Is admitting a mistake a sign of weakness or a leadership superpower? In this episode of Connected Leadership Bytes, Andy Lopata reaches into the archive to share a fascinating conversation with James Cleverly MP.

Cleverly explores the "artificiality" of politics—a world where a simple "I’ll check those figures and get back to you" can be framed as a lack of credibility, and any change of course is branded a " U-turn." Drawing from his background in the military and business, he contrasts these rigid expectations with other industries where making mistakes is seen as a vital part of the evolutionary process.

James discusses the anatomy of a political car crash, to reveal how "clever people in closed rooms" accidentally create echo chambers. Discover why leaders often fail to press the "stop button" even when they see a disaster coming, and learn how to balance the need for speed with the vital necessity of a "periodic sanity check."

What you will learn in this episode

1. The Pivot vs. The Scandal: Why is a "course correction" celebrated in startups but punished in leadership—and how is this mindset stifling your team’s growth?

2. The "Clever People" Trap: How small, high-performing teams accidentally "plug themselves into the matrix" and ignore the elephant in the room.

3. The Anatomy of a Car Crash: Discover the five or six specific points in every decision where a simple intervention could have prevented total failure.

4. The Aeronautical Safety Lesson: Why adding too many "safety valves" to your leadership process might actually make your organisation too heavy to fly.

5. The Art of "Rolling the Pitch": Why you should never present a solution until you have achieved a collective agreement on the parameters of the problem.

Actionable Insights

1. Schedule a "Sanity Check": To avoid echo chambers, ensure that your decision-making process includes an explicit phase where the team must "unplug from the matrix" and seek a blunt, external perspective. Ask: "Am I the only one who thinks this is bonkers?"

2. Reward the "Stop Button": Build a culture where team members feel empowered to pause a process if a fact or figure "doesn't feel right." In high-stakes environments, the confidence to intervene is more valuable than the speed of implementation.

3. Frame Mistakes with the 80/10/10 Rule: When correcting a policy or project, frame it logically: "80% is working brilliantly, 10% is adequate, and 10% needs adjustment." This shifts the narrative from a "failure" to a pragmatic optimisation.

Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube

Connect with James Cleverly: Website |LinkedIn |

The Financial Times Guide to Mentoring

Episode 164 Featuring James Cleverly

What is the single most important factor that separates the highest-performing teams from the rest? When Google launched "Project Aristotle" to answer this exact question, they assumed the answer would be a mix of education, experience, and demographics. They were wrong.

The number one element of a successful team, according to Google's massive study, is psychological safety.

In this episode from the archive, Andy Lopata is joined by Silicon Valley leadership expert Rebecca Morgan to unpack this critical concept. They explore what psychological safety actually means, why the best leaders actively admit their mistakes, and how to create an environment where teams are comfortable taking risks and pushing back.

If you want to build a culture of innovation, reduce turnover, and stop your team from blindly driving off a cliff because they were too afraid to speak up, this is a must-listen.

Key Takeaways From This Episode

1. What is the formal definition of psychological safety, and why was it identified as the #1 factor in Google's highest-performing teams?

2. How does a leader admitting their own mistakes actually increase a team's performance and innovation?

3. What is the "authenticity continuum," and how do you find the balance between being too filtered and dangerously unfiltered at work?

4. How can you "disagree agreeably" with a boss or a team that is heading in the wrong direction?

5. What is a "pre-mortem," and how can teams use it to plan for failure before a project even launches?

Actionable Insights

1. Model Vulnerability to Give Permission: If you want your team to take risks and admit errors, you have to go first. As a leader, openly sharing your own mistakes gives your team psychological permission to do the same. This shifts the culture from hiding failures to learning from them.

2. Use "Reservation Phrases" in Meetings: If you're an introvert (or just need a moment to think), use a simple phrase to reserve your spot in a fast-paced discussion without having to shout over extroverts. Say, "Hold on just a second, I have an idea. Give me five seconds to articulate it." This secures your airtime while you formulate your thought.

3. Upgrade Your "How Are You?" Stop using "how are you doing?" as a throwaway greeting. To build genuine psychological safety, ask deeper, semantic differential questions like, "How are you really doing?" or "Is there anything I can do to lighten your load?" This shows genuine care and opens the door for real support.

