 Fabulous. Thank you for that wonderful introduction. It's a really, really broad range of topics to talk about leading through change and understand where we're going in terms of change. You know, how do you overcome some of the obstacles through that and also how do you create and lead teams that can thrive through change? So I'm going to just kind of touch the surface of each of those topics and then leave a really good amount of time for questions. And that's because I believe actually the power is not in me standing here talking at you. It's in the conversation that we're going to be able to have and the questions that you have at the end. So I really, really hope that I stimulate some questions on the way through and we can have a really good discussion. And if I haven't covered stuff then do feel free to ask me in terms of questions at the end because there's a lot of information that I haven't covered in this. I thought I'd just start by talking about me. So and a little bit about my back story so you can kind of understand where I'm coming from for the rest of the presentation tonight. So I was born Matthew number three. So I was the third child. Everything was sold. So I was completely a mistake and my parents wanted a boy. And that's cold. They wanted in, you know, because I was Matthew number three. So they tried before so I didn't feel alone on that. And why do I say that? Because actually your circumstances shape you and I was going to talk a bit about that throughout tonight. And so I was brought up to do everything. So we chainsawed, chopped trees, painted fences. I mowed the lawns, which actually I did find the more interesting bits rather than the ironing and polishing the silver. But the point is that I could do it all. And so in my mind that task split between men and women, you know, male, female just kind of didn't really exist for me growing up. And that's been really important in my career, particularly being in a more male dominated tech and innovation industry. So that was kind of the start. I guess the other thing that's important about, you know, how my childhood shaped me. We have no claim to fame in our lineage. My mum's been doing genealogy for about two decades now, got back to about 1400. The only claim to fame I have is that I'm like Mick Jagger's eighth cousin. Like that's it. So we didn't come from a lot of money. We didn't come from a lot of lineage. And my parents both grew up in state houses. My dad never owned his house. My grandparents with my mum, they bought their house after coming out of a state house. But what my parents taught me was the value of learning and the value of teamwork. And again, that's something that I've carried right throughout my career. And we'll talk about the value of learning as we go through. Kind of I headed into university because there was no option for me not to go to university coming from the family that I came from. And I just, I didn't really have any idea what to do. So my dad was a businessman. So I picked that. I was like, yep, let's do business. This looks interesting. I was also really, really good at music. But I knew I wasn't good enough to be a, you know, a well class classical performance pianist. And I knew that I probably wouldn't earn much money in that. So I chased business. I did my degree, BCA. I kind of didn't know what to do. I did my honours, not that well, to be fair. And then I went into my masters, but all through uni I actually worked as well. I cleaned houses, I waitressed. So I had this, you know, really interesting time of getting some work experience and learning. Then I finally realised I had enough, went into the workforce and landed in Telecom. That kind of started the next phase of my career. So my dad was my role model. So he went in as the postman at his company and he came out as the managing director. And so that was my life through Telecom for about 18 years, was I went in as an analyst and I got to the executive with Telecom splitting in terms of when into chorus. And then I kind of thought, do you know what, the world's changing. And this whole thing of being with one company for life, that's all gone. So there was no way that I wanted to continue that journey. So as someone said to me, when you're offered a seat on the rocket ship, you don't actually ask how much, you know, and you don't dictate the conditions, you just go. And so I jumped into zero. And that's a bit about my life, I guess, is that I've always just jumped in without thinking about it too much. It started when I was two, I jumped into the deep end of the pool. Clearly I didn't know how to swim when I was two. I just jumped in and I worked out how to make it work. And it was the same with the merility. And I'll talk not much about the merility tonight, but a little bit in terms of why I went for that. Like if I had thought deeply about that, there's no way in hell. I would have done that. And I've actually got Elaine, who's here tonight from my campaign team, who was just, where is she? She was amazing throughout the whole thing. So the value of having an incredible support team around you, I would never have done it. But in hindsight, this is the most amazing, incredible, most expensive, myself paid personal development course. But as people would say to me, do you feel like you've failed? And I go, failure would be never trying that. And that's how we need to think as a country. As it's not about failure, it's about not trying. So we'll talk a bit more about that as well. So the final thing I just wanted to share about my story is that I remember very early on in my 20s. So I'm 44 now. And I just tell you that because everyone knows my age from the merities. I'm 44. So in my early 20s, a CEO said to me, you know, Victoria, you'll never have a family and be a CEO. And I was like, oh, that's