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Speaker A Well, when when one of us has an idea, the other has to share us. That's one of the problems, because it usually means waking up at three in the morning and without without speaking, the other knows that something's going on in one's head and then we drag out the idea and we have a good look at it and usually go for a three hour walk and start our day. So we do have an opportunity to spark off each other and share each other's ideas and experiences. It's also very comforting with an executive team to have two different approaches. I'm not quite sure exactly how the approaches are different, but it seems to work. It seems to work with one observing what's going on in the room and the other one really focusing on getting the principles across in a clear and succinct way and working with the team. And I just think the styles are appreciated by mixed groups and when one gets a bit wordy, then the other can be a bit more wordy. On one occasion I did try to stop Barry. He keeps giving me this cue that I need to tell him when time's up. And on one occasion it was 60 minutes over time. And eventually I got tired of standing at the back saying Time. So I wrote on a flip chart at the back saying I wrote Stop. And on his flip chart he wrote no. And that was the one occasion that I thought maybe we needed to modify our approach.
Speaker B There's one thing that we model without doing anything structural about it at all, it's teamwork. When we talk about teamwork with people, we'll say to them, now we're going to talk about teamwork, and you must have talked about teamwork a dozen times by now. We're going to do it through the lens of Ro. Work is an unconscious process. It's a mental unconscious process, which means that you don't know how it happens, but when you're working in a team, you need to share it so that the net effect is greater than the sum of the parts. How do you do that? And then we take them through a process to show them how to do that, and we demonstrate it. We say to I'll stand up in front of a team and say, give me your worst problem and let's examine that. And it's very successful and it's a lot of fun. Now, Sheila and I, without processing it, because I think we're processing each other all the time, all day, we do that sort of thing. And I'm aware of having things almost physically squeezed out of me that for some reason I've left dormant or not wanted to see or something, or if I get something out half formed. But then Sheila makes me do an awful lot of work to shape it, to bring it out as an idea. It's it's it's a I wouldn't say it's a delightful process. I think it's it's a working process. I can feel myself working to do that. It certainly is. Yeah.