Jonathan Tweedie

I was a terrible stock picker.

I was an adequate investment manager.

I was really good at building relationships with people.

I found when I moved into the leadership side of our business, that really suited my temperament and it suited my sense of clarity about where I wanted to get to and where I wanted our business to get to and how I could sort of create a picture of what those sunny uplands looked like and persuade people to follow me.

That is a different skill set to be a phenomenal investment manager or a great financial planner.

Yeah, it's one of those things where I think you just need to, I need to stop, and not just I, our industry needs to stop thinking about just because you're really brilliant at one side of it, you're going to be an excellent leader in our industry.

And I don't think my colleagues would mind me reflecting on the fact that our senior leadership team

All, predominantly all came, particularly on the client facing side, all came through the client facing world.

I don't think one of us would put our hands up and go, we were the best at that side of things.

Yes, and they're getting better at it.

And we're the same.

It's really easy to fall into the trap of recruiting in your own image, isn't it?

We do it all the time.

Bias.

Complete bias.

And actually understanding the mix and the blend that you need to create a good leadership team.

And I talked about military.

Leaders are never individuals.

Leaders are always teams.

Yeah.