really sad. Like, that's so sad. Why do I have to pick a career and an ambitious, an ambition over a family? And I was like, nah, this is not okay. I'm going to be really successful and I'm going to have a family. So this is my beautiful family. So I am now a CEO and I have a family and I'm a woman. And it's about actually saying, no, that may have been applicable 20 years ago, but I'm going to chart a path that works for me and for my family about how I'm going to balance, you know, my ambitions in life and my family in life. And I'm really personally quite proud of not, of how I've been able to navigate through that and while staying true to my family values and my kids. So a big, big part of what's going to come through in my talk with you tonight is nothing great is achieved in your comfort zone. I have never achieved my best work in my comfort zone. The best work that I have ever achieved has been when I've shoved myself out of it, literally running, jumping and leaping. So starting with the pool in telecom, I went into the retail sales area, running all of retail sales for NowSpark. I've never run a sales channel in my life, but that was one of the most successful jobs that I did and we'll talk a little bit about the elements of building teams and how that creates that success for you. For the merility, I didn't win, but I actually got 110,000 votes and I'm really proud of that and I learned so much and it's created a whole new way for me to think about my job, my life, how I work with my customers. Unbelievable. So getting yourself out of your comfort zone will come back to that a few times. So the first thing I'm going to go through is leading for change. And I think the first thing that is really important in leading for change is that you understand it. So this is just a bit of a timeline of the major changes that we've been through, starting with the Industrial Revolution over the past, the first and second, through the 18th century and the 20th century. And then of course we've been going through the, actually that third one, sorry, that should say Internet Revolution. So that's very much around how the PC came in and the Internet came in and everything that we've been going through over the last 40 to 50 years. And we're just starting to enter the Industrial Internet Revolution. So that is where matter, so that's people, that's animals, that's aeroplanes, that's cars, anything like that meets the Internet and things like sensors. And so that is going to completely change the world that we're going into. So why is this important and why have I raised this? Because we as individuals are shaped by our experiences and there's people in this room of all different ages which is fabulous. I was kind of born in the 70s so that's like, you know, computers went round, I had like the TV and you know the Walkman and stuff but how I was brought up was completely different in how my children are and completely different in how my parents are. And so another big thing that we'll come through today is the value of emotional intelligence. So being able to understand someone else's experience is really important and one of the things that frustrated me around the mayoralty and the housing debate is how we're slagging each other off. So the older generation is slagging the younger generation off they're having too much avocado on toast and the younger generation is slagging the older generation off for sitting on assets and I break that down and I say that's just rubbish actually because my parents which is the older generation they grew up in the depression coming off the back of that. So they, scarcity was huge for them that was ingrained in them from their childhood and so they see me eating avocado on toast and they question that and I understand why they question that and the other way round I look at my parents and many of their friends and they've worked so hard their whole lives to get where they've got and to get their house and it's just flip and luck actually that the housing market has gone up like it is and so I'm really interested in how do we create conversations that bridge the generations not divide them and I think understanding people's experiences and when they've come from is so important to do that you can't judge a 70 year old based on your experience as an 18 year old and vice versa the other way round so for me having spoken to groups of all ages from kids through schools right to probis the most challenging talk I ever gave was to probis and that was the value of and trying to help them understand what cloud technology was that was I was exhausted and needed about three wines after I came out of that but the great thing was using this model they got through it and they could start to see it so I think for me you know the important thing around this is this shapes our experience and it's really important to understand it why is it important because it's about to like our world is about to change significantly and I'm really part of why I've come to Callahan is to help educate New Zealanders to that when you look at the latest MYOB report 44% of businesses the biggest technology that's going to shape their business over the next decade does anyone know what they think it is and you're not allowed to answer Rosalie because you probably know Rosalie's at course better broadband connectivity you go right okay so that's kind of where we've been in the last decade things like big data drones artificial intelligence machine learning 40 printing a whole new way of thinking about you know genetic engineering all of that that's what's going to shape the next decade of your business but we've quite frankly as a country got our heads in the sand around that so this is important for me because what we have experienced and you know you look at our you know