GS Guy Singh-Watson On James Reed: all about business

“I do remember her once saying, Guy, you need to be gratuitously offensive less often. And when you are, you need to recognise it and apologise quickly and publicly.”

James Reed: all about business · October 2026

“I do remember her once saying, Guy, you need to be gratuitously offensive less often. And when you are, you need to recognise it and apologise quickly and publicly.” — Guy Singh-Watson, James Reed: all about business

Singh-Watson was recalling advice from a coach who had watched how he behaved at work. He said he had known his company had cultural problems without thinking they could be his, and that learning to apologise changed things.

James Reed: all about business · 2026-10-05 Listen to the episode → More from Guy Singh-Watson →

Transcript

James Reed: all about business Around 28:22 into the episode
Speaker 2

I think she was, you know, takes a lot of credit. My wife gets a bit annoyed. I give her all the credit. My wife takes

Speaker 1

some as well. Get

Speaker 2

some of the credit as well. But I guess holding the mirror up to me, she would sometimes witness my behavior. And I do remember her once saying, Guy, you need to be gratuitously offensive less often. And when you are, you need to recognise it and apologise quickly and publicly. And I can't help noticing how I think I was quite poor at apologising. And actually, a genuine apology, you have to believe what you're saying, but it's actually a really easy thing to do when you learn how to do it. And it just changed the room. The fact that I could acknowledge that I'd got it wrong and I'd learned and I'd move forward meant that other people could. And it just really, it did really radically change. I knew that we had cultural problems at Riverford. I didn't think they could possibly be my. But they absolutely were. They started at the top. And I think she recognised that and says, you know, we've got to deal with you first, guy, and then we'll work on everyone else.

Speaker 1

So the culture of the company changed as a result of your behavior. And this was changing.

Speaker 2

This was whilst we were approaching employee ownership. Yes, I think so. They used to call it the Riverford crane. You know, someone would just pick you up and toss you out the window. You were collateral damage. You were gone. It was. I mean, there were good things as well. I'm painting quite a bleak picture. I mean, I think it was quite inspirational. I mean, as a lot of those Maverick entrepreneurs are, they tend to inspire people and lead people, but they often lead them in the wrong direction.

Speaker 1

What I'm thinking, this thing is that you said earlier that a lot of decision-making is actually emotional.

Speaker names from our own diarization · position estimated from where the line sits in the episode

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