Emma Grede

It's like if I have to look at a company and downsize, I'm not thinking about the 50 people that I have to let go. I'm thinking about the 400 jobs that need to be saved. And sadly, sometimes there is a little collateral damage. That's just part of being in business.

It's like if I have to look at a company and downsize, I'm not thinking about the 50 people that I have to let go. I'm thinking about the 400 jobs that need to be saved. And sadly, sometimes there is a little collateral damage. That's just part of being in business.

I certainly am not sitting here sweating what somebody might do on TikTok because I know who I am and I feel good about the decisions that I make because of where they come from. They come from me, they come from my heart and I know that I'm a good person. So I would never sit here and be like, oh no, someone's going to like shame me.

I certainly am not sitting here sweating what somebody might do on TikTok because I know who I am and I feel good about the decisions that I make because of where they come from. They come from me, they come from my heart and I know that I'm a good person. So I would never sit here and be like, oh no, someone's going to like shame me.

I don't think it's any different than, if I'm really honest, I don't think it's any different from any other woman, but I do think it's different for women more generally. I think that probably the most important lesson was, how distinctive and important my point of view is and why that gives me an edge, right? But I also understand that this kind of like empathy coin has two sides to it, right?

I don't think it's any different than, if I'm really honest, I don't think it's any different from any other woman, but I do think it's different for women more generally. I think that probably the most important lesson was, how distinctive and important my point of view is and why that gives me an edge, right? But I also understand that this kind of like empathy coin has two sides to it, right?

What makes women phenomenally good leaders and makes them fantastic at mentoring staff and looking after the needs of the team is sure as the underbelly when it comes from perhaps, you know, downsizing their team or, you know, firing the wrong person or if people are not getting pay rises, like how they might feel about that.

What makes women phenomenally good leaders and makes them fantastic at mentoring staff and looking after the needs of the team is sure as the underbelly when it comes from perhaps, you know, downsizing their team or, you know, firing the wrong person or if people are not getting pay rises, like how they might feel about that.

So I definitely had to learn that there's two sides to what makes me great and to keep both of those sides in check.

So I definitely had to learn that there's two sides to what makes me great and to keep both of those sides in check.

Yeah.

Yeah.

It's like, because... No, it goes against the grain of caring for... It goes against the grain of being like a maternal individual who is looking after people, right? Because that's the opposite of that. You're leaving someone to their own devices. And so that's been difficult for me, for sure.

It's like, because... No, it goes against the grain of caring for... It goes against the grain of being like a maternal individual who is looking after people, right? Because that's the opposite of that. You're leaving someone to their own devices. And so that's been difficult for me, for sure.

Yeah, yeah, I do. I think it would have been like way back when in London in ITV, the first time I had to do like a meaningful downsizing of the agency. And I had to fire like, you know, it's a small agency. I had like 60 people and I fired 15 people in one day. So we're in a tiny office, Gressie Street in, you know, just off of Tottenham Court Road everywhere. Everyone sits together.

Yeah, yeah, I do. I think it would have been like way back when in London in ITV, the first time I had to do like a meaningful downsizing of the agency. And I had to fire like, you know, it's a small agency. I had like 60 people and I fired 15 people in one day. So we're in a tiny office, Gressie Street in, you know, just off of Tottenham Court Road everywhere. Everyone sits together.

So there was no like giant boardroom that you could go into and then go, go out the back door. It was like, I went back upstairs and told everyone, you know, it was like awful. It was absolutely awful. I laugh about it out of just like... horror of how it felt at the time, because it really, to me, it felt like the end of the world, the end of my life.

So there was no like giant boardroom that you could go into and then go, go out the back door. It was like, I went back upstairs and told everyone, you know, it was like awful. It was absolutely awful. I laugh about it out of just like... horror of how it felt at the time, because it really, to me, it felt like the end of the world, the end of my life.

And I felt so responsible because oftentimes, you know, like so much of being in a competitive dynamic environment, you know, you're pulling people out of other agencies and other jobs and you're bringing them in and, you know, you're like, that's the best person for this. And then all of a sudden you're like, I'm so sorry, but like, It's over.

And I felt so responsible because oftentimes, you know, like so much of being in a competitive dynamic environment, you know, you're pulling people out of other agencies and other jobs and you're bringing them in and, you know, you're like, that's the best person for this. And then all of a sudden you're like, I'm so sorry, but like, It's over.