Secrets of Success: Christian Horner

Welcome to a bonus episode on the Sky Sports F1 Podcast feed. This is the fifth episode of Secrets of Success - a series in which former England cricket captain, Nasser Hussain speaks to some of the most successful people in sport about how they manage, motivate and inspire their teams to perform at the highest level.

Today, Nasser is joined by Red Bull team principal, Christian Horner.

Horner tells us about how he was able to persuade his team members to believe they could challenge and compete with the likes of Mercedes and Ferrari, discusses what he expects from his drivers and describes his relationship with his rival, Toto Wolff.

Secrets of Success is released every Wednesday, so if you enjoy this episode, search for Secrets of Success, then follow or subscribe so you don't miss an episode.

# Secrets of Success: Christian Horner

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## Introduction

- Christian Horner, Red Bull's Team Principal, joins Nasser Hussain, former England cricket captain, on the Sky Sports F1 podcast, Secrets of Success.

- Horner discusses his journey from a young lad fascinated with speed to a highly successful Formula One team principal.

## Passion and Work Ethic

- Horner attributes his success to his passion for speed and a strong work ethic instilled by his family.

- He talks about creating his own team to further his racing career when he realized he lacked the talent to be a Formula One driver.

## Key Moments

- Horner recalls a specific moment when Juan Pablo Montoya passed him as he came out of the pit lane in Portugal, prompting him to recognize his limitations and pursue a managerial role.

- He emphasizes the importance of being honest with oneself and making the tough decision to change paths when necessary.

## Building a Team

- Horner stresses the significance of understanding different perspectives and having a relatable aspect to the emotions drivers experience.

- He discusses the challenges of managing a team, including the need to clean trucks, pay the bank, and negotiate overdrafts during his early days at Arden.

- He highlights the importance of walking a mile in other people's shoes and gaining experience in various roles within the team.

## Joining Red Bull

- Horner explains how he became the youngest Formula One team principal at age 31 when he joined Red Bull in 2005.

- He talks about the opportunity to work with Dietrich Mateschitz and the commitment Red Bull made to the sport.

## Changing the Culture

- Horner emphasizes the need to change the culture at Red Bull when he arrived, focusing on clear technical direction and empowering people.

- He highlights the importance of employing specialists in their respective fields and giving them accountability and responsibility.

- He stresses the significance of creating a culture where individuals are motivated to perform at their best and avoid being the weak link.

## Identifying Talent

- Horner discusses the criteria he looks for when selecting individuals to join the Red Bull team, including skill set, character, personality, and teamwork.

- He emphasizes the importance of identifying and developing internal talent, as well as attracting top talent from outside the organization.

## Mavericks and Blame Culture

- Horner acknowledges the value of mavericks who push boundaries and bring creativity to the team.

- However, he emphasizes that personal interest should never override the team's interest and that individuals who work against the team have no place in the organization.

- He discusses the importance of eliminating blame culture and fostering a supportive environment where individuals help each other rather than pointing fingers.

## Mental Health and Work-Life Balance

- Horner recognizes the significance of mental health and the need to support employees facing challenges in their personal lives.

- He emphasizes the importance of providing a positive work environment, including summer and Christmas parties, to show appreciation for employees and their families.

- He stresses the importance of open communication and creating an environment where employees feel comfortable discussing their personal struggles.

## Risk-Taking and Big Decisions

- Horner highlights the importance of being brutally honest with oneself and taking calculated risks when necessary.

- He discusses the decision to switch engine suppliers from Renault to Honda as an example of a big decision that required careful consideration.

- He emphasizes the significance of having the right culture, quality of people, and work ethic to overcome challenges and achieve success.

## Managing Drivers

- Horner explains the unique challenges of managing two drivers competing against each other for the championship.

- He emphasizes the importance of setting clear expectations for the drivers and ensuring that they understand their roles and responsibilities within the team.

- He highlights the need for professionalism and discipline among the drivers, even if they do not like each other personally.

## Great Ormond Street Hospital Visit

- Horner recalls taking Mark Webber and Sebastian Vettel to Great Ormond Street Hospital to show them the challenges faced by young children and their families.

- He explains that the visit was intended to provide perspective and remind the drivers of their privileged positions.

## Conclusion

- Horner emphasizes the importance of creating a team culture that is driven by passion, empowerment, and a shared sense of purpose.

- He highlights the significance of identifying and developing talent, taking calculated risks, and fostering a positive and supportive work environment.

- He concludes by reiterating the importance of having the right people in the right roles and empowering them to achieve success.

# Podcast Summary: Christian Horner - Secrets of Success

**Interviewee:** Christian Horner, Team Principal, Red Bull Racing

**Interviewer:** Nasser Hussain, Former England Cricket Captain

**Podcast Series:** Secrets of Success

**Episode:** 5

**Date:** Not specified

**Summary:**

1. **Introduction:**
* Nasser Hussain engages in a conversation with Christian Horner, Team Principal of Red Bull Racing, to discuss leadership, motivation, and team inspiration in Formula One racing.
* Horner shares insights into his strategies for motivating his team members and fostering a winning culture within Red Bull Racing.

2. **Max Verstappen's Driving Style and Mindset:**
* Horner describes Max Verstappen as a ruthless and driven driver who expects 110% from himself and his team.
* Verstappen's exceptional mental strength and resilience under pressure are highlighted as key factors in his success.
* Horner emphasizes the importance of Verstappen's ability to deliver outstanding performances in high-stakes moments.

3. **Handling Team Controversies:**
* The incident involving Verstappen refusing to give up his position to Sergio Perez in the Brazilian Grand Prix is discussed.
* Horner explains that such issues are addressed privately, focusing on understanding perspectives and maintaining team unity.
* He stresses the significance of open communication and honesty in resolving controversies within the team.

4. **Balancing Star Drivers and Team Dynamics:**
* Horner acknowledges the challenges of managing star drivers while maintaining a cohesive team environment.
* He believes in allowing star drivers certain privileges while ensuring they recognize their role as part of a larger team.
* Horner emphasizes the importance of fostering a culture where individual success is intertwined with team success.

5. **Team Criticism and Pressure Management:**
* Horner addresses the issue of team members publicly criticizing team orders and decisions during races.
* He explains that rinsing or criticizing a team or team member can be counterproductive and may lead to more errors.
* Horner emphasizes the value of protecting the team, particularly during difficult moments, to alleviate pressure and maintain focus.

6. **Relationship with Toto Wolff:**
* Horner discusses his relationship with Toto Wolff, Team Principal of Mercedes, his main rival in Formula One.
* He acknowledges Wolff's achievements but maintains a competitive stance, viewing him as a competitor rather than a close friend.
* Horner believes that showing weakness or camaraderie with a competitor can undermine his team's motivation and focus.

7. **Abu Dhabi Season Finale and Team Motivation:**
* Horner expresses pride in his team's performance during the 2021 season finale in Abu Dhabi, where Max Verstappen clinched the World Championship.
* He recalls motivating the team before the race, emphasizing the significance of giving their best and enjoying the experience.
* Horner highlights the team's willingness to take risks and adopt an aggressive strategy, which ultimately led to Verstappen's victory.

8. **Mercedes' Reaction to the Abu Dhabi Race:**
* Horner analyzes Mercedes' approach to the Abu Dhabi race, suggesting that their defensive strategy exposed them to the unexpected turn of events.
* He commends Lewis Hamilton's dignified response to the disappointment, acknowledging his sportsmanship and grace under pressure.

9. **Staying Ahead of the Curve:**
* Horner emphasizes the importance of continuous improvement and staying ahead of the competition in Formula One.
* He believes in looking beyond the current season and focusing on long-term success and dominance.
* Horner stresses the need to avoid complacency and maintain a forward-looking mindset.

10. **Managing Personal Well-being and Pressure:**
* Horner acknowledges the immense pressure associated with leadership in Formula One and the potential impact on mental health.
* He highlights the importance of self-awareness and recognizing when to take a step back.
* Horner finds solace in spending time with his family and engaging in activities outside of Formula One to maintain a healthy balance.

11. **Alignment with Red Bull Brand:**
* Horner discusses the synergy between Red Bull's edgy and risk-taking brand image and the personalities of Max Verstappen and himself.
* He believes that this alignment contributes to a cohesive and dynamic team culture that reflects the Red Bull brand.

12. **Gratitude and Team Appreciation:**
* Horner expresses his gratitude for working with exceptional individuals at Red Bull Racing.
* He acknowledges that his achievements would not be possible without the dedication and talent of his team members.

13. **Horner's Leadership Style:**
* Nasser Hussain commends Horner's leadership style, highlighting his ability to connect with team members at all levels.
* Horner's experience in various roles within the team is seen as a key factor in his understanding of their perspectives and challenges.

14. **Upcoming Episode:**
* Hussain announces an upcoming episode featuring an interview with Toto Wolff, Team Principal of Mercedes.

