One mistake is that managers practice position-ship rather than leadership. They focus on constituency, the people they need the most and depend on, only caring about how they are viewed by the leaders above them, thereby following position-ship.

My description of a bad manager is, 'Be good, but don't be better than me.'

A great manager is someone who says, 'You come to work with me, and I'll help you be as successful as possible; I'll help you grow. I'll help you make sure you're in the right role; I'll provide the relationship for you to understand and know yourself. And I want you to be more successful than me.'

It is the role of the manager to keep information and dialogue about engagement active over the course of the year. To build a highly engaged team, the quality of managers that an organisation puts in front of their people is important.

But there's the paradox of fiction - why do you cry when a fake character dies? It's the basis of art. You engage with people who don't exist and care about them as you would your friends and relatives.

If you're doing an interview, you need conversational tension. After you talk to them, you're not going to have a relationship with them, they're not going to like you, they're not going to be your friend.

We all put on faces, as Walter White does. We put on faces when we meet our friends, when we meet new people, when we present ourselves in interviews. We try to be who the people we meet want us to be, or who we want to truly be.

I am not moved by what people say or do concerning my relationship with God. I submit myself to His direct will, which is good and perfect with no evil in it.