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7 Ways Super Productive People Use the Holiday Season to Get Ahead (Despite All the Partying)

It's easy to get lazy and distracted with all of the festivities. Try leveraging the season for success with these tips.

How to use the holiday season to get ahead!! #GTenArticles #GTenBlog

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G-Ten On What Separates Leaders From the Rest

FOR IMMEDIATE RELEASE

G-Ten

www.g-teninternational.uk

G-Ten On What Separates Leaders From the Rest

GLASGOW, UK, December 2015 – If you’re serious about leadership, serious about being a leader that your team, customers and stakeholders can be proud of, you should understand that it all comes down to how you approach decisions. Leadership is about bringing order to chaos, fighting ambiguity and staying true to your company’s—and your own—principles.

The thing successful leaders have in common is their ability to make difficult decisions quickly and to remove doubts. They take uncertain, amorphous situations and turn them into opportunities. Real leaders are defined by what they do, not who they are.

That runs contrary to a lot of teaching these days. There’s a cottage self-help industry that will tell you how many hours of sleep you need, how much exercise to get or what books to read, but it’s usually a load of crap, peddled by people who have never led anything more than a conga line.

It’s not that easy. Managing people, selling products and staying innovative requires decision-making, not eight hours of REM sleep. Every company, from startups to the largest corporations, faces ambiguity. Leaders need to decide whom to hire, which customers to target, which products to develop and how to market them. Some of these decisions are life-or-death while some lean toward the mundane. But none are easy. There is rarely a right or wrong outcome. Most choices come with some degree of risk.

Think of the worst CEOs. Almost all their failures came from a hesitancy to make decisions. That means not setting a clear vision for the company, not dropping a customer who was taking up too much time and resources for too little revenue, not responding to new technology or competitors’ innovations, not firing a problem person. Rather than rising to the challenge, such CEOs simply choose inaction.

Of course, you could make the wrong decision. But the danger lies more in allowing ambiguity to fester than in the consequences of a poor move. Rather than look at leadership as an all-or-nothing, born-not-made equation, the answer is simpler. Train yourself to recognize chaos and to hate it the way nature abhors a vacuum. It won’t matter if you decide you need a team of great people to tackle a problem, or if you just want to do it yourself. It doesn’t matter if you approach an issue with absolute certainty or with a healthy amount of self-doubt. No one will care if you create a clear communication plan or keep your reasons to yourself. Just make a decision—unambiguously, and without shame or worry.

For additional information, contact a member of the G-Ten administration team at [email protected]

G-Ten’s Mission: “Loyalty to our Customers, Results for our Brands”.

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G-Ten On What Separates Leaders From the Rest. G-Ten www.g-teninternational.uk G-Ten On What Separates Leaders From the Rest GLASGOW, UK, December 2015 – If you’re serious about leadership, serious about being a leader that your team, customers and stakeholders can be proud of, you should... - PR12517296

Want to separate yourself as a leader? Read on!!#GTenPress #GTenBlog 

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G-Ten Share How to Create a Culture of Resilience in Business

FOR IMMEDIATE RELEASE

G-Ten

www.g-teninternational.uk

G-Ten Share How to Create a Culture of Resilience in Business

GLASGOW, UK, December 2015 – CEOs, founders, and senior executives all face similar challenges no matter what industry they’re in: building talent, scaling the business, and reacting quickly enough to change.

When you start a business the only thing you’re worried about is keeping your head above water -- paying the bills and generating revenue. That’s it. However, as your company grows more and more successful and demand increases (ideally), the need to scale organizational competencies grows with it. If you haven’t established the right norms, that’s when you look back and go, “Uh oh. We need to change how we do things around here.”

Don’t let it get to that point. Starting a company is one thing; starting it right is another. Just as a house requires a strong foundation to support its infrastructure and withstand unexpected catastrophes, startups are no different.  To start off on the right track apply the below practices beginning day one of your new venture:

1. Share your toys.

Being transparent about decision-making and the criteria used to arrive at those conclusions serves three things. First, it helps others understand your thought process so they can learn and adopt (or not) for themselves. Second, if Joe knows how Sally two levels above him arrives at a decision, then it empowers Joe to feed Sally the right information she needs and ignore the impertinent, thus saving time. Finally, honesty builds trust.

2. Communicate consistently.

You can over-communicate, or under-deliver, but the choice is yours. When team members are consistently provided feedback on their performance, roles, responsibilities and expectations, there’s no ambiguity about where they stand; they can focus with laser-like precision on any points that exist without stressing about the unknown. Remember, though, that there’s a difference between micro-managing and overly communicating. Micro-managing is about control; over communication is about awareness. Don’t be the micro-manager everybody loves to hate.

3. Hire for fit.

Hire for character, train for competence, coach for performance. The people you associate with and with whom they associate all fuse together to create the culture and brand that others will either pursue or purposefully avoid.

4. Define winning.

Along the lines of transparency comes a shared definition of winning. Everybody, across all business units, needs to know how the CEO defines success so they can map their efforts toward it. Unclear language or an absence of clear metrics create unwanted ripple effects that put large burdens upon frontline team members trying to navigate uncertainty. Just as people need personal development every day, so too do organizations require daily cultivation to sustain a culture of excellence. Start today, but continue every day.

For additional information, contact a member of the G-Ten administration team at [email protected]

G-Ten’s Mission: “Loyalty to our Customers, Results for our Brands”.

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