[00:00.000 -> 00:09.560] Hello and welcome to a bonus episode on the Sky Sports F1 podcast. I'm former England
[00:09.560 -> 00:15.280] cricket captain Nasser Hussain here to introduce what you're about to hear. This is an episode
[00:15.280 -> 00:20.880] of my podcast, Secrets of Success, a series in which I chat with some of the most successful
[00:20.880 -> 00:25.560] people in sport to find out how they inspire, motivate and manage their
[00:25.560 -> 00:31.680] teams to succeed at the highest level. And in this episode I sit down with Red Bull team
[00:31.680 -> 00:33.840] principal Christian Horner.
[00:33.840 -> 00:38.840] Max Verstappen is champion of the world!
[00:38.840 -> 00:51.000] It comes down to culture, it comes down to the quality of people and that sense of team. In a week where I travelled to meet both Christian Horner and Toto Wolff, I found the dynamic
[00:51.000 -> 00:57.740] between them and the differences quite remarkable and the success they had was down to brilliant
[00:57.740 -> 01:01.400] man management and attention to detail.
[01:01.400 -> 01:07.000] Here's Christian Horner with his secrets of success.
[01:07.000 -> 01:14.720] Christian, from a young lad growing up in Leamington Spa fascinated with speed to a
[01:14.720 -> 01:20.640] Formula One team principal and a hugely successful team, how proud are you of what you've achieved
[01:20.640 -> 01:22.640] in the sport?
[01:22.640 -> 01:28.560] Obviously proud of what I've achieved but I'm never one to look backwards I'm always looking forwards to you know what
[01:28.560 -> 01:32.040] is the next challenge but it's you know it's been an incredible journey for for
[01:32.040 -> 01:37.200] me you know so far in my career starting off you know wanting to be an aspiring
[01:37.200 -> 01:41.400] driver a young driver but then recognizing that I didn't have enough
[01:41.400 -> 01:46.120] talent to do that so switching into a managerial role
[01:46.120 -> 01:49.400] And taking all the lessons I learned from from driving
[01:49.400 -> 01:54.920] So that seems a long time ago now and it's obviously been a reasonable journey so far
[01:54.920 -> 01:59.080] You don't like looking back, but I will make you look back. Okay, I mean right the beginning there
[01:59.080 -> 02:03.560] Where did that passion for driving and speed come from? I think it was something that
[02:04.400 -> 02:06.000] That you did I just had,
[02:06.000 -> 02:08.320] I was always fascinated by speed,
[02:08.320 -> 02:12.320] whether it was making a go-kart to go down the hill
[02:12.320 -> 02:14.040] at the back of the village that we lived in,
[02:14.040 -> 02:18.040] or bikes, anything.
[02:18.040 -> 02:21.160] I was just always fascinated by speed,
[02:21.160 -> 02:23.480] and it was a passion that I was able to share,
[02:23.480 -> 02:28.040] I guess, with my my father because he worked
[02:28.040 -> 02:31.360] in the automotive industry and he was a car enthusiast.
[02:31.360 -> 02:35.000] So as I grew older, it was something
[02:35.000 -> 02:37.060] that I was able to share with him.
[02:37.060 -> 02:39.200] Passion is one thing, you don't get to your stage
[02:39.200 -> 02:41.160] without a serious work ethic.
[02:41.160 -> 02:43.600] Where did the work ethic come from?
[02:43.600 -> 02:45.400] I think it's something that you either have or you don't,
[02:45.400 -> 02:48.560] but I think that's guided by family life as well,
[02:48.560 -> 02:50.920] and I think, certainly in the family environment
[02:50.920 -> 02:55.100] that I grew up in, there was always strong work values
[02:55.100 -> 02:56.720] and ethics, if you want to achieve in something in life,
[02:56.720 -> 02:58.360] you've got to work hard for it,
[02:58.360 -> 03:02.360] and both my parents instilled those values
[03:02.360 -> 03:04.560] in myself and my two brothers,
[03:04.560 -> 03:08.760] but of course it's a question of how you embrace those.
[03:08.760 -> 03:12.940] And you've got to have something that burns within as well,
[03:12.940 -> 03:16.060] that is always striving for more.
[03:16.060 -> 03:17.980] And it's fair to say you weren't just given
[03:17.980 -> 03:20.660] everything growing up, you had to work for everything.
[03:20.660 -> 03:21.780] No, absolutely.
[03:21.780 -> 03:30.320] I came from a family, I was fortunate I had a good childhood, but motor
[03:30.320 -> 03:37.720] racing is expensive and to find the money to race, to progress through the different
[03:37.720 -> 03:46.700] categories, that was a skill set that I had to learn and develop quickly to go out and raise funding and find sponsors and learn
[03:46.700 -> 03:53.720] how to promote myself, the team, what I was doing in order to further my career.
[03:53.720 -> 03:58.120] You wanted to be a driver. How would you describe yourself as a driver?
[03:58.120 -> 04:13.120] I was okay and I reached a level in motorsport that was just below Formula 1. But there was lots of drivers that were better than I was.
[04:13.120 -> 04:16.720] The higher you rise, the more competitive it becomes.
[04:16.720 -> 04:20.240] So I won races in the lower Formula and so on,
[04:20.240 -> 04:27.880] but by the time I got to that understudy Formula 3000 which was the precursor to Formula
[04:27.880 -> 04:35.420] 2, I recognised that my talent had limitations and I was competing against some great drivers
[04:35.420 -> 04:43.780] like Juan Pablo Montoya and so on and recognised that I can't do what they can but where I
[04:43.780 -> 04:46.800] had a real interest was that in order to get that
[04:46.800 -> 04:52.120] far in the sport I had to create my own team and race for it and so I'd already
[04:52.120 -> 04:56.360] been through an education of needing to build a team and get a group of people
[04:56.360 -> 05:00.720] you know working together. There was a specific moment I think when Juan Pablo
[05:00.720 -> 05:04.400] Montoya went past you as you came out the pit lane in Portugal, how does that
[05:04.400 -> 05:06.200] hit you and that's your dreams
[05:06.200 -> 05:07.400] and how do you react to that?
[05:07.400 -> 05:09.160] For other people out there that want to dream
[05:09.160 -> 05:12.160] of professional football or whatever it might be,
[05:12.160 -> 05:13.560] how do you suddenly think,
[05:13.560 -> 05:14.880] my dream's not gonna come true,
[05:14.880 -> 05:16.960] I better go and do something else and do it well?
[05:16.960 -> 05:18.560] Well, I think it's a matter of being honest.
[05:18.560 -> 05:22.200] And, you know, I could have either kept flogging away
[05:22.200 -> 05:27.000] at trying to achieve what ultimately in my heart of hearts I knew I couldn't, or being honest and saying, Mae'r rhai yn ymwneud â'i gael ymdrechion i ddod o'r ffordd y byddwn i'n gwneud. Yn ystod y cyfnod hwnnw, rydw i'n meddwl,
[05:27.000 -> 05:29.000] mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud.
[05:29.000 -> 05:31.000] Mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud.
[05:31.000 -> 05:33.000] Mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud.
[05:33.000 -> 05:35.000] Mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud.
[05:35.000 -> 05:37.000] Mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud.
[05:37.000 -> 05:39.000] Mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud.
[05:39.000 -> 05:41.000] Mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud.
[05:41.000 -> 05:43.000] Mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud.
[05:43.000 -> 05:48.720] Mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud. Mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud. Mae'n rhaid i mi ddod o'r ffordd y byddwn i'n gwneud. apply that in a managerial way, into a way I would like to have driven for a team, to
[05:48.720 -> 05:55.280] manage a team in that respect and to be able to draw upon the modest experiences that I
[05:55.280 -> 05:56.280] had as a driver.
[05:56.280 -> 06:07.440] Again, it gives you that relatable aspect to some of the emotions and that a driver will inevitably go through, whether
[06:07.440 -> 06:10.520] it's in Formula 1 or Formula 4.
[06:10.520 -> 06:15.520] Not just as a driver, I'm guessing, you took over or you created Arden and then you have
[06:15.520 -> 06:19.560] to clean the trucks, you have to pay the bank, you have to various things that have stood
[06:19.560 -> 06:22.120] you in good stead for the job you're in now.
[06:22.120 -> 06:25.120] Well, I think you've got to be able to walk a mile
[06:25.120 -> 06:26.200] in other people's shoes.
[06:26.200 -> 06:30.840] And I think that for me, starting effectively a business,
[06:30.840 -> 06:33.480] a race team, getting a, recruiting a group
[06:33.480 -> 06:38.000] of what was 12 team members at that time,
[06:38.000 -> 06:40.360] having to negotiate the bank overdrafts.
[06:40.360 -> 06:43.080] I was always at the maximum of the overdraft,
[06:43.080 -> 06:46.000] having to book hotels,wyster VAT,
[06:46.000 -> 06:48.000] gwneud yr holl adnoddau ar gyfer y cyfanswm,
[06:48.000 -> 06:50.000] rhaniadau, rhedeg,
[06:50.000 -> 06:52.000] drwy'r drosglwyddiad,
[06:52.000 -> 06:54.000] roeddwn i'n meddwl,
[06:54.000 -> 06:56.000] oh, ar ôl i chi, mae angen i chi gynllunio'ch cyfanswmau
[06:56.000 -> 06:58.000] a chael y car nawr,
[06:58.000 -> 07:00.000] ond roeddwn i'n gwybod na allwn i mi ffwrdd i'r crash,
[07:00.000 -> 07:02.000] oherwydd na oeddem gennym ddigon o'r sbâr