my mum and dad and what they've experienced and what's going to go through just completely it's going to blow their minds completely for those who are coming out of university you've grown up in the age of the internet mobility and all of that you'll be able to navigate this a bit quicker than the rest of us but this is an exponential shift in what we are going to be able to do and why is that? because our computing power is doubling every 12 to 18 months so when we think about life 40 years out that's about 5 million time oh it's not 40 million times I think the computing power that we have today so who can actually imagine what are we going to be able to do with that so for me a big part of it is trying to educate people as to what the heck does this mean so when you say what I miss that when you say what is life going to look like in 2050 like I actually don't think any of us know like I really don't think anyone knows so let's talk a little bit about what does some of this mean this is a little bit hard to see so maybe just share some of it with you so in 2014 cell phones have more processing power than the computers that put the man on the moon so that's you know how far we've come in that 2021 the iPhone 7 technology can fit in a blood cell so that's how quickly we are moving so you think about how we can fit that level of computing power inside inside our bodies and this is what the likes of Orion are working on now is chips that sit inside your body and they every day well every minute of every day are sharing the information that is coming out of your body with actually who you want to share it with in 2026 the ability to put man on Mars 2033 the ability to reverse age I reckon I might just make that and you know in terms of possibilities who knows when in terms of actually being able to completely mimic who we are now I'm not going to stand here and talk about all the ethics of all of this what I'm doing is raising this curve with people to say we need to start talking about it you need to start thinking about it in terms of what it means for your life your career and we'll cover some of that we need to start talking about it as businesses in terms of where is this going to take our business because it's guaranteed that the businesses that understand this will create global opportunities out of this and the rest of us who don't get it will be lucky to survive the next two decades it creates huge huge issues for our ethics and morals so when you're in a driverless car situation and you're facing a deer and a human or you're facing two humans and you're going to hit one which one does the car hit and it and it provides massive regulatory challenges for us but we can't even regulate in terms of New Zealand government for existing technologies let alone the curve looking like that so that's why I'm raising it is not because I have the answers we have the answers as New Zealand as groups of people here as industries as businesses as people passionate about it so what are the sorts of things that we're going to be able to create out of it and I've just covered just a few of them so for me why did I go into the mayoralty because it is a bit left field to be fair it's a bit weird is actually because I in zero I looked at I looked after 180 countries around the world and it was and they weren't the biggest country so UK US and UK had separate country managers I had everything else it was unbelievable to see on the world stage how cities were investing in the next generation of cities so smart cities and then I looked at Auckland and just go where is it where is the smart city here at that stage India had announced 19 19 smart cities they're investing about a billion in each city at least they're now up to a hundred smart cities we are completely at risk of being annihilated by developing countries who get this stuff they are passionate for education they have an attitude that the developed world don't have and they have technology and the new world and new business models that they don't need to worry about the old stuff that we have so I looked at that and just went we've got to get Auckland on the map on the path towards smart cities and what we can do when we integrate sensors into our water systems sensors into our environment sensors into our traffic we keep building these these traffic lanes that are completely underutilized if you're in a business that is the worst utilization of your business assets and resources is to have something empty for 95% of the day so how do you use sensors to feed real-time information to shift traffic around in a smart way that's what's happening globally and so I'm passionate about how do we get that happening here another one is autonomous vehicles and when I first launched the campaign man did I get my head chopped off for talking about driverless vehicles by the end of the campaign I talked to around 10, 15,000 people about it and people started to get it and so what's the benefit of that it's the 90,000 deaths 90,000 injuries every year around the planet that are predominantly caused by human behavior so you imagine if we can reduce some of that it's the likes of my parents who are getting you know not yet but five, six years away from not being able to drive they can keep their mobility it's the likes of people who don't have sight who suddenly have a range of mobility available these are the conversations we need to be having not looking at driverless vehicles from a technology perspective but how do we apply them into our society and the next one is food 2.0 so thinking about the some of the thoughts of thoughts of the things here and last week I went up to Stamford with the Te Hono group which is the agriculture group for New Zealand are trying to shift our entire industry from high volume to value two-thirds of that the