you

know, I, quick synopsis, I worked as a programmer way back in the 1980s on IBM systems, which is a fantastic education and business because There wasn't office software.

You had to go out and talk to people and write programs to try and support what they were doing.

So you learned about every aspect of the business and things like payroll, finance systems, sales order processing, all that kind of stuff.

And that brought me into business operations.

I worked for eventually for Woodchester.

I headed up their IT function, moved into business operations and set up a transformation project.

So was there ever excitement going back into employment or was just it had to happen full stop?

And I get

that.

I mean, I understand that.

I certainly felt in earlier in my career that that's where leadership sat.

But if we just delve a little bit deeper and think about that for a moment.

And again, this is why leadership is such a unique role.

If I, as a leader, offer you direction or I offer you support, only if you accept that does leadership emerge.

Oh, and that's building that experience between the two, the relational piece.