Most people that derail as leaders in the corporate world, it's not because they couldn't do the math and calculate return on investment properly. The issues are communication and understanding. All of what typically would've been called the 'soft stuff.' You have to be authentic. You have to be dialed into the soft stuff.

Learning to celebrate success is a key component of learning how to win in the market.

I would assert that highly effective leaders are made more than they're born. Every leader I know who's been highly effective has worked hard at it, and they've been students of it. The more you're a student of leadership, the more you figure out what works for you and the more effective you're going to be.

You have to be a well-rounded leader. You can't fly by the seat of your pants anymore. You have to be incredibly tough-minded about standards of performance, but you also have to be incredibly tenderhearted with the people you're working with.

To be honest, from England Under-16s, through the 17s and 18s, really all the way through my youth career, I played at centre-half. For some reason, when I made my debut at Everton, I just played in central midfield, and it went from there.

I didn't choose 'Silver Spoons'. I think my mom and agent chose it because at that time there was a lack of patience on some of the people that were in charge of my career. I think there was a big offer on the table, and I think they took it.

I realised I had to work in something creative, but with a business and global element. And that I had to do it while I was still young and had an appetite for risk.

I run a business and go all over the world doing things for that business, things that are fairly orthogonal. But my job is to run my company, not to be the best Instagrammer. I'll let other people be awesome at it.