Emily Hartstone, the owner and CEO of From The Hart Management, LLC, had previously spent six years at an association management company with a strong focus on nonprofit organizations. When she first joined that company, Emily held the position of Director of Events and later earned a promotion to Vice President, where she oversaw the entire spectrum of operations.
Over time, Emily successfully expanded the company’s clientele to include both nonprofit and corporate entities. However, she felt a growing desire to pursue her entrepreneurial aspirations and decided to take a leap of faith by establishing her own business. Despite facing numerous challenges along the way, Emily can confidently say that venturing into entrepreneurship has been the most rewarding decision she has ever made for herself.
Below are highlights of the interview conducted between World’s Leaders and Emily Hartstone:
Describe who you are as a person, inside and outside of the workplace.
I grew up riding and training horses, and really, that was my entire life at the time. But when I was diagnosed with leukemia, I unfortunately couldn’t ride anymore and had to give up on that dream and explore other options. What happened next was either luck or fate (maybe both), but a friend of mine reached out to let me know there was an opportunity to work as an assistant to someone who was planning a 3000-person convention in Las Vegas. That was really the first moment I was completely immersed in the “beautiful chaos” of running an event, and I absolutely loved it! There were “fires to put out,” problems to solve, and people to keep calm, and I just loved the energy and rapid thinking required to bring the vision to life. Also, it didn’t hurt that my second event was a firefighter convention. I remember looking around at 10,000 firefighters and thinking: “Yeah, I could see myself doing this again.”
What do you value?
I value relationships, loyalty, and quality human beings with a strong work ethic. I also really value working with smaller companies because those kinds of clients will always remember how you stuck with them through the tough times. I’ve also found that customer service has disappeared even in the hospitality industry and is becoming even more difficult to find. So I really value providing quality customer service, not just to distinguish ourselves from the competition but also to elevate the standards of service within our industry. Also, can we bring back manners and, dare I say, chivalry? I really value some good old-fashioned human kindness and feel like the world needs more of it these days.
Which are the major services of the company and how do the company to get ahead in the competition? What value-added services does the company provide?
Association business management, consulting, event management, and production. We manage the day-to-day operations of non-profit organizations, and we stand out because we are willing to do whatever it takes to get the job done right. Most importantly, we’re not the “puppy mill” / people-pleasing company that says yes to every opportunity. In fact, we will even turn down new clients if it jeopardizes the quality of time we can spend with our current clients. We’re also proud of the fact that we have zero employee turnover, happy team members, and long-time clients who honestly feel more like family.
What are the most important aspects of a company’s culture? What principles do you believe in, and how do you build this culture?
I’m very aware that people have different styles of learning; some folks require a firm hand, while others need a little extra TLC. Being able to cater to each person’s needs is vital because it’s about understanding that maybe someone had a bad day and could use a little extra kindness right now. Also, Diversity, Equity, and Inclusion are super important to us, as are team dinners and social events to help our team feel more connected.
Give us your opinion on; do organizations rely heavily on individual heroics or team processes?
This depends on the industry and company culture. Sometimes it’s about both. But for the most part, it’s about giving credit where credit is due. Within the corporate environment, however, I’ve found there’s more focus on the individual when it should be based on the team because very few great accomplishments are ever achieved in a vacuum. Today, I think we’ve lost the narrative a bit when it comes to defining what achievement really is, and you don’t have to look far to find folks online glorifying sleep deprivation and burnout as the cost of achievement in modern business. What modern organizations need more of are the kind of leaders who understand that it’s not about finding the next “rock star” on your team; it’s about identifying the unique superpowers of everyone on your team and creating the ideal environment for them to thrive.
How do you balance your responsibilities as a CEO and your work as a business consultant?
That’s a tricky one, and to be 100% transparent, I’m still working on that magic formula for balance. But a lot of it has to do with time management and understanding that there is certainly a different “energy bandwidth” between the responsibilities of a CEO and a consultant. However, at the end of the day, I think because I live and breathe this work, it comes down to me being honest with myself about what I can realistically accomplish during a given day. I rely on my team to assist with the consulting and honestly think of them as my family, and without that level of cohesion and trust between us, there would be no balance to speak of. So, it’s a mix of prioritizing the high-level tasks that need my immediate attention and learning to delegate the rest effectively so I can be fully present and energized for my consulting work. Another thing that also helps me manage all the things and stay grounded and organized is the Silva Method of meditation, which I do every day. If you haven’t heard of it, I highly recommend it.
What advice would you give someone going into a leadership position for the first time?
Remember what your experience was like when you were not a leader and how it felt to be annoyed, disappointed, or even betrayed by senior leadership. This process is similar to being a parent, and it really starts by asking yourself what kind of leader you want to be. If your plan is to embark on a glorious power trip to fulfill your ego, this mindset is almost guaranteed to create a negative company culture that will sabotage every attempt you make to build something meaningful. Remember to stay humble, take ownership of your mistakes, and look for opportunities to empower your team.
