Looking back before I move forward

John Lehal
Sep 9, 2018 · 4 min read

I feel immensely fortunate to have had a great career so far. After seven years working in consultancies; eleven years launching, growing then selling Insight; and nearly two years following our acquisition, it’s time to take a break.

Over the summer I’ve been reading Linda Gratton’s Hundred Year Life. In her book, Linda talks about moving away from the traditional three stages of education, work, and retirement, towards something more fluid where people take time out, retrain, and do something different. I’m privileged to find myself in a place where this isn’t just a theoretical proposition for the future, so I can take a bit of downtime to decide what’s next — I’m just not sure what that is right now.

While I work that out, I’m spending time focusing on political campaigns I’m passionate about (Brexit, BAME inclusion, homelessness); supporting the charities I am involved in; writing about things where I think I can make a difference; and being at home more, as the little Lehals won’t be little forever…

Launching, growing, then selling a consultancy has been a terrific experience, and one I wouldn’t hesitate in recommending to anyone ambitious and hard-working. There have been plenty of challenges and sacrifices along the way: your weekends are interrupted by calls and work; your family holidays are shared with your laptop; you regularly doubt yourself and ask whether you’re good enough; and no matter what you preach about a work-life balance, that new business meeting trumps being at sports day. Alongside this, you juggle being the CEO with being the Finance Director, Business Development Director, Operations Director, and HR Director; your clients love your work but delay paying your bills. And most importantly, the buck always stops with you. As much as you empower people, give them autonomy and the freedom to make mistakes, any problem eventually becomes your problem.

I was speaking at a seminar recently targeted at people in their early career and was asked what three lessons I would give myself starting up a consultancy today. I was a bit flummoxed at the time, but with the benefit of a bit of time and thinking about it I wanted to share my thoughts, so here goes:

Number 1 — Only recruit people smarter than you, and never go for the obvious candidate

Whenever he set up a new office, David Ogilvy sent the GM a set of Russian dolls. In the smallest one he’d write a message to the effect that if all you do is hire people less clever than you, then you’ll only get smaller. However much you rate yourself, you can’t do it alone. Smart people are your path to growth. And those people aren’t just the ones who went to the best school, then Oxbridge (they’re expected to do well) — take a risk with the person from a disadvantaged background who worked in a restaurant at weekends while studying, who took time out to care for their sick sibling. That’s the person to hire. Trust them, empower them, take an interest them, reward them, look after them, watch them flourish, be happy for them when they decide to move on, and keep in touch once they do. That’s what drew the most satisfaction for me, far more than winning a big client ever did.

Number 2 — Don’t doubt yourself, and keep your eye on the prize.

You may look at your peers and think they are better than you. Some people may even be waiting for you to fail. Don’t be intimidated. Think back to that grit and determination at the start that made you think you could do it better. Remember that call to your bank manager or the decision to increase your mortgage to finance your business. The encouragement of that client who told you to go it alone. Don’t ever consider quitting — you are a lot better than you give yourself credit for. Yes you’ll make mistakes, you’ll lose contracts, people will leave. Don’t make it personal, dig deep and find resilience. Surround yourself with people who are as hungry for your success as you are. They say it’s lonely at the top — but partners, parents, family, friends want you to thrive — get them to remind you of that when it’s a struggle.

Number 3 — Be in the business of business for good.

I made a decision at the outset of setting up Insight that we’d have a high profile in the industry, be a great employer and reward staff well, and be unafraid to say we were amongst the best. Again, that mind set says something about you. But you’ve not done this before so there will be times when you’re unsure. Be unafraid to ask for help and advice. I never saw them as my competitors, they were my friends, and friends help each other. Act with integrity — your reputation is hard won. We helped charities that otherwise couldn’t afford our fees. We took our responsibility to help people without the networks and connections into the industry. We respected our suppliers and paid them promptly. Your conduct in business is a reflection of who you are — don’t let yourself down. You didn’t get where you are without the help and encouragement of others, so always look back and help those coming behind you.

The highlight for me throughout my consultancy career has been working with a team of super-smart colleagues, clients, and contacts, and watching them flourish. I’ve seen them get married, start families, buy their first home, and sadly lose family members. I may not be working with them today, but they’ll be my friends for a long time to come, so let’s stay in touch.

As I’m writing this, in this post I’m also paying tribute to the family and friends who supported and encouraged me — thank you.

If you think you can do it, you can do it.

John Lehal

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John is a charity chief executive and political activist