“You’ve got to do your best to hope that everyone buys into the vision that you’ve set out. And you can only do that by really being a parrot and continually talking about that vision.
“Now, you’ve then got to allow every person to put their own slant and their own take on it. But you don’t want to be the one person in the room, all the time, saying this is what we’re going to do, this is how we’re going to do it, this is why we’re going to be successful.
“You really want to let it out into the team to do that. Because ultimately what you want to do – you don’t want to be in the room. You want people to be expressing the vision, not exactly the way I want it, in exactly the words I want it. But they’ve got the overall raison d’etre of what we’re trying to achieve.
“I think very much in the early part of my career, I would be controlling about the message, and it had to be delivered in exactly the way that I wanted it to be delivered. You know, there’s a great thing about maturity and being a bit older, and doing it now for the third time. Which is: you’ve got to allow people to express themselves.”