,"For people to perform, care for the person and their mental health has to come first.","They suddenly realize that in order for their people to perform. A conversation about a care for the human being and the mental health of that human being must come first.","8:14",260,["wel","hum"]],["003-4",0,"Remember that the children of the people you lead will know your name. How you treat their parents decides what they hear about you.","The idea that leaders should remember that the children of their direct reports will know their name. Yeah, yeah, that was a mentor of mine, but bless him whilst he was still alive.","13:22",260,["hum","own"]],["003-5",0,"Success is rarely down to being genetically extraordinary. Be wary of the story that top performers were simply born gifted.","Many people who listen to this, they'll have been sold a bill of lies, right? The idea that somehow people like you and like me are somehow genetically extraordinary, that we're somehow so gifted naturally that success would come, whether it would be planted on rocks or planted in fertile soil.","16:17",260,["dev"]],["002-1",0,"You cannot be the expert and the doer at everything. Have faith that the people you lead can do parts of the job better than you.","You can't be an expert and a doer at everything. Yeah, true. You have to have some faith in the organisation, the people you're leading, to accept that actually they can do that better than I can, and actually it's their job to do it.","9:54",261,["emp","own"]],["002-2",0,"Leading specialists takes humility: be comfortable with people knowing more than you do and let them get on with it.","It's learning to let go of things, being a little bit comfortable with people knowing more than you do about something. And I think you've got to have that little bit of humility in leadership to say, well, there's an expert there that does that job really well.","10:49",261,["emp","aut"]],["002-3",0,"The leader's job is less about taking charge of everything and more about helping people do the job they need to do.","You expect them to be out there making the decisions, taking charge of everything. Well, actually, that's not really the case. Actually, what you need to do is help people to do the job they need to do.","11:58",261,["emp"]],["002-6",0,"To get people behind change, start by understanding what the purpose of the organisation is.","I don't know. How do they bring that across? So for me, I think this is about understanding what the purpose is of an organisation.","17:01",261,["pur"]],["001-m2",0,"The show's question: how can we maximise our leadership potential to create success for our organisations, our people and ourselves?","how can we maximise our leadership potential to create success for our organisations, our people and ourselves?","0:44",262,["dev","hum"]],["001-m0",0,"A mentor's advice on taking a first leadership role: the children of the people you lead will know your name, and in what context is down to you.","The children of the people you lead will know your name. In what context is down to you?","1:03",262,["hum","own"]],["001-m1",0,"Failure is worth studying, because it is often what allows success to rise from the ashes.","And sometimes it's utter failure that we'll be looking at because it was that failure that allowed the phoenix from the ashes of success to rise.","1:35",262,["res","dev"]]]}