Please note that the summary is generated based on the transcript and
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Notes
Jake and Damian reflect on their key-takeaways from the guests that joined the podcast in May. They take a look at each episode from the previous month, curating the key lessons from each guest.
They analyse Lord Billimoria’s 10 P’s for business, how Gary Barlow creates the best concert experience and how he deals with failure. They delve deep into building partnerships with Premier League CEO of the Year, Paul Barber and Kieran Trippier on why team spirit is so important.
# Lessons from the Month: Key Takeaways from May's Podcast Episodes
In the realm of high performance, diversity is key. The High Performance Podcast embraces this notion by hosting a wide range of guests, each sharing their unique perspectives and experiences. To help listeners grasp the valuable insights shared by these guests, hosts Jay Comfrey and Professor Damian Hughes present "Lessons from the Month." This special episode delves into the key takeaways from the podcast's May episodes, curating the most impactful lessons for personal and professional growth.
## 1. Lord Billimoria's 10 Ps for Business Success
- **Product:** Offer a great product that meets customer needs and desires. - **Price:** Set the right price that balances profitability and affordability. - **Place:** Ensure the product is easily accessible and available to customers. - **Promotion:** Effectively communicate the product's value and benefits to potential customers. - **People:** Recognize that any business is about people. Invest in building a strong team and fostering a positive work culture. - **Finance:** Secure adequate financial resources to support business operations and growth. - **Passion:** Pursue a business venture that aligns with your passions and values. - **Principles:** Operate the business with integrity and ethical standards. - **Partnership:** Treat everyone involved in the business, from suppliers to customers, as partners. - **Profit:** Aim for profitability to ensure the business's long-term sustainability.
## 2. Gary Barlow's Secrets to Creating Unforgettable Concert Experiences
- **Narrative Structure:** Craft a concert program that takes the audience on a journey, building up to a climactic finish. - **Patience:** Understand that success takes time. Be willing to persevere through challenges and setbacks. - **Product Focus:** Stay focused on delivering a high-quality product (the performance) and resist distractions. - **Learning from Mistakes:** Embrace failures as opportunities for growth and learning. - **Audience Engagement:** Engage the audience emotionally and create a sense of connection.
## 3. Paul Barber's Insights on Building Strong Partnerships
- **Succession Planning:** Develop a plan to replace key personnel before they leave the organization. - **Identifying Talent:** Continuously identify and nurture talent within the organization. - **Personal Relationships:** Build strong personal relationships with key stakeholders, both inside and outside the organization. - **Clear Values and Culture:** Establish clear values and a strong organizational culture that attracts and retains top talent.
## 4. Kieran Trippier's Emphasis on Team Spirit
- **Team Spirit over Talent:** Prioritize team spirit and unity over individual talent. - **Collective Effort:** Emphasize the importance of every team member contributing to the team's success. - **Supportive Environment:** Create a supportive environment where players feel valued and motivated. - **Family Values:** Instill a sense of family and togetherness within the team.
## 5. The Power of Positive Influence
- **Impact on Others:** Recognize that our words and actions impact others, positively or negatively. - **Supporting Others:** Offer encouragement and support to those around you, helping them realize their potential. - **Conveying Home Truths:** When necessary, deliver constructive criticism to help others grow and improve.
The High Performance Podcast's "Lessons from the Month" episode serves as a valuable resource for anyone seeking to enhance their performance and achieve success in various aspects of life. By incorporating the insights and principles shared by the podcast's guests, listeners can gain a deeper understanding of what it takes to excel and make a positive impact in the world.
