Marion Page – Episode 5
As part of my True Strength project, I’m featuring interviews that dig deep into how people succeed and I was delighted to interview Marion Page of AstraZeneca, especially about her full 34 Gallup StrengthsFinder report. The interview has lots of insights into how Marion succeeds, about strengths, weaknesses, mindset, resilience, and what it is like to go beyond knowing your ‘top 5’ strengths. To listen to the interview, simply click ‘play’ on the audio player above or you can read the transcript below. You can find previous podcasts and details of how to subscribe on our podcast page.
Marion’s dominant StrengthsFinder talent themes:
1. Ideation People who are especially talented in the Ideation theme are fascinated by ideas. They are able to find connections between seemingly disparate phenomena.
2. Strategic People who are especially talented in the Strategic theme create alternative ways to proceed. Faced with any given scenario, they can quickly spot the relevant patterns and issues.
3. Relator People who are especially talented in the Relator theme enjoy close relationships with others. They find deep satisfaction in working hard with friends to achieve a goal.
4. Learner People who are especially talented in the Learner theme have a great desire to learn and want to continuously improve. In particular, the process of learning, rather than the outcome, excites them.
5. Activator People who are especially talented in the Activator theme can make things happen by turning thoughts into action. They are often impatient.
6. Maximizer People who are especially talented in the Maximizer theme focus on strengths as a way to stimulate personal and group excellence. They seek to transform something strong into something superb.
7. Responsibility People who are especially talented in the Responsibility theme take psychological ownership of what they say they will do. They are committed to stable values such as honesty and loyalty.
8. Input People who are especially talented in the Input theme have a craving to know more. Often they like to collect and archive all kinds of information.
9. Achiever People who are especially talented in the Achiever theme have a great deal of stamina and work hard. They take great satisfaction from being busy and productive.
10. Positivity People who are especially talented in the Positivity theme have an enthusiasm that is contagious. They are upbeat and can get others excited about what they are going to do.
11. Belief People who are especially talented in the Belief theme have certain core values that are unchanging. Out of these values emerges a defined purpose for their life.
12. Empathy People who are especially talented in the Empathy theme can sense the feelings of other people by imagining themselves in others’ lives or others’ situations.
13. Futuristic People who are especially talented in the Futuristic theme are inspired by the future and what could be. They inspire others with their visions of the future.
So firstly Marion, I’m not going to attempt to say your job title so can you tell us what it is you do please?
Ah well that’s interesting because I’ve been leading Simplification and had a very long title and I can’t even remember myself but basically trying to help all our drug projects at AstraZeneca simplify so we could stop wasting time. We saved over a million hours last year so lots and lots, over a hundred projects, it was like a project management office, as a Simplification leader managing all the change projects.
So you saved a million hours last year?
Yes and it was fantastic because just being able to divert resources back into the drug projects which are going to save people’s lives. So impactful, it was just fantastic and just what I love to do.
So I want to start by asking more about who you are and about your strengths in particular and this is a really fascinating conversation for me to be having because my first introduction to strengths was when I worked at AstraZeneca and some years ago we used it on a leadership programme – Passion for Value. And I remember a Senior Leader at that point, standing up at the front, talking about her strengths and how they had liberated her and I remember being really inspired. And now for somebody who works as a strengths coach, you were one of the very first steps in that journey and of helping me to discover my strengths as well. So I’m really interested to ask you about your strengths. You’ve known your top 5 strengths for years, and just before this interview, I’ve unlocked your full 34 for you and we’ve worked through your full 34 and we’ve been talking about your dominant talents in particular. Before I start to ask you about your strengths themselves, what’s it like to know your full 34 as opposed to your top 5?
It’s fantastic because I think the 5 are in certain leadership styles and I’ve always felt I was much broader than that so having unlocked all 34, I’m looking at it and going “so I am good at that as well”! It’s really nice because I know I can do that and why it hadn’t come up before and also it’s allowed me to see all the things that instinctively I know are just not me and it really crystallises that. It’s fantastic and you wouldn’t believe how much better it is than just seeing 5.
Although top 5 certainly gives massive insights as well doesn’t it but this is but this is a whole new layer.
It does but certainly in a big group of 90 or a 100 which I’ve done before, you have to focus on something and I think it would take forever to do a 34 for that number of people on a 1 to 1. It’s fantastic.
