What I learnt from thinking about Adam Neumann ex CEO of WeWork

Some of you may have heard/read about the previous boss of WeWork: Adam Neumann. Adam was the creator, founder and CEO of WeWork, a shared working space concept that grew into a billion dollar corporation in 500 locations across 29 countries in the world.

Adam was variously described by colleagues and friends as a Svengali, a visionary, a creative genius, a charismatic maverick leader whose unconventional approach and grand vision built a business empire that he led with flair, unorthodox business methods, and a sense of being untouchable. He was like the ‘Wolf of Wall Street’ on steroids. One of the WeWork business propositions as an example of their purpose was to ‘eradicate world hunger.’ This ambition perhaps unsurprisingly never materialised.

Adam was a business leader who made grandiose statements about achieving huge profits and changing the way people work. WeWork invented its own financial metrics, one of which was termed ‘community EBITDA.’ The business expanded exponentially without a solid base, financial stability, effective scrutiny, and a rigorous corporate governance strategy to ensure its long term growth and success within its marketplace.

It was these working methodologies and various other financial regularities that eventually led to the business declaring bankruptcy as Adam himself exited his CEO and founder role.

Adam acted with relentless ambition. He thrived on excitement, unpredictability, and creating an ethos that opposed conventional corporate culture.

An often riotous work environment was encouraged where people espoused traditional ‘business norms’ and processes designed to manage risk and build stability. These practices often turned into ritualistic public humiliations with burnt out and exhausted people who never were quite sure what version of Adam going to appear that day.

The whole story is a fascinating study of a business leader who embodies what could be described as a ‘messiah complex’ surrounded by people too scared to challenge whilst themselves relishing big rewards, both financial and social, influencing them to continue committing to the culture of the company until it went badly wrong.

What has struck me most when thinking about Adam is how he was someone I would have swerved working for, which made me question myself as to why?

He no doubt had the qualities of a business leader who wouldn’t take no for an answer, relentlessly pursued a vision and model when few others had the foresight and confidence to build, was highly persuasive, fooled most of the people most of the time and was able to secure high levels of investment from prominent global business financiers without concrete evidence of his business strategy and true financial position.

Why would I not want a business boss like this? Why would I actively seek not to be part of this type of company with a non-corporate approach to doing business which was wildly successful in the beginning?

From my own experience of being a business boss, I learnt the following (sometimes the hard way):

People (mostly) want and need a predictable boss – they appreciate knowing which version of you is going to show up each day.

People (mostly) want and need to understand that the business is operating from a sound financial position and people at the top have tested experience who can be trusted to make sound strategic decisions for the continued success and stability of the company.

People (mostly) want and need a boss who does not risk their livelihoods and careers due to their desires to achieve global domination in their industry – this may read as extreme and needs to be modified depending on the scale of the business and where/how it operates.

People (mostly) want and need to feel that the culture of their business is one which actively values its employees, enables them to be themselves, recognises individuality whilst creating a sense of security – they appreciate this whilst feeling safe that the business culture will not tolerate a boss who demonstrates bullying and humiliating behaviours towards their employees.

People (mostly) want and need a boss in business who is viewed by other business leaders as having integrity, professional gravitas, a calm and approachable demeanour, who is in touch with their workforce whilst living the business culture that is influenced by everyone who works with them.

One of the biggest wants and needs that people need from a boss is someone who they know will lead effectively when times are tough and support them and their company to come out the other side.

This is coupled with a safe pair of hands with the ability to look ahead and anticipate risks. A person who surrounds themselves with intelligent and experienced people who are empowered to challenge when they do not get it right, who supports others to lead and succeed with an ability to recognise internal talent and delegate effectively.

It is a tough ask to be a boss in business whatever your character and personality.

What type of business boss would you want to work for? Is Adam Neumann the face of the new acceptable maverick business leaders? Am I wrong not to recognise his vision and drive? He is still apparently worth a couple of billion dollars…

I would be interested to hear your thoughts.

Sarah Taylor Hawke Coaching, Mentoring, Advice and Guidance for Business and Personal Development.

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For someone likely to actively resist the word ‘rules,’ the one place they need to apply is in business. I am not of course talking about legal and financial rules to adhere to.

I was recently listening to a business podcast with a relatively well-known entrepreneur who has experienced both success and failure in their business endeavours.

One of their unsuccessful ventures was with a friend to start an upmarket version of the traditional British greasy spoon café (with prices to match) in a location that turned out not to be conducive to this concept. This did not work out as they quickly realised that they could not turn a profit.

Every day prospective customers walked past their café to one nearby where they could get a bacon sandwich and mug of tea for a more affordable price plus an experience, they were familiar with. The result was this entrepreneur losing their home as they poured more money into a business idea that was never likely to succeed.