SELECTED LINKS FROM THE EPISODE

Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube

Connect with Rebecca Morgan: Website |LinkedIn |

The Financial Times Guide to Mentoring

Episode 163 Featuring Rebecca Morga

Welcome back to The Connected Leadership Bytes. In today’s archive episode, Andy is joined by Ben Brabyn, a former Captain in the Royal Marines, former CEO of the renowned London tech company Level39, and a pioneer who helped build one of the world's first crowdfunding platforms.

Drawing from his unique career journey—spanning military service, investment banking at JP Morgan, and tech entrepreneurship—Ben shares invaluable insights into how network structures actually work. Andy and Ben explore the surprising similarities between military and corporate networks, how to navigate deep uncertainty through contingency planning, and why radical simplicity is the secret to getting your network to advocate for you. Ben also introduces the concept of the "Conveyors of Confidence"—the unsung heroes who serve as the cultural glue in any successful organisation.

Key Takeaways from This Episode:

1. Listening is the Ultimate Unifying Skill: Whether you are leading Royal Marines, navigating an investment bank, or building a tech startup, the most critical networking skill is the ability to listen. Using your network to gather information, analyse it, and extract wisdom—not just data—is what drives success across all sectors.

2. Veterans Bring a "Comfort with Uncertainty": The military isn't just about shouting orders; it's a highly collaborative environment that trains leaders to be comfortable with ambiguity. Veterans bring a learned habit of "contingency planning"—constantly analysing the "what ifs" and fallback positions—which is an invaluable asset for civilian companies facing rapid change.

3. Identify Your "Conveyors of Confidence": Every organisation has people who act as the cultural backbone (similar to Non-Commissioned Officers in the military). These individuals might not bring in the big sales, but they are the "collective memory" of the company. They listen to everyone—from top executives to the cleaning staff—and build the horizontal and vertical trust that holds teams together.

4. Complex Messages Do Not Travel: If your 30-second elevator pitch is packed with intense, complex information, third parties will never pass it on. The best listeners are often the best simplifiers. To truly leverage your network, you must create a simple message that anyone can understand and enthusiastically share.

SELECTED LINKS FROM THE EPISODE

Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube

Connect with Ben Brabyn: Website |LinkedIn |

The Financial Times Guide to Mentoring

Episode 162 Featuring Ben Brabyn

The higher you climb, the lonelier it gets. It’s a well-worn cliché, but what is the raw, human reality behind it? What happens when the pressure to be a "dealer in optimism" becomes an unbearable weight?

In this episode from the archive, Andy Lopata revisits his conversation with former senior executive and leadership coach, Ray McGrath. Ray shares the deeply personal and powerful stories behind three statements that defined his journey: "I'm irrelevant," "I'm incompetent," and "I'm a liar."

This is a raw look at the psychological cost of leadership. Discover the antidote to this profound isolation and why finding a "critical friend" is the most important act of self-preservation a leader can make.

What You Will Learn in This Episode

1. What happens when a leader’s grand vision violently collides with the everyday realities of their team?
2. What is a "bonded pair," and why is finding this type of critical friend the ultimate antidote to leadership loneliness?
3. Why is the need to wear the leadership "mask" for extended periods one of the most damaging and isolating aspects of the role?
4. What is the crucial difference between chosen solitud and the "unwanted absence of social connectedness" that defines true loneliness?

3 Actionable Insights

1. Find Your "Critical Friend": Actively seek out a "bonded pair"—a trusted peer, mentor, or coach who does not carry the same load as you. This person should have a different perspective, know your biases, and be someone with whom you can be completely authentic and vulnerable.
2. Acknowledge the Feeling of Isolation: The first step to combating executive loneliness is to recognise and name it. Understand that this feeling is a common, shared experience among leaders, not a personal failing. This removes the stigma and opens the door to seeking support.
3. Use Humour as a Shield and a Bridge: When faced with an isolating or awkward moment, use humour to break the tension and regain perspective. As Ray demonstrates after a disastrous Q&A, a moment of self-awareness can bring the audience back on your side and provide a bridge back to connection.

