I’ve never been able to build my own company because I’m so shy, so introverted and I’ve always been the centre of attention.
But I think I’m in a position to make a difference.
And that’s what I want to do.
The other day I got an email from a business consultant, saying he’d spoken to a colleague who was building a team of five.
He said: “This is going to be a great opportunity for you to build an organisation that can really help people around the world.”
I’m not an introvert but I think a lot of people feel that they’re shy and introverted when they start to work.
And then when they get to work and are successful they start feeling like they’re doing something different and not the same person that they used to be.
I’ve built a team from scratch because I was shy and I had a bad experience working with people who weren’t like me.
I felt like I had to reinvent myself and start over, so I decided to try and build a team that’s not afraid of anyone.
That’s the mindset that’s helped me.
It’s helped my team be successful in the world and I hope that the world will be a better place because I have helped people to achieve what they want to achieve.
How to create a team I started building a brand-building strategy around my life, and the people I meet.
I don’t have a team, I have friends who do.
I have a list of things I want them to do, and I want each of them to have a role that they want in the organisation.
And the key is that everyone feels like they can make a real difference, so you can be confident in what you’re doing.
When I started to build the team, the first thing I said to myself was: I have to work on this team.
I can’t do this by myself, I can only do it with the help of my friends and my colleagues.
I had an idea of what I wanted to do with the team and how I wanted it to work, and then I started looking at how other people do it.
It took a lot to get to that point, but it’s taken me years of hard work and self-confidence to have it all together.
So what’s my advice to other people?
One of the biggest mistakes I’ve made as a manager is not building teams.
It can be difficult to build teams and I was fortunate that I was lucky enough to work with a lot people in the industry.
I learned so much about the business of building teams, and that’s one of the things I’ve learned from the experience I’ve had in the media, from the people who have worked with me.
There’s a lot that I can take from them.
I look at how they do it and what I can do to improve myself, and one of my biggest mistakes was not doing that.
I’m always very proud of the team I have now.
How I can help others I think it’s important for a leader to show people who they are, and not just in the workplace.
And I think that a lot more people than we realise can see their true selves.
You have to give people who are really vulnerable space to realise their true strengths.
That can make all the difference.
The way you present yourself to your team is a big part of that.
So how do I do that?
If I’m at a meeting and someone’s asking me questions, I look around and I’ll give them a short answer.
But if they ask me something else, like how much do you want to talk about, then I’ll answer with a long answer.
I’ll go in and ask questions and see if I can find out more, and hopefully they’ll ask me a second time.
Then I’ll say: “Hi, this is Jason.
I’d like to talk to you about this.”
I think when you start to show yourself to people, you start seeing things in a different way.
When people are showing that you’re authentic and you’re not trying to hide anything, they start opening up.
So that’s really important for anyone.
But also, you have to have someone who’s really open to what you want them know about you and that you have the right skills and the right people in place to help you do that.
For me, I’d really like to do that in the public sector, because I want people to know that they can reach out to me and talk to me about the things they care about, and also the things that they think they can do.
But it’s also important for the people in your organisation.
I want someone who knows how to work in the commercial world, who can understand that the biggest companies have to be very strong and very innovative, and to not let anything get in the way of their vision.
The biggest challenge that I’ve encountered as a leader has been to get people to understand that they