With the next slide what you'll see is that leadership within the framework context is defined as a breakdown of leadership skills, leadership activities, and leadership behaviors. And you'll also notice perhaps, that we came to it last, whereas traditionally we tend to talk about leadership first and that's definitely been a feature of the way many of us learn a lot of these concepts in health care. The reason we come to leadership last is because leadership should be defined in a high reliability organization in the context of everything else that we described. And what we want to do is to shift from the traditional models of leadership into an HMO model of leadership that supports the culture that we're trying to create, and that uses the knowledge that we are curating and harvesting, and that drives the learning system as a functioning and reliable experience for staff and patients. And so the role of leaders is to do all of those things. To be consistent exemplars of the culture, to continually access and drive the principles of transparent and complete data through knowledge, and to support and guard the practice of the learning system. So on the next slide what we'll do is to start to dig into leadership skills. And just start to highlight what we mean by skill. So another way of thinking about skills, activities, and behaviors. Skills, what do I need to know? Activities, what do I need to do? Behaviors, how do I need to act when I'm doing it? And none of these are things that we schedule for an hour every other week on a Tuesday morning. These apply to every interaction we have as leaders throughout the day, and also apply to a very broad range of people, not just those in senior leadership formal hierarchical roles, but within all kinds of micro systems, teams that function, there will be informal social leaders, there will be formal leaders, and there will be all kinds of people who dependent on circumstance exhibiting leadership in one form or another. So this is a very, very broad and inclusive definition of leadership that we're using here, but whoever it is, whatever their position in the hierarchy or their professional background, the same standards apply. And so leaders have to be able to connect what they're doing to the vision, the goals, the values, the standards, et cetera. And that has to be modeled through the way that they spend their time, and the way that they act when they're contributing to certain activities. That means that in an HRO we require that our leaders learn about culture. Learn about how to lead personally and relationally, how to interact with others, how to create psychological safety, how to model non-negotiable mutual respect. So like I said earlier, this is a contact sport. We have to have the theory to underpin these things and that very often starts and is most effectively sustained by having the leaders go first with us. So the cultural insights and having that background is huge and it's not someone else's job, it's not the job of the HR or the organizational development team, it's the job that every single leader every day to continually access more of that learning and apply it in practice. And similarly, the techniques of learning and improvement. Leaders need to know the sort of improvement methodology that an organization is using. The kinds of questions that drive insightful learning. The questions of appreciative inquiry. How to interpret data in such a way that allows us to drive improvements and not to assign judgment and blame. And then a few other things to highlight, this concurrent setting of expectations that are high but whilst also creating psychological safety. And so what that speaks to is that I expect high standards for myself so I'm not excluded from this, I expect a high standard from myself and from others, and in doing so I do it in such a way that I encourage everybody to be better, and I don't limit psychological safety in the process. Which is a really hard balance to master. But in true HRO's it's a line that you'll see leaders walk very effectively. And so you know so then that sort of then translates into very, very practical pieces around coaching and giving engaged feedback. I would also add to that receiving engaged feedback. So engaged feedback is most simply defined, one of the terms by Brené Brown I particularly like, which is I can give you feedback without blaming or shaming you. Which I think is a really nice way of summing that up. But I have to have feedback myself. And if you think about that one set of rules that Don mentioned earlier, when we were talking about healthy environment, one set of rules that applies to everybody, we treat everybody the same. We also need to support our leaders to learn and be vulnerable in this process. And they have to be their own self reflecting improvement capable systems. And so the coaching and feedback piece, anything that opens up dialogue. Genuine sort of multi-directional dialogue helps us to create the skills that then we can apply through the leadership activities that Don will talk to. OK, Victor can we go on to the next slide? Well this list could be very long. And I think before starting on the specifics listed there, I would encourage everyone to audit your calendar. I made it a habit to do it every quarter, to audit a week's worth of time and to see how I was actually spending my time. And the reason I mention that is that it's very easy for leaders to stay in their offices. But really the work of a leader is to be out and about and to be rounding, attending huddles, improvement meetings, in order to observe, listen, and ask good questions. Again, this helps you to understand what's really happening on the front line as opposed to those reports that are sort of filtered many times before they get to you. So again, the way to be able to be situationally aware and to be able to be sensitive to operations-- a term that Weick and Sutcliffe use in their wonderful book on high reliability organizations, Managing the Unexpected-- Is, in fact, to be very aware of what's happening and one has to go to the front line to find out. So the activities listed here are totally right. Many kinds of rounding. There isn't just one kind of rounding. And we'll spend a lot of time when we get into practical aspects of this in the future, about kinds of rounding that leaders may be attending, briefs and huddles and safety forums if there are those or creating them if their needed. Daily safety huddles or daily operational