[07:02.000 -> 07:04.000] i ddatblygu'r car, neu oeddwn i'n golygu na allwn i mi gael
[07:04.000 -> 07:09.760] y mechanigau ar ddiwedd y wythyn. Felly, roedd yn cynnwys i mi ymdrechion a'r cyfrifoldebau
[07:09.760 -> 07:13.120] oherwydd yn ystod y 12 o bobl,
[07:13.120 -> 07:16.960] roeddent yn ymddangos i mi i'w gael eu pwyntio.
[07:16.960 -> 07:21.280] Ac roedd bywyd fel drifoeddwr yn ymgyrch sy'n ddiddorol iawn
[07:21.280 -> 07:25.440] oherwydd rydych chi'n unig yn ymwneud â'ch gwneud y pethau sy'n eu cymryd,
[07:25.440 -> 07:28.160] heb angen i mi fwrio am yr ymdrechion hynny.
[07:28.160 -> 07:35.600] Felly roedd hynny'n ddarlithoedd da i mi, i profi rai o'r hafoddau,
[07:35.600 -> 07:39.280] rai o'r heriau, rai o'r rôlau gwahanol a deall.
[07:39.760 -> 07:41.920] Ydych chi'n ambwysol ar y stage honno?
[07:41.920 -> 07:45.480] Ydych chi'n, ydych chi'n, you know, Arden becomes a successful team.
[07:45.480 -> 07:48.080] Are you maneuvering yourself, nothing wrong with that,
[07:48.080 -> 07:49.400] and looking for a bigger job,
[07:49.400 -> 07:52.200] or does this job just happen to come your way?
[07:52.200 -> 07:55.280] Formula One was always my goal and objective,
[07:55.280 -> 07:56.400] and initially it was to look at,
[07:56.400 -> 07:58.760] okay, could I take the team there?
[07:59.680 -> 08:01.880] And I looked around and had certain investors
[08:01.880 -> 08:04.040] that were prepared to come in.
[08:04.040 -> 08:08.480] Bernie Eccleston was pushing me to take on Eddie Jordan's team.
[08:08.480 -> 08:13.800] Eddie had sort of done his time in Formula One and was looking to exit.
[08:13.800 -> 08:19.440] So initially I was looking at going in that route and as that deal didn't materialise,
[08:19.440 -> 08:26.640] as that door closed, another one opened and Red Bull decided to enter the sport to buy what was Jaguar
[08:26.640 -> 08:33.040] and were looking to bring in a new management team and I'd worked closely with Red Bull in their
[08:33.040 -> 08:40.160] junior program and when they came to me I was 31 years of age and they asked, you know,
[08:40.160 -> 08:47.080] well would you be interested in joining this project? And I could see the passion of Dietrich Mateschitz
[08:47.160 -> 08:49.120] and the commitment that the company were making
[08:49.200 -> 08:51.720] and that they didn't just want to take part.
[08:51.800 -> 08:54.520] You came here, what, 2005, age 31,
[08:54.600 -> 08:56.960] at the time the youngest team principal.
[08:57.040 -> 08:59.880] Did you know exactly what needed to change?
[08:59.960 -> 09:03.080] I had a small insight into the team
[09:03.160 -> 09:08.080] because the driver I had in Formula 3000 in 2003 Roeddwn i'n cael ychydig o ddyniad i'r tîm, oherwydd y drifoedd yr oeddwn i'n cael yn F3000 yn 2003
[09:08.080 -> 09:12.840] yn cael eu testio a'u rhesorio i'r tîm Jaguar yn 2004.
[09:12.840 -> 09:16.640] Felly rwyf wedi cyflwyno rhai rhesau yn cefnogi fo
[09:16.640 -> 09:21.800] sy'n rhoi'r gallu i mi weld i'r busnes ychydig a rhai o'r personolitaethau.
[09:21.800 -> 09:27.000] Felly pan ddechreuais y swydd yn y dechrau 2005,
[09:27.000 -> 09:31.000] roedd e'n fersiwn fwyaf o'r hyn rydw i'n ei wneud.
[09:31.000 -> 09:35.000] Roedd e'n rhan o'r cymdeithas, roedd e'n rhan o'r cymdeithas fwyaf.
[09:35.000 -> 09:38.000] Ac eto, y peth pwysig yw'r bobl.
[09:38.000 -> 09:40.000] Mae'r bobl eich cymhwyster mwyaf
[09:40.000 -> 09:43.000] ac mae'n rhoi'r cymdeithas i'w gweithio fel un grwp.
[09:43.000 -> 09:45.000] A'r hyn rydw i'n gallu ei weld pan ddod i yma
[09:45.000 -> 09:49.000] oedd bod llawer o wahanol adranau'n gweithio'n unig,
[09:49.000 -> 09:51.000] nid yn unigol.
[09:51.000 -> 09:56.000] Roedd yna ddwylo'r dŵr o gyrraedd drwy'r blynyddoedd Jaguar.
[09:56.000 -> 10:00.000] Ac mae pobl wedi bod yn ymddangos i hynny,
[10:00.000 -> 10:01.000] yn gadael eu hysbysu,
[10:01.000 -> 10:02.000] ac efallai oeddent wedi meddwl,
[10:02.000 -> 10:04.000] dyna un arall,
[10:04.000 -> 10:07.360] 31 oed yn dod i mewn, dydyn nhw ddim yn gyrraedd yn ddau.
[10:07.360 -> 10:11.000] Felly roedd yna cwestiwn o ddod yn ôl a mynd i'r ddod,
[10:11.000 -> 10:13.320] a newid a rhannu'r diwydiant.
[10:13.320 -> 10:15.640] Felly sut y gwnaethoch chi newid y diwydiant?
[10:15.640 -> 10:18.840] Rwy'n credu bod hynny'n dod o'r gofyn,
[10:18.840 -> 10:20.800] ac mae'n rhaid iddo dod o'r gwybodaeth,
[10:20.800 -> 10:21.920] beth ydych chi'n ymwneud â'i wneud?
[10:21.920 -> 10:26.000] Ac rwy'n credu bod y tîm yn cael ystyried o'r fath o
[10:26.000 -> 10:28.000] wel, mae gennym y cyfartal mwyaf cyntaf
[10:28.000 -> 10:30.000] byddwn yn gyntaf i gynllunio'r cyfartal sefydliadol
[10:30.000 -> 10:32.000] oherwydd mae'n sport sy'n cael ei ddifrifio
[10:32.000 -> 10:34.000] gan ymdrechion. Wel, dwi jyst ddim
[10:34.000 -> 10:36.000] yn ymdrechu hynny ac roedd y cwestiwn o'n gwybod, roedd y cwestiwn o
[10:36.000 -> 10:38.000] sut rydych chi'n ymddiriedd
[10:38.000 -> 10:40.000] a sut rydych chi'n ymddiriedd
[10:40.000 -> 10:42.000] i'r tasg. Ac un o'r pethau clif
[10:42.000 -> 10:44.000] i mi sydd wedi'i rannu
[10:44.000 -> 10:45.300] o'r moment rydw i'n dod oedd direction technol glir. to the task and one of the key things for me that was missing from the moment that I arrived
[10:45.300 -> 10:47.880] was clear technical direction.
[10:47.880 -> 10:51.920] And growing up, I'd always been a fan of Adrian Newey
[10:51.920 -> 10:55.160] and the cars that he'd created from Leighton House
[10:55.160 -> 10:57.120] through to Nigel Mansell's Williams
[10:57.120 -> 11:01.020] to when he then went on to McLaren.
[11:01.020 -> 11:03.680] And I very early set my sights on,
[11:03.680 -> 11:05.840] well, Adrian is the best in the business at
[11:05.840 -> 11:15.680] you know technically he's the guy that can see air molecules and so I made it my target
[11:15.680 -> 11:20.420] to try and attract Adrian to bring him into the team and people didn't believe it would
[11:20.420 -> 11:25.480] happen but you know I was able to make that happen.
[11:25.480 -> 11:28.600] And I think once Adrian then joined, everybody started to
[11:28.600 -> 11:30.960] say, OK, these guys really are serious.
[11:30.960 -> 11:33.680] He's not going there to run around at the back.
[11:33.680 -> 11:37.240] Then it instilled again a belief within the
[11:37.240 -> 11:40.280] organization that, guys, we're not here to finish second.
[11:40.280 -> 11:43.160] The one thing we all have in common is the car.
[11:43.160 -> 11:44.560] That's what we're all invested in.
[11:44.560 -> 11:49.520] That's what we're all judged by every two weeks from March to the end of November.
[11:49.520 -> 11:54.160] I've heard you talk about empowering people as well. What do you mean by that, empowering people?
[11:54.720 -> 11:59.120] Well, I don't have any formal qualifications. I've got three A-levels,
[11:59.120 -> 12:04.320] and I'm still on a year out from university. That was the deal I did with my parents at the time.
[12:04.320 -> 12:06.000] And I think you employ specialists to do their specialist jobs, and I think yn ystod y blynyddoedd o'r brifysgol. Dyna'r peth rydw i'n ei wneud gyda'r roiantau i mewn ar y pryd. Rwy'n credu eich bod chi'n cymryd arbenigwyr
[12:06.000 -> 12:08.000] i wneud eich swyddion arbenigwyr.
[12:08.000 -> 12:10.000] Dwi ddim yn enghreifft,
[12:10.000 -> 12:12.000] felly dwi ddim yn mynd i ddweud i Adrian
[12:12.000 -> 12:14.000] sut i dylunio ychydig o ffyrdd.
[12:14.000 -> 12:16.000] Dwi ddim yn mynd i ddweud i dylunio
[12:16.000 -> 12:18.000] sut i wneud eich swyddion
[12:18.000 -> 12:20.000] neu'r technicwyr.
[12:20.000 -> 12:22.000] Ond rwy'n credu
[12:22.000 -> 12:24.000] y byddwch chi'n rhoi
[12:24.000 -> 12:26.140] y bobl iawn yn y rôl iawn ac rydych chi'n eu hymrwyno. But I think what you want to do, I've been a believer, is that you put the right people in the right roles
[12:26.140 -> 12:27.320] and you empower them.
[12:27.320 -> 12:31.460] They have accountability, but they also have responsibility.
[12:31.460 -> 12:34.240] And they're accountable, not just to me,
[12:34.240 -> 12:37.080] but to their colleagues as well, to the team,
[12:37.080 -> 12:40.320] so that you create a culture that nobody wants
[12:40.320 -> 12:41.280] to let the side down.
[12:41.280 -> 12:44.800] Nobody wants to be the weak link in the chain
[12:44.800 -> 12:48.360] because that way the chain will fail.
[12:48.360 -> 12:54.680] And I've always believed in, of course you need to set goals and guidance, but put the
[12:54.680 -> 12:59.520] right people in the right positions and empower them to get on with their job.
[12:59.520 -> 13:00.920] So how do you get the right people?
[13:00.920 -> 13:04.520] How when you are interviewing someone or when you want someone on the Red Bull team, what
[13:04.520 -> 13:09.520] do you look for in that individual to join your team? We look for obviously the skill
[13:09.520 -> 13:13.680] set that they have but you know character, personality, are they a team player? It's easy
[13:13.680 -> 13:19.520] to say there's no I in team but literally Formula One is the biggest team sport in the world and
[13:19.520 -> 13:24.240] you're gonna have to you know everybody can't be vanilla, you need characters, you need people
[13:24.240 -> 13:25.720] that are going to push the boundaries,
[13:25.720 -> 13:28.400] but you also need them to play team
[13:28.400 -> 13:30.640] and to fit within an organization
