Emma Grede

Because I just didn't want to fire them. Because? Because I have loyalty and I'm like such a nice girl and I was like, you just needed to go and I didn't want to say that.

Because I just didn't want to fire them. Because? Because I have loyalty and I'm like such a nice girl and I was like, you just needed to go and I didn't want to say that.

It restricted my growth. It restricted my ability to be able to move up and level up and have better clients. And, you know, you don't know what you don't know until it's, like, right in front of you. And so I needed to keep... As the business grew, you need to keep constantly up-leveling your people. And so that's what I missed.

It restricted my growth. It restricted my ability to be able to move up and level up and have better clients. And, you know, you don't know what you don't know until it's, like, right in front of you. And so I needed to keep... As the business grew, you need to keep constantly up-leveling your people. And so that's what I missed.

Oh, no doubt.

Oh, no doubt.

No, we're not a family. We're not a family. And that's the first thing. It's like, I think everybody really needs to understand, like, why they are there. And this is about leadership style, right? Like, are you clear? in what you're all there to do. Because it's like, I am not building a family. I am here to run an organization. That organization is here to create a profit.

No, we're not a family. We're not a family. And that's the first thing. It's like, I think everybody really needs to understand, like, why they are there. And this is about leadership style, right? Like, are you clear? in what you're all there to do. Because it's like, I am not building a family. I am here to run an organization. That organization is here to create a profit.

And we all have to be very, very clear about our goals and how we're getting there. And I think that in the past, what happens, and especially when you have successful companies, success masks a lot of

And we all have to be very, very clear about our goals and how we're getting there. And I think that in the past, what happens, and especially when you have successful companies, success masks a lot of

problems in a business right like and when you get successful you've got to allow yourself and your team to be equally critical even when everything's going well and even if the bottom line's well there'll still be dysfunction within that organization and you can't let the success marks what that dysfunction is you've got to get into it and actually it's even more important when you are successful that you deal with those things because otherwise

problems in a business right like and when you get successful you've got to allow yourself and your team to be equally critical even when everything's going well and even if the bottom line's well there'll still be dysfunction within that organization and you can't let the success marks what that dysfunction is you've got to get into it and actually it's even more important when you are successful that you deal with those things because otherwise

The problems get bigger and bigger as the company gets bigger and bigger and you end up with a problem that you could have stamped out much earlier on that you then didn't. So it's just a really key thing. And it's a muscle. It's like anything. You get better at this, like, all the time. I've become better and better at spotting who are the right people.

The problems get bigger and bigger as the company gets bigger and bigger and you end up with a problem that you could have stamped out much earlier on that you then didn't. So it's just a really key thing. And it's a muscle. It's like anything. You get better at this, like, all the time. I've become better and better at spotting who are the right people.

And inevitably, actually, I spend more and more of my time bringing the right people into the company. I reckon we were talking about this the other day. I think it's like 20%, maybe even 25% of my time is spent on talent, and cultivating, like, the right people to come into the company. It's a lot of time.

And inevitably, actually, I spend more and more of my time bringing the right people into the company. I reckon we were talking about this the other day. I think it's like 20%, maybe even 25% of my time is spent on talent, and cultivating, like, the right people to come into the company. It's a lot of time.

It's a lot of time.

It's a lot of time.

But that's the difference between good and great. 100% agree. Who you bring in. You know, when we talk about culture in a company, culture is like who you hire, who you fire, and who gets promoted. Now, that is my job. That's my decisions to make within the organisation. So I really think about how much more thoughtful can I be about those decisions and making

But that's the difference between good and great. 100% agree. Who you bring in. You know, when we talk about culture in a company, culture is like who you hire, who you fire, and who gets promoted. Now, that is my job. That's my decisions to make within the organisation. So I really think about how much more thoughtful can I be about those decisions and making