[Businesses are] not making the most of all the talent they've got. They're making the most of a chunk of that talent, but not all ...So it's about unlocking that talent and unlocking great potential to achieve everything that those individuals are capable of.

When I've got into situations where I probably have come across a bit inexperienced, people seem to warm to that sometimes, bizarrely. Because they can see you're letting yourself be seen and you're being really authentic.

You can do two things at once. You can set a highly aspirational vision. [...] You can also say, I don't fully know the path. I don't know every step along the way in that path. And so I need all of us to work together to get there.

If you are a working parent and you're trying to be in a senior role, you are usually a trailblazer and that's hard and you need other people around you.

It was our first foray into a proper leadership role and neither of us had really done it before, but being in a co leadership position was less lonely. It taught us about how to be really intentional as leaders, because we were really conscious of appearing as a united front.

I think having the support - and I'm going to call it home support - gives you the strength and the confidence to think, okay, I can do it.

People get to a certain point and just settle ... the fire goes out a little bit ... [they're] not given those stretch projects or opportunities. Don't have a sponsor.  Haven't been mentored and developed to take it on to that next level.

Over time I've realized it's the delayed gratification that I've learned to thrive on when I'm first out of my comfort zone.

You will find those you line manage, if asked, will give you some very honest feedback, and that's really useful.  It makes you better. It makes the team better. It helps them be better.