[13:30.640 -> 13:33.560] and to buy into the culture that you are.
[13:33.560 -> 13:35.160] And some of that is developing talent.
[13:35.160 -> 13:38.360] Some of that was identifying talent like Adrian
[13:38.360 -> 13:40.720] and bringing it in and other individuals,
[13:40.720 -> 13:41.560] you know, that we've done.
[13:41.560 -> 13:43.800] And of course, having to do exactly the same
[13:43.800 -> 13:47.160] with the engine business now for 2026.
[13:47.160 -> 13:51.120] But it's a question of identifying internal talent
[13:51.120 -> 13:54.680] and looking within the industry and seeing what's out there
[13:54.680 -> 13:59.480] and then being attractive enough for them to want to come
[13:59.480 -> 14:11.000] and be a part of the team. It is double Dutch delight for Max Verstappen who crosses the line to win the Dutch Grand
[14:11.000 -> 14:12.000] Prix.
[14:12.000 -> 14:15.000] Is there room for a maverick in a Christian Horner team?
[14:15.000 -> 14:18.480] I'm not just talking about the maverick that buys into everything.
[14:18.480 -> 14:22.680] I'm talking about the maverick that does things differently, that likes their own rules, that
[14:22.680 -> 14:23.760] doesn't buy into everything.
[14:23.760 -> 14:28.320] You know, Kevin Pedersen from the cricketing world, Shane Warn from my world, you know,
[14:28.320 -> 14:29.320] do things different.
[14:29.320 -> 14:31.240] Sometimes the geniuses do things differently.
[14:31.240 -> 14:33.240] Are they in, would they get into your team?
[14:33.240 -> 14:34.240] Absolutely.
[14:34.240 -> 14:35.240] That's why Adrian's there.
[14:35.240 -> 14:40.080] I mean, Adrian has had seven year cycles in every other environment or team that he's
[14:40.080 -> 14:41.080] worked in.
[14:41.080 -> 14:44.200] And Adrian is like an artist, he's creative, he's a bit of a maverick.
[14:44.200 -> 14:50.600] And I think, you know, he's now been here, what, 16, 17 years so it's obviously working for him and we have
[14:50.600 -> 14:55.800] many others like that and that's part of the difference and strength of this team, that
[14:55.800 -> 14:59.560] we're a team of racers.
[14:59.560 -> 15:06.120] Of course there has to be process but we're not driven by the process. We're driven by the result sheet and the stopwatch
[15:06.120 -> 15:11.120] and adjusting to those, you know, to what they're dictating.
[15:11.140 -> 15:14.120] We're not just about planning and forecast.
[15:14.120 -> 15:15.880] Of course, there has to be that in the background,
[15:15.880 -> 15:19.120] but you need mavericks that sometimes
[15:19.120 -> 15:21.600] can make your life a little uncomfortable,
[15:21.600 -> 15:22.900] but to push those boundaries.
[15:22.900 -> 15:28.520] We would have never, as a subsidiary of an energy energy drinks company been able to take on Mercedes-Benz,
[15:28.520 -> 15:33.640] Ferrari and all the other manufacturers over the years and achieve what we have
[15:33.640 -> 15:38.160] without that that maverick approach. Are there red lines though when those
[15:38.160 -> 15:43.000] mavericks become unmanageable and go anti the team?
[15:43.000 -> 15:46.000] No, 100% anybody that's working against the team,
[15:46.000 -> 15:49.000] you know, you're either in it or out of it.
[15:49.000 -> 15:52.000] There's no half in, half out.
[15:52.000 -> 15:55.000] You know, that's who we are.
[15:55.000 -> 15:58.000] Yes, we'll allow freedom and creativity,
[15:58.000 -> 16:00.000] but it has to be in the best interest of the team.
[16:00.000 -> 16:03.000] As soon as personal interest becomes greater
[16:03.000 -> 16:10.320] than the team's interest, then, you your time is is is done in this environment. What about a blame
[16:10.320 -> 16:14.960] culture in my sport again sometimes you get batters blaming bowlers and bowlers
[16:14.960 -> 16:19.120] blaming batters in yours you've got so many links to that chain you know they
[16:19.120 -> 16:23.080] could blame the car they could blame you they could blame the pit stop they could
[16:23.080 -> 16:26.080] blame the driver so many things how do you stop a blame culture?
[16:26.080 -> 16:28.800] Well, that was interesting because that was the culture that was here
[16:28.800 -> 16:29.840] when I first arrived.
[16:29.840 -> 16:32.800] You know, the design office were blaming Aero,
[16:32.800 -> 16:34.320] Aero were blaming the wind tunnel,
[16:34.320 -> 16:38.000] the race team were blaming production,
[16:38.000 -> 16:39.920] production were blaming everybody.
[16:41.520 -> 16:43.600] So you've got to break that down and say,
[16:43.600 -> 16:45.360] look, we all rely on each other
[16:45.360 -> 16:47.240] and we all depend on each other
[16:47.240 -> 16:51.320] to deliver the best product that we possibly can.
[16:51.320 -> 16:53.740] And therefore we need to support each other,
[16:53.740 -> 16:55.520] not just throw stones.
[16:55.520 -> 16:56.700] You know, help your colleague
[16:56.700 -> 16:59.260] rather than try and see them fail.
[16:59.260 -> 17:01.280] It doesn't, how does it help the team
[17:01.280 -> 17:04.400] seeing another department fail?
[17:04.400 -> 17:06.440] And just standing by on the sidelines,
[17:06.440 -> 17:08.960] watching that happen doesn't help anybody.
[17:08.960 -> 17:11.000] So it was a question of breaking that down.
[17:11.000 -> 17:12.860] And that comes from the senior managers,
[17:12.860 -> 17:14.900] from the ethos that there is within the team,
[17:14.900 -> 17:19.900] that ultimately they all depend and rely on each other
[17:20.000 -> 17:25.000] and to deliver their part and not be the weak link.
[17:25.040 -> 17:27.000] So in a business of marginal gains
[17:27.000 -> 17:29.340] and pushing people and a passion,
[17:29.340 -> 17:30.680] how careful do you have to be
[17:30.680 -> 17:32.420] that you don't over push people?
[17:32.420 -> 17:35.180] You know, that pit lane that gets it slightly wrong
[17:35.180 -> 17:37.120] in an era of mental health,
[17:37.120 -> 17:38.640] how important is that to you
[17:38.640 -> 17:41.720] that in these high pressure situations,
[17:41.720 -> 17:43.840] you're also looking after people?
[17:43.840 -> 17:50.320] It's crucial because you can't, know the big stick mentality that can't work and it cannot work for
[17:50.320 -> 17:53.960] 52 weeks there's certain times that you're going to have to ask the business
[17:53.960 -> 17:58.240] guys we're going to have to step up for this period of time to hit this target
[17:58.240 -> 18:09.200] but you can't do that sustaining that throughout a 52 week period. There has to be periods of peak pressure,
[18:09.640 -> 18:13.720] but then recovery, and again, the environment
[18:13.720 -> 18:15.520] that we create, the wellness that we do,
[18:15.520 -> 18:17.760] even the food that we provide the employees,
[18:17.760 -> 18:21.080] the support that we give them,
[18:21.080 -> 18:23.120] and as you say, we're in a world
[18:23.120 -> 18:25.960] where mental health is prevalent, we see more and
[18:25.960 -> 18:30.880] more issues and being there to support and being able to talk about these issues because
[18:30.880 -> 18:36.080] 90% of the time it's not what's going on at work that is the issue, it's what's going
[18:36.080 -> 18:42.160] on in home life or personal lives that then affect how people are performing at work and
[18:42.160 -> 18:47.360] sometimes work can actually be a place know, a place of solace.
[18:47.360 -> 18:49.320] And I think having the ability to talk about
[18:49.320 -> 18:53.320] whatever problems are going on in people's personal lives
[18:54.320 -> 18:56.760] just helps and enables them.
[18:56.760 -> 18:59.900] And I think that for us has become an important part
[18:59.900 -> 19:03.720] of who and what we are, you know, as a business and team.
[19:03.720 -> 19:06.320] How much do you want to know about the people
[19:06.320 -> 19:07.640] that work for you?
[19:07.640 -> 19:12.160] I want to know as much as obviously is relevant I can.
[19:12.160 -> 19:14.200] We employ close to 1,500 people,
[19:14.200 -> 19:16.700] so I can't know everything about everybody,
[19:16.700 -> 19:20.560] but I think it's hugely important that, you know,
[19:20.560 -> 19:22.560] people that are happy in their home life
[19:23.800 -> 19:25.920] are more focused when they come to work.
[19:25.920 -> 19:28.880] And Formula One can be such a demanding environment.
[19:28.880 -> 19:31.440] For us, it's important that we look after our staff,
[19:31.440 -> 19:33.600] we look after the partners of staff,
[19:33.600 -> 19:35.360] we provide good health care,
[19:35.360 -> 19:37.400] we look after their pensions,
[19:37.400 -> 19:41.720] we provide an environment that has summer parties
[19:41.720 -> 19:44.560] or Christmas parties that as a thank you
[19:44.560 -> 19:45.940] to the other halves,
[19:47.160 -> 19:50.660] as well that we recognize that every team member
[19:50.660 -> 19:54.000] is making a sacrifice, whether it's working weekends
[19:54.000 -> 19:56.760] or working unsociable hours,
[19:56.760 -> 19:59.360] that is giving up family time.
[19:59.360 -> 20:01.800] And it's a big ask sometimes.
[20:01.800 -> 20:04.680] I think you just have to be respectful of that.
[20:04.680 -> 20:08.840] And yeah, I think that's why it's crucial
[20:08.840 -> 20:10.720] that there is the engagement,
[20:10.720 -> 20:12.440] there is a personal engagement.
