This isn’t usual anymore…

Originally sent exclusively to The Letter subscribers on October 27th. Want to be the first to get my personal newsletter in your inbox every Monday at 7am? Subscribe for free here.

Morning gang,

Running a broad range of companies has changed my leadership style - it had to.

You can’t have over 2,000 people all around the world, as we do now, and still expect to operate with the same maverick approach you had when it all began.

I’ve often said when teams get beyond 6 people then 12 people changes occur. 

The past six months have been relentless.

Rising business rates, soaring service costs, struggling families, and the ever-growing burden of taxes have hit from every direction.

Heavy is the head that wears the crown.

Every single day, I have to show up. These challanges have taken me off one of the silent profit killers of businesses.

Team culture and attitude. 

This is so important and it’s not some woo woo subject matter - it’s everything. 

On Friday alone, another £1.5 million left our bank accounts in salaries and overheads.

So making this investment in people become a real ROI is about making teams super successful. 

It was this week I realised that, technically, I haven’t paid myself for two years - not as the leader of my companies. 

I’ve been turning up, giving it my all for my team to keep it all going. 

I’ve sold properties and put the money straight back into the business. I’ve borrowed and personally guaranteed millions.

It’s not that we don’t make money - far from it. But when you’re growing, every penny goes back in, and then some and I hadn’t planned for Rachel’s stealth taxes. 

I’ve been living off my property rentals and reinvesting any spare cash to build, tinker, and improve.

Rather than living a life of luxury, I’ve chosen to give the company everything I can.

And it’s needed it. Many hospitality businesses like mine are contracting right now. I’ve been doing everything possible to keep things running smoothly and everyone happy.

The trouble is - things aren’t “usual” anymore.

Business isn’t what it was 24 months ago.

Models have to change. You have to find ways to operate with lower costs, to do more with less - just to stand still.

You need to be the kind of leader who communicates this clearly and brings people with you. That’s difficult. 

I know I need to do better at building culture now more than ever, when it’s so tough across our companies and a tougher economy.

Those who work closely with me get it — they see me every day.

But I know we need to work harder on communication across the wider team.

When I tour our businesses, I see signs of “just enough” and “not enough” .

I see people working against the cause and working below the line.

(blame, excuse and denial behaviour traits - the death of a company) 

Leaders and good team members, on the other hand, look for ownership, accountability, and responsibility.

You build a company with your leadership - then you build a collection of captains who must all sing from the same hymn sheet. That’s the only way.

If it’s tough, explain why. Be honest: if it’ll take three years to get better, say so. Don’t sugar-coat it.

But make sure your toughness isn’t used against you. That’s what’s happening to me right now - I can sense it. Some are using my strictness on spending as an excuse for sloppy practices that can ruin a business.

I debated sending this letter but  I know these things happen and I share these letters to help. 

Good captains back you up - they don’t spread toxicity. I’m lucky to have great people around me to help sail through choppy seas. When the time comes, they’re the ones who’ll be rewarded.

Ultimately, great people defend you and deliver for you when no one is watching. If you have those people, hold them close.

Here’s what you need to work on. It’s tough being the big cheese - and you’re only human - but don’t be bitter, be better.

Your mood sets the culture of your company. Don’t be a mood hoover.

Cry in private. Get angry in private.

You’re on stage - you have to perform.

Keep a close circle of those you share your toughest thoughts and feelings with.

1. Your energy is contagious.

If you’re stressed, everyone feels it and reacts accordingly. If you’re focused, happy, and driven - your team will follow that lead.

2. Make decisions - start now, get perfect later.

(Sales before operations, then operations as soon as cash flow allows.)

Great leaders act with 80% certainty and adjust as they go. Don’t dither or delay. Momentum is infectious. Planning paralysis kills dreams.

3. Never stop looking for talent. Who not How. 

Replace yourself as soon as possible, buy in other people’s 10,000 hours of practice. Promoting people beyond their ability is a mistake. If you come across genuine talent and you think they’ll move you forward- take them on. They’ll pay for themselves quick smart. 

4. Embrace change.

The world is constantly innovating. If you don’t innovate, you’ll evaporate. Remember though: it’s evolution, not revolution.

5. Deal with issues early.

“The issues you avoid dealing with today become the fires you’ll fight tomorrow.”

6. Delegate the outcome, not the method.

Tell people what success looks like, then step back and let them figure out how to get there.

Then, make sure you have ways to audit your companies.

7. What you tolerate becomes your standard.

Attitude beats skillsets.

Sweat the small stuff - it makes the big stuff easier.

Your silence on poor behaviour sends a louder message than any speech about company values.

I’ve been disappointed recently to see standards slip in some of my businesses, things like untidy uniforms, poor phone etiquette, or missing name badges.

It might sound trivial, but the best schools with the best results always have great uniforms and high standards in the small things. Companies are the same. 

Never let lack of cash flow be an excuse for a clean uniform or missing name badge. 

8. Have awkward conversations quickly.

Delaying feedback only makes problems worse and conversations harder. Get the wrong people off your bus - and yes, that’s hard if you’re a nice person.

9. Let facts change your mind.

Admit when you’re wrong. It shows your team it’s safe to be human and make small mistakes. When someone presents a better idea backed by facts - be proud they changed your mind.

10. Invest in growth - yours and your team’s.

When your team grows, your business grows. Their development is your competitive advantage.

When you get better, your business gets better.

Till next week, I’ll see you when I get my glasses.

Quote of the week:

“Don’t wish your life was easier, wish you were better.

Work harder on yourself than you do on your business.”

Two corkers there from my boy Jim Rohn.

To your continued success,

James

PS. Our first event of the year is fast approaching. If you’re interested in oodles more customers in 2026 and want to spend the day with me showing you how. Find out more information here.