So can I start to ask you about your strengths and so what we’ve done together is identify your dominant talents and I’ll include them in the show notes for this podcast. As you look at your dominant talents there, what stands out for you as describing Marion?
The keys ones – I’m a real thinker so the Ideation and Strategic Thinking are so me. I’m so happy if I’m facilitating, problem solving, coming up with the ideas and helping people put together a plan on how they are going to get there and helping people believe in it so that Positivity and Relator, being able to work with a team and go, I lot of people can work with a team and come up with all the negatives and why something can’t happen and I can turn that into the positives and how we can make it happen and get them to really believe that they can do it. So they all fit together my strengths, but what’s lovely is seeing the Achiever and the Responsibility and the Belief and the Executing because a lot of people have said to me, oh you’re so good at the thinking but you never deliver but I do deliver but I deliver through people because I can get them to believe in it and I can do that Maximiser, get everybody to realise that we can do this together so there is something, this is more powerful than just the top 5 because I can see that I am that Maximiser and I get everybody in the team moving in the same direction and delivering and achieving and I find ways of doing that and making that happen and everybody wants to come back and be in one of my teams. They work with me again, and again and we are just high performing because we all believe and we all want to get there and that’s what I love and I see that so much in my dominant strengths.
Well I’m not totally independent on this because I have worked for you and part of your team and you are one of the most inspirational leaders I’ve worked with so I can see that. So what’s Marion like to work for then with these talents?
I think it depends on what your strengths are.
Ah, ok, say more.
I actually work very well with some of the people who are very good at planning and executing and detail and discipline and some of the things I’m not good at and I love to partner with them and once they get me and they realise what their strengths are, having a partner who’s got the opposite strengths, actually solves all the things that I would leave and think, I don’t like doing that. And they’ll come along and go but that’s really important and these people won’t be inspired by you if you don’t do that bit as well. And I’ll go, I love working with you, if you do that bit as well then we’ll be the perfect team and then the whole project goes even further! So for me knowing a bit about people and their strengths is something I always do and I’ve been doing that with teams for the last 15 years now and it always energises the teams and we realise who works best together and how we can work as a team to get things done. So surprisingly it’s not working with the same people, I actually like working with different skills that are going to enhance and are going to maximise and really drive the value.
Interestingly you said sometimes it works with people that are the opposite so that suggests that it doesn’t always so when does it not?
If people genuinely want to be part of the team and work together it works. Where it hasn’t worked, I think sometimes it’s some of the leaders who want to be in command and drive and control and they have a particularly fixed view and that’s what they want to do. If that goes against my beliefs or my values or it doesn’t maximise or it upsets people and they don’t realise the impact, I can’t do it. I really have to stand up and say hang on I disagree and this is not the best way and if they are still adamant, then we can have conflict. So that’s when I really find that you have to go further and really understand and you are either going to agree and have a high performing team or you disagree and I have to move on because I know I can’t work with that person.
So that’s really interesting for me because in order to be a true strengths based leader, I think you need to have some humility as well. You need to have some vulnerability sometimes and accept that you don’t have absolutely everything and you need to look for the team as well. You come across as somebody who knows what they are. I mean you know who you are and you know who you’re not. Have you always been like that?
Ooh, that’s an interesting one! I’ve definitely always known that my Ideation and Strategic Thinking and doing strategy work was really high, but interestingly when I used to do development plans, people always used to focus on the opposites and go, Oh you’re never going to be a successful leader because you’re not brilliant at presentations and you’re not very clear on exactly what … I worked with a load of scientists and they wanted a very very detailed, prescriptive analysis and proof and I wouldn’t be into that level of detail. So it was always on my development plan, you must do that and it was always something that I hated so I never actually did it because I always wanted to do the things I loved and I always wanted to develop them and that was when I did Strengthsfinder for the first time and I realised what I was good at and how if I was allowed to do that, I could take people with me and go on that journey and stop trying to drag me back into something I’m not good at and let somebody else do that and partner with me as my Project Manager who is going to do all that for me. I just took off and went straight to the top as a leader – it was just awesome because I hadn’t realised, so I don’t think I’d realised that the opposite of my strengths and how I could use other people, who love working with you because they are able to do all the things they love and we are both so happy – it’s fantastic and I’ve had a fantastic project manager who I’ve worked with for the past 5 years and it’s going to be hard not working with her as we’ve done so many projects together and we’ve just flown – it’s fantastic!