SELECTED LINKS FROM THE EPISODE

Connect with Andy Lopata: Website Instagram | LinkedIn | X/Twitter | YouTube

Connect with Ray McGrath: Website |LinkedIn |

The Financial Times Guide to Mentoring

Episode 160 Featuring Ray McGrath

Are today's young adults really that different from previous generations? In this fascinating episode, Andy Lopata sits down with Alexis Redding, who shares the incredible story of a Harvard study where she unearthed a lost trove of college student interviews from the 1970s and tracked down the participants 50 years later to play back their tapes.

Through this unique "time capsule" research—and by replicating the study with the college classes of 2025 and 2026—Alexis reveals the surprising connective tissue across generations. Andy and Alexis look closely into the myth of generational differences and the impact of "micro-mentoring" and "mirror mentoring" in both academia and the workplace.

Alexis Redding is a developmental psychologist, faculty co-chair of higher education at the Harvard Graduate School of Education, and a leading expert on young adults navigating college and career. She is the co-author of The End of Adolescence: The Lost Art of Delaying Adulthood and the author of the upcoming book, Mental Health in College: What Research Tells Us About Supporting Students. Alexis’s work has been featured in The Atlantic, The New York Times, Harvard Business Review, and Teen Vogue, and she recently delivered a TEDx talk on her groundbreaking research.

What We Discussed:

The 50-Year Time Capsule: What happened when 70-somethings listened to audio recordings of themselves at 20 years old—and how we often forget the raw emotions and insecurities of our own youth.

Generational Continuity: Why college students from the 1970s and the post-COVID Class of 2025 share surprisingly identical fears, hopes, and emotional experiences.

Deconstructing the Mental Health Crisis: How modern young adults are using clinical language to describe normal, developmentally appropriate struggles (like loneliness and career uncertainty), and how mentors can tell the difference between typical growing pains and the need for clinical intervention.

The Nuance of Social Media: Moving past the "black and white" narrative to understand how social media both harms and uniquely supports today's youth.

The Power of Micro-Mentorship: Why transformational mentoring doesn't always require a long-term, formal relationship. Sometimes, it’s a focused 15-to-20-minute conversation where someone truly sees you.

Mirror Mentors: The vital role that peers, roommates, and close friends play in reflecting our blind spots and guiding our career trajectories.

Building Mentorship into Organisational DNA: Why algorithmic, forced corporate mentoring programs often fail, and how to organically weave everyday mentoring into a culture of workplace belonging and psychological safety.

Resources Mentioned in this Episode:

Book: The End of Adolescence: The Lost Art of Delaying Adulthood by Nancy Hill and Alexis Redding

Upcoming Book: Mental Health in College: What Research Tells Us About Supporting Students by Alexis Redding

TEDx Talk: Why we keep telling young adults the wrong stories

The Grant Study: The longitudinal Harvard study currently led by Robert Waldinger.

Dr. Emily Weinstein: Co-director for the Centre for Digital Thriving at

Harvard 

Dorie Clark: Alexis's co-author on the topic of Micro-Mentoring.

Reach Out

Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube

Connect with Alexis Redding: Website |Instagram |LinkedIn

The Financial Times Guide to Mentoring

What does it take to swim across the world’s most dangerous stretches of water with no wetsuit? For record-breaking endurance swimmer Anna Wardley, the answer isn’t just physical grit—it’s the power of her invisible team.

In this week's episode of Connected Leadership Bytes, Andy Lopata revisits his episode with Anna Wardley, who went from being a novice swimmer in her 30s to conquering the English Channel, the Strait of Gibraltar, and much more. She shares the harrowing story of her first Channel attempt, which ended in failure and a hypothermic trip to the hospital, and the powerful leadership lessons she learned from it.

This is a masterclass in building and leading a high-stakes team. Anna reveals that her success isn't made in the water; it's forged in the months of meticulous planning by a team of experts she trusts with her life. Discover the "rules of engagement" for making life-or-death decisions, the psychology of pushing past your limits, and why the leader's job is sometimes the "easy part."