people in that room have their heads in the sand around what is going to happen to our industry in the next five to 10 years so impossible foods who's had an impossible foods yeah so let's do a wee little thing who would eat a plant based burger hands up exactly very progressive audience we have here you could have heard a nail drop and the kind of what's the word the distrust from the room of the impossible food scientist was unbelievable that is going to come and shake our beef and lamb industry in a way that we and chicken in a way that we just don't we are not understanding it's the same with synthetic milks which will come in and attack our dairy industry so it's not whether this stuff will happen it's going to happen and it's whether we have the ability to one be open-minded to see it and two to transition our industries to survive it there is of course the ability to thrive and we can talk a little bit about that as we go through so that's some of it the biggest thing for me in all of this is as individuals and as businesses as universities you need to disrupt yourself when you disrupt yourself you have a much better chance at controlling the rules of game when someone else comes in and does it you don't get to see in what the rules of that game looks like either as a person or either as a business so this is just what there's plenty plenty of examples of curves and models in terms of how you disrupt yourself and this is just the S curve basically says you don't even get comfortable when you've mastered a skill like always get yourself into a learning mode and a conscious competence mode and if you are always operating in that mode the return for you either as an individual was you've got six times higher the chance of success and as a business you've got 20 times greater the chance of making more money than everybody else and so that's where you see some of the biggest disrupt excuse me the disruptive players playing and I'll come back to a few examples of that so this is a this is a really really big thing I've met you know in my business career I've never stayed in a role where I've felt comfortable it's always what do I need to do next what do I need to do next what do I need to learn next how do I keep shoving myself out of my comfort zone to keep going just the other one let me just say let's go back to that just a couple of other things on this one I think it's really important and particularly if you're in business or government or university because governments by the way are not immune to any of this stuff coming we are completely wide open and vulnerable to all of these changes coming it's really important that you do take considered risks though like you've got to be a little bit careful around what you just go and chase it is important to be considered in that and I think the the interesting one for me is zero having spent time in there I was really surprised they were about seven years in I think and they were already talking about talking about re-platforming their entire business so this is a company that's seven years old that is prepared to chuck the entire business platform out the window because they recognize that it was starting to become obsolete so that's the kind of mindset of disruption and disruption and exponential disruption so when we think about okay so what are the skills that you need in terms of operating in this new world and there's obviously the foundation skills that many of us have the interesting one that's starting to come through and a lot of the demands for leaders is not just diversity but is cultural diversity so it's not just gender it's actually it's much broader than that and I think you know Auckland has such an incredible opportunity here but the work that's been done by Maychan and some of the work that we did at Zero just shows we aren't tapping into that at all as a as a city the second one is the competencies in terms of how we approach things so we are shifting big time so as our jobs get automated and around 40 to 45 percent of jobs in New Zealand are at risk of automation over the next 10 to 15 years so personally that rips my heart out to know that for some companies and for some companies half of their workforce are going to go for my company probably 10 to 15 maybe 20 percent will go and I feel an immense responsibility to help those people understand actually do you know what your job is looking like it will go I don't know exactly when but let's start to prepare you for transitioning to jobs that won't be around as we go through this change and so what kind of skills do we need we need critical problem solving because the artificial intelligence machine learning that will do a lot of the basic repetitive stuff for us we need to be really creative we need to be exceptionally strong communicators and we need to collaborate the other one that's not in there but that I will talk about is the importance of emotional intelligence and we'll come back to that and then character qualities which is another big part in terms of a number of students often ask me what do you hire for and I say I hire for attitude way over your skills and I hire for diversity so if you've done a wider range of things then I'm more likely to hire you so the old traditional models of hiring are starting to break down so there's a whole range of stuff in there in regards to skills that are that are going to help us get through the next decade or so so I thought we'd just talk about some of the obstacles so that's leading for change understand the context understand where you're going talk the language of people who are at different stages in this because we don't have one language and one experience around this society is very broad and get yourself out of your comfort zone over over over and over again so what are some of the