[20:12.440 -> 20:15.440] What about the risk taking and the big decisions?
[20:15.440 -> 20:16.960] I mean, you had to take a big decision
[20:16.960 -> 20:20.000] in the change of engine, you went from Renault to Honda.
[20:20.000 -> 20:23.720] When do you realise as a boss, do you know what,
[20:23.720 -> 20:25.140] we're doing all the stuff we need to do,
[20:25.140 -> 20:26.900] but still something's wrong here.
[20:26.900 -> 20:28.640] Does it hit you between the eyes,
[20:28.640 -> 20:31.840] those big, arguably risk-taking decisions?
[20:31.840 -> 20:33.900] Yeah, I think you've got to be, again,
[20:33.900 -> 20:35.340] brutally honest with yourself.
[20:35.340 -> 20:39.280] And I think that sometimes you've got to take yourself
[20:39.280 -> 20:40.440] out of the comfort zone.
[20:40.440 -> 20:43.880] And I think that there's a difference between risk
[20:43.880 -> 20:46.480] and weighing out risk and reckless
[20:46.480 -> 20:54.560] decisions and so you try to calculate the risk by doing your research but then you need
[20:54.560 -> 21:01.320] not be afraid of making a big decision whether it's moving from one manufacturer to another
[21:01.320 -> 21:06.560] from an engine as an engine supplier or even the biggest decision that we've had recently is to say,
[21:06.560 -> 21:12.720] okay, as a subsidiary of an energy drinks company, we're going to manufacture our own engine.
[21:12.720 -> 21:19.680] We're going to take on Mercedes and Ferrari and Renault and Audi and the might of the VW group
[21:21.040 -> 21:25.200] on our own as an independent engine manufacturer. Now, when you think about that,
[21:25.200 -> 21:29.280] it's completely nuts to think that we would have
[21:29.280 -> 21:32.480] the wherewithal of an OEM.
[21:33.360 -> 21:35.400] But again, it comes down to culture,
[21:35.400 -> 21:37.600] it comes down to the quality of people,
[21:37.600 -> 21:42.040] it comes down to the work ethic that there is,
[21:42.040 -> 21:43.640] and that sense of team,
[21:43.640 -> 21:45.880] obviously needing the right facilities and
[21:45.880 -> 21:47.460] tools to do the job.
[21:47.460 -> 21:53.140] And if you have those key ingredients in place, there's no reason why can't we beat Mercedes,
[21:53.140 -> 21:55.420] why can't we beat Ferrari?
[21:55.420 -> 22:26.000] It's just a label, it's just a brand, it's of your team, the two drivers.
[22:26.000 -> 22:31.000] I heard you say the other day that there's no such thing as teammates.
[22:31.000 -> 22:36.000] In an organization that you're trying to create a team, how difficult is it to have the two
[22:36.000 -> 22:40.000] at the top who are going against each other, being drivers basically?
[22:40.000 -> 22:42.000] It's very different to other sports.
[22:42.000 -> 22:47.120] In your sport, your 11 players, they fully rely on each other and
[22:47.400 -> 22:49.880] difference that you're either a batsman or a bowler
[22:49.880 -> 22:51.680] or they're different skill sets within that,
[22:52.000 -> 22:54.200] those 11 key players.
[22:54.600 -> 22:56.040] We are a team sport,
[22:56.040 -> 22:58.160] but we're also an individual championship
[22:58.560 -> 23:00.160] within what we're doing.
[23:00.160 -> 23:00.760] And of course,
[23:00.760 -> 23:04.640] the only person that you're gauged against
[23:04.640 -> 23:06.360] is your teammate, because that's the only person that you're gauged against is your teammate, because that's
[23:06.360 -> 23:10.040] the only person that has the same equipment at their disposal.
[23:10.040 -> 23:15.780] So your teammate is either going to enhance or break your career, because that's the one
[23:15.780 -> 23:21.960] gauge that we as a team have to measure the drivers against each other.
[23:21.960 -> 23:27.640] And of course, others are doing that in terms of what perceived
[23:27.640 -> 23:31.080] value is outside of the team.
[23:31.080 -> 23:35.560] The team championship, the constructors' championship is hugely important to us because that's where
[23:35.560 -> 23:41.160] the financial reward is distributed through the prize money and the monies that flow into
[23:41.160 -> 23:42.160] the sport.
[23:42.160 -> 23:45.280] But the prestige is in the drivers' championship.
[23:45.280 -> 23:49.760] And we would always pick a drivers' championship over a constructors' championship, even though
[23:49.760 -> 23:54.680] we get not one dollar extra for winning a drivers' world championship, because that
[23:54.680 -> 23:56.520] is where the emotion is.
[23:56.520 -> 24:05.280] And I think that obviously drivers, it's very important to know what their expectation from them is.
[24:05.280 -> 24:08.280] Because if you end up with two alphas in a team,
[24:08.280 -> 24:12.880] it's inevitable that they will fight and that will be divisive in a team.
[24:12.880 -> 24:17.760] Because at some point in time, in a race within a championship,
[24:17.760 -> 24:20.280] there is a decision that will need to be made
[24:20.280 -> 24:23.040] that is in balance between the two drivers,
[24:23.040 -> 24:26.920] that there is one strategy that will be better than another.
[24:26.920 -> 24:31.920] It's just the way life is, the way that the game unfolds.
[24:33.740 -> 24:37.780] And you're never gonna be able to keep both of them happy
[24:38.640 -> 24:39.760] all of the time.
[24:39.760 -> 24:42.280] And that's why I think it's very important
[24:42.280 -> 24:45.960] that the drivers know what the expectations
[24:45.960 -> 24:53.560] are and that way it's far more harmonious from a team point of view than allowing them
[24:53.560 -> 25:00.080] to fight it out for their own selfish interests as a driver as opposed to what best serves
[25:00.080 -> 25:01.080] the team.
[25:01.080 -> 25:02.080] Do they have to like each other?
[25:02.080 -> 25:07.400] I mean famously Man United's two centre forwards, Scheringham and Cole, didn't like each other, didn't speak to each other.
[25:07.400 -> 25:11.000] Do your two drivers have to like each other or two drivers in general?
[25:11.000 -> 25:14.000] They don't have to like each other, they have to be professional with each other
[25:14.000 -> 25:19.000] because at the end of the day they're such a crucial part, they're the front-facing part of the team
[25:19.000 -> 25:24.000] and they're the end-user of the product that all these people are manufacturing
[25:24.000 -> 25:28.600] and so their feedback and the way that they interact with the team is crucial.
[25:28.600 -> 25:34.760] So they have to be professional, they have to be disciplined in that respect.
[25:34.760 -> 25:38.640] They don't need to spend Christmas with each other, they don't need to be best mates, but
[25:38.640 -> 25:43.580] there has to be a professionalism between the two of them.
[25:43.580 -> 25:45.640] And you have to deal with them as their boss.
[25:45.640 -> 25:48.240] Now you've had a couple of interesting teams.
[25:48.240 -> 25:50.360] Was it Weber and Vettel?
[25:50.360 -> 25:51.200] Yeah.
[25:51.200 -> 25:52.020] You had one stage,
[25:52.020 -> 25:54.320] you had to take them off to Great Ormond Street Hospital.
[25:54.320 -> 25:55.780] Why did you do that?
[25:55.780 -> 25:59.240] Well, again, you know, Mark Weber and Sebastian Vettel
[25:59.240 -> 26:00.480] was an interesting combination
[26:00.480 -> 26:02.840] because Mark, you know, was in the latter stages
[26:02.840 -> 26:05.880] of his career, a very competitive Australian
[26:05.880 -> 26:14.880] grizzly racer that would use every tool within his box, toolkit, to try and move the spotlight
[26:14.880 -> 26:17.040] onto him.
[26:17.040 -> 26:24.200] He had a much younger teammate, slightly naive at that point in his career, but hugely talented,
[26:24.200 -> 26:25.040] Sebastian Vettel.
[26:25.040 -> 26:31.200] And it was interesting at the beginning of the 2010 championship where suddenly the drivers
[26:31.200 -> 26:35.680] have both got a car that's capable of fighting for the world championship and suddenly their
[26:35.680 -> 26:44.480] needs or their personal demands are becoming disproportionate to the teams and they were
[26:44.480 -> 26:45.640] first and second in the race
[26:45.640 -> 26:47.520] and ended up crashing into each other.
[26:47.520 -> 26:50.520] And so the team has given away maximum points
[26:50.520 -> 26:53.480] to our biggest rivals at that period of time.
[26:53.480 -> 26:57.920] And so I felt it right that to take them out
[26:57.920 -> 27:01.280] of their comfort zone and to explain to them
[27:01.280 -> 27:04.640] and to show them that they're there to perform a role
[27:04.640 -> 27:08.620] and that their self-interest shouldn't be greater than the team and I think to
[27:08.620 -> 27:14.320] realize that actually they're in a hugely privileged position when they
[27:14.320 -> 27:18.300] start complaining about how life's being treating them hard and this and that and
[27:18.300 -> 27:22.200] the other actually to go and spend a morning in Great Ormond Street and see
[27:22.200 -> 27:28.600] some of the challenges that those young kids are going through and the parents that are powerless in many respects, the emotions
[27:28.600 -> 27:35.600] that they're going through is pretty grounding. And I think just adds a perspective that,
[27:35.600 -> 27:43.000] okay, we're in a very privileged position. I think it was something that I felt was just
