But I did have a plan which we were sticking to.
And he did trust me, he let me get off with it, but I also knew that
if it didn't get better than the tough questions weren't far away.
>> No. [LAUGH]
>> So.
>> So, there are so many differences that we're starting to bring out from
situation one to situation two.
And this reflecting back to situation one where we had the situation where Ollie and
his team were over delivering.
And that managerial to Ollie relationship didn't work as well as it might.
You have a situation now where Ollie took on An underperforming team,
a well underperforming team where there were difficult decisions to be made.
And yet Ollie's new boss trusted him and also knew exactly what was going on,
and was prepared to let Ollie run with it.
But in the background, Ollie knew that his new boss knew
absolutely what was going on, because he had the data and
did scratch beneath the surface just to check from time to time.
So it's just two completely different set-ups.
So, how then, because just listening to you talk about this new situation.
It seems in spite of the fact that the team were in the relegation zone when you
took them on, and that there were some really difficult decisions to be made.
How did your new boss try to find out what buttons to press in Ollie
compared to the fact that your previous boss just didn't know where to begin?
>> I think that was when we first met and talked about what made me tick.
I think that helped and again, the key component here is that he trusted me and
even though there's always the option scratch beneath
the surface because he was a deep down that anyway.
>> Yeah. >> He knew what was happening in any case
so the performance management what was there, again,
like with anything there's a lot of paperwork.
>> Yeah.
>> And he was always welcome to check, and
ultimately after the first month or so we started to turn the corner.
>> Right.
So after that honeymoon period,
all your ground work started to make a difference to the metrics.
>> Yeah. >> To the deliverables.
>> Yeah.
>> Okay, okay, and
how did your new boss manage that in terms of your working relationship?
>> He, I mean, he noticed, which was- >> That's a difference.
>> Which was a good start.
>> That's a difference.
>> In terms of the overall picture, a small improvement but
it was also a breakthrough because I inherited a lot of bad habits.
And a lot of people needed convincing that this needed to change.
And there was some conversations with that report in line where it
was very, it became a straight instruction rather than a try it this way it's a,
we all need to really start delivering quite quickly here.