[MUSIC] So a couple of final conclusions to share with you on each of these segments. And I'd like to try and capture that just really with a couple of quotes or a couple of sentences that tries to bring it together. And with regard to the first segment when we were trying to capture what we meant by leadership in the UN. I really come think of a better way of getting into the subject than mark moles wonderful definition. Which is the public sector manager, I repeat is an explore a commission by society to create value. I can't think of a better way to express it. And for me, the creation of that value is intricately, intimately linked to this concept of creating space. Space where you can bring the parties together and add value. With respect to the UN, the UN's own understanding of what it means to be a leader, I think that I would go back to you, I would come back to you with another quote from Dag Hammershall that I'd like to read out to you. It's not so much a quote but it's say, a reference to a question and answer. And the question that was put to him, and this was in the context of the Congo and it relates to the Oxford speech which I mentioned to you. The question is, is it possible for the secretary general to resolve controversial questions on a truly international basis? Without obtaining the formal decision of the organs of the UN? A really fundamental basic core question. What is the space that the secondary general thinks that he has? And different secretary generals will give you different answers. But [INAUDIBLE] was, I think superb as usual in the way he said it. He said yes ,yes it is possible for the Secretary-General to do that, but he said, with appropriate consultations. It's so simple, it's so basic, but it's also so true, because yes there is a power of initiative. Yes it's possible to exercise leadership. But you have to do the consultation. You have to make sure that you can align with the other circles, with the authorizing environment, and with the capacity. And if you can do that, you can expand the area of the mission and the values as [INAUDIBLE] himself demonstrated. And then finally, in this segment today we've looked up the instruments of leadership. What are the instruments you have at your disposal? And to repeat again, to me the story should be very encouraging to you. Yes, I've picked out the good examples, but the story is still a story of being able to move forward by carefully calibrating and using different instruments to create value. You don't have to depend on the great visionary who's going to lead everything forward. It's wonderful to have that dream. But actually, there's a craftsmanship, there is a very day to day piece of work that needs to be done every to bring these parties together and to develop the instruments, to give rise to the space that can create that public value. And I think that's a challenge that everybody can think about, and hopefully some can engage with it. Thank you, and I hope that you have found this whole course, of which this was the last segment. I hope that you've been able to benefit from it and that you take something away from it. [MUSIC]