Key Takeaways from This Episode

1. What is the harrowing story of Anna's first Channel swim failure, and what crucial lesson did she only learn after being rushed to the hospital?
2. Why does Anna say her part—swimming for 26+ hours—is "magnificently straightforward" compared to the complex work of her support team?
3. What is the one non-negotiable rule her team follows before making the life-or-death decision to pull her from the water?
4. How does Anna use the negative comments from doubters as a powerful source of motivation in her darkest moments?

Actionable Insights

1. Build Your Specialist Team: Realise that your success as a leader depends on the experts you surround yourself with. Like Anna, whose team includes meteorologists and marine logistics specialists, identify the critical skills your mission requires and rally the best people you can find. Your job is to inspire the mission, not to be an expert in everything.
2. Establish "Rules of Engagement" Before a Crisis: Define clear lines of command and decision-making authority with your team before you're in a high-pressure situation. Knowing exactly who makes the final call and under what circumstances builds absolute trust and eliminates confusion when seconds count.
3. Embrace the "No Plan B" Mindset: For high-stakes challenges, a "no room for doubt" attitude can be your greatest asset. Anna believes that entering a challenge with the possibility of failure in mind makes it almost certain. As a leader, fully committing to the goal without an escape route can be the key to pushing through a difficult period.

SELECTED LINKS FROM THE EPISODE

Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube

Connect with Anna Wardley: Website | LinkedIn | Facebook

The Financial Times Guide to Mentoring

Episode 159 Featuring Anna Wardley

The battle over the office is raging. Leaders like Elon Musk and Alan Sugar are demanding a full return, calling remote workers lazy. But are they fighting a losing battle against the biggest shift in work in 100 years?

In this episode from the archive, Andy Lopata revisits his conversation with author and thinker Julia Hobsbawm OBE about her game-changing concept: "The Nowhere Office." This isn't an argument for no office, but a radical rethinking of why we gather.

Julia dismantles the myth of presenteeism, exposing the pre-pandemic workplace as deeply dysfunctional and unproductive. She argues that leaders must move beyond their "passion for presenteeism" and embrace a new, flexible reality. Discover the three new, essential purposes of the physical office and learn how leaders can navigate this moment of "ultra-transparency" to build a more trusting and high-performing culture. The future of work is here. Are you ready?

What You will Learn From This Episode

1. What is the real, psychological reason so many leaders are desperate to force everyone back to the office (and why is it based on a broken model)?
2. What shocking percentage of time were employees actually productive when they were in the office full-time?
3. What are the only three things you should be using your physical office for in the "Nowhere Office" era?
4. How has remote work offered an unexpected refuge from the daily microaggressions of the traditional commute and office environment?

3 Actionable Insights

1. Challenge Your "Passion for Presenteeism": Before mandating a return to the office, ask yourself: "What is the work, and where and how does it need to be done?" Shift your focus from watching people work to trusting them to deliver results, and question whether your desire for an in-person workforce is based on tradition rather than strategy.
2. Redefine Your Office as a Destination: Repurpose your physical workspace for specific, high-value activities. Intentionally schedule in-person time for the three key pillars: informal social networking, collaborative learning (including mentoring), and critical face-to-face meetings like conflict resolution.
3. Embrace Customisation Over Mandates: Move beyond a rigid "3 days in, 2 days out" policy. Acknowledge that your team has diverse needs (introverts/extroverts, different home setups) and work towards a "fully customised" approach. Start open conversations about what works for the individual and the team to build a culture of genuine flexibility and trust.

SELECTED LINKS FROM THE EPISODE

Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube

Connect with Julia Hobsbawn OBE: Website |X Formerly Twitter |

The Financial Times Guide to Mentoring

Episode 158 Featuring Julia Hobsbawn OBE

What happens when a joke bombs in the boardroom? In this episode from the archives on humour, Andy Lopata brings in the headliners: two of the world's funniest keynote speakers, Jeremy Nicholas from the UK and Tim Gard from the US.

This isn't just about telling jokes; it's a masterclass in the strategic use of humour to enhance leadership. Discover why the most successful leaders aren't afraid to be playful, how humour can defuse conflict and reduce stress, and why the most memorable lessons are wrapped in laughter.

From their fascinating and unconventional journeys—from a BBC newsdesk and a US welfare office to the global stage—Jeremy and Tim reveal their secrets. Learn how to navigate today's sensitive culture without causing offence, what to do in the terrifying moment a joke falls flat, and why your sense of humour might be the most powerful tool in your leadership toolbox.