Raw Transcript with Timestamps
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[01:06.480 -> 01:11.480] And by the way, the quality of Mint Mobile's wireless service in comparison to providers [01:11.480 -> 01:14.200] that we've worked with before is incredible. [01:14.200 -> 01:19.520] Mint Mobile is here to rescue you with premium wireless plans for $15 a month. [01:19.520 -> 01:23.920] So say goodbye to your overpriced wireless plans, those jaw-dropping monthly bills, [01:23.920 -> 01:29.800] those unexpected overages, because all the plans come with unlimited talk and text and high-speed data [01:29.800 -> 01:35.920] delivered on the nation's largest 5G network. Use your own phone with any Mint Mobile plan. [01:35.920 -> 01:39.160] Bring your phone number along with all your existing contacts. [01:39.160 -> 01:43.780] So ditch overpriced wireless with Mint Mobile's limited time deal and get premium wireless [01:43.780 -> 01:48.920] service for just $15 a month. To get this new customer offer and your new three [01:48.920 -> 01:53.420] month unlimited wireless plan for just 15 bucks a month go to mintmobile.com [01:53.420 -> 02:00.940] slash HPP that's mintmobile.com slash HPP. Cut your wireless bill to 15 bucks a [02:00.940 -> 02:06.800] month at mintmobile.com slash HPP. Additional taxes, fees and restrictions apply. [02:06.800 -> 02:14.800] See Mint Mobile for details. Hi there, welcome along to Lessons from the Month from the High [02:14.800 -> 02:20.160] Performance Podcast. Jay Comfrey and Professor Damian Hughes standing by to share some of the [02:20.160 -> 02:24.400] things that we've learned actually over the last month with you because one thing that we love is [02:24.400 -> 02:28.720] the diversity of the guests here on High Performance. And I know that sometimes it can [02:28.720 -> 02:33.600] be hard for you, you may be out walking the dog or you're driving or you're just generally busy [02:33.600 -> 02:38.960] and you find it hard to remember the lessons or the learnings. Well, we also feel the same. So, [02:38.960 -> 02:43.280] we love reflecting, looking back, remembering what we've learned and then discussing it. [02:43.280 -> 02:46.480] Steve Yeah, [02:43.800 -> 02:48.360] where we curate some of the great minds that [02:46.480 -> 02:50.040] we've been looking after me and try and [02:48.360 -> 02:52.040] distill down some of the key messages [02:50.040 -> 02:54.200] that have had both an impact on us but [02:52.040 -> 02:56.000] also that we feel can benefit the [02:54.200 -> 02:58.600] listener. So what we've decided to do this [02:56.000 -> 03:00.680] week is base our conversation around [02:58.600 -> 03:03.000] the 10 Ps that were shared with us by [03:00.680 -> 03:05.280] the founder of Cobra Beer, Lord Bill [03:03.000 -> 03:09.360] Amoria, a fascinating guy who came on the podcast, shared his life story with us, and as part of that, he spoke about [03:09.360 -> 03:15.320] the power of the 10 Ps. So let's have a listen to what Lord Billimoria told us. [03:15.320 -> 03:22.920] I apply the 10 Ps of business. Great product, at the right price, place, it's got to be [03:22.920 -> 03:26.520] available, promotion, you've got to promote it. [03:26.520 -> 03:28.000] People, any business about people. [03:28.000 -> 03:31.120] I'm a manufacturer, but it's all about people. [03:31.120 -> 03:34.000] Finance spelled PH, you can't do anything without the money. [03:34.000 -> 03:36.160] Passion, don't do it. [03:36.160 -> 03:38.480] Follow your passion, not your pension. [03:38.480 -> 03:40.200] Just don't do it if you don't enjoy it. [03:40.200 -> 03:41.760] Do what you love. [03:41.760 -> 03:47.120] Principles, it's better to fail doing the right thing than to succeed doing the wrong thing. [03:47.120 -> 03:49.840] Partnership, treat everyone as your partner, [03:49.840 -> 03:51.960] your supplier, your customer, your shareholders, [03:51.960 -> 03:54.080] your advertising agency, your lawyers, your accountants, [03:54.080 -> 03:55.640] they're all your partners. [03:55.640 -> 03:59.280] And finally, there's no point if you don't make a profit. [03:59.280 -> 04:00.720] See, I really like that, Damien, [04:00.720 -> 04:02.800] because when you hear that back, [04:02.800 -> 04:04.960] you kind of, you understand that every time [04:04.960 -> 04:08.160] something happens in his life or in his business or maybe even in [04:08.160 -> 04:12.480] his personal life with his family he can immediately just check it against one of [04:12.480 -> 04:16.800] his 10 Ps and make sure it fits either one a number of or perhaps even all of [04:16.800 -> 04:20.320] them and it's kind of a way of just keeping yourself on the right track isn't [04:20.320 -> 04:25.000] it? Yeah the sort of metaphor thatewisodd Lord Bill a Murray [04:25.000 -> 04:28.000] gyda ni, mae'n llawn fel llwybr architectaidd. [04:28.000 -> 