How to Build a Business with Balls

I’ll never forget the time a junior IFA at Hoxton came to me and asked if he could work from home a few days a week.

Without a second thought, I told him NO…

It wasn’t a popular response. Working remotely may be the “new normal,” but I have seen the detrimental impact on learning and development for our junior advisers - the results were not great!

And I had no interest in creating a culture where that was compromised.

My reasoning was simple:

To become a great IFA, you need hands-on learning, observation, and an opportunity to absorb the culture by being around seasoned professionals.?

There’s no getting around it - operating from home will not cut it!

That’s not a view I’m willing to compromise on—and honestly, being unafraid to stand by that decision has served us well.

What I’ve learned over the years is that sticking to your values isn’t just useful—it’s essential for growing a successful business.

If you are always trying to be the “nice guy” and compromise on your values to please everyone around you, you’re putting your career and your company on the line.

The pressure to please everyone is career suicide

Today, the pressure to be a “nice guy” in business is stronger than ever.

With social media and public opinion always lurking in the background, every decision we make as leaders can feel like it’s being watched, scrutinised, and analysed.

One wrong move, and suddenly, you’re “toxic,” “uncompromising,” or worse.?

The pressure to avoid these labels can drive leaders to make choices that are softer, easier, and frankly, detrimental to the long-term health of the business.?

But the fact is, building a successful business is about making decisions based on what’s best for the company—not what’s going to make you the most popular person in the room.?

And, trying to be all the time is a recipe for a weak, unfocused business that lacks direction.?

To put it simply:

People-pleasing is business suicide. And the best way to serve your clients, team, and stakeholders is to stand firm on what you know is right and what you believe in.

So, how do you find that balance? It’s all about having willpower and character.

The power of a backbone in business

When you’re growing a business, you’ll hear every opinion under the sun about how things “should” be done. But If you want to create something strong, scalable, and successful, you need to be willing to stand firm in your beliefs and be very selective about who you listen to.?

The Hoxton example is clear:?

We don’t do work-from-home days for our junior team members because we know that time spent in the office, learning face-to-face, is a huge part of their development.?

That’s not a viewpoint that’s going to earn universal applause. But If you’re constantly worried about being liked, you’re on a slippery slope that leads to fear-based decisions.?

You’ll find yourself constantly adjusting your actions to fit others’ expectations, rather than following a clear, strategic path forward.?

But I can tell you, after years of scaling Hoxton to a firm that managed over $2.5 Billion AUM, that real success doesn’t come from trying to be everyone’s friend—it comes from having the courage to make hard choices and stand true to what you believe.

And if that means sometimes you end up being the “villain,” so be it.?

In fact, it’s a badge of honour for any real entrepreneur.

Your culture isn't for everyone - and that's a good thing

Bridgewater Associates is one of the largest investment firms in the world.

Ray Dalio, the founder, is famous for his radical transparency policy, a culture where anyone in the company can give direct, honest feedback to anyone else.?

It’s intense, it’s demanding, and it’s not for everyone. But that’s the point. If you can’t handle that level of open communication, Bridgewater isn’t the right place for you.?

And that’s fine.

By saying no to a more “comfortable” culture, Dalio has built a team that is deeply aligned with his values. It’s a powerful example of how having a clear vision and enforcing it is one of the best ways to build a strong team.?

As Ray says in the book Principles:?

“A culture and its people are symbiotic – the culture attracts certain kinds of people and the people in turn either reinforce or evolve the culture.”

When you’re unapologetic about what your company stands for, you create an environment where the right people will thrive and contribute to the positive evolution of your organisation, and the wrong ones will automatically filter out before they join you and become a problem.

Having a business with a backbone isn’t a barrier—it’s a filter that ensures only those who genuinely believe in the mission will stick around.?

And that kind of commitment is invaluable.

Inclusivity is not all it seems?

There’s a big difference between encouraging diversity and forcing inclusivity of every idea and preference.?

At Hoxton Wealth , we value diversity in all its forms—race, gender, socioeconomic background, and professional experience.?

We want people from all walks of life because they bring unique perspectives that make our business stronger.

But we’re also clear on what we stand for:

Hard work, dedication, respect, and a commitment to growth.

Everyone at Hoxton needs to be on board with these core values. We don’t dilute our culture by bending to every preference or opinion.

Forcing inclusivity, in the sense of accommodating every individual’s unique work style or value system, creates chaos and, ultimately, conflict.

At Hoxton, we know who we are and what we stand for, and we welcome anyone who shares that vision—no matter where they come from or what their background is.

The takeaway: clarity over popularity

You’re not going to please everyone.

And that’s okay. When you’re building something meaningful, you need to be clear on your principles and stick to them.

As you grow your business, don’t dilute your values just to make everyone happy. The people who are meant to be part of your journey will respect you for it. This is one of the main reasons as businesses grow they loose themselves, its because they stop practicing the values that made them great in the first place.?

Use your commitment to your values as your guide, even if it’s unpopular.

When you have that level of clarity and conviction, you build a business with balls—you build a legacy, a real culture, and a career you can look back on with pride.

In the end, being the “bad guy” to some people isn’t a bad thing.

It’s just a sign that you’re sticking to what you believe in. And that’s exactly how you create a company worth working for.

Thanks for reading Don't Shoot The Messenger

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Also - I love to hear your thoughts in the comments. How to you balance pleasing everyone vs staying true to your values?