Emma Grede

And so when you start a company, this idea that you should make all of the – if you're thinking about making all of these concessions before you're thinking about what the goal is, what the – I call it, and everybody, it's like enterprise mentality. It's like you have to put the business first, the needs of the business.

And so when you start a company, this idea that you should make all of the – if you're thinking about making all of these concessions before you're thinking about what the goal is, what the – I call it, and everybody, it's like enterprise mentality. It's like you have to put the business first, the needs of the business.

And sometimes that is about thinking about your people and being a certain type of leader. Sometimes it's not. So you've got to balance those things, right? We're trying... the point of a business is to make profit. It's to create like a company to serve, you know, your customers, all of those things. It really isn't about what I think so many people are trying to make it about.

And sometimes that is about thinking about your people and being a certain type of leader. Sometimes it's not. So you've got to balance those things, right? We're trying... the point of a business is to make profit. It's to create like a company to serve, you know, your customers, all of those things. It really isn't about what I think so many people are trying to make it about.

Now, your leadership style is, you know, it's going to be such a huge part of what makes that business successful, but it isn't everything. And so I think that we've just got to try and separate these things like a little bit. That can't be the first thing that you're thinking of, like how, you know, like how you're doing all of that stuff.

Now, your leadership style is, you know, it's going to be such a huge part of what makes that business successful, but it isn't everything. And so I think that we've just got to try and separate these things like a little bit. That can't be the first thing that you're thinking of, like how, you know, like how you're doing all of that stuff.

The first thing that you think about is like, how is the business going to grow? How are we going to thrive? What are we actually here to do?

The first thing that you think about is like, how is the business going to grow? How are we going to thrive? What are we actually here to do?

Yeah, totally.

Yeah, totally.

Yeah, that's just part of being in business though, right?

Yeah, that's just part of being in business though, right?

I don't think you do.

I don't think you do.

well, don't do anything to be cancelled. I mean, look, I think it's a fine line, right? If you're a leader, you're never going to please everybody. And I think that this is where leadership style and who you are as a person really comes out. I don't think anybody, I'm somebody that leads with no ambiguity. Nobody's like, I wonder what Emma's thinking.

well, don't do anything to be cancelled. I mean, look, I think it's a fine line, right? If you're a leader, you're never going to please everybody. And I think that this is where leadership style and who you are as a person really comes out. I don't think anybody, I'm somebody that leads with no ambiguity. Nobody's like, I wonder what Emma's thinking.

It's like, I'm very clear in what I'm thinking. I'm very clear in in what the goals are. And the reason that we've been able to do what we've been able to do is because of those things. I have a very straightforward management style and I bring everybody along with me. Now, listen, there's always going to be someone or a fraction of people that will feel disgruntled.

It's like, I'm very clear in what I'm thinking. I'm very clear in in what the goals are. And the reason that we've been able to do what we've been able to do is because of those things. I have a very straightforward management style and I bring everybody along with me. Now, listen, there's always going to be someone or a fraction of people that will feel disgruntled.

I've gone through various things in different companies where you've had to you know, downsize or let people go and things that are really unfortunate. And that's just part of the course of business. Now, are you doing those things in a way that is congruent with who you are as a leader? And, you know, really thinking about, Again, it's like I never have an individualistic idea about that.

I've gone through various things in different companies where you've had to you know, downsize or let people go and things that are really unfortunate. And that's just part of the course of business. Now, are you doing those things in a way that is congruent with who you are as a leader? And, you know, really thinking about, Again, it's like I never have an individualistic idea about that.