04:30.000] Felly rydych chi'n adeiladu'r sefydliadau'n wirioneddol, [04:30.000 -> 04:34.000] felly pan ddangos y pethau'n mynd yn ddiddorol neu ddim yn edrych fel [04:34.000 -> 04:36.000] maen nhw'n mynd i'r cynllun, mae gennych y llwybr, [04:36.000 -> 04:38.000] mynd yn ôl i'r pethau rydych chi'n gwybod mae'n gweithio. [04:38.000 -> 04:41.000] Ac, wyt ti'n gwybod, y peth gwych i ni yma ar y cyfrifoldebau [04:41.000 -> 04:44.000] yw, dyma dyn sy'n byw byw, sy'n adeiladu [04:44.000 -> 04:48.320] cymdeithasol ac yn rhannu'r cynllunau gyda ni for us over on the high performances. This is a man that's lived a life that's built a business empire and is sharing the plans with us about how we could all [04:48.320 -> 04:52.240] take them and apply them in our world. Obviously we can slightly question [04:52.240 -> 04:57.640] finance with a pH but fair enough we'll let him go over that. Yeah he's pushing the envelope. [04:57.640 -> 05:01.600] But actually if you haven't listened to the conversation with Lord [05:01.600 -> 05:09.280] Billimoria he should have mentioned really as part of his 10, failure, which he would have mentioned with a PH as well I guess. [05:09.280 -> 05:13.840] But actually that was again another constant theme that came out of our conversation with [05:13.840 -> 05:18.320] him and it's just a really good reminder for people, particularly people who are building [05:18.320 -> 05:23.040] things or who are doing great things or perhaps have naysayers around them that are pointing [05:23.040 -> 05:25.280] out all the things they're getting wrong and messing up. [05:25.280 -> 05:27.440] Like, what did Greg Hoffman say? [05:27.440 -> 05:29.080] Failure is the price of ambition. [05:29.080 -> 05:33.240] Like, you can't do great things without stumbling or coming up short at times. [05:33.240 -> 05:34.400] Yeah, definitely. [05:34.400 -> 05:39.440] And I, as a consequence of that, I'd add in an 11th P to Lord Billimore's list, which [05:39.440 -> 05:41.720] is patience. [05:41.720 -> 05:43.400] Sometimes our plans don't happen overnight. [05:43.400 -> 05:46.000] We need to let time happen and [05:46.000 -> 05:51.560] we just keep doing the right thing consistently and wait for patience to deliver its own reward. [05:51.560 -> 05:53.280] Steve As Gary Barlow, another guest this month's [05:53.280 -> 05:56.160] weather said, have a little patience. [05:56.160 -> 06:00.440] Karl Well, again, yeah. Well, if we move on to [06:00.440 -> 06:09.000] Gary then this month, I think that the patience of his story is brilliant because he spoke Ie, i ddod at Garry yna ym mis hwn, rwy'n credu bod y pwysoedd o'r stori hon yn ddiddorol oherwydd roedd yn siarad am ddeall y gynllun narratif hwnnw. [06:09.000 -> 06:17.000] Nid, roedd yn rhoi'r cwblhau i'w gynllunau o ddechrau'n fawr, cyflawni pobl i'w gysylltu ac yna gwneud y cyflawni fwyaf. [06:17.000 -> 06:27.040] Ond roedd hynny'n ymddangos fel metafor ar gyfer ei bywyd ei hun hefyd, o mynd i mewn a bod yn gyffrous yn ddiweddar ac yna cael ei hymdrechu, ychydig, gan fywyd. as well, of going in and being successful early on and then having to be humbled almost by life. [06:27.040 -> 06:29.600] Shall we listen to the clip of Gary explaining that in more detail? [06:32.000 -> 06:36.880] So if you think about coming onto a stage, those first three songs you want to hit your audience [06:36.880 -> 06:41.520] hard at those first three songs, so they're absolutely jumping, they can't believe it. [06:41.520 -> 06:47.560] And then you work towards the lowest point of the show, the bit that's its smallest, where you're just you and the piano and your voice, [06:47.560 -> 06:52.280] that's the bit you work towards. And then you work towards the climb, which is what [06:52.280 -> 06:57.120] I call you're on your way home now. And that's that last 40 minutes of hit after [06:57.120 -> 07:01.160] hit after hit, and then you've given the last song, you know, the flutterfetti [07:01.160 -> 07:05.320] goes off and off you go. And your favourite moment in that journey? [07:05.680 -> 07:06.960] You know what? I love all of it. [07:07.200 -> 07:08.280] I love all of it. [07:08.440 -> 07:14.560] And I, you know, I'd work towards that bit in the middle because that's the bit. [07:14.720 -> 07:17.080] If I'm just sat with a piano and an audience, [07:17.840 -> 07:23.480] oh, that's what all this work's been for, you know, to just be able to sit there [07:23.480 -> 07:31.160] with a song, a voice and an instrument in front of a big audience, it's just beautiful. [07:31.160 -> 07:34.820] So there he is, Gary Barlow, talking to us about how he puts together the perfect concert [07:34.820 -> 07:38.800] and as someone whose wife is a huge fan of Take That and how it came to the recording [07:38.800 -> 07:42.280] you would have noticed I've been to a number of Take That concerts and that's exactly how [07:42.280 -> 07:48.440] he operates. I mean I love the conversation with Gary and I really liked that bit about how he puts [07:48.440 -> 07:51.020] the concerts together because I think it's another great reminder for people [07:51.020 -> 07:53.940] that you don't stumble into high performance. It's easy to think oh Gary [07:53.940 -> 07:56.780] Barlow's got so many great hits and he's such a great musician he just goes out [07:56.780 -> 08:02.140] on stage and plays the songs in a random order but every little thing is thought [08:02.140 -> 08:07.860] about to the nth degree. Well there's something that you said when we first started this podcast Jay, that really [08:07.860 -> 08:12.120] strikes me and I think about him especially in relation to that. When you said, imagine [08:12.120 -> 08:17.440] how lucky we are that, say Gary Barlow's had 20 years of being at the top of his game and [08:17.440 -> 08:21.280] he's learned all those lessons and he's now distilling them down for us to be able to [08:21.280 -> 08:26.000] take and apply, that we live in such really fortunate times to be able to do that. And i ni i allu cymryd a'i ddefnyddio, ond byddwn yn byw yn amserau ddiddorol [08:26.000 -> 08:28.000] i allu gwneud hynny. [08:28.000 -> 08:30.000] Pan ddweud y stori i ni o chwarae [08:30.000 -> 08:32.000] yn y Cwmni Gwaith Gweithio'r Conor, [08:32.000 -> 08:34.000] ac mae'n gweld yr holl gwaith yma ar y stage, [08:34.000 -> 08:36.000] ac mae'n dysgu'r newyddion, [08:36.000 -> 08:38.000] y llwyr o'r hyn yr ydy'r cyhoeddus yn ei eisiau. [08:38.000 -> 08:40.000] Ac yna, mae'n cymryd y dysgu hwnnw [08:40.000 -> 08:42.000] a'i ddefnyddio i'w gwahanol benedig, [08:42.000 -> 08:44.000] ond yna'n ei ddod i'n ffwrdd. [08:44.000 -> 08:45.520] Felly os oes unrhyw un sy'n clywed hynny a meddwl, efallai fel dysgwr, that learning and applied it to his own benefit but then passing it on to ours. So [08:43.480 -> 08:47.920] if there's anyone that's listening to this [08:45.520 -> 08:50.240] that thinks maybe as a teacher how do I [08:47.920 -> 08:52.200] do a really great lesson? Start with your [08:50.240 -> 08:54.760] big hits, bring people in and then [08:52.200 -> 08:56.280] finish on a high. If you're a coach same [08:54.760 -> 08:59.480] principle applies. If you're working in [08:56.280 -> 09:01.920] sales he's giving you an arc that he's [08:59.480 -> 09:03.840] honed of being able to engage people's [09:01.920 -> 09:05.320] emotions and bring them with him and [09:03.840 -> 09:06.840] that's what all of us are in in our own different ways. [09:06.840 -> 09:07.840] Really interesting. [09:07.840 -> 09:12.120] There's another thing I think we should point out when it comes to high performance and [09:12.120 -> 09:13.800] that is people getting things wrong. [09:13.800 -> 09:18.800] You know, Gary spoke about the times in his life when things went wrong and the things [09:18.800 -> 09:19.800] he learned from it. [09:19.800 -> 09:21.240] So have a listen to this clip. [09:21.240 -> 09:27.000] This is about when he went to America, tried to break America, and it just simply didn't happen. [09:27.000 -> 09:38.000] The worst three minutes I think of my whole life, where you just want the ground to swallow you up, and also realizing that this is the end. [09:38.000 -> 09:45.200] There's no coming back from this. There's no second performance to launch yourself in America. This was it. [09:45.200 -> 09:48.000] This was what every artist wanted. [09:48.000 -> 09:49.200] And I got it. [09:49.200 -> 09:51.200] And this is where I am with it. [09:51.200 -> 09:53.200] And I remember wandering off the stage and thinking, [09:53.200 -> 09:54.200] that's the end. [09:54.200 -> 09:55.600] That is it. [09:55.600 -> 09:58.000] I'm going home. [09:58.000 -> 09:59.800] It was very telling because [09:59.800 -> 10:02.000] the whole day I'd been in New York, [10:02.000 -> 10:09.240] I'd minimum 8 to 12 people around me, you know, you you're gonna be good tonight you know great let's get to know [10:09.240 -> 10:14.440] each other let's exchange numbers when I walked off the stage there was nobody [10:14.440 -> 10:19.960] and I walked off the side of the stage into the reception at the plaza through [10:19.960 -> 10:29.280] the doors and walked all the way down Fifth Avenue to my hotel and there was nobody with me and it was raining it was like that's the end of that. [10:29.280 -> 10:33.660] Now that plays perfectly into one of Lord Billimoria's 10 Ps for life [10:33.660 -> 10:37.040] product. The minute Gary took his eye off the product, the minute he allowed [10:37.040 -> 10:40.640] someone else to convince him that doing something different was going to be [10:40.640 -> 10:44.600] better for him, it all went wrong and it's a great reminder for us to keep [10:44.600 -> 10:47.340] whatever our product is at the heart of what we're doing [10:47.340 -> 10:51.600] Even if that's just ourselves and our work and our approach to the world got to stay true [10:51.800 -> 10:56.160] Yeah, I think and when we were sat in the studio with Gary could almost feel that [10:56.800 -> 11:04.240] Like he brought us into that moment didn't he how crushing it was and that sense of rising panic as he hadn't prepared properly [11:04.240 -> 11:07.000] And yet he was agreeing to do something without doing the rehearsal ac ystod y panic sy'n nyroi oherwydd nad oedd yn barod yn ddiogel, ond yn unig, roedd yn cymryd rhai pethau heb wneud y rhanbarth. [11:07.000 -> 11:10.000] Rwy'n credu ei bod yn gyfnod da iawn o [11:10.000 -> 11:15.000] ddim yn gynhariadwyr eich prodwd yn yr alwr o'r cyfnodau'n ddarn. [11:15.000 -> 11:20.000] Mae'n rhaid i ni bob amser ymdrech arno i'r help. [11:20.000 -> 11:23.000] Ac rydym yn gallu clywed arall ar gyfer y mlynedd hon, [11:23.000 -> 11:25.920] a bydd yn un o'r rhai o'r 10P sy'n byw gan llawer o'r rhai a ddewisodd Lord Bill o Moria, And we can now hear from another guest this month who really is someone who lives by so [11:25.920 -> 11:29.160] many of the 10 Ps that Lord Billimoria mentioned. [11:29.160 -> 11:33.080] Whether it is the product, the football's great, whether it is the people, he puts brilliant [11:33.080 -> 11:35.400] people together, whether it is partnerships. [11:35.400 -> 11:39.440] I think this guest spoke to us so brilliantly about partnerships. [11:39.440 -> 11:42.160] The reaction we got to this conversation was incredible. [11:42.160 -> 11:44.440] The CEO of Brighton, he's actually just been named, did you see? [11:44.440 -> 11:46.400] He's been named Premier League CEO of the year. [11:46.400 -> 11:50.660] Really? Yeah. Well that's fitting. Isn't it? And we were so impressed by what Paul [11:50.660 -> 11:54.760] Barber had to say. Let's hear Paul Barber speak to us about how they make sure [11:54.760 -> 12:00.160] they aren't derailed at Brighton by outside forces changing the direction of [12:00.160 -> 12:07.240] the club. So actually having sort of a plan to either replace these players before you need to or [12:07.240 -> 12:12.000] a plan to replace them when you need to is all part of that succession planning, whether [12:12.000 -> 12:18.040] it is on or off the pitch, having a plan to deal with those situations is critical to [12:18.040 -> 12:21.240] not losing momentum and critical to not losing focus. [12:21.240 -> 12:27.100] So what is the plan then? Because so often football teams are reactive to things that happen. Here you are being proactive. The number of times [12:27.100 -> 12:30.920] you said they were in the building, right? You don't stumble into that. That is a [12:30.920 -> 12:35.500] thought about process. Would you mind giving us some real insights into the [12:35.500 -> 12:39.020] actual process you have in place and is it there just for the playing staff or [12:39.020 -> 12:43.500] is it there for everyone? Yeah, we try and identify probably the top [12:43.500 -> 12:47.560] 20 or 25 most vulnerable positions within the football club on and off the field. [12:47.920 -> 12:56.560] And we try and have a succession plan in place. So if we were to lose person a what would we do person be where would we go? [12:56.840 -> 13:06.200] And sometimes the beauty of that system is that you get a sense of who's in the building already and therefore that's the obvious place to go. [13:06.200 -> 13:09.440] So Dan Ashworth leaves, David Weir's in the building. [13:09.440 -> 13:11.840] Sometimes it highlights that the person [13:11.840 -> 13:15.620] that would replace the person that you are preparing to lose [13:15.620 -> 13:16.880] isn't in the building. [13:16.880 -> 13:20.220] And that's really important because where then do you look? [13:20.220 -> 13:23.600] Where's the most obvious place to replace that person? [13:23.600 -> 13:27.000] And then once you've identified outside the building who that person is, [13:27.000 -> 13:29.500] how easy is it going to be to get them? [13:29.500 -> 13:31.500] You know, do they, would they want to come? [13:31.500 -> 13:33.000] Can you afford them? [13:33.000 -> 13:37.000] Would they want to come and could you afford them at the time that you might need them? [13:37.000 -> 13:38.000] And... [13:38.000 -> 13:40.500] You almost need them, in this system you need them before you need them. [13:40.500 -> 13:41.000] Correct. [13:41.000 -> 13:44.500] So sometimes it's about investing in, on the playing side, [13:44.500 -> 13:48.840] in a position that on the out from the outside looking in doesn't look [13:48.840 -> 13:54.440] immediately apparent that you need and then it's about having a pathway plan [13:54.440 -> 13:59.480] for that player not to become disgruntled in that interim period which [13:59.480 -> 14:03.440] is where David Weir's experience as our loans manager was