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被公司开除没啥可怕,这位女高管在30岁前被开过两次

Grace Donnelly 2017年11月22日

事业刚刚起步时,你会觉得在这个位置上的并不是自己。但你获得的经验往往会带来一些更有意思的东西。

莎拉·罗勃·欧哈根30岁前被解雇过两次。

第一次是她在百货公司Virgin Megastores担任营销负责人一年后,理由是“过于自大”。第二次被解职是在游戏主机厂商雅达利的营销部门。

她说:“我甚至都不喜欢游戏。”

实际上,欧哈根在自己的领英主页上以令人难以置信的坦白描述了自己的失败经历。对于在雅达利的工作,她的第一句话就是“一败涂地。”

作为Equinox健身俱乐部前总裁、动感单车健身连锁Flywheel Sports现任首席执行官,欧哈根说当时她陷入了困境但不愿寻求帮助,不过在雅达利的经历让她意识到自己的可转移技能很有价值。

不久前,欧哈根在加州Laguna Niguel的《财富》下一代最有影响力女性峰会上接受了《财富》杂志编辑帕特里夏•塞勒斯的采访,她提出了一条简单的职业发展建议,那就是选择自己关心的东西。

她说:“事业刚刚起步时,你会觉得在这个位置上的并不是自己,”但你获得的经验往往会带来一些更有意思的东西。

欧哈根的事业轨迹从航空转向零售领域,她先后进入了Virgin Megastores、雅达利、耐克、百事公司和Equinox。如今作为Flywheel Sports负责人,她说这是“我以往所有职业发展的交汇之处”。

Flywheel Sports本周发布了家用动感单车Fly Anywhere,从而与表现出色的初创公司Peloton更直接地展开竞争。

但欧哈根不久前表示,Flywheel Sports的重心不是和Peloton的家用动感单车或者Equinox旗下的SoulCycle针锋相对,而是满足其核心客户群体的需要,这部分客户是参与高强度竞赛的运动员,最关心的是可计量性。

欧哈根工作过的一些企业曾登上《财富》最受赞赏公司排行榜,而且有几家多次上榜。在创立受人热爱的品牌方面,她想和大家分享自己最主要的三条经验:

  • “为一些顾客做出精彩表现,而不是为许多人表现平平。”以航空业为例。没有人会为某一家航空公司感到激动,或者对它特别忠诚。欧哈根说这源于这些品牌对待顾客的方式。
  • “不要被竞争分散注意力。”相反,欧哈根说要继续全力以赴地为核心客户创新。
  • “不要去看[顾客]有怎样的行为,而要知道其中的原因。”欧哈根说,虽然许多人都认为动感单车是一种健身方式,但看看人们锻炼身体的动力就会发现不同点。SoulCycle的动力源于其社交性,Flywheel Sports的目标群体则是希望进行自行车比赛的人。(财富中文网)

译者:Charlie

审校:夏林

Sarah Robb O’Hagan got fired twice before she turned 30.

The first time was after one year in the lead marketing position at Virgin Megastores for being “too cocky.” The second time she found herself unexpectedly out of a job was after she’d been working in the marketing department at Atari.

“I didn’t even like video games,” she said.

In fact, O’Hagan has been incredibly frank about her missteps on her LinkedIn page. Her description of working at Atari starts with: “EPIC FAIL.”

The former Equinox president—now the CEO of Flywheel Sports—said she was in over her head and unwilling to ask for help, but that the experience at Atari led her to recognize her valuable transferable skills.

In an interview with Pattie Sellers at Fortune’s Most Powerful Women Next Gen Summit in Laguna Niguel, Calif. on Tuesday she offered some simple career advice: Pick something you care about.

“Early in your career, you think you’re in this place that isn’t you,” she said, but the experiences you acquire often add up to something more interesting.

O’Hagan’s trajectory took her from the airline industry to retail at Virgin and Atari to Nike, PepsiCo, and Equinox. As for her current position as the head of Flywheel Sports, it’s “this intersection of everything my career has been building towards,” she said.

The company is announcing an at-home bike system this week called Fly Anywhere, putting it in more direct competition with rising startup success Peloton.

But O’Hagan said Tuesday that rather than going head-to-head with the indoor exercise bike company or with SoulCycle (which is owned by Equinox), Flywheel is focused on catering to a core consumer group of hyper-competitive athletes who are most interested in accountability.

After working at a number of companies that have appeared on the World’s Most Admired list — some more than once — she wanted to share three of the biggest lessons she’s learned about creating a brand people will fall in love with:

  • “Be spectacular for a few consumers, not average for many.” She pointed to the airline industry as an example of what not to do. No one is excited by, or particularly loyal to, any one airline and she said this comes from the way the brands treat customers.
  • “Do not get distracted by the competition.” Instead, O’Hagan said, continue to relentlessly innovate for your core consumer.

“It’s not about looking at how [consumers] behave, it’s about understanding why.” While many people think about cycling as a modality, differences emerge when you look at the what motivates people to exercise, she said. The SoulCycle experience is driven by the social aspect of the workout, while Flywheel targets participants who want to race against each other.

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