John, what do you actually want me to do when I go to work tomorrow that's different to what I've been doing for the previous period of time I've been running this bus depot? Tell me what to do as a, as the leader or the manager of this team of people."

Yeah, I, I, I think it's a, it's a really fair question.

Um, and actually the answer is you probably need to do slightly less than you're currently doing.

And what I mean by that is organizations have a habit of hiring people they think will be really good for the job, and then immediately crushing their personality with processes and procedures, uh, things that get in the, get in the way.

And I think what you're really asking for here is just for people to be themselves really, to understand what really matters to their customers, and to be able to give them the permission to respond in the way that they just think is probably the right way to respond in that moment, rather than kind of giving them a list of things to do about that.

Now, I think what, if you're actually one of the managers that's thinking about this, I think what you actually need to do for yourself and for those teams is to help them connect with what really matters to real people.

'Cause the problem in organizations is we all end up seeing the world from the inside out.

And I just wonder what your perspective on this transition to public ownership is, what your experience is of similar types of organizations and, and what, what we can be doing now as a sector to prepare for it.