I think there are many watershed moments. If I go back to my junior days, I had a father who was passionate about sport, who had four boys and who just lived this idea and this concept that his kids were going to be into sports as well, which we were.

We talk about, "What does the name on the front of the shirt mean to you?" Because we know what the name on the back of the shirt means, but what does the name on the front of the shirt mean? And how can we build up a sense of common purpose in a very short space of time?

So there's that competitive spirit and probably even now, as a 54-year-old, I'm always challenging myself physically. I'm challenging myself in my work. How can I keep improving? How can I keep getting better? What am I learning more of? Here I am, a 54-year-old in a one-year-old startup business and it's been the most exciting year of my life. I can't believe how much I'm learning.

You always have one guy who is a little bit of a maverick, who sits on the edge and it's about him a little bit more than it's about the team. And as the leader, those are the guys that you need to either bring into the group or you need to manage them. But that's what I love. I'm passionate about understanding that space and trying to make it work.

So there are many different ways you can lead, but these great leaders have this ability to get people to move with them. Graeme Smith was a 22-year-old. I was 37 at the end of my career, and I wanted to play for him. That's great leadership and I think every one of us, if there's real integrity in the way you lead and authenticity about who you are as a human being, you'll walk through a wall for someone, you really will.

I think that's quite easy. What I try to do with teams is try and understand what our natural flow and energy is and if we have to manipulate that. Often, you need to manipulate it because it's a new group of people coming together so they're all on their best behaviour. You need to loosen that environment up a little bit so that everyone can just be natural.

Indian society is driven by superstars, it's driven by survival of the fittest. It's a very uncompromising, complex and competitive environment, India. The best are highlighted, you know? So we brought in a more collective ideology - "This is what a team looks like. This is how we operate as a group of people. We're going to fly in formation. These are the things that are important to us as a group of people. These are the things we celebrate. We celebrate team, we don't celebrate the individual".

I would look for someone that behaved appropriately through results - cool, calm in the results and not emotional. I think great leaders, they just have that. And then, probably the last quality, just this ridiculous determination and resilience that just never ever goes away. 

The one thing that always frustrates me is a lack of patience. Just not allowing a process to unfold because we just never see the true potential of people until we allow that. 

We, as leaders, have to be able to prop ourselves up in terms of our learning and our journey, how we're leading. Who's giving us the feedback? I had Paddy Upton with me when I went to India, it was the best decision I ever made. Not because he made such a difference to the Indian players. He made such a difference to me because he gave me brutal feedback. I got brutal honesty from him.