Now let's move on to think about: how can you influence across your organization as you broaden your leadership role? What do you need to think about? Well, let's just take stock. You've got some great leadership habits, you know the level you should be operating at as a leader. You've also thought about the different styles you can use for leadership, in certain situations. And you've also worked out how can I get the best out of my team? In other words, you might feel: "I've got my existing responsibilities under control, I could almost do my job, perhaps in four days of my five-day week". So how are you going to use that extra time to influence more broadly - and be a real organizational-level leader? So as you think about these issues, perhaps just a couple of points initially. Firstly, as you go more broadly across your organization, how are you going to make sure you "land" well, that you make those initial connections in a good way? Secondly, what's your contribution as well? What are you bringing to those other areas of the organization? What strengths do you have that you can take with you on that journey? Now on that last point of how you best contribute, you might not know the answer to that question yet, and that's okay. Because you might not know the strategies, the plans, the challenges of different parts of your organization, the different divisions or offices. What are the leaders there thinking? What are their customers, stakeholders, or clients saying to them? What are their plans? What skill sets do they feel they need to deliver what they are trying to do, and perhaps, how could you, or your team, help with that? In other words, you're entering a phase where you're exploring new terrain as you go across your organization. And just three things to keep in mind. Firstly, there's a practical point here. How do you best connect with those other parts of the organization? Some of them may even be on different time zones or in different physical locations to where you're located, so how are you going to make that connection happen? That's really important. Secondly, think about the language you use as well. Don't go and visit other areas of your organization and always be talking about "my team", "my department". You need to think about more ambassadorial-type language. It's now about "the organizational strategy", "what we're all trying to achieve together as part of the collective goal". And thirdly, I would say take what's called a "beginner's mindset" with you into these conversations and into this exploration as well. What do I mean by a "beginner's mindset"? It's being really attuned to listening. In other words, you're entering a phase where you're exploring new terrain. And as you go into this phase of work across the organization, this new phase of your leadership role. Just three things to think about initially. Firstly, and one's very practical point, how are you going to connect? Because some teams, some other offices or departments may be on different time zones even or in different physical locations. So how are you going to make those connections, those meetings happen? Secondly, think about the language you use as well. Don't land in other parts of the organization and always be seen to say, "my team", "my department". Think about more ambassadorial-type language, "the organization's goals", "the organization strategies that we're all working together to achieve". And lastly, take on this journey across your organization, what's called an explorer's mindset, a "beginners mindset", you might say. What do I mean by that? I mean being open to learning. You won't know everything, perhaps I have different phrases, different jargon they use in different parts of the organization? They own technical words or phrases. So how do you need to understand that? Well, it's about asking good questions and about really going and listening, as you move out and across.