Josephina SmithGuestRandip SinghHostCan you think of a pivotal moment in your career that's kind of shaped the way you lead?

The very first one was when I was very little as a child, probably around five, six.

And I was speaking to my dad about wanting a pair of glasses that somebody else had.

He was like, well, why do you want these glasses? And I couldn't really articulate it beyond the fact that somebody else had it.

And at that point, he said to me, you're going to have to learn how to say why you want something, not because somebody else has it because everybody has a unique gift that has been given to them that they can develop.

So you need to think about running your own race and not comparing yourself to others.

I've tried as part of my leadership life not to compare myself to another person, but to just run my race and have that single focus around what I want to achieve and not necessarily be overly competitive.

But it's not about comparing yourself to where somebody else is at, or if they're winning, you're losing something, which you see a lot in leadership today, where people kind of have opinions about other people's successes that aren't necessarily positive.

So at an early age, I had learned not to compare myself to another person and just do what I want to do and make myself better.

So there's a huge sense of me being a leader and how to be a leader rather than looking sideways at other people's way of doing things.

So I think that's also led to that sort of pioneering outlook for me in terms of what next, what can I achieve? I'm looking to the future now.

And then number two, I think, was when I was asked to talk about a particular benefit that I was implementing at that time.

And at the time I was working for Schlumberger, really big 93,000 people organization across the world.

I mean, they had this really uncanny way of recruiting very like-minded people.
Can you think of a pivotal moment in your career that's kind of shaped the way you lead?

The very first one was when I was very little as a child, probably around five, six.

And I was speaking to my dad about wanting a pair of glasses that somebody else had.

He was like, well, why do you want these glasses? And I couldn't really articulate it beyond the fact that somebody else had it.

And at that point, he said to me, you're going to have to learn how to say why you want something, not because somebody else has it because everybody has a unique gift that has been given to them that they can develop.

So you need to think about running your own race and not comparing yourself to others.

I've tried as part of my leadership life not to compare myself to another person, but to just run my race and have that single focus around what I want to achieve and not necessarily be overly competitive.

But it's not about comparing yourself to where somebody else is at, or if they're winning, you're losing something, which you see a lot in leadership today, where people kind of have opinions about other people's successes that aren't necessarily positive.

So at an early age, I had learned not to compare myself to another person and just do what I want to do and make myself better.

So there's a huge sense of me being a leader and how to be a leader rather than looking sideways at other people's way of doing things.

So I think that's also led to that sort of pioneering outlook for me in terms of what next, what can I achieve? I'm looking to the future now.

And then number two, I think, was when I was asked to talk about a particular benefit that I was implementing at that time.

And at the time I was working for Schlumberger, really big 93,000 people organization across the world.

I mean, they had this really uncanny way of recruiting very like-minded people.
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