You’ve just described Strengths based leadership in a nutshell which is that you are good at certain things and your team are good at certain things, rather than all have development plans that are all around making us into well rounded people, let’s use the very best of each other and it’s something really fascinating for me that a lot of people seem to pursue this desire to be a well rounded individual and people don’t need to be well rounded, but teams do, so provided you have a well rounded team, you have all the strengths that you need and you can forget the development plan that just focusses constantly on the negative constantly.
Absolutely agree. I always remember an example when I was leading a global operations team of 90 people and they were really depressed and we’d had loads of changes and they were very negative and we got them all to do their Strengthsfinder. And nobody had the same strengths, it was amazing. Everybody was different, everybody was unique, everybody had something to offer and we got people to pair up and think about what they loved doing and what they hated doing. Everybody in the team changed jobs within 2 years because everybody realised that they had been sitting there and the reason they were miserable was because they thought they had no options and choices and we just said, why don’t you go and do that job because you’d be so much better at it and then somebody else can do that and we just mixed it all up and everybody was so much happier and everybody moved on and you wouldn’t believe the energy – it was just fantastic! It’s just a different world when you use Strengthsfinder for development instead of the traditional, oh you’re not good at that so go away and work on that for the next 12 months and then be told the following year, you’re still not very good at that, why aren’t you any better and you go because I hate it!
And it is funny because it should be really obvious shouldn’t it that people are going to be happier and do a better job when they are doing what they’re best at. And I think that’s incredibly obvious but not everybody seems to get it.
It’s like a lightbulb – when you realise that and you realise what you’re good at and everybody else does, you zoom off. But until you have that lightbulb – it should be taught in schools – kids should know and they would not make the same mistakes.
On a future podcast, I’ll talk about strengths based parenting which is something new from Gallup, but that is going to be the subject of a future interview and a future podcast, and I totally agree that it is totally liberating and empowering to know what your strengths are and what your natural talents are but also just to know what you are going to find more difficult, what are your lesser talents. Speaking of which, let’s have a look at the bottom of your list. When you’ve looked at your lesser talents, what do you think when you see the things at the bottom of the list for you?
Well I really struggled with these because some of things on there, I actually don’t know. Even though you’ve explained to me Restorative and Context, backward looking, they are so alien to me I can’t even imagine what somebody who has those actually is like! Restorative, recreating something you’ve had before without thinking of the new world – ooh, it’s alien – so looking at some of them, I do sort of go ooh and there’s WOO in there and I like to get to know people, the Relator in me, I like to trust people and get to know them and build those relationships so going into a room where there’s hundreds of people and just surface going round, wooing and chatting always makes me feel really uncomfortable because it just feels artificial and what value do you get from that? You don’t really know anybody and it’s not what I’m like so when I looked at that I thought, Yeah, they are all things that make me feel uncomfortable, make me feel ooh, I don’t want to do those things so it was very uncanny because I thought Wow, that is so not me.
Which is great – and knowing you as I do, when I looked at your full 34, it just absolutely describes you to a T. So if we just think back about your career history and you’ve done quite a few different jobs, how does knowing your full 34 strengths, how does that help you make sense of what have been the easy jobs and the more difficult jobs and where you’ve thrived and where you’ve maybe struggled a little bit?
I wish I’d known them 10-15 years ago because I think people have said things to me that I haven’t fully understood. So not knowing the Positivity and why am I always thinking nothings impossible and we can solve it, if I’d have known that I could have used that and I think I could have used the broader set a lot more because I would have believed that. I don’t think I had the self-confidence, the self-assurance is a weakness, but if I’d known the full 34 I think I’d have realised that was a weakness and I’d have known that actually I can use my strengths even more and I’d have had more confidence to do that, whereas I think I’ve held back a bit and thought hmmm I’ll let somebody else do that because hmmm I’m not quite sure. So it’s fascinating seeing these and thinking, you know what, there’s a couple of things where I know I could have driven things a lot harder and believed in myself and I didn’t.
And it’s really interesting, sometimes if people don’t really understand strengths, they’re driven by the desire to just use them more. Particularly if people see their top 5, it’s like how can I do more, how can I do more, whereas actually there is a real subtlety in this about learning how to use them better and how to apply the best of them in a really mature way. So I want to move off talking about your Gallup Strengthsfinder results for a minute and talk particularly about what you want to get out of life – big picture. So let’s ask the big question – what do you want to be remembered by? By the time you stop working, what dint, what impact do you want to have made? What drives you?