Key Takeaways From This Episode

1. What is the "punch up, never punch down" filter, and why is it the golden rule for using humour in today's corporate culture?
2. Are the funniest leaders extroverts? The answer from a former BBC broadcaster and self-proclaimed introvert will surprise you.
3. What should you do in the terrifying moment your joke falls completely flat in front of an important audience?
4. Why did one of the world's top humourists turn down a career in stand-up comedy because of a very simple, physical aversion?

3 Actionable Insights

1. Embrace Playfulness, Not Punchlines: You don't have to be a comedian to use humour. Start by being more playful. Go slightly "off-piste" in conversations and meetings. Use a light-hearted aside or a self-deprecating comment. This releases endorphins, makes you more memorable, and builds rapport without the pressure of telling a formal joke.
2. Turn Stress into Material: The next time you're in a frustrating situation—a delayed flight, a tech mishap—reframe it in your mind as "material." As Jeremy Nicholas says, "It's much cheaper than having an analyst." This mental shift not only reduces your own stress but also gives you a relatable story to share that builds connection with your team.
3. Create a Humour First-Aid Kit: Identify a few videos, skits, or memories that are guaranteed to make you laugh. When you're feeling stressed or overwhelmed, use them intentionally to break the negative pattern. As Tim Gard explains, using humour for yourself is a vital stress-reduction tool that renews your energy and perspective.

SELECTED LINKS FROM THE EPISODE

Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube

Connect with Jeremy Nicholas: Website |LinkedIn |

Connect with Tim Gard: Website  |LinkedIn |

The Financial Times Guide to Mentoring

Episode Featuring Jeremy Nicholas and Tim Gard

In this captivating episode, Andy Lopata sits down with the remarkable Marianne Abib-Pech. A dynamic leader, Marianne transitioned from a highly successful corporate finance career—culminating as CFO of Shell Aviation at just 34—to launching an M&A advisory practice for frontier markets in 2014. In 2022, she co-founded Transitions First, an international industrial venture fund dedicated to scalable start-ups rebuilding net-zero-compliant supply chains. Recognised for her leadership and visionary thinking, Marianne is driven by a belief that value creation stems from thinking differently, communicating authentically, and driving transformation.

In this discussion, Marianne shares the pivotal moments, lessons learned, and unique mindset that propelled her forward. Andy and Marianne consider her extraordinary journey, exploring the nuances of cultural navigation (both national and functional), the power of curiosity, the art of strategic risk-taking, and the often-overlooked strength in asking for help. Marianne also provides fascinating insights into the "multidimensionality" of leadership, blending creative and structured thinking, and the critical role of neuroscience in understanding human connection and trust.

What we discussed:

1. The "Unconventional" Path to Rapid Executive Ascent: Ever wonder how someone becomes a Global CFO of a major corporation by their mid-thirties? This episode reveals the mindset and strategic moves that defy traditional career ladders.

2. Luck: Is it Just Chance, or Something You Create? Examine a powerful, ancient definition of luck that challenges common perceptions and uncovers how you might be missing opportunities to "engineer" your own fortunate breaks.

3. Beyond Borders: The Hidden "Cultures" You Need to Navigate: Discover how mastering not just national but also functional and organisational cultural differences can unlock unparalleled connection and influence in any environment.

4. The Surprising Power of Your Brain's Chemistry in Leadership: What if building trust and achieving results was less about strategy and more about triggering the right neurochemicals? Explore the cutting-edge intersection of neuroscience and effective leadership.

5. Risk-Taking & Asking for Help: Are Your Fears Holding You Back? Learn why embracing bold risks and humbly seeking assistance are not signs of weakness, but rather crucial accelerators for growth that most leaders overlook.

SELECTED LINKS FROM THE EPISODE

Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube

Connect with Marianne Abib-Pech: Website |LinkedIn |

The Financial Times Guide to Mentoring

Book: "The Financial Times Guide to Leadership" (Second Edition)

Book: “The Artist's Way” By Julia Cameron

Are you feeling stuck? Have the last few years left you with itchy feet, questioning your career path and wondering what's next? You are not alone. Many professionals are currently re-evaluating their futures, but making a major career pivot is terrifying and fraught with risk.