[27:43.000 -> 27:49.000] important to bring them back to ground at that juncture in time. Felly roedd hynny'n beth rydw i'n teimlo'n bwysig i'w gynnyrchu yn ystod y cyfnod honno.
[27:49.000 -> 27:52.000] Ar ôl i ni ddod at eich cyfnod ar gyfer dwy fathwyr,
[27:52.000 -> 27:57.000] yw'r bwyd yn y gweithle ar gyfer y sport mwyaf dda, y sport bwysig?
[27:57.000 -> 28:00.000] Yw'r sylweddoliad o'r mwyaf bwysig yw hyn,
[28:00.000 -> 28:03.000] ond yn y gynllunau gwahanol,
[28:03.000 -> 28:07.000] ond rydych chi'n eisiau iddynyn ni'n gobeithio, y gallwn ni ddweud, mae pobl yn fwy llai o'n i, ond mae yna rhywbeth yn y ddewis o'ch meddwl
[28:07.000 -> 28:09.000] sy'n dweud i chi sut mae'n bwysig hefyd.
[28:09.000 -> 28:15.000] Yn unig, rwy'n credu, y pwyntau gwych a'r pwyntau cymdeithasol, y pwyntau sy'n gwneud ym Mhormol 1,
[28:15.000 -> 28:20.000] mae angen bod yn ddiddorol a'n ddiddorol i'w ffynonell.
[28:20.000 -> 28:25.880] Er ariannol, nid fyddai'n cyrraedd. that make it in Formula One, there has to be a ruthlessness and a selfishness to their
[28:25.880 -> 28:33.040] character, otherwise they would not achieve what they managed to do.
[28:33.040 -> 28:38.400] And so, of course, the balance from a team principal's point of view is making sure that
[28:38.400 -> 28:46.800] that doesn't override the interests of the team, but you need the driver to have some fire in their belly.
[28:46.800 -> 28:51.120] Otherwise, if they were all vanilla, everything would be beige.
[28:51.120 -> 28:54.960] Max Verstappen wins the Austrian Grand Prix!
[28:54.960 -> 29:09.800] Talking about fire in their belly, Max Verstappen, describe him as a person to us. Max as a person is just a really nice 25 year old young man
[29:09.800 -> 29:12.800] that is passionate about his racing,
[29:12.800 -> 29:21.400] uncomfortable with the level of fame or notoriety that he has now,
[29:21.400 -> 29:25.000] just wants to do his job, race the car hard.
[29:26.440 -> 29:29.800] He's very, very straightforward, very honest.
[29:31.160 -> 29:36.160] And he loves spending time on his PlayStation
[29:36.920 -> 29:38.440] if he's not in a race car.
[29:39.600 -> 29:44.600] So outside of the car, he's quite a gentle character.
[29:45.000 -> 29:46.480] Outside of the car, he's quite a gentle character.
[29:47.520 -> 29:50.240] Inside the car? Inside the car, he's ruthless.
[29:50.240 -> 29:55.240] I've never met a driver that is as driven as Max.
[29:55.680 -> 29:58.320] From the moment that he steps into the car,
[29:58.320 -> 30:02.160] you know that you're gonna get 110%
[30:02.160 -> 30:08.000] and he will expect 110% back. From the moment that that car leaves the garage.
[30:08.000 -> 30:13.520] It's interesting, whenever we go to a racetrack, even a new circuit, the first lap of a weekend
[30:13.520 -> 30:16.720] that in many respects is meaningless.
[30:16.720 -> 30:22.120] I will almost put my house on it that the driver that comes out the first lap with the
[30:22.120 -> 30:25.920] fastest time, sometimes two, three seconds a lap quicker than any other driver, is Max Y drifydd sy'n dod allan yn y cyfnod cyntaf, weithiau ddau, tri, llwyth o ddeg yn gyflym,
[30:25.920 -> 30:26.960] yw Max.
[30:26.960 -> 30:29.760] Oherwydd mae'n ffyrdd iddo ei ddod allan
[30:29.760 -> 30:31.280] ar y ffordd o ddweud,
[30:31.280 -> 30:32.480] rydw i'n ymuno gyda'r mewn i'r car,
[30:32.480 -> 30:34.120] rydw i'n ar y pwysau o'r gêm.
[30:34.120 -> 30:35.000] Bang.
[30:35.000 -> 30:37.040] Ac mae'n ddod allan yn y ffordd,
[30:37.040 -> 30:39.360] y tegnig,
[30:39.360 -> 30:41.320] i gael y gwneud hynny
[30:41.320 -> 30:42.800] ac i gael ei ddefnyddio.
[30:42.800 -> 30:43.800] Ac rwy'n credu
[30:43.800 -> 30:44.880] ei fod wedi dod i F1
[30:44.880 -> 30:45.840] yn ystod y blwyddyn, fel dynwyr. i gael y gynnall a'r cymryd. Ac rwy'n credu ei fod wedi dod i Ff1 yn oed yn iawn,
[30:45.840 -> 30:47.480] yn ystod fyfyrwyr,
[30:47.480 -> 30:51.240] gan ddod o hyd i'r ymgyrchu
[30:51.240 -> 30:53.680] sy'n mynd drwy'r fformwlau llawer.
[30:53.680 -> 30:55.280] Roedd yn gwneud hynny'n cyhoeddiol
[30:55.280 -> 30:57.960] yn yr aren ff1,
[30:57.960 -> 30:59.960] lle mae pob cymryd y gwnaethon nhw'n ei wneud
[30:59.960 -> 31:02.680] yn cael ei ystyriedu a'i ddod o'r ffordd.
[31:02.680 -> 31:08.320] Ac rwy'n credu ei fod wedi dod drwy hynny is scrutinised and pulled apart. And I think he came through that and his mental strength
[31:08.320 -> 31:13.600] at the big game moments, whether it's a qualifying lap,
[31:13.600 -> 31:15.640] whether it's a start, whether it's an overtake,
[31:15.640 -> 31:19.640] whether it's an out lap, that's where he's outstanding.
[31:19.640 -> 31:24.120] I've not seen a driver with his, or come across a driver
[31:24.120 -> 31:25.960] previously, with his resilience to
[31:25.960 -> 31:29.440] be able to deal with pressure at those high stakes moments.
[31:29.440 -> 31:38.000] Max, let Checo through please. Max, what happened?
[31:38.000 -> 31:44.000] I told you already last time, you guys don't ask that again to me. Okay? Are we clear about
[31:44.000 -> 31:45.000] that?
[31:47.640 -> 31:49.000] I gave my reasons and I stand by it.
[31:50.240 -> 31:50.680] As a result of that,
[31:53.160 -> 31:55.240] Checo and Charles Leclerc, Leclerc finishing fourth and now tied on 290 points.
[31:55.440 -> 31:58.520] Perez would have had a slight lead with one race to go
[31:58.520 -> 32:01.320] and as it is now, they're going in tied for the final.
[32:01.480 -> 32:02.880] You described him as ruthless
[32:03.560 -> 32:08.000] and he was certainly ruthless in Brazil, in the Brazilian Grand Prix.
[32:08.000 -> 32:17.000] I think you asked him to give up the 6th place to Perez, who had been instrumental in him winning the Drivers' Championship.
[32:17.000 -> 32:22.000] A massive team player and he refused. How did that make you feel as his boss?
[32:22.000 -> 32:26.320] Of course, something like that is always frustrating when it's played out publicly.
[32:27.480 -> 32:29.920] It was discussed after the event,
[32:30.520 -> 32:33.360] immediately behind closed doors with the two drivers.
[32:33.360 -> 32:35.040] And I think in any
[32:36.200 -> 32:39.520] point of contention or controversy, the most important thing
[32:39.880 -> 32:44.240] is to get it on the table, to understand what was going through your mind
[32:45.760 -> 32:50.120] at this point in time, why, and to explain from a team's point of view, what is the importance and
[32:50.120 -> 32:56.040] significance. I think 90% of things can be addressed when they're dealt with honesty
[32:56.040 -> 33:05.000] and obviously in the right forum, not always through the public. And that was a situation Nid bob amser drwy'r pobl cyhoeddiol. Ac roedd hynny'n sefyllfa sy'n bwysig,
[33:05.000 -> 33:08.000] fod y drifoedd wedi siarad.
[33:08.000 -> 33:14.000] Yn amlwg, rydw i wedi sôn gyda'r drifoedd.
[33:14.000 -> 33:16.000] Ac rwy'n credu mai'r lles i ni ddod allan o hynny
[33:16.000 -> 33:19.000] oedd y pethau y gallwn ni gyd weithio'n well,
[33:19.000 -> 33:21.000] ond rwy'n credu mai roedd cwestiwn
[33:21.000 -> 33:23.000] o'u cyfathrebu, os oedd wedi bod yn glir
[33:23.000 -> 33:29.040] a'u cyfathrebu ar y dda, nid oedden ni'n sylweddoli ei fod yn cymorth a chwech ar y diwedd diwethaf of them being discussed, if they'd have been clear and discussed up front, we hadn't envisaged being fifth and sixth on the last lap of the Brazilian Grand Prix.
[33:29.040 -> 33:33.280] And, you know, we shouldn't have assumed.
[33:33.280 -> 33:38.160] Is it a case of sometimes in teams, you let your best get away with things you might not let others?
[33:38.160 -> 33:40.480] I mean, like in cricket, both them worn.
[33:40.480 -> 33:41.040] Yeah.
[33:41.040 -> 33:46.120] Seve Ballesteros in golf or whatever, you know, when they're genius and they're the best,
[33:46.120 -> 33:49.720] or should you treat everyone exactly the same?
[33:49.720 -> 33:50.560] It's inevitable.
[33:50.560 -> 33:55.280] When you have, in any sport, I would have thought,
[33:55.280 -> 33:57.000] I mean, Max came to us as a teenager.
[33:57.000 -> 33:58.200] He's now a world champion.
[33:58.200 -> 33:59.680] I think the same with Lewis Hamilton.
[33:59.680 -> 34:02.720] He's now the most successful driver of all time.
[34:02.720 -> 34:07.840] He will have more sway within his team than
[34:07.840 -> 34:12.880] his teammate because his value to the team is significantly greater.
[34:12.880 -> 34:17.280] And I think that it's a matter of keeping that though in check.
[34:17.280 -> 34:26.480] You know, of course, there will be certain privileges that are allowed to your centre forward, your star player.
[34:26.480 -> 34:34.040] But he's still part of a team, he still needs to, you know, there's no room for a
[34:34.040 -> 34:38.200] pre-Madonna because at that point it becomes bigger than the team. So he can't
[34:38.200 -> 34:46.400] achieve what he wants to without having the team behind him, without having the tools to provide the equipment.
[34:46.400 -> 34:51.400] And that's where it's a matter of achieving that balance,
[34:52.520 -> 34:57.040] being respectful of the status that they've achieved,
[34:57.040 -> 34:59.820] but also still recognising you're part of a team,
[34:59.820 -> 35:03.080] you need all the other elements to deliver
[35:03.080 -> 35:06.000] for you to be able to deliver your part.
[35:06.000 -> 35:10.160] What about the general point on this though is I find it fascinating on a Sunday when