obstacles and I love this quote because this is a bit how I thought in my early 20s like all I need to do is just ignore you know like mum said you know you can't have a baby and go back to work and I'm like you know I can I can I can do that you can't have an Annie no I can have an Annie and because you know that was horrific like once she was so excited I was pregnant and having a child she was going to be a grandma and also I was pregnant out of marriage which was just a really seriously bad in my family but then the two the thought of me going back to work from my parents perspective was absolutely not then all I need to do is be ambitious that's natural sit at the table sometimes work hard yep that's natural and it's smooth sailing all the way so what could possibly go wrong and as I've learnt through my career a lot goes wrong and the first one actually that's been probably one of my biggest realisations through my career is it starts with me actually it's not about blaming everyone else it's about me and as I went through the global woman program which is where I think I met Trudy what I that this quote was put up in front of me and it was actually life changing and I just fundamentally agree with it I don't think all of our younger generation feel like this but I know a lot of people feel like this so our deepest fear is not that we're inadequate our deepest fear is that we are powerful beyond measure it's our light not our dark that actually most frightens us and we ask ourselves who am I to be brilliant gorgeous talented and fabulous and actually the question should be who are you not to be that and so a lot of the work that I do with my teams is about getting them into this space is about making success wonderful about understanding where their potential their capability is and not being afraid to go and achieve that and attack that and shine in that but to actually want to go and chase that and make that really important a lot of it is around internal voices that just sit there on the on our shoulders and a big one for women over and over again is we just lack confidence so in terms of diversity in your teams how you can bring confidence out particularly in terms of women in terms of cultures and in terms of LGBT so that's a big part of what I focused on at my role at zero was an incredibly diverse team and improving the confidence of every member of the team particularly the ones who tend to be less confident the second one is attitudes so just on the right hand side open-mindedness and diversity go together and what I often observe let me put it another way I fundamentally believe someone once said that great leaders have the ability to hold multiple opposing views in their head for long enough to gather enough information enough insight enough facts enough qualitative information to make the best decision and what I observe happening in society is that we don't do that actually we're shutting down conversations particularly in the political arena we're just firing arrows at each other rather than holding conversations open and saying well you know interesting you could be right we punish our politicians for changing their minds that's a flippin' good thing that they actually were open-minded to get new information to say I've got to change so for me that's a really big part of leadership is being able to understand not just have the people around me but be able to hold their views enough so diversity brings that and what's really important with that is emotional intelligence so we'll come back to that the other one that's coming through really really strongly and I'm noticing big time not just in the political space is social entrepreneurism and social impact of businesses and so things like impossible foods so the scientist in Stamford stood in front of the room of agtech people no wonder they were pissed off and said I'm going to eliminate animal meat by 2025 because that's the right thing for the planet because it uses less water less land and you just list it off you know the amount of protein you can get per acre out of beef is 20 grams the amount of protein you can get per acre out of plant-based food is 200 grams now like hello that's a pretty compelling proposition for the environment and socially so you know we're definitely seeing a big part of this rising which I think is super exciting and I actually believe as our job losses go through that what we'll start to see is people will contract for one, two, three organizations and do a lot of social-based community work as well and I think that's a really exciting model you know the thing about diversity though is we ain't embracing it so if NASA launched a person into space today she could soar past Mars travel all the way to Pluto Pluto, return to Earth 10 times before we'll have equality in the boardroom around the C-suite and you know that's just far too flippin' long and that's just for woman let alone cultural diversity you know accessibility diversity and all other forms so we're not moving on this fast enough I guess is my message here the next one is just the value of lifelong learning so you know that's that's what I've really learned I think Trudy you talked about that a little bit where's is it Debbie who's doing the mindfulness yes we were talking about who's Debbie's just come out of corporate set up her own business went for herself through education to set herself up for that that's exactly what we need to be doing I think in my lifetime I'll have three to four different careers I was on a path to one because that's what my dad did and kind of you know I've opened my life up and dad wasn't wrong that was just what they that's just what he did I'll have three to four and my kids will probably have seven to eight different careers and what I've learned is that linked into the confidence