Hey everyone, I'm really excited to say that in a couple of days we're bringing you a brand

new series from high performance in partnership with our good friends at PWC. We're going to

bring you a new series on leadership and we're going to be speaking to some really interesting

diverse, fascinating leaders who are making a difference in the world. We're really

pleased once again to be working with PWC. Their purpose is to build trust and solve important

problems and their global strategy, the new equation is bringing this to life for their

clients, their people and society by combining technology with human ingenuity, passion

and experience. So let's give you a little insight into what's coming your way. We've

got four leaders on the podcast. Here's a quick clip from Steve Hare who's the CEO of Sage.

If it's within my team environment, I don't embarrass people in front of their peers,

although increasingly I hope within my team environment that people call each other outside.

If you start to get a kind of self-regulating behaviour amongst the team, but what I do

now is if it does happen, I speak one on one and then it's all about how the person reacts.

If the person immediately goes, you're right. How do you put it to them? I describe the situation.

I say, you know, how do you feel about that? Why did you speak to the person like that?

What was the reason? If the person then becomes defensive and says, well, I was getting

terrible service, they deserved it. I know that we've got a problem. If they go, no,

you're right. I'm sorry. I'm tired. It's been a bad day. I'll go and apologise to them.

You're absolutely right. Thanks for pointing it out. That's the right behaviour. We're

not, none of us are perfect. We all under pressure when we're tired can do things that we

wish we hadn't done. But if someone's good enough to point that out to you, then you need

to be the sort of person who goes, you know what? You're right. It may not happen absolutely

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