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  • 30 Signs G10 Believe Show You Are Ready To Run Your Own Business

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    G10

    www.g10glasgow.co.uk

    30 Signs G10 Believe Show You Are Ready To Run Your Own Business 

    GLASGOW, UK, July 2014 – You already know that launching a company can be an intimidating process requiring tons of hard work. But the question has been lingering with you day and night. Maybe you're just unhappy with your current position. Perhaps you've always dreamed of being your own boss or maybe you just need a drastic change in your life.

    Regardless of the exact scenario, here are 30 signs that you may be seriously ready to start your own business: 

    1. You're always thinking.

    2. You’re passionate.

    3. You’re independent.

    4. You’re motivated.

    5. You’re organised.

    6. You feel a need to help people.

    7. You're certain that you can build a better company. 

    8. You feel stuck at your job

    9. You want to make a name for yourself.

    10. You have always wanted to be your own boss.

    11. You can afford to take risks.

    12. You possess an incredible work ethic.

    13. You crave uncertainty.

    14. You always see potential.

    15. You want to be part of a team. 

    16. You hate working for others.

    17. You want to create jobs.

    18. You're creative.

    19. You need to inspire.

    20. You don’t mind getting your hands dirty.

    21. You're seeking a new challenge.

    22. You're able to solve problems.

    23. You like to acquire new skills and knowledge.

    24. You don't mind multitasking.

    25. You're not afraid of failure.

    26. You relate well to people.

    27. You’re a born leader.

    28. You’re a thrill seeker.

    29. You're ready to break free.

    30. You've always wanted to do something you enjoy.

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.  

    G10’s Mission:“Loyalty to our Customers, Results for our Brands”.

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  • About G10

    Welcome to G10: Glasgow’s fastest growing Event sales, Marketing and Advertising Company.Established in 2006 by CEO George Kennedy, a former Wiseman's dairy worker from the age of 16-25 where there was zero opportunity for progression, hit a glass ceiling and decided to get out of the rat race. Working for national minimum wage did not appeal to George. He always knew that he was an average person but also possessed the above average desire to succeed. As a result of this, he entered a Business Development Programme. As George didn't excel academically, he was much more of a hands on person. This meant that when it came to working, he learned much more by taking a proactive approach. Within 12 months of this Business Development Programme, George had gained more skills than 4 years at college, university, or any other work place could have offered. G10 are proud to announce we are now ILA registered. Meaning working for us now means you get a recognised qualification for Introduction to sales & customer service as well as full training. G10 has grown over the years to having 4 locations in the UK, 3 in South Africa and the latest opening of Guadalajara in Mexico making us an international sales, marketing and promotions company. We are looking for individuals who have the winning and competitive attitudes to join our award-winning team.

  • G10 Announce 2015 Expansion Plans

    FOR IMMEDIATE RELEASE G10 www.g10glasgow.co.uk G10 Announce 2015 Expansion Plans GLASGOW, UK, December 2014 – CEO George Kennedy has announced this week that the G10 team have plans to expand the business in 2015. Working in Health & Beauty and other industries, G10 strengthened their affiliation to a whole portfolio of clients in the final quarter of this year and as a result there is now an increased demand on the Sales and Marketing department of the business. G10 have launched an online recruitment drive which they hope will help them to find the skilled new talent that they need. With an in-house training program it shouldn’t be long before G10 are on the way to hit Q1 goals and their larger expansion goals for the year. Along with expanding the Glasgow headquarters, G10 are planning on branching out to other cities in Scotland, increasing their client base and seeing a 350% rise on this year’s annual profit report. They will be announcing quarterly updates. For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it. G10’s Mission: “Loyalty to our Customers, Results for our Brands”. # # #
  • G10 Answer The Question: Why Entrepreneurship?

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    G10

    www.g10glasgow.co.uk 

    G10 Answer The Question: Why Entrepreneurship?