that you create a whole lot of skills as you go through and do different things and that skill set is equally applicable as you go through so just having the confidence to know that you can step out and do something quite different and all of the skills that you've accumulated are entirely relevant and useful for that and you're just going to go and chuck another 10 skills in your skill set from this completely different thing that you've got so that whole attitude to lifelong learning is I think one of the biggest things that our country can start to talk about and encourage is how you do that and if you don't have that you won't get through the next 20 years in terms of careers and businesses next one for me is around the tall poppy syndrome so I think New Zealand has two major obstacles to navigating this next decade and to success on the world stage one is we let me particularly hit this way so in America someone described if you have a failure in America it's a scar you just scarred you have a failure in New Zealand like you're chopped down like that's it and it's really hard to come back from that and that's wrong so our fear of failure we need to turn into that is the place where you learn the most and your ability to take that and learn from it and build something greater is where the magic happens and so this is a good example I just remember before going into the last rugby world cup these were the headlines the first two Carter has none of that old all-black magic it was like for fuck's sake did you see that man on the field in the finals and the second one is you know is Richie McCorris spent force well I think we all learnt that he wasn't and you know the great thing that I think is you know Richie lost the world cup he won two straight after that we lost the America's cup we came back in a way with vengeance that we just built something that could not be beaten and while the country's going on was six one up and oh my god are we gonna make it those boys didn't give a toss they knew they had developed technology teamwork in ways that they couldn't be beaten so for me it's about time we stood up as a country and said failure is okay learn from it because we've got some incredible examples of let's start with sports people who have done that and gone on to achieve more so I think the whole the whole there's some interesting thinking going around at the moment around hashtag RAPToolPoppy I'm so in for that because we've got to get over that we've got to get over our fear of creating great success on the world stage we've got to lift the ambition of our country so I think that's a really major obstacle for us moving forwards through the next decade or so so the last one is creating loyal and winning teams and then I'm going to kind of wrap up and open up to questions so hopefully you've got some so for me there's basically three things to it so head the hand in the heart so it's the what are you doing it's the how do you do it and the why you do it and when you put those three things together then you can create some incredible teams I'm obviously having the context of where the world's going and helping people understand why change is important is is super important to success so let's just go a little bit through that the big change in the head which is basically your strategy your goals that's that's basically the head is that we're shifting business models entirely and for me this is not just an application to business this equally applies to government so what I observe you know in the oh someone's smiling there oh this way oh gotcha okay go this way so what I observe in the government space is this platform play is equally appropriate so Callahan NZTE NZVIF MPI we need to start working as a platform for innovation for New Zealand rather than individual companies around it is it still doing funny things no good okay I'll just stand over here okay so zero is a great example of a platform play not good this way yeah about here okay zero I'm good with feedback you just keep giving to me zero is a great example of a platform play so they've created a whole ecosystem around them why did they do that because it takes work out of it for customers and because it's incredibly sticky you know once you're on that platform it becomes really really hard to leave it and the other big shift that we are seeing and kind of the strategy is the shared assets so exponential thinking is about abundance our thinking of incremental innovation is about how do I do more with what I've got but Airbnb and Uber are some of the greatest examples of exponential abundant thinking they were not constrained by the resources they had they just said right we're going to go and get as many homes as we can as many other people's cars as we can and so that's the difference between incremental innovation and exponential and so I'd be really encouraging you to think about how do you take an abundant mindset you don't have to own the resources how do you tap into those resources in a win-win way so that's some of the big shifts in regards to the head part of it the hand is very much well how do you get this done and amazing tools many students here would have been exposed hopefully there's a few exposed to agile design thinking lean processes all of that leads to thinking about business in terms of the how you take your stuff to market and that will fundamentally shift it will shift you into the space of customer experience you know user experience all of that stuff so some amazing tools there to use and then the last one actually the second one around the how for me as emotional intelligence so kind of in my late 20s early 30s I started to realize that I was you know wonderfully ambitious and you know had some good skills and that got me promoted and then suddenly I hit this wall and it was