The podcast host went on to ask the entrepreneur to describe their business’s golden rules in terms of the learning from this experience.

In summary, they responded:

• Do not go into business with family and friends
• Do not put your personal assets (i.e. your home) up as collateral when you need financing for your business and/or are having financial issues.
• Do not pursue an idea just because you are wedded to it and let pride get in the way of reality.

This made me think about the golden rules we put in place when starting and running a business.

On a side note, I happen to agree with the one about not going into business with family and friends through personal experience however that is a subject for a future column.

Golden Rules

For me personally the most golden of all the business rules is

‘Control the money in your business and don’t let it get out of control’

If you do not get the financials right and ensure these are well managed you can have all the brilliant customer-focused service, ethical practice, talented team, and entrepreneurial spirit in the world but not a viable, sustainable business model or the cash to run your business.

If this is not your area of expertise, then ensure you employ someone who is an expert and can explain the financial picture in language and data that you and others in the business understand.

Keep an eye on your cash flow and ensure there is more than regular monitoring of business spending with control mechanisms agreed from the beginning.

Other ‘golden’ thoughts

The following may be useful if you are thinking about business ‘rules’:

• Listen to your gut instincts when making complex decisions – you know about your customers, team, marketplace, environment, and more importantly, trust your judgement.
• Treat others as you want to be treated – this may sound self-explanatory but from experience, I know businesses and business leaders who still do not practice this. Nurture and cherish your relationships.
• Think about your timing – Is it the right time/place to create a new business and/or product or service? Be honest about your motivations and risks – how will these be mitigated against?
• Ask yourself ‘Can the business afford this?’ If you do not have the resources or are having to over-finance/borrow money, then think hard about the realities of this. Of course, you may need to speculate to accumulate but always consider the necessity to make a financial outlay before you decide.
• Reflect and reflect some more before you react – try not to put yourself in the position of reacting even when you are under time pressure. Create a space to think (even if this in the bathroom) and consider your options and course of action

What are your golden business rules? What have I missed? I’d be interested to hear from you.

The post How to create your own ‘golden’ rules in business first appeared on Sarah Taylor Hawke.

People Management Magazine asked me to write an article as part of their regular Learning and Development Newsletter series.
They were curious about what people were talking about in our careers coaching sessions.

I chose to write about an issue that gets raised repeatedly.

Successful, talented, and quite frankly wonderful individuals talk about how they are not able to recognise their own success, that they have not yet achieved enough, and struggle to be their own personal champions.
When we start to look at success and the actual hard facts, people usually need positive encouragement to write their own stories.

They will reflect ‘Why don’t I feel I have achieved enough in my career?’ and make counterproductive comparisons between themselves and others.

What is enough?
When will we start to recognise and celebrate our own often considerable successes?
When will you be your own champion and role model?

I am on a mission to ‘move on from modesty’.

This is not about grandiose confidence and being so self-assured it makes others turn off.

This is about owning your own successes and achievements, not being afraid to reference them, stopping yourself from being your own self-saboteur, aiming high, and celebrating your success.

It will always be more than you allow yourself to shout about.

Credit to People Management Magazine for use of the article.

Conversations from careers coaching

#selfconfidence #selflove #champion #beingyourself #successstory

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People Management Magazine asked me to write an article entitled ‘My biggest mistake’ as a leader as part of an ongoing series. I wrote about my time as the CEO of my own business.

You can read it here.

It’s never easy to own up to mistakes whoever you are or what position you held/hold.

I believe it takes courage to be this honest as well as taking self-ownership of what went wrong and what I learned from it.

I’d be interested in your thoughts on this piece as well as mistakes and how open you feel you can be about them.

Credit to People Management Magazine for giving me permission to reproduce the article here.

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There is much written about leaders and how they choose to present themselves within their professional environments.

I can say hand on heart that when I was a CEO of my previous business I didn’t honestly reveal much about my personality and personal circumstances.

If you asked my team who I was and what my interests were, they may have said ‘Star Wars’ but struggle to come up with much more. And as much as I love the ‘Jedi and the Force’ (ask a Star Wars fan if you are not sure) there is obviously more to me.

When one of them described me as a ‘dark horse’ in retrospect this was an accurate and thoughtful perspective from a colleague who only knew the shiny surface of me within the work environment. My mantra was ‘professional boundaries’ above everything. Did I get this right?

I wrote a piece for People Management magazine about the thin line leaders tread regarding what they choose to reveal about themselves and the pro’s and cons about revealing your true self to your team and organisation when you are in a leadership role.

You can read this here.