In this episode from the archive, Andy Lopata is joined by his regular guest Luca Signoretti to provide a practical playbook for navigating this critical transition. They reveal why the very first thing most people do—telling their network "I'm looking for a job"—is the biggest mistake you can make.

This is a masterclass in leveraging your relationships the right way. Discover how to use your network for strategic research, identify roles you've never considered, and get the honest feedback you need (not just the validation you want). Learn how to manage the transition, rebrand yourself, and ensure your next step is a leap forward, not a leap into the unknown.

Key Takeaways

1. What is the simple three-list exercise that can reveal the perfect job for you in an industry you've never even considered?
2. Why might your closest friends and colleagues be the worst people to ask for advice when you're considering a major change?
3. What is the crucial role your personal values play in screening out bad career options before you waste time on them?
4. What is the "one step ahead" strategy for building a network that pulls you forward into your new role after you've made the leap?

3 Actionable Insights

1. Conduct a "Blind Spot" Audit with Your Network: Create three lists: What you're good at, What you love doing, Your ideal work environment. Share these lists with a diverse range of contacts and ask them, "What roles in your world look like this?" This uncovers hidden opportunities you would never have found on your own.

1. Align Your Options with Your Values: Before making any decision, be crystal clear on your top 5-7 core values (e.g., family time, autonomy, creativity). When an opportunity arises, ruthlessly check if it aligns with those values.
2. Build a Network That's One Step Ahead: Intentionally cultivate relationships with people who are already where you want to be. These individuals provide invaluable role modeling, support, and context, making your transition into a new field smoother and more successful.

SELECTED LINKS FROM THE EPISODE

Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube

Connect with Luca Signoretti: Website |LinkedIn |

The Financial Times Guide to Mentoring

Episode 111 Featuring Luca Signoretti

As a leader, your instinct is to be nice. You avoid tough conversations to keep the peace and offer vague praise to maintain morale. But what if this well-intentioned kindness is the single most damaging thing you can do for your team?

In this thought provoking episode from the archive, Andy Lopata is joined by self-leadership expert and author of The New Leadership Playbook, Andrew Bryant. Andrew delivers a powerful masterclass on why being "nice" is a trap of inexact communication that prevents growth, and why being "accurate" is the ultimate sign of respect.

This is an examination into the psychology of high-performance leadership. Discover the critical difference between values and principles, and why most leaders confuse responsibility with accountability, leading to micromanagement and disengagement. Get the playbook for being a humane leader who successfully delivers accelerated results by choosing clarity over comfort.

Key Takeaways 

1. What is the crucial difference between values, principles, and behaviours (and why do most leaders get this disastrously wrong)?
2. Are you responsible for your team or accountable to them? Getting this distinction wrong is the root cause of micromanagement.
3. Why is "being nice" one of the most damaging things you can do for your team's growth and performance?
4. What is your bad boss's "currency," and how can you learn to identify it effectively?

Actionable Insights

1. Stop Being Nice, Start Being Accurate: Reframe your approach to feedback. Being "nice" and avoiding difficult truths prevents your team from adjusting their behaviours to meet targets. Instead, be "accurate." Describe the specific, observable behavior and clearly explain how it impacts the goal. This shows you care enough to help them improve.
2. Clarify Responsibility vs. Accountability: Immediately clean up your language. You are responsible for your own thoughts, feelings, and actions. You are accountable to an agreement or a person. By empowering your team to be responsible for themselves while holding them accountable to shared goals, you eliminate micromanagement and foster ownership.
3. Discover and Use "Currency": Every person you work with has "currency"—what truly motivates them (e.g., recognition, security, influence). Instead of retreating from difficult colleagues or bosses, lean in. Observe what drives them and what they fear. Frame your communication in their currency to build influence and create a shared understanding.

SELECTED LINKS FROM THE EPISODE

Connect with Andy Lopata: Website |Instagram | LinkedIn | X/Twitter | YouTube

Connect with Andrew Bryant: Website |LinkedIn |

The Financial Times Guide to Mentoring

Episode 155 Featuring Andrew Bryant