because I started managing teams with layers in it and so my individual functional skill set was no longer what made the success as a team so emotional intelligence which is the ability to manage your emotions to create relationships equates to in this study 58% and other studies up to 80% of your success in your job and so being able to tap into emotional intelligence which the great news is when I started my emotional intelligence journey and I got measured it wasn't flash wasn't great you wouldn't call that success and you know seven eight years later you know I built my skills and I was at the you know heading towards the top of the the emotional intelligence benchmarks you can learn this shit you don't have to you know you don't have to be born with it you can learn it but it is fundamental to unlocking some of the potential the rest of it of course is about your IQ and about your skill set but the biggest part of what we do is about our emotional intelligence and when you're working with diversity when you're being open-minded you need to control your emotions and then the last one is the heart this for me is actually the most important and I've been blessed to work in organizations that are purpose and values led people want to follow something bigger a bigger cause it's not just about the money and so I chair a social enterprise called Figure New Zealand we're about democratizing New Zealand's data that's an incredible purpose we have over the last year increased our revenue by 300 percent the year before it was by a thousand percent and we're all we're social enterprise so we're all externally funded so people's wanting to buy into the purpose of what we're doing there is another great example which is purpose and values led so that is the the heart side of it so when you get those three together that's where you create the opportunities to create teams that can lead through change so the last one I just thought I put up is just the Callahan Innovation because I probably should talk about Callahan somewhere and this is the leadership framework that we follow which is very much around you've got to know yourself so that's all around emotional intelligence your strengths your weaknesses all of that you know your journey own that journey mindfulness and mindfulness is a really important factor and the wonderful thing that we're seeing is that more people are owning up to the importance of mindfulness and all these as we talked about closet meditators and now suddenly coming out as leaders because it's no longer embarrassing to say that you lead and you meditate because mindfulness is an important part to manage your energy to manage your power to manage change in the world and then it's about showing people the future and the next one for us is about how you take your team on the journey for that and the last one is actually about delivering so you're delivering what you're promising so that's just an example and we're about to roll this out very quickly hopefully my team's seen it actually have you seen it yet no there you go they haven't seen it yet transparency and on and openness is another factory line right so I think I just kind of kind of leave this up here so in terms of what I think some of the interesting attributes that we need to be charging ahead with over the next decade are very much around curious you've got to be curious like and have courage to question the status quo and don't be put off by people who say no you've got to keep going commitment to overcome the challenges that is the message there compassion for other people like just chucking grenades at each other between the young and old generation around housing actually will never not get us anywhere that's it's a rubbish conversation we need to change the conversation we need to be far more compassionate than that collaboration for win-win purpose and values is incredible place to start to create win-win sustainable partnerships if you start your partnership with a business goal in mind you won't get as far as if you start with a purpose for the next 20 years in mind and an agreed kind of similar way values of how you go about achieving that so that's the big shift we've also seen collaborative community-minded so the whole ecosystem approach the ecosystem around innovation in New Zealand is way too hard it is too hard for entrepreneurs and innovators to find their way around it so we can talk about that in questions if people want to and then you've got to have the communication skills to motivate so just to kind of finish on a story when I was 15 or 16 I kind of told my music teacher that I wanted to do performance piano he kind of laughed at me because I you know he never played the piano to him and he made me play and I did all that and he said right you're playing an assembly next week and I said no no no no I'm not playing an assembly next week and he said you are so next week sure enough I'm turned up with my shop and piece of music and he does this introduction where I had about 600 kids in the school and he introduces me and literally I'm on the wall over and I'm literally going down like this and I ended up sitting on the floor I hated attention I was incredibly shy I didn't want to speak in front of lots of people I didn't want to perform music in lots of people but here I am 20 something years later talking in front of all of you and you know so we can grow we can develop and it's about it's important it's important that I am a good communicator for what I do so I just have to bite my tongue I've just had to learn how to do it and persevere through it so thank you so much for your time I think we have plenty of time for questions now so my experience is that often it takes woman a little bit longer to raise their hand up so my challenge to you is feel free to put it up fast