critical to how we [14:03.440 -> 14:08.520] work because it was his job to move those players that we brought into the building before we [14:08.520 -> 14:12.920] needed them out to clubs that could then develop them further for us and prepare [14:12.920 -> 14:16.640] them for coming back to us but at the same time they've got to be clubs with [14:16.640 -> 14:21.200] a culture that was similar to ours so that that player would feel comfortable, [14:21.200 -> 14:30.140] welcomed, as if he hadn't just been brought in to be moved out straight away and felt disgruntled because of that. And you know we've done [14:30.140 -> 14:33.620] that now several times where we've had players in and then out of the building [14:33.620 -> 14:36.040] and then back in the building and then ready to play. [14:36.040 -> 14:40.580] Now what this really comes down to is partnerships isn't it? It's making sure [14:40.580 -> 14:44.020] that you've got a great partnership with the people who are already in the [14:44.020 -> 14:47.440] business but also having those relationships with people outside. [14:47.440 -> 14:50.880] I mean, for him to say that the top 25 roles [14:50.880 -> 14:53.360] at Brighton Football Club are filled, [14:53.360 -> 14:55.360] yet they already know the next person's gonna fill them, [14:55.360 -> 14:57.720] including, by the way, his job as the CEO. [14:57.720 -> 15:00.520] They already know and have identified that person. [15:00.520 -> 15:02.240] It's about the partnerships. [15:02.240 -> 15:03.840] It's about personal relationships. [15:03.840 -> 15:05.240] It's about having the conversations with the people who can't be part of your business at the partnerships, it's about personal relationships, it's about having [15:05.240 -> 15:08.000] the conversations with the people who can't be part of your business at the [15:08.000 -> 15:10.400] moment, but one day you might just need them. [15:10.400 -> 15:15.400] Yeah and in addition to those partnerships, there's the peer principles [15:15.400 -> 15:19.880] that are key as well. Paul spoke to us about how he's really clear on the [15:19.880 -> 15:24.320] values that they hold true at Brighton and how recruitment, first of all, is [15:24.320 -> 15:26.000] based on the competence to do the job for those 25 key roles, but then it's y gallant ddod yn ddiweddar yng Nghaerfyrn yng Nghaerfyrn, a sut mae'r cyhoeddiad, yn gyntaf, yn seiliedig ar y cyflawni [15:26.000 -> 15:28.000] i wneud y swydd i'r 25 rôl cyffredin. [15:28.000 -> 15:30.000] Ond yna mae'n ymwneud â'r ffit. [15:30.000 -> 15:32.000] Gallwch chi ddod i'r amgylchedd hwn [15:32.000 -> 15:34.000] a ffasgolwch y deunyddion a'r gwerthoedd [15:34.000 -> 15:36.000] sy'n creu cyd-dysgu [15:36.000 -> 15:38.000] sy'n golygu ein bod ni gael [15:38.000 -> 15:40.000] gwahaniaeth a chyfathrebu ar bob lefel? [15:40.000 -> 15:42.000] Ac roedd y rhan ddiddorol iawn [15:42.000 -> 15:44.000] y mae Paul wedi'i ddweud i ni, [15:44.000 -> 15:45.000] y byddai, i unrhyw un sy'n clywed hynny, [15:45.000 -> 15:48.000] gallant feddwl am eu hunain a sut mae'n cymryd at nhw, [15:48.000 -> 15:53.000] yn hytrach na phan ddechreuodd yn Bryton, a dweud iddynt, rydyn ni'n mynd i fod yn barod i'r Llyfrgell Cyhoeddus. [15:53.000 -> 15:57.000] Ac yna dweud, ond ar y ffordd hwnnw, rhai ohonynt fydd yn dod i mewn i'r ffordd, [15:57.000 -> 16:00.000] rhai ohonynt fydd yn dod i mewn i'r rhan o'r ffordd, ac i fod yn ddiogel, [16:00.000 -> 16:03.000] dweud, edrych ar rai o'r cynnigion, dydyn ni ddim yn dechrau'r ffordd honno. [16:03.000 -> 16:09.160] Ac rwy'n credu, dyna eto, yw' And I think that again speaks to the partnerships Jake, that you referenced that everybody has [16:09.160 -> 16:14.040] to feel invested in it as if it's part of their world, it's something that they've got [16:14.040 -> 16:16.600] ownership rather than it's being done to them. [16:16.600 -> 16:20.680] I really enjoyed that conversation, it was a conversation of true authenticity and I [16:20.680 -> 16:26.100] think that when you look at the kind of the crazy money that a club like Everton has spent to be in a [16:26.100 -> 16:32.320] relegation scrap this year or the sort of scattergun approach that Chelsea have taken to not even qualify for Europe this year [16:32.440 -> 16:37.300] it is a reminder that not only are Brighton in safe hands, but in the world of football a [16:37.860 -> 16:41.560] plan a clear plan a strategy a philosophy [16:42.080 -> 16:45.760] It beats money, you know a plan beats a deep pocket. [16:45.760 -> 16:51.400] Well that links us in turn to our next guest, the brilliant Kieran Trippier that we spoke to. [16:51.400 -> 16:56.920] We were lucky enough to go meet Kieran up at St. James's Park when, just before they'd qualified [16:56.920 -> 17:01.440] for the Champions League which he'll do next season and we asked Kieran about if he had to [17:01.440 -> 