Emma Grede

And that for me was soul destroying the first time I had to do it.

And that for me was soul destroying the first time I had to do it.

Well, look, again, I go back and say I created a better company because of it. I created more discipline in the business because I was able to see the mistakes that I'd done that weren't just about overstaffing, but it was just about running a less... healthy engine.

Well, look, again, I go back and say I created a better company because of it. I created more discipline in the business because I was able to see the mistakes that I'd done that weren't just about overstaffing, but it was just about running a less... healthy engine.

I do think it made me a better leader in the sense of I had held so much of the anxiety of what was happening in that company, it not going well to myself. I hadn't really shared with the full senior management team quite how bad things were. Because I thought, I'm the CEO. That's all my problem. They should be able to just come in and out.

I do think it made me a better leader in the sense of I had held so much of the anxiety of what was happening in that company, it not going well to myself. I hadn't really shared with the full senior management team quite how bad things were. Because I thought, I'm the CEO. That's all my problem. They should be able to just come in and out.

And with that, there was a lack of accountability from everybody else. And so I think I've really understood now that, you know, it's like I'm here at the top of the organization. And, you know, it's almost like I'm the manager, right? I sit on the sidelines and I have a bunch of people. I shouldn't be running on the pitch to score the goal. It's like,

And with that, there was a lack of accountability from everybody else. And so I think I've really understood now that, you know, it's like I'm here at the top of the organization. And, you know, it's almost like I'm the manager, right? I sit on the sidelines and I have a bunch of people. I shouldn't be running on the pitch to score the goal. It's like,

I need to stay on those sidelines and I need to direct everybody to do the best job possible. And now I think so much more about bringing everybody on the journey. And when you're having difficult times, which we do all the time in all of our businesses, despite whatever it might look like to people, You know, you need to bring people on the journey and get them involved in what those solves are.

I need to stay on those sidelines and I need to direct everybody to do the best job possible. And now I think so much more about bringing everybody on the journey. And when you're having difficult times, which we do all the time in all of our businesses, despite whatever it might look like to people, You know, you need to bring people on the journey and get them involved in what those solves are.

Because if you get to that place where you have to downsize or you have to change the way that you're doing business and you have to make meaningful changes, they're there with you. They've been part of the solution. They've been part of those solutions not working out and they're going to be part of making them right for the rest of the business.

Because if you get to that place where you have to downsize or you have to change the way that you're doing business and you have to make meaningful changes, they're there with you. They've been part of the solution. They've been part of those solutions not working out and they're going to be part of making them right for the rest of the business.

Well, the truth is it feels like the end of the world, right? Like that's how it feels. When you start something from the ground up and it's yours, there's such a sense of responsibility. And, you know, I think that what happens in business, it's always like a confluence of factors, right? Like you try to work out like what has made this thing happen.

Well, the truth is it feels like the end of the world, right? Like that's how it feels. When you start something from the ground up and it's yours, there's such a sense of responsibility. And, you know, I think that what happens in business, it's always like a confluence of factors, right? Like you try to work out like what has made this thing happen.

And it's like, you know, sometimes like death by a thousand cuts. There's no like one thing that you can point to and say, that was it. That's what made this like downtrending moment happen. It's like... It's a bit of this and a bit of that and a bit of this and a bit of that. But often what it comes from is, you know, you get so into what you're doing that it's very, very hard to rise back up.

And it's like, you know, sometimes like death by a thousand cuts. There's no like one thing that you can point to and say, that was it. That's what made this like downtrending moment happen. It's like... It's a bit of this and a bit of that and a bit of this and a bit of that. But often what it comes from is, you know, you get so into what you're doing that it's very, very hard to rise back up.

And I think what I've taught myself, like this muscle that I've taught myself, is every kind of quarter, at least every six months, I try to float up.

And I think what I've taught myself, like this muscle that I've taught myself, is every kind of quarter, at least every six months, I try to float up.

and see like what is happening not what I'm telling myself not what are we doing like what's happening what's happening with the competition what's happening in the market and back then I just didn't have the ability to do that I was so heads down so in the work so you know like just

and see like what is happening not what I'm telling myself not what are we doing like what's happening what's happening with the competition what's happening in the market and back then I just didn't have the ability to do that I was so heads down so in the work so you know like just