Daniel McConnell

company cohesive-wise, efficiency-wise, it's much better to have people back in the office more often.

But then they also say, if you push that too far, people will leave.

So it is that balance.

I want to move on and talk about you because, you know, being a leader, I'm always interested to understand what it's like being a leader of a big company.

For you, I mean, have you come in and completely restructured your senior management team?

Have you streamlined it?

Or what's your style of management or leadership like?

I mean, are you collaborative or do you tend to say, I want it this way and go off and do what I tell you?

Or how do you run the ship?

And talk to me then about managing, say, your senior team, because, like, again, I'm always interested to hear about

There are some people who need the armor in the shoulder.

There are others who just need to be the freedom to kind of go off.

How do you manage those different personalities or how do you get the best out of your people?

You could be a journalist asking those questions as well.

What's the biggest thing you're proud of in your career?

For a lot of people watching you, having reached that level that you are, they'd like to know, well, did she ever make a mistake?

And have you ever made a mistake?

Or what's the mistake that I suppose you've learned most from?

So as a chief, I'm always interested in this, but as a chief executive, then who can you ask for help for it?

And they're trusted, they're not necessarily the companies, but they're there for you.