 different kinds of personality test, reflecting on the result, thinking is this right about me, or is it wrong, you know, who am I? And discovering yourself to a deeper degree than you have already. It takes maybe sometimes a bit of meditation and a bit of mindfulness, a bit of reflection. It's not with that everybody discover themselves in their teenagers and when they are ready, but we tend to discover new things about ourselves all across our lives, all the time. And the next step is then accepting yourself the way you are, making the best of who you are, and in the relationship with other people, treating yourself well and treating other people well, and using your basic motives and your basic needs for good stuff, right? So every need can be used in a different way. There are no bad or good needs. It's not like power is bad or independence is good and so on. That's not true. We are good exactly as we are and all needs can be used in a bad or good way. So it's the behavior that comes out of you that is important, not the level of your need. Think about power, for example. If you have a high degree of power, I'm sure that Hitler had a high level of power. He wanted a lot of power. I'm also sure that Nelson Mandela had a high level of power. They wanted to influence, they wanted to drive something, a course that they were passionate about. And then in one case it had very negative consequences and in another case it may have had positive consequences because it's about the people who are looking at them, who are judging them, right? And some actions we judge as good and some as bad. If you kill millions of people, that's probably a bad thing. But if you try to change a country for the better and save it from racism, it's considered good because we have values as people. Some people think Hitler was great and did the right thing, right? So it's just depending on who is watching and who is judging. But we need to live according to our own values that we have and do the best of our basic needs. So there are no good or bad basic needs. It's not that this one is good, high level of bad is bad, low level of this is good or bad, no. It's what we make of it. And we need to accept ourselves the way we are with our behaviors, with our basic needs and then we need to behave in ways that go along our value system and make that decision. OK, I will accept myself and I will do the best of me the way I am. One of these exercises that we have been doing for the past two days is that I also present myself, if I'm in the position of a leader and I'm a leader, I also present myself with all these imperfections. And it's also important, of course I need to have a concern with my team, with my parents, of course it is, but it's so important for us to be well-known. This is how I am. Of course I don't want to be perfect for everyone, to seek, to improve, to seek and to evaluate, but there are situations that are very, very deep. You are very angry, for example, talking to the area, when the conversation is hard, I get tense because I know that I am in a very positive way, it's very hard, but I present myself, and of course I try to be respectful, but I know my imperfections and I would like my leaders to know me too, full, absolute, imperfect. Nobody is perfect, but we can all be better. We can all try to improve. So that's about self-management. We try to improve our behaviors towards other people and respect ourselves and accept other people for who they are and the differences that we have between ourselves. And then it's about growing and improving, continuously developing, growing and improving. And it's not like you have to think about it all the time and stress yourself up because you have to grow and develop and be better all the time. That's not the way. You do it in your pace. Okay, you reflect, how can I do this better next time? Do a little retrospective, an individual retrospective with yourself or with a peer, and they will go, what do you think? You know, somebody you trust, you do that together, you can do an individual retrospective. It's very good to have somebody to bounce that back and forth with. Or you do it by yourself. You do a little meditation. What did I do well today? What didn't I do so well in the evening maybe before you got to sleep in this little reflection and retrospective of the day? What can I improve until tomorrow? And then you get this kind of habitude or habit to always continuously reflect and improve. It's a good habit. Yes, self-leading shape is important. We need to lead ourselves if we don't lead also other others, which some people also do. And then we need to help other people to find their way of leading as well. And it's when you show up authentic, authenticity is one of the agile people principle that is very close to my heart. I think it's extremely important that you are authentic and that you show your intentions, seldom are people's intentions bad. People are doing the best they can with what they have in every situation. And if you think they are behaving bad or they are doing something wrong, there is probably a very good reason behind it. So you can ask it now. Okay, authenticity. Be yourself. Don't try to be anybody else because every other person is taken. Who said that now? It was me. I tried to be anybody else. So as a leader you cannot be somebody else, you can only be you. Be in love with your strengths. Don't try to close skill gaps just because of closing skill gaps. If you are going to close a skill gap, it should be because you want to work on that skill and you want to develop it further. Be transparent and don't try to be anybody else. When you develop your own leadership style, then you get respect from other people because you show yourself as you truly are and you tell it as it is. And then people will tend to respect you for that. I think that's important. Do and do not we have here. Do not control behaviors. Controlling behaviors would inhibit other people's development. So if we try to control other people, they will not develop as well. And don't focus on other people's weaknesses. Try to close skill gaps. Instead, you help them to grow from where they are and you strengthen them that way. Instead, you help them to grow from where they are and you strengthen their passions, strengthen their interests, coach them to use their passions and interests and skills to become better and grow in the areas that they feel that they want and can't grow in. And don't give them the answers. Let them instead fail fast because that will give them a better learning than if you give them answers upfront. Okay, we're going to talk about now difficult conversations. Especially maybe in HR and for leaders, we need to be able to have difficult conversations, right? We need to fire an employee or very difficult things. And how do you have difficult conversations? And there is a lot of theory in the material. There are some articles, there are some videos, some movies that you can view. But we are going to view a movie with George Clooney. It's from a movie called Up in the Air where he is flying around and traveling around with you as firing people. That's his job to fire people.