Harmony.

That means, I think, bringing people together, working through solutions with common interests, creating that environment of high trust and high comfort.

So when it comes to building team, my natural instinct, and for many others as well, it's just bring someone in that's switched on and can get along with everyone else.

Sometimes these hiring decisions, especially when internal candidates are involved, are made because they're the easiest options, or maybe because they solve a people issue somewhere else in the business.

But I learned pretty early on, five, seven years ago, that the focus really shouldn't be around whether that someone gets along with the team, but whether they're the best candidate for the role, assessed against what the actual role actually needs.

which doesn't mean like, you know, it's the smartest or the best technical or the best salesperson, but it's just being really clear about what the job needs.

For example, a head of pricing, the most two important thing is that whether that person is going to deliver the best commercial outcome And whether that person is going to lead a team in a way that keep developing future leaders as well.

Michael, what's your top tip for actuaries aspiring to leadership roles?