17:05.880] divide up [17:02.520 -> 17:08.400] talent that money would acquire and team [17:05.880 -> 17:09.840] spirit, which one that he felt was the [17:08.400 -> 17:12.200] most significant and his answer [17:09.840 -> 17:15.120] unequivocally was the power of team [17:12.200 -> 17:16.880] spirit every day. So let's listen to [17:15.120 -> 17:21.480] Kieran explain a little bit about why [17:16.880 -> 17:25.280] team spirit is so important. If you had [17:21.480 -> 17:25.160] to apportion numbers on this, I'm interested in your experience Iawn. Os oes gennych chi rhai o fathau ar hyn, [17:25.160 -> 17:27.360] rwy'n mwynhau, yn eich profiad, [17:27.360 -> 17:29.040] oherwydd wrth fy mod i'n clywed, [17:29.040 -> 17:29.960] rwy'n meddwl am, [17:29.960 -> 17:32.240] fel peth sy'n dod o'n i'n holl profiadau [17:32.240 -> 17:33.840] oedd y teimladau'r tîm gwych [17:33.840 -> 17:35.840] pan ddewiswyd y cymhwyster. [17:35.840 -> 17:37.640] Mae'r syniad o'r teimladau'r tîm gwych [17:37.640 -> 17:39.160] yn deimlad yn bwysig. [17:39.160 -> 17:40.320] Os oes gennych chi roi'r ffigur i mi [17:40.320 -> 17:41.400] ar sut mae'n bwysig [17:41.400 -> 17:42.000] y gwych [17:42.000 -> 17:44.520] fel ychydig o ddangos. [17:44.520 -> 17:45.640] Yn ymhelicol ag y talent, wel, pa fath o fath byddwch chi'n ei ofyn? figure for how significant you think it is as a competitive advantage compared to talent? [17:45.640 -> 17:48.320] What sort of number would you offer? [17:48.320 -> 17:50.000] I think it's bigger than talent. [17:50.000 -> 17:52.520] Having that team who are all on the same page, [17:52.520 -> 17:54.440] you want to pull in the right direction, [17:54.440 -> 17:58.560] you might not be as talented as your opposition. [17:58.560 -> 18:01.520] I'll take that all day over talent, 100%. [18:01.520 -> 18:03.280] You look at us this season, we've competed, [18:03.280 -> 18:07.000] gone toe to toe with Man City at home, which was a thrilling game. [18:07.000 -> 18:11.000] We've gone toe to toe with everyone in the league and I'll take that all day. [18:12.000 -> 18:16.000] I love that clip. And I think, you know, what we've seen this year with Newcastle, [18:16.000 -> 18:22.000] I know people love to snipe, don't they? Like these, these photos that they have after every big win when they're all in the dressing room, [18:22.000 -> 18:25.460] like they've had to explain that to people. They've had to say, oh it's not us being arrogant, that's just us [18:25.460 -> 18:29.600] showing a togetherness. How have we ended up in a world where a football [18:29.600 -> 18:32.640] club having a photo of the lads after a big win in the dressing room is [18:32.640 -> 18:36.160] something that we can criticize? How have we ended up in a world where Arsenal [18:36.160 -> 18:39.860] celebrating a big win has pundits on the television criticizing that they've [18:39.860 -> 18:44.240] over celebrated? I think, I just think there's a massive disconnect at the moment with [18:44.240 -> 18:46.520] football and the world of football and the way it's being [18:46.720 -> 18:50.680] spoken about, reported about, tweeted about. It seems just broken. [18:51.160 -> 18:56.760] Yeah, and I think the bit that often doesn't get spoken about on those pictures of Newcastle that Eddie Howe [18:57.120 -> 19:03.880] told us when we were lucky enough to interview him, was that those photographs are the people that haven't actually played that day. [19:03.880 -> 19:08.000] Yeah, they're the backroom staff, the substitutes, the guys that weren't selected in the squad. yw bod y ffotograffau hwnnw o'r bobl sydd ddim wedi chwarae'r diwrnod honno. Mae'n y staff o'r ystafell, y cymhwysgwyr, y dynion sy'n ddod yn y sgwrd. [19:08.000 -> 19:12.000] Dyna'r rheswm y mae'r ffotograffau hwnnw wedi'u gwneud i ddod yn y sgwrd i ddod yn y sgwrd i gael y cyfle i gael y cyflawniad. [19:12.000 -> 19:16.000] Mae unrhyw gyfrif yw sport o'r tîm, ac nid yw'r tîm unig yn y ffyrdd. [19:16.000 -> 19:20.000] Mae pawb yn teimlo eu bod wedi cyfrifio'n fawr. [19:20.000 -> 19:24.000] Nawr, mae Paul Barber, i fynd yn ôl i un o'n gynhyrchwyr cynnig, [19:24.000 -> 19:25.220] yn dweud wrthym sut mae'n ymwneud â'r gysylltiadau hyn o gael pob un yn cyfrifio arno. so much. Now Paul Barber, to go back to one of our earlier guests, explains to us [19:25.220 -> 19:29.120] how it's about those partnerships of getting everyone invested in it and you [19:29.120 -> 19:33.620] can see that Newcastle seems to be adopting very similar principles and [19:33.620 -> 19:38.260] they're also like Brighton being rewarded for them. Let's finish this [19:38.260 -> 19:42.980] episode with another clip from Kieran Trippier. Here's Kieran explaining to us [19:42.980 -> 19:47.300] when he almost quit the game and it was his mum who convinced him not to. [19:49.480 -> 19:51.360] There was one time where my mum came [19:52.520 -> 19:54.840] because again, I was young, I was on more money [19:54.840 -> 19:59.840] and I was doing silly things like going out drinking [19:59.840 -> 20:00.800] and stuff like that. [20:00.800 -> 20:02.680] And there was one moment in my career [20:02.680 -> 20:04.360] where I didn't really wanna play anymore. [20:04.360 -> 20:05.440] And I'll never forget it. [20:05.440 -> 20:09.000] I was living in Barnsley on my own in an apartment [20:09.000 -> 20:11.840] and mum drove up and yeah, she just sat me down [20:11.840 -> 20:16.840] and just made me realize what they've sacrificed, you know? [20:16.880 -> 20:19.680] And, you know, every day, Monday to Saturday, [20:19.680 -> 20:20.800] me and my brother, [20:20.800 -> 20:24.320] because we didn't really grow up as a wealthy family, [20:24.320 -> 20:28.240] you know? My mum and dad have worked so hard to get us in the position we're in today. [20:28.240 -> 20:34.120] So I think that was the one moment in my career where I really realized, you know, how much it meant to my mom. [20:34.520 -> 20:36.080] And that was definitely a turning point for me. [20:36.120 -> 20:37.560] And why didn't you want to play anymore? [20:37.920 -> 20:38.440] I don't know. [20:38.440 -> 20:42.960] It was just more like being alone at 18 in Barnsley. [20:43.080 -> 20:47.700] I know it's not far away from Bury, but yeah, when you're so young and at the time, [20:47.700 -> 20:48.700] I didn't really have that. [20:48.700 -> 20:49.900] As you do now, [20:49.900 -> 20:52.900] teams have people who support you and stuff like that [20:52.900 -> 20:54.900] and help you manage certain situations. [20:54.900 -> 20:57.900] So I think that moment when my mum came really, [20:57.900 -> 20:58.500] really helped me. [21:00.400 -> 21:02.700] Now, I think that's a really nice way to finish this conversation, [21:02.700 -> 21:04.900] Damien, because I think the thing we have to remember about [21:04.900 -> 21:08.720] high performance or about life actually is that it is a team [21:08.720 -> 21:13.160] sport and we're talking here not just to people who are listening to this conversation because [21:13.160 -> 21:17.320] they want to try and find their own version of high performance, we're actually talking [21:17.320 -> 21:21.120] to everyone because we all have impact in other people's lives. [21:21.120 -> 21:24.720] You know there's nothing that we say or do that doesn't have some kind of positive or [21:24.720 -> 21:28.000] negative impact for somebody else and I think when you hear Kieran [21:28.000 -> 21:32.680] talk like that, it's a really important reminder to look after other people, to convince other [21:32.680 -> 21:35.720] people that they're on the right path, to stand by them when they need it, but at the [21:35.720 -> 21:39.440] same time, to deliver a few home truths when they need to be heard. [21:39.440 -> 21:44.800] Yeah. So in other words, to be a difference maker, and we can all make a difference using [21:44.800 -> 21:47.000] the 10 principles that we've discussed in this episode, whether it's we make a difference Felly, yn ailryw iawn, i fod yn gwneud gwahaniaeth. Ac rydym yn gallu gwneud gwahaniaeth i gyd, defnyddio'r 10 gynlluniau rydyn ni wedi'u sgwrsio yn y diwedd hon, [21:47.000 -> 21:49.000] os ydym yn gwneud gwahaniaeth i'n prodwd, [21:49.000 -> 21:52.000] drwy ddangos ffordd y gallwn ei wella. [21:52.000 -> 21:55.000] Efallai i ddod o le'n well na'r ddewiswch, [21:55.000 -> 21:58.000] efallai i ddod o le'n well na'r ddewiswch. [21:58.000 -> 22:00.000] Rydym yn gallu gwneud gwahaniaeth i gyd, [22:00.000 -> 22:03.000] ac rwy'n credu y mae'r diwedd honno wedi'i glywed [22:03.000 -> 22:08.040] oedd pobl sy'n cymryd gwahaniaeth i wneud gwahaniaeth ddod o le. maker. And I think what we've heard in this month's episodes have been people that are committed to making a positive difference wherever they go. [22:08.040 -> 22:11.600] And I hope that you feel like we've made a positive difference to you with the things [22:11.600 -> 22:15.880] that we've shared in this episode of the High Performance Podcast. Thanks for tuning in [22:15.880 -> 22:17.840] and we'll see you again soon. [22:17.840 -> 22:28.760] Save big on the brands you love at the Fred Meyer 5 AM Black Friday sale. Shop in-store on Black Friday for 50% off socks and underwear. [22:28.760 -> 22:31.840] Board games and card games are buy one, get one free. [22:31.840 -> 22:33.960] Save on great gifts for everyone, [22:33.960 -> 22:35.840] like TVs and appliances. [22:35.840 -> 22:38.200] And the first 100 customers on Black Friday [22:38.200 -> 22:40.320] will get free gift cards, too. [22:40.320 -> 22:43.480] So shop Friday, November 24, and save big. [22:43.480 -> 22:45.980] Doors open at 5 AM, so get there early. [22:45.980 -> 22:48.040] Fred Meyer, fresh for everyone. [22:51.300 -> 22:52.540] Soon for another episode.