The thin line leaders tread between acting with authenticity and hiding their true self (peoplemanagement.co.uk)

Would I be different now? Yes probably as with the benefit of hindsight (which of course is not always a benefit) now reflect it is ok to share something of your life, loves and likes. It makes us in the roles leader and/or bosses a bit more human for both yourself and those around you.

I just wish I had joined in the conversations about shoes and what to wear them with – as a person who owns over 150 pairs themselves I do know something about this subject….don’t judge me….

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I have been reflecting on leadership and loss. This thinking began in relation to how I managed my professional self when I experienced a period of loss and grief when my Dad died.

I had to carry on being the leader in my business and I didn’t always get my approach right during this challenging time – both for myself and those colleagues around me.

I wrote an article about this subject for People Management magazine and you can read it here:

https://www.peoplemanagement.co.uk/article/1812098/navigating-leadership-time-personal-loss

My aim was for writing this piece was to offer a useful reflection and set of tips if you are currently experiencing a loss (whatever this may be) and needing to manage this alongside any leadership responsibilites.

If it would be useful to chat further then please do get in touch. I can offer a listening ear, some gentle guidance and a safe space to express any difficult emotions.

Remember as a leader you are human and it is important to look after yourself through times such as this – both personally and professionally.

I’m dedicating this post to my Dad – Brian Thomas Hawke. He would have been very proud to see his daughter in print.

The post Leadership and Loss first appeared on Sarah Taylor Hawke.

The alternative ‘New Year, New You’.

How to seize your courage not to succumb to the pressure and make an alternative start to 2023

Every year in between Christmas and New Year my inbox, social media, reading, conversations and surroundings are dominated by certain words that strike a fear down to the bottom of my (of course very stylish) boots. If we are honest the words ‘New Year, New You’ have the power to put ourselves under great pressure to make a set of resolutions and actions that are often destined to fail through no real fault of our own.

I am standing up to the convention and stress that making resolutions cause as well as not buying into the whirl to create a ‘new me’.

Partly this is because it is not really necessary to make a ‘new me’ but more because I know from bitter experience that this is not the time of year (when it is cold, dark, miserable and finances are often tight) to make unrealistic, sometimes painful choices and decisions that have the opposite effect of making me feel ‘new, bright and shiny’.

I have been thinking about an alternative list of actions and non-actions for 2023. I’m sharing these with the aim (and hope) that they may give permission to others not to have to create a plan that in their heart of hearts they feel under pressure to make.

I am saying to myself (and you) to use this New Year period to give yourself time and space to think about what you really want to achieve in 2023 and not what you should be doing. In fact, if I did make a resolution in 2023 it would be to take the word ‘should’ out of the dictionary, highly unlikely but a girl can dream…

So here goes, buckle your seat belts it’s going to be a fabulous ride.

The alternative ‘New year, New You’ top 10 goes like this:

One: Do not feel a compulsion to buy/read or digest any self-help books. They can often have the opposite effect of making a person feel obligated to follow their mantra, believe that an individual can manifest a magical solution to their issues, and create an overwhelming sense of frustration and failure when this does not happen. Trust your own intuition and thinking. You are more powerful than you know.

Two: Do not (repeat) do not go on a diet/detox/fast in January. However, determined, you are unlikely to be able to stick to it and this can exacerbate feelings of lack of willpower/despair. We need comfort food during this time, in smaller portions if you really need to.

Three: Finish your Christmas chocolate, treats, cheese and enjoy doing so. In moderation, if this makes you feel good.

Four: If you are not a regular exerciser do not (repeat) do not purchase a gym membership or well-being programme in January (even if the gym seduces you with a special offer and free towels…) Gyms will be overcrowded and full of people madly using weights and exercise machines who then drop out over a month. Take some gentle exercise outside on a regular basis and see what suits you best. Consider from February onwards if you really really will make use of a gym/programme and then go for it.

Five: Set aside regular time for yourself and your own favourite activities over the next couple of months. Work hard to create this time in your week and when it comes enjoy it. If this means watching ‘Selling Sunset’ on Netflix and wondering how the realtor agents selling houses manage to climb enormous flights of stairs in those vertiginous heels (go and take a look…) whilst eating cake on your sofa, then enjoy it.

Six: Do not buy (or feel compelled to use if you got one of these for Christmas) a journal, a gratitude journal, a wellness book, or any organiser unless you absolutely feel this will be useful for you. It is a waste of your time (and money) otherwise. Most people know what they feel grateful for, can make an action list, and manage their day without the pressure of keeping up with these journals, only for them to sit in a pile over the forthcoming weeks.