[35:10.160 -> 35:15.960] I watch, it's probably the only sport and maybe the only business as well where openly
[35:15.960 -> 35:20.240] in front of the world someone is criticising the leader.
[35:20.240 -> 35:24.840] You imagine a footballer doing an interview at the end of a game and saying Sir Alex got
[35:24.840 -> 35:25.840] that wrong today.
[35:25.840 -> 35:28.160] Not sure how long he'd stay at Man United.
[35:28.160 -> 35:31.840] You've got basically about highest emotion time saying to you,
[35:31.840 -> 35:34.760] no, we got that wrong, we got that pit stop wrong, what are you doing?
[35:34.760 -> 35:39.280] How do you, and should you just let them openly criticise team orders,
[35:39.280 -> 35:43.480] your orders and people who are working their best below them?
[35:43.480 -> 35:45.700] Rinsing a team or a team member,
[35:45.700 -> 35:48.520] you will not get more out of them.
[35:48.520 -> 35:49.440] Ricciardo pits.
[35:49.440 -> 35:50.280] Ricciardo pits.
[35:50.280 -> 35:52.600] Oh, the tire's barely ready.
[35:52.600 -> 35:54.600] If you have a slow pit stop,
[35:54.600 -> 35:56.640] piling the pressure onto that
[35:56.640 -> 36:00.960] will only put more probability of another mess up.
[36:00.960 -> 36:02.200] And it comes with experience,
[36:02.200 -> 36:03.240] because the easiest thing in the world
[36:03.240 -> 36:06.880] is just to say the first thing that comes to your head and in the world that we live in
[36:06.880 -> 36:10.760] where a microphone is shoved under their noses as soon as they've taken the helmet off and
[36:10.760 -> 36:14.680] their emotions are running high, it's very easy to say the first thing that comes to
[36:14.680 -> 36:21.080] your head. But I think it's then a question of having the discipline and the experience
[36:21.080 -> 36:26.520] to protect the team, particularly at moments of difficulty,
[36:26.520 -> 36:31.080] is the biggest value because that releases the pressure.
[36:31.080 -> 36:35.720] What you don't want to do is put more and more pressure
[36:35.720 -> 36:38.880] because people respond differently.
[36:38.880 -> 36:42.360] Some people rise to it, some people buckle under it.
[36:42.360 -> 36:46.280] And I think that as a team leader, I see my role to protect the team. Mae rhai bobl yn ymgyrchu arno. Ac rwy'n credu, fel rhanbarthwyr o'r tîm,
[36:46.280 -> 36:49.280] rwy'n gweld fy rôl i gynllunio'r tîm.
[36:49.280 -> 36:51.280] Ie, weithiau mae'n digwydd pethau'n iawn,
[36:51.280 -> 36:54.280] ond dim pwynt i'w rhinio'n cyhoeddus,
[36:54.280 -> 36:56.280] achos beth yw hynny'n mynd i'w gynhyrchu?
[36:56.280 -> 36:58.280] Rydyn ni'n ymddangos ar y pwynt ymlaen.
[36:58.280 -> 37:01.280] Mae rhai rhanbarthwyr o'r tîm yn ymwneud ag,
[37:01.280 -> 37:05.600] dweud, y tîm, maen nh you know, they screw that up, they didn't...
[37:05.600 -> 37:10.480] And then they see themselves, they treat themselves as external to that.
[37:10.480 -> 37:14.600] At the end of the day, one person's failure is a team's failure.
[37:14.600 -> 37:19.480] That's the whole person of being a team and supporting each other.
[37:19.480 -> 37:23.320] How would you describe your relationship with Toto Wolff?
[37:23.320 -> 37:27.480] Toto, I have a huge amount of respect for everything that he's done and achieved, but
[37:27.480 -> 37:31.960] we're competitors.
[37:31.960 -> 37:36.120] I've never been a believer that you can be the best mate with your competitor.
[37:36.120 -> 37:42.360] I think it's dishonest and I think that I want everybody in my team to see that whoever
[37:42.360 -> 37:47.000] we're racing against is the competition, that's who we're there to compete with.
[38:01.600 -> 38:03.840] And they've collided! I've just hit him, man. My wing's broken.
[38:03.840 -> 38:08.200] And when you saw Toto Wolff chucking his headset down,
[38:08.200 -> 38:09.600] do you think you've got him or not?
[38:09.600 -> 38:11.080] Is there some mind games going on?
[38:11.080 -> 38:12.840] Yeah, of course there is. I mean, there's...
[38:12.840 -> 38:14.400] Any sport is a mind game.
[38:14.400 -> 38:16.120] And when you see your counterpart losing it
[38:16.120 -> 38:17.520] and smashing a set of headphones out,
[38:17.520 -> 38:19.920] you think, OK, you're feeling the pressure.
[38:19.920 -> 38:22.000] And if he's feeling the pressure,
[38:22.000 -> 38:24.200] everybody else around him is feeling the pressure,
[38:24.200 -> 38:45.040] because pressure permeates from the top. Ac os ydyn ni'n teimlo'r presau, mae pawb eraill o ran ni'n teimlo'r presau. Oherwydd mae'r presau'n mynd o'r dda. Nid oeddwn i'n mynd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o'r ffordd i ddod o' I thought he's different. Internally I'd have felt every, I would have smashed mentally those headphones
[38:45.040 -> 38:47.640] just as hard as him, but I just wouldn't have done it
[38:49.840 -> 38:50.680] physically.
[38:50.680 -> 38:53.720] I think just everybody is, everybody is different.
[38:58.720 -> 39:01.880] Max Verstappen and Lewis Hamilton come to Abu Dhabi
[39:01.880 -> 39:06.000] for the season finale on exactly the same points.
[39:06.000 -> 39:13.000] How proud are you of your team in that race, of how they handled and how you handled yourself in such a precious situation?
[39:13.000 -> 39:21.000] Well that season was a heavyweight bout from the first race in Bahrain to the last race in Abu Dhabi
[39:21.000 -> 39:28.800] and that was two drivers and two teams that raised themselves to probably levels that they didn't know that they that they had and for us to go
[39:28.800 -> 39:36.740] into that final race tied on points with Mercedes, with Lewis, was a huge
[39:36.740 -> 39:42.700] achievement and I got the whole team together before the race and spoke to
[39:42.700 -> 40:07.000] them all and said guys whatever happens today we've had an incredible journey to a dweud i'r rhai a dweud, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw, yw,'r gwaith a'r cymhwyster, nid yw'n unig am heddiw,
[40:07.000 -> 40:12.000] ond ar yr holl beth rydych chi wedi'i wneud yn y 21 o fathau o'r cymhau,
[40:12.000 -> 40:15.000] mae'n rhoi'n i ni mewn i'r sefyllfa hon.
[40:15.000 -> 40:18.000] Felly, gadewch i ni fynd allan, gadewch i ni ei roi i bopeth,
[40:18.000 -> 40:20.000] ac rhaid i ni mwynhau'n hollol.
[40:20.000 -> 40:22.000] A'r hyn sy'n mynd i fod, bydd yn y pwynt o'i gilydd,
[40:22.000 -> 40:24.000] ond neidio i ni ddod allan o'r cymhau hwn,
[40:24.000 -> 40:28.080] meddwl ein bod ni ddim wedi rhoi'n fawr. what will be will be at the end of it. But let's not come out of this race thinking we haven't given our best, that we look back and we said,
[40:28.080 -> 40:29.000] yeah, do you know what?
[40:29.000 -> 40:31.000] We gave it. We gave it everything.
[40:31.120 -> 40:32.080] Good luck.
[40:32.080 -> 40:34.520] May the best man and the best team win.
[40:35.240 -> 40:35.760] Exactly.
[40:37.160 -> 40:40.840] Something is going to happen in the next 58 laps.
[40:41.400 -> 40:44.760] It's lights out and away we go and Hamilton gets a decent start
[40:44.760 -> 40:46.880] and he's already ahead of Max Verstappen.
[40:46.880 -> 40:48.200] Hamilton leads into the first
[40:48.200 -> 40:50.080] corner. It is a dream start
[40:50.080 -> 40:51.080] for Lewis Hamilton.
[40:51.760 -> 40:53.880] Oh, the tyres are really struggling.
[40:53.880 -> 40:55.680] For a long part of that race,
[40:55.680 -> 40:57.200] things didn't look like they were
[40:57.200 -> 40:59.040] going our way, but we were, we
[40:59.040 -> 41:01.360] took risks with pit stops and
[41:01.360 -> 41:03.400] strategy and took an attacking
[41:03.400 -> 41:05.280] route as opposed to a defensive route,
[41:05.280 -> 41:08.280] because we had nothing to lose and everything to gain.
[41:10.560 -> 41:11.640] We're going to need a miracle.
[41:13.400 -> 41:15.120] Nicholas Latifi has crashed.
[41:15.120 -> 41:17.240] Can we get any more racing laps or not?
[41:17.520 -> 41:18.360] Christian and Michael.
[41:18.360 -> 41:19.400] Yes, go ahead, Christian.
[41:19.400 -> 41:21.600] Why aren't we getting these lap cars out of the way?
[41:21.760 -> 41:27.360] If we allowed the lap cars to overtake, we'd have no laps of racing to the chequered flag.
[41:27.560 -> 41:29.200] Race Control are now saying,
[41:29.400 -> 41:33.400] lap cars to overtake the safety car.
[41:33.600 -> 41:35.960] And it's ending! And it's ending! Wow!
[41:36.160 -> 41:38.040] Maggie, this isn't right.
[41:38.240 -> 41:43.280] It has left Lewis Hamilton and Max Verstappen side by side.
[41:43.480 -> 41:48.960] We're going to have one lap of racing to decide the championship in 2021.
[41:51.400 -> 41:53.000] Verstappen, down the inside!
[41:54.320 -> 41:59.520] It's a late launch by Verstappen, who takes the lead in the race in 2021.
[41:59.800 -> 42:05.200] Max Verstappen, for the first time ever, is champion of the world!
[42:07.200 -> 42:09.200] How do you feel Mercedes reacted that day?
[42:09.600 -> 42:13.000] I think that, I mean, a lot is made about the final lap, but...
[42:14.000 -> 42:20.200] Mercedes went into that race and they were quicker than us in the Grand Prix.
[42:20.200 -> 42:25.000] Lewis was able to manage the gap to max pretty comfortably.
[42:25.000 -> 42:29.000] But then they went very defensive, they went very conservative
[42:29.000 -> 42:36.000] and they left Louis out on a set of tyres that were 43 laps old.