I think I always want to help people so I think that’s probably why I joined AstraZeneca, thinking about successful drugs and healing people, that there is a big need in me to solve problems and make things simpler and my mantra has always been nothing’s impossible so how can I always have that impact. It’s great that I know I’ve left a legacy last year where we saved a million hours – we wanted to save 10% of all our drug development time so that people could do 10% more drug projects and discover drugs even more faster and I know I’ve done that and given back all that time and we’ve accelerated our drug project pipeline. That is phenomenal value for the amount of patients that we are going to save and I know the team are really proud. We went up for an award for it and in the final out of 450 teams, we were second. That is phenomenal that we achieved that with a little team of 4 people and again, how can 4 people do that, save a million hours and run 100 projects? It was understanding the ideas and what we needed to do, talking to everybody, finding out what really stopped them doing their jobs and going out there and finding solutions that nobody had time to sort. And I worked with a project manager who could capture all that and I worked with a comms person who could write fabulous columns so we were doing newsletters every 2 weeks, getting those messages out, using again my strengths of vision and finding what we needed and then using someone who was brilliant at communication, someone who was brilliant at project management, and the 3 of us with a couple of project managers just drove it to heights that nobody believed were possible at all and a lot of what we’ve done is now used as a model across the whole of AstraZeneca, not just Global Medicine Development. So, so proud of that. It’s that sort of impact when you leave it and look back and think Wow! And all the way through my career, I have got a boxful of projects that I’ve done, and all of them have been impossible things that nobody thought could be achieved so you know I can look back and think I was the first. I did the future of finance benchmarking report on how the whole finance function could simplify. How it used to take 5 months to do an annual report and a 20F and file the accounts and bureaucracy and now shareholders were like why do we have to wait 5 months to know what you did last year, why can’t you do it in a month? And I say, why can’t we do it in a month, why can’t we do everything in 30 days, knock it on the head and then move on to value adding stuff? And I did it and it’s been the same ever since! So things like that I look back and I’m so proud that the value has been sustainable and it’s lasted and that’s for me what it’s all been about, finding those things where I can make a difference and really sustain change.
Yes, I think you are really the doer of impossible things and when I see you are really motivated by challenges, it’s I think when you are at your absolute best. I want to ask a bit about your mindset and what goes on in your head. What’s it like to be Marion’s head?
Ooh – it’s always on the go. I find lots of things fascinating so I guess again with the Input Learner in the thinking side, I’m always fascinated to talk and listen to people and what’s going on around me and make connections and think hmmm that’s interesting and that could help somebody else and how do you use it. I think the Positivity reminds me of when I was younger, I was always called Smiler. I was always the one, that it didn’t matter what was going on, you know I worked at Butlins and I was selling slush which is horrible and sticky but I’d make it fun. I’d smile and everyone who came along, I’d use it as an opportunity to chat to them, find out a bit about them, and they’d come back day after day because they just wanted to meet someone who was smiling and happy and those sort of things are inherent in you and they rise to the surface and I think my mindset is always I want to be happy, I want to have fun, I want my team to have fun. If you’re going to do a job why not do it in a fun way, there’s no point being miserable and moaning about anything, it doesn’t get you anywhere. So I think I’ve always had that mindset, that Positivity really, but because it wasn’t in my top 5 I hadn’t realised how strong it was but I think it’s really strong and I think I’m always wanting everybody to think Wow that was one of the best times in my life, that project was fantastic, that really did make a difference, I’m happy and I want to do it again.
So what brings out the best in you – when are you at your happiest?
Ooh, I like a good challenge, when there is something to solve. I guess I did a bizarre physics degree and people say, when you’ve ended up in strategy, strategic thinking doing strategy and planning, but I think it’s that whole how do things work, how do you fix them, how do you solve them mindset as well. There’s something about improving things and changing things.
So what brings out the worst in you, when are you at your least happy?
Oooh boredom! Anything that’s repetitive and the same. I did actually train as an Accountant after doing physics which was great but if you asked me to do book-keeping again and again, the same books over and over again, then I got out of that as soon as I qualified as it was boring. Repetitive lab work, you know when you do the tests, I love the first set of results, but if you have to do it 100 times to prove it, then after the 2nd, I’ve really lost it so after 3 years in a lab I was like, I’m never going in a lab again so I think there is something that my mind just can’t do repetitive things over and over again at all.
