But I'd be really interested to hear from the three of you and Ali, perhaps you first of all, sort of over your time and the Henley campaigns that you've put together, what have been some of the standout moments for

you? A couple of seasons ago, I think it was the Olympic year.

I had the privilege of coaching two quads that both won.

One was the Prince of Wales and one was the Queen Mother.

And I did it with just a small squad of scullers to pull off winning both events.

You know, back to back, it was a miserable...

it was a miserably rainy day there was everyone was everyone the top off was full of people saying or you don't want to go on that station you're not going to win on that station to to to coach two boats to win from the um you know the lesser favorites station um in you know in a very very similar way That was a pretty proud moment and that was obviously when I was a high performance coach at Leander and now I'm at Brookes so I'm looking to make new memories but you can't take away how special that was and that group of scullers, two of the Two of the Queen Mother quad won gold in Lucerne yesterday.

Amazing and just finally I'm conscious that you've got coaching and things and other responsibilities to go and do but what are you most looking forward to about this year's regatta

So why do people hate or resist having those conversations?

Mm.

Yeah.

So to start with, I think it's great to look at the concept of systems one and two thinking.

This was Daniel Kahneman's work in the book Thinking, Fast and Slow, which was a bestseller, and this is really helpful for understanding what is going on in our brain when it comes to preparing for or anticipating these conversations.

System one thinking is all based on our gut instinct.

It comes from our experience, it comes from our associations, the patterns we've seen in life so far.

And how do we as leaders and managers help set the tone for the types of conversations you're going to expect here?