Barry Conchie

It's an interesting question, but there's a question you need to ask before that, and that is, what can change? So, if I think about myself, I haven't changed that much over 40 years, but what has changed is the context. So, when you think about where I was 40 years ago, what I was doing, characteristically, I wasn't that different to how I am now. I was still relentlessly competitive.

It's an interesting question, but there's a question you need to ask before that, and that is, what can change? So, if I think about myself, I haven't changed that much over 40 years, but what has changed is the context. So, when you think about where I was 40 years ago, what I was doing, characteristically, I wasn't that different to how I am now. I was still relentlessly competitive.

It just manifests itself in slightly different ways. I don't cry when I lose, but I used to. used to hurt me that much that I couldn't bear to lose. I've always been a very deep thinker that I've never been overruled by a particular problem because I knew eventually I could probably find a solution. Those characteristics have remained very, very constant.

It just manifests itself in slightly different ways. I don't cry when I lose, but I used to. used to hurt me that much that I couldn't bear to lose. I've always been a very deep thinker that I've never been overruled by a particular problem because I knew eventually I could probably find a solution. Those characteristics have remained very, very constant.

You know, what changes are the experiences that we acquire over the course of our careers? And that teaches us to either moderate or extenuate certain characteristics that we've got. I no longer try when I don't win.

You know, what changes are the experiences that we acquire over the course of our careers? And that teaches us to either moderate or extenuate certain characteristics that we've got. I no longer try when I don't win.

And the interesting question to us, you know, certainly if you've got a partner or a significant other, but the question to ask yourself is, you know, if you do have a partner in life, What success have you had in changing their characteristics over the course of the time that you've known them?

And the interesting question to us, you know, certainly if you've got a partner or a significant other, but the question to ask yourself is, you know, if you do have a partner in life, What success have you had in changing their characteristics over the course of the time that you've known them?

So if there are irritating things that your partner does, you know, and you've tried to change it, how much, how much luck have you had with that? And most people at that point crack out in laughter. Because, of course, the idea that you're going to change is ridiculous. But here's what does change. You learn to accommodate certain things. You learn to live with it. You adapt.

So if there are irritating things that your partner does, you know, and you've tried to change it, how much, how much luck have you had with that? And most people at that point crack out in laughter. Because, of course, the idea that you're going to change is ridiculous. But here's what does change. You learn to accommodate certain things. You learn to live with it. You adapt.

So the characteristics in the person don't change. And your attitude towards those characteristics don't change. They're still irritating. What changes is how you handle it. And if you think about that from a leadership perspective, then... You know, we've got a whole world out there thinking that you can train people to do anything. You can't. But we should stop lying to people about this.

So the characteristics in the person don't change. And your attitude towards those characteristics don't change. They're still irritating. What changes is how you handle it. And if you think about that from a leadership perspective, then... You know, we've got a whole world out there thinking that you can train people to do anything. You can't. But we should stop lying to people about this.

Because that's what it is. We're lying to each other. No, you can't train people to do anything. If you want to pick nuts off a tree, don't hire a tortoise. Hire a squirrel. Squirrels are brilliant at picking nuts off a tree. Now you could teach a tortoise to do it. And maybe they could pick one or two before they fell off. But what's the return on that effort? It's really, really limited.

Because that's what it is. We're lying to each other. No, you can't train people to do anything. If you want to pick nuts off a tree, don't hire a tortoise. Hire a squirrel. Squirrels are brilliant at picking nuts off a tree. Now you could teach a tortoise to do it. And maybe they could pick one or two before they fell off. But what's the return on that effort? It's really, really limited.

We don't change anywhere near as much as we thought we do. And so we live in this pretense. And that pretense is, I manage myself differently now. I've learned over experience, not to say this in this environment, I've learned to keep my mouth shut and let other people speak before I speak. We're just managing them in more effective ways.

We don't change anywhere near as much as we thought we do. And so we live in this pretense. And that pretense is, I manage myself differently now. I've learned over experience, not to say this in this environment, I've learned to keep my mouth shut and let other people speak before I speak. We're just managing them in more effective ways.

Well, the book came to be because there isn't a book out there like this right now. And the book does four things. First, it describes, as the title suggests, that there are five talents that really matter. So when people ask the question, what is it about leadership and what do we need to know about leadership in a way that drives high levels of performance?

Well, the book came to be because there isn't a book out there like this right now. And the book does four things. First, it describes, as the title suggests, that there are five talents that really matter. So when people ask the question, what is it about leadership and what do we need to know about leadership in a way that drives high levels of performance?

The answer to that is the five talents. Now, the five talents, I'll just very quickly run through them. The first one is setting direction. So establishing a course, heading somewhere, right? You need to be heading somewhere. The second thing is harnessing energy. And that means, you know, you're going to motivate people, you're going to motivate yourself. The third component is exerting pressure.

The answer to that is the five talents. Now, the five talents, I'll just very quickly run through them. The first one is setting direction. So establishing a course, heading somewhere, right? You need to be heading somewhere. The second thing is harnessing energy. And that means, you know, you're going to motivate people, you're going to motivate yourself. The third component is exerting pressure.