And we have Discipline, creating routine and structure as one of your lesser talents in your strengthsfinder results, so no surprise there then.
Yes, a little bit boring so I like to be surprised and have new things, new challenges.
So somebody low on Discipline but you seem to get a lot of stuff done and make things happen. What’s your approach to getting stuff done and keeping yourself organised?
It’s really interesting that I really only like to touch things once. Somebody once said that to me, don’t keep going back. I’m one of those people who doesn’t like to go round and round in circles. So even my email inbox, I can only have 1 thing in my inbox and people will go, how can you only have 1 thing in your inbox when I’ve got 2,000? And it’s because when I get it I know I either delete it, forward it so somebody else sorts it or I’ll do something so I’ll actually just do it or I’ll file it. I’ve got an amazing filing system, people come and I can find things from 10, 15 years ago and I know exactly where to go and I can just produce it but I only touch it once and I just get things done because I can then move onto the next thing as I always think something better is going to come in! And I don’t want to be going back and looking through it all again and again and I don’t know if that sums up my whole strengths and weaknesses but that is exactly how I operate, I just – oh – people say, gosh you’re decisive but I just have that knack of just get it done and sort it out and move on because to me there is always something better coming along that I’m going to enjoy it even more and I don’t want to keep doing things again and again.
It’s just a good example of you’re just being you but you’re being the absolute best of you and applying that. I want to talk about resilience as well and about making sure things are sustainable and that we don’t work too hard, we don’t burn ourselves out so firstly, what’s your resilience like now? What’s it been like in the past?
I’m so much better now than I was. I actually had breast cancer 5 years ago and I think that was one of the lowest points where I think I did used to overdo it, because I love challenges, I’d have done anything, I’d take on too much, you’ve got family, work, big teams, lots of change and I think you can get over stressed without realising it because you just want to make a difference and you want to make an impact so I think I learned, because you think you’re never going to get ill, you think you’re infallible, you think you can do anything and I think at certain points you think, oh my goodness, my body’s saying slow down, you can’t do everything and it forces you to re-balance and go you know what, I think my Positivity came out and said you know what, life is wonderful and I don’t want to be ill, I want to be fit and play a bit more golf, do pilates, look after myself. So now, if I get up at 7am, I’ll probably do an hour in the morning that’s for me, relaxing, pilates, yoga. I’ll only go into work at 9am and I’ll finish at 4pm or 5pm and maybe catch up in the evening if there is anything really urgent but if there isn’t I’ll probably find something else creative to do, play golf, spend time with the family so I’m much more balanced trying to make sure that I’m healthy and having as much fun as I can but not necessarily work fun. So I would probably say I’ve probably gone from 90% work to 50% work but I’m actually achieving more (that’s interesting), and it’s really bizarre, so in that 5 years since then, I think I’ve probably had my most successful years and I’ve put in half.
So why do you think that is?
I think I focus even more on my strengths and what I’m good at and how to get the best in that half and how I can pass even more to other people to do and use them and give them all the things they love to do and not worry about the things. So if I delegate and ask, are you happy to sort that and people go Yeah, then I totally trust them to do it and if they get on and do a good job then I don’t interfere in any way, so I try and parcel out more so that I’m free-er and we’re still achieving exactly the same as we did. And that’s really hard to do, it’s really hard to let go and let more go and trust everyone to do it whilst still knowing that as a team you’re going to get there.
So if it’s really hard, how did you do it, what did you do?
I think being ill forced me to think I’ve not got to do as much or else I’ll keep being ill so I think that was the shock, going to you know not force my body to do as much. So I think just doing that I’d go much more ruthless about it.
So if we were advising somebody who is not ill for how to make that transition and how to help people step up, what would you be advising a leader to do?
