G10 Blog
  • Register




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  This email address is being protected from spambots. You need JavaScript enabled to view it.

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

# # #