Seven: Make some time to think about the year ahead with your ambitions and hopes without madly writing a grand plan and then finding yourself writing yet another to-do list or not doing anything at all about it. Get pens and paper and start to write (just not in a gratitude journal).

Eight: The only clear-out and reorganisation task you may want to take on in January is clearing out and reorganising your wardrobe, accessories, make up and skin care and that is for everyone however you define yourself. Get rid of, sell, donate what you don’t want and please include that outfit you are sure you are going to slim into in (2022) and now 2023. Without going on a downer and to put it frankly this will be a tough ask, and it is only taunting you from your wardrobe which nobody needs.

Nine: If you don’t already own some, go and buy some new lovely soft slippers to wear at home. And get out of your work/outdoor clothes when you come through the door to relax into your evening.

Ten: If someone asks you what your new year’s resolutions are and/or gives you grief to make some and/or you read a list of other people’s alongside a monotonous review of 2022’s achievements – smile, appreciate and say with confidence ‘ I’m not doing that this year, they don’t work for me. I’m thinking about myself and what I want to do differently in 2023 – do you fancy a cup of tea and biscuits/glass of wine…?

If you are thinking about your 2023, feeling a little blue, uninspired, or stuck, and could do with talking this over then give me a call on 07712582730 or email info@sarahtaylorhawke.co.uk.

I very much look forward to hearing from you.

Happy New Year and may you achieve whatever you have planned/want/thought/dreamt of for 2023 (including those fluffy slippers).

Sarah

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My family and I have always been massive fans of Star Wars. All of it. The films, spin off series, cast of characters, spaceships and feeling the force from the moment ‘A long time ago in a galaxy far far away’ in gold text appeared on the cinema screen, I’ve been hooked.

We have been known to use quotes from the films at weddings and funerals, refer to the force when times have been great and not so good and cast individual family members as characters based on their personality traits and appearance. This has not always gone down so well, ever been given Yoda as a character anyone? Although my sister did eventually agree he was extremely wise, and the “force’ was nothing without him.

I am of course Princess Leia (just in case anyone was in doubt…) and if anyone may be wondering who this is – I’ve inserted a picture here of a Leia figure that was crocheted just for me.

So why the Star Wars reference in amongst the launch of this big, bright and shiny new business venture?

I have spent my career so far either working for a public sector organisation, voluntary sector body and/or running my own business as the CEO. Throughout this time whilst I have gained valuable experiences, developed a wide range of business skills, managed and led large teams of people I’ve experienced a growing innate sense of what I don’t want to do and where I don’t want to be which has led me to this place.

By this place I mean creating this new business, taking a leap into the unknown and finally being able to be myself. I have felt my own ‘force’ and believed enough in myself to trust my judgement and start something that I am finally unapologetic and bold about.

Beginning and launching Sarah Taylor Hawke (a business that is truly dependent on me and my knowledge and skills) is a brave step and one which I have wanted to make happen for a long time.

I am fully aware and hear the internal voice that says ‘why are you doing this?’, ‘this is not going to be a success’ however I also know how to kick back and say ‘I’m not listening’ and ‘I’ve something to offer to others and will carry out the graft needed to make this a success’.

I know how hard it is to be in business, act as the CEO/leader/owner and the demands these places on a person. I also know that running a business can be an all-consuming event that takes over your life. It can be a lonely place, with constant pressures and the imposter syndrome tapping you on the shoulder just when you don’t need this type of company.

I have set this business up with an eye on the glamour, the sequins, the shine that comes when a person explores and reflects on their challenges, finds a way forward and achieves aspirations and potential for either themselves and/or their business. I aim to support individuals, teams and business whatever point they are at and focus on understanding and revealing what their needs and wants actually are.

I’ve already decided that I will not be using words such as “journey, passion, my truth, outside of your comfort zone, circle back and transformation.” I don’t think they are useful and in my humble opinion overused to the point of making us all feel a little bit inadequate and tired.

I also won’t be using white boards and endless power point slides unless there is a very valid reason to do so. I want to hear from you and your business, listen hard and consider with you what is happening and where you want to get to.

This will be a partnership arrangement and you can expect me to be with you all the way, you might not like me sometimes when we explore your challenges however I will always work with empathy, kindness and honesty.

Please be assured I won’t turn up to any of our time together in a white Leia costume with my lightsaber, nor will I probably wear a conventional suit, although promise to always dress with panache and professionalism (you however can wear whatever you want!)

But I will guarantee we will have conversations and contact that is meaningful, and you walk away with energy, purpose and confidence in your own ‘force’.

Let’s speak. Get in touch if you want to chat. I look forward to hearing from you.

Sarah

The post Feel the Force – How Did I Get to Launch My New Business Venture? first appeared on Sarah Taylor Hawke.