MY BEST DECISION...
Was selling the last shares in Bliss when I was going to have a baby, because when I'm on my deathbed, I don't want to regret not having spent time with my young child. Prioritising and accepting the sacrifices is something I'm pretty good at.
Whenever you read articles about what people would have done differently, they always wish they'd spent more time with their children when they were young. I didn't want to make that mistake, and, with Bliss, it had got to the point where I could do the job with my eyes closed: it wasn't a challenge any more. It was now part of a bigger company and I was having to justify my decisions all day long. I found it really boring and I knew that other people could do it as well as I could, because they were still excited by that everyday stuff. I did consultancy for them for a year.
It was the best decision, because you only get that time once. Now I'm back in the office every day, I'm sad that I don't see my son all the time, but I know that I like to keep my brain stimulated.
MY WORST DECISION...
The problem I've always had is that I hire someone and I compromise too much to meet their demands. For instance, they're coming from a different country and when they arrive they say they didn't realise that the rate of pay was actually tax-included or tax-excluded and they want to renegotiate - they can't live on what they agreed on. So you try to be flexible, but one flexible compromise turns into another, and then another. It is generally not the problem it seemed at first - it's the personality. There seems to be a certain type that does not want to be an easy-to-manage employee.
Now, I realise that before hiring, if it's difficult to get someone into the building even for the interview, then that's the dynamic I'm going to have the entire time. You have to realise that someone who wants to work as an employee and do what you need them to do would be willing to do that from the start of the interview.
Compromising too much to get certain people in is not a good thing. The lesson I've learned is: start as you mean to go on.
In today's bulletin:
Bank of England shocks by pumping in an extra £50bn
ITV slumps again - and takes £145m hit on Friends Reunited
Unilever's brands are back - but not P&G's
Carpetright turns it around as bed gamble pays off
Decisions: Marcia Kilgore of Soap & Glory and FitFlop