[42:36.000 -> 42:42.000] So he was only ever at a safety car going to be hugely exposed.
[42:42.000 -> 42:45.400] I think in being defensive they exposed themselves to the
[42:45.400 -> 42:50.620] to the situation that unfolded. Everybody is different. I felt the way
[42:50.620 -> 42:56.000] that Lewis handled that disappointment after the race, you know, hats off to him
[42:56.000 -> 43:00.320] because again he would have been even more disappointed. You know,
[43:00.320 -> 43:05.200] record-breaking World Championship has just disappeared from his note, but he
[43:11.440 -> 43:12.160] handled himself with dignity and respect. You know, I shook his hand in the driver's room
[43:16.640 -> 43:21.280] after the race and he had the good grace to say, well done. I think you did see it for a while as sort of David against Goliath, you know,
[43:21.280 -> 43:26.080] you lived off the Lewis Hamilton comment, they're just a fizzy drinks company.
[43:26.080 -> 43:30.320] You quite like playing the role of will show them.
[43:30.320 -> 43:31.320] Is that fair or not?
[43:31.320 -> 43:34.240] Absolutely, because I think it's the biggest motivator in a team.
[43:34.240 -> 43:39.300] And to be honest with you, if I'm taking the flack, then it's protecting the team.
[43:39.300 -> 43:46.000] My job is to represent this team as best I can and to lead the team in the best way that I can. yw cyfathrebu'r tîm hwn yn y mwyaf i gyd ac yn y mwyaf i gyd i'w dylunio.
[43:46.000 -> 43:52.000] Ac os gallaf gynllunio'r rhai eraill sy'n gallu eu mynd am eu swydd diwyriaeth,
[43:52.000 -> 43:56.000] mae'n rhan o'r rôl o fod yn dylunwyr, yw gynllunio'r bobl,
[43:56.000 -> 43:59.000] i'w gynllunio o'r cymhwyster hwnnw
[43:59.000 -> 44:02.000] a chynllunio'r pwysau ar eich cymhwysterau,
[44:02.000 -> 44:06.000] oherwydd mae pobl yn ymdrechu ar yr pwysigrwydd mewn ffyrdd gwahanol.
[44:06.000 -> 44:09.000] A oes angen i chi ddweud a yw hynny'n gwneud eich cymhwysterau'n ddifrifol,
[44:09.000 -> 44:12.000] neu'n ddifrifol yn y byd cymdeithasol?
[44:12.000 -> 44:14.000] A yw leoliad y cymhwysterau'n ddifrifol?
[44:14.000 -> 44:16.000] Nid yw'n cymhwysterau'n ddifrifol.
[44:16.000 -> 44:19.000] Nid yw'n cymhwysterau'n ddifrifol, nid yw'n cymhwysterau'n ddifrifol.
[44:19.000 -> 44:23.000] Rydw i yma i wneud y mwyaf i gafael
[44:23.000 -> 44:28.120] ar gyfer y rhesg Red Bull Racing and the people that I represent
[44:28.120 -> 44:32.040] and that are part of that team and I will fight tooth and nail for every individual
[44:32.040 -> 44:33.200] that is part of that team.
[44:33.200 -> 44:35.000] And of course, you know, sport is divisive.
[44:35.000 -> 44:40.960] I'm sure every Lewis Hamilton fan is not a fan of Red Bull or me, but then you go somewhere
[44:40.960 -> 44:45.920] else in the world and you go to Zandvoort, it's the totally opposite.
[44:45.920 -> 44:48.280] That's just, that's just sport.
[44:48.280 -> 44:53.280] And I think that, you know, people will always,
[44:53.400 -> 44:56.160] you know, form their own opinions in the end.
[44:56.160 -> 44:58.760] Banks, you are a three-time world champion.
[44:58.760 -> 45:00.320] That's unbelievable, mate.
[45:00.320 -> 45:02.240] It's been an incredible year for you.
[45:02.240 -> 45:04.520] How important, as a leader, as a business,
[45:04.520 -> 45:06.000] is you stay ahead of the curve.
[45:06.000 -> 45:09.000] That you look, not only this season, but years down the line,
[45:09.000 -> 45:12.000] to continue, not the dominance, but what you've achieved in the last couple of years.
[45:12.000 -> 45:14.000] You've got to, you can never become complacent,
[45:14.000 -> 45:16.000] you've got to keep looking forward.
[45:17.000 -> 45:20.000] Winning is addictive, it becomes almost like a drug.
[45:20.000 -> 45:24.000] And once you've tasted that and sampled that success,
[45:24.000 -> 45:26.280] you don't want to let go of that winning feeling
[45:26.280 -> 45:27.460] because it hurts.
[45:28.880 -> 45:31.080] And so it's always looking inwardly to see
[45:32.040 -> 45:33.200] where can we improve.
[45:37.200 -> 45:39.400] We've spoken about the mental health of your team
[45:39.400 -> 45:40.480] and people working for you.
[45:40.480 -> 45:43.420] What about the leader, the boss, yourself?
[45:43.420 -> 45:48.280] Has there been times where you've struggled, you've got to cope with all these things going on around you? What about the leader, the boss, yourself? Has there been times where you struggle, you've got to cope with all these things going on around you? Has
[45:48.280 -> 45:52.640] there been a time that you've struggled with it? And how do you cope? How do you
[45:52.640 -> 45:56.720] get away from the pressure of Formula One? I think you've got to check in and you've
[45:56.720 -> 46:01.600] got to recognize it because I think that it's a hugely pressured business and if
[46:01.600 -> 46:07.640] you're not careful it will take over your life. And I think experience has taught me
[46:07.640 -> 46:09.160] to be disciplined with the time.
[46:09.160 -> 46:11.520] Worry about the things that you can control,
[46:11.520 -> 46:13.440] not the things that you can't.
[46:13.440 -> 46:18.400] And I'm fortunate I've got a lovely family
[46:18.400 -> 46:20.880] and a young family,
[46:20.880 -> 46:45.000] and to ensure that when I'm there, I'm present. i sicrhau bod yn y lle rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicrhau bod pan rydw i yno, rydw i'n ymwneud â'r ffamiliaeth. Ac i sicol, ystod y dydd, y byddwn yn dod i'r home
[46:45.000 -> 46:46.520] ychydig ffyrdd o fyd ym mhob dydd
[46:46.520 -> 46:49.760] i ddysgu stori o'r gofod.
[46:49.760 -> 46:52.800] Ac i mi, dyna yw
[46:52.800 -> 46:55.840] y llwyr o ffyrdd o'r presiadau
[46:55.840 -> 46:56.960] o F1.
[46:56.960 -> 47:00.400] Ac rwy'n credu y byddwch chi'n gweithio'n well
[47:00.400 -> 47:04.320] os yw gennych y datganiad i'w gallu mynd i'r ffwrdd
[47:04.320 -> 47:09.460] oherwydd nid y gall otherwise, you can't run at 100% all of the time.
[47:09.460 -> 47:11.360] It's a marathon, not a sprint,
[47:11.360 -> 47:13.040] and you've got to be able to turn it up at times,
[47:13.040 -> 47:14.860] but you've got to look at the long game,
[47:14.860 -> 47:17.100] not just short spurts.
[47:17.100 -> 47:18.300] And a company that seems to be,
[47:18.300 -> 47:20.540] it's almost like a marriage made in heaven, really.
[47:20.540 -> 47:23.880] Red Bull, edgy brand, risk-taking,
[47:23.880 -> 47:26.800] or associated with risk-taking and dynamic.
[47:26.800 -> 47:30.600] Your driver is exactly the same, a bit edgy, risk-taking, dynamic.
[47:30.600 -> 47:35.360] And if you don't mind me saying about you, dynamic, risk-taker and a little bit edgy,
[47:35.360 -> 47:36.360] which drives you.
[47:36.360 -> 47:39.480] Do you think that's important as well, the alignment throughout your company?
[47:39.480 -> 47:40.480] I think so.
[47:40.480 -> 47:50.280] Look, I mean, that's the culture that we have. We're always, you know, going to be not afraid to voice an opinion
[47:50.280 -> 47:54.560] or stand up for something that we feel is right or push the boundaries.
[47:54.560 -> 47:57.600] You know, it's about daring to be different sometimes.
[47:57.600 -> 48:00.600] And I think that, you know, Max embodies that.
[48:00.600 -> 48:10.000] I think that the team and its culture lives that. And I think that fits 100% within the Red Bull brand.
[48:11.000 -> 48:16.000] Red Bull can start the celebrations for a sixth Constructors' Championship,
[48:16.000 -> 48:19.000] a second consecutive Constructors' Championship.
[48:20.000 -> 48:23.000] The lad that got a go-kart for his 12th birthday present,
[48:23.000 -> 48:26.000] made a fizzy drinks company,
[48:26.000 -> 48:30.000] into a seriously good Formula One team, you must be incredibly proud.
[48:30.000 -> 48:34.000] I'm very proud and very privileged to work with some wonderful people here.
[48:34.000 -> 48:38.000] I enjoy what I do, I'm passionate about what I do,
[48:38.000 -> 48:43.000] and I wouldn't be able to do any of it without having a phenomenal team around me.
[48:43.000 -> 48:44.000] Thanks for your time.
[48:44.000 -> 48:46.520] Thank you.
[48:48.880 -> 48:51.880] The thing I found fascinating about Horner is how he has walked in everyone's shoes
[48:51.880 -> 48:52.960] throughout the company.
[48:52.960 -> 48:55.840] He's been there, done it all the way up,
[48:55.840 -> 48:58.240] from changing wheels to doing the bank accounts
[48:58.240 -> 49:01.440] to even being a driver himself.
[49:01.440 -> 49:04.160] You can't judge someone until you've walked in their shoes
[49:04.160 -> 49:05.720] and Horner has definitely
[49:05.720 -> 49:10.280] done that throughout his team and I think that's what makes him such an inspirational
[49:10.280 -> 49:16.120] leader. If you enjoyed this episode, there's another Formula One interview coming up in
[49:16.120 -> 49:21.820] a few weeks where I'm joined by the Mercedes team principal, Toto Wolff. So make sure you
[49:21.820 -> 49:25.680] search for Secrets of Success wherever you get your podcasts
[49:25.680 -> 49:31.840] and follow or subscribe so you don't miss out. But before Toto coming up in
[49:31.840 -> 49:36.880] the next episode my guest is from the world of golf it's Ryder Cup winner Paul
[49:36.880 -> 49:40.400] McGinley. I'll see you then.
[49:41.320 -> 49:43.380] you