I would say how good is your work/life balance and how much time are you spending with your family, so are you able to go, you know what, I’m going to meet my friends for coffee every Tuesday morning at 9am until 11am and I’ve been doing that now for 5 years and I’ve never gone to work until 11.30am on a Tuesday. What are you doing with your kids? I’m going to finish early at 3.30pm on a Friday and we’re going to go out for a really nice meal every Friday night. What am I doing with my husband, oh right, we’re going to have a really nice lunch out every Thursday. So building in time to do some really nice things that make you happy because you never know what’s going to happen. They could die, or something horrible could happen but you don’t want to do it tomorrow, you want to do it now so doing 3 or 4 things every week that are wonderful that you just feel glad to be alive and making sure that you can still do your work around that by delegating more. I would say, have a look at your work/life balance and are you really doing the good things, the things you’re going to look back and go, I’m proud. I’m so proud my daughters look at me and go Mum, you’re the best Mum because you do all these things and all my other friends go I can’t believe your Mum is doing all those things with you and she’s so with you. I mean we all work but why is it that I spend more time with them? Because I was worried that I might lose them if I got ill so I think I would really ask people to think about their work/life balance properly, not just pretend.
And there’s a really powerful message. And it’s interesting, at the same time as you are trusting and empowering your team, and giving them the flexibility to deliver in loads of different ways, it sounds like you’re being trusted and empowered to do your job and given the flexibility and you’re using that and you’re delivering massively.
Yes and they have to trust me that I’m putting in the effort because you know if you say you have to be in the office 8am until 6pm every day, which is what’s typically been expected, then that’s a confinement that really doesn’t help me flourish. Whereas if you allow me to be out and you go, well actually having coffee with 7 or 8 other Mums, it’s amazing how much you will learn from that and use in your job and some of those things that you wouldn’t expect actually bring tons more value and let you re-focus and go you know that was so energising, why is this other area draining me, how can I do something different in that area? So you start to know what makes you really buzz and what doesn’t and you really start to question. You know there’s always 10% in every week that you could eliminate that actually was a complete waste of time and if you looked at that. I would go home on a Friday, which is brilliant, and I would go, you know I don’t want any meetings, you can see me Monday to Thursday, totally happy, give me Friday because I actually want to reflect on the week and think, why did I do that, how do I stop doing that, how do I cut that out, what went really well, how do I do more of it, and then I plan for the next week on a Friday. So I use that Friday to just check am I on track and what can I do even better next week. And what could help, coaching somebody because they didn’t do a good job, how do I actually make them realise and say, hang on my Friday is free, I could actually have half an hour with you just to give you a bit of advice and I find that works brilliantly because people don’t have space for that, to reflect and then to change themselves and get even better.
So, you need to notice what’s going on, you need to make time to think and reflect and you need to make time to action it and it was really interesting the way you used the expression wasted time and meetings in the same sentence – no surprise there whatsoever. I want to ask you a final two questions now which is just about advice and I know it might sound corny but if you were speaking to your younger self, if you were speaking to Marion early on in your career and training, what advice would you be giving yourself?
Ooh, there’s so much. I think anyone who is a thinker and not necessarily overly confident, can often be over-ridden by confident people who just blurt and say things almost like bullying and I think I have experienced that a lot and it has taken me a lot of years to get the confidence and assurance and the understanding of myself to be able to stand up to them and realise how to deal with them. So if I could go back to a younger me and go, your ideas and your thinking, the way that you operate is so positive and so helpful to teams and driving and inspiring them, if I’d have known that earlier, just think what value I could have added for the 15 years before the last 15 years. I’m dying to get my daughters to understand some of this and realise what they could do and I really do support the idea that we could take this into schools and really help parents understand their kids and kids make better choices. Wouldn’t that be wonderful to leave that legacy with another generation?
Absolutely and speaking of another generation and a younger generation, what advice would you give in general to other people, so not to your younger self but maybe to people early on in their career listening to this podcast and feeling inspired by what you’ve achieved and the impact you make. What would be your closing words of advice?
If you haven’t done Strengthsfinder, go and get the book and have a look at it and it’s definitely worth talking to Ian and getting the full 34 because it really will help you and understand what you’re good at, what other people are good at, what you shouldn’t be doing. And if you can use your dominant strengths and get them better and keep honing them, you’ll be so happy and you’ll add so much value in life, you will make so much impact and you’ll be so successful. I would just love the whole world to do it because I just think everybody’s unique, everybody’s different and if we understood each other better, the world would be such a better place. So go and do it. If you haven’t done it, why haven’t you done it?
Right, I don’t think I can say anything to top that, so basically play to your strengths and if we all do that and appreciate each other for what we are rather than judge each other for what we’re not, the world will be a very different and far better place.
Marion Page, just to say thank you so much for giving us some insights today into who you are and how you are making the very best of yourself. I think it’s a really inspiring journey. So Marion, thank you so much.