    GLASGOW, UK, September 2014 – If you’re an entrepreneur you have heard the million reasons not to go into business: it’s too risky, you might go into debt, you’ll probably lose sleep, your social life is kaput, and the list goes on. But even with all these uncertainties, people are still attracted to it. There are just as many, if not more reasons to take the leap and go into business for yourself.  Here are just a few from MANA Group:

    1. Spare time.This one can take some time. Initially you’ll work longer hours for less pay. But if you do it right, you could start to master your schedule and the freedom that being an entrepreneur provides is awesome. 

    2. Pride. When you build something successful, it’s a great feeling. 

    3. Job security. Have you ever been laid off, downsized, or fired? If you have, you get this. With entrepreneurship the security lies in the fact you are your own boss. You run the show and don't have to worry about getting let go.

    4. Doing good. While this isn’t exclusive to entrepreneurs, it’s definitely a perk. You can sponsor a charity, a non-profit or just personally give back to the community.  This is quite honestly one of the best parts of being an entrepreneur.

    5. Novelty. Starting your own business will ensure you’ll always be facing new challenge and experiencing something new.

    6. Mentorship. Having mentors and getting to be a mentor may be some of the best experiences of your life.  Learning from the masters and getting to help those less experienced than you gives you such a sense of satisfaction.

    7. Becoming an expert. This point goes along with mentorship. Regardless of what you do as an entrepreneur, if you stick with it, you’ll probably become very good at it. 

    8. Skills. While developing new skills can be tough and takes times, it can pay off in spades.  These skills will be invaluable throughout your life.

    9. Financial independence. Let’s be honest, this is probably the biggest reason people get into business for themselves. And that’s a good thing!  You should want financial independence.  However you define financial independence – retirement stockpile, unlimited cash potential or having the money to buy what you want -- entrepreneurship can allow you to achieve it. Trust me, money doesn’t buy happiness, but it does make finding happiness much easier.

    10. Create jobs. There’s nothing like the satisfaction of knowing you’re responsible for the success of your team. Your ideas provided them the opportunity to earn a living, provide for their family and fulfill their own dreams.

    11. Your reason. This is MANA Group’s list of why you should get into business. But all that really matters is your reason to start your own business.  So, what is it? 

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission:“Loyalty to our Customers, Results for our Brands”.

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  • G10 Ask: Are You An Entrepreneur?

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    G10 Glasgow

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    G10 Ask: Are You An Entrepreneur?

    GLASGOW, UK, May 2014 – Entrepreneurship is hard, both physically and emotionally. Doubt, anxiety, despair--along the way, every entrepreneur struggles with those feelings.

    So why are entrepreneurs willing to face the vulnerability, the emotional ups and downs, and the risk of public and private failure? Easy. They have no choice.

    The voice in their heads is louder than every other voice they hear. Others may doubt. Others may criticize. Others may judge and disparage and disapprove. You may respect the opinions of others but you believe in your abilities, your will and perseverance and dedication. You believe in yourself. And that makes you want to live your life your way and not anyone else's way.

    They believe that how they play the game truly is more important than whether they win or lose. If you're an entrepreneur, you'd rather fail on your own terms than succeed on someone else's. You'd rather reach for your own future than have your future lie in someone else's hands. You're driven to win. But you want to change the rules, create your own playing field.

    They don't make choices--theycreate choices. Most people simply choose from Column A or Column B. Entrepreneurs glance at A and B and then often create their own Column C. And that's why they often accomplish the inconceivable--because to entrepreneurs, that word truly doesn't mean what everyone else thinks it means.

    They enjoy succeeding through others. Talent is obviously important, but the ability to work together, check egos at the door, and make individual sacrifices when necessary is the only way any team succeeds. And that's why entrepreneurs focus on the individual rather than the position, the team rather than the hierarchy, and most important, from gaining happiness and success from the happiness and success of others.

    They don't need to be disciplined, because they can't wait to do all the things that bring them closer to achieving their goals. Discipline often boils down to finding a way to do the things you need to do. Entrepreneurs can't wait to do the things they need to do. They have goals and dreams, and they know every task they complete takes them one step closer to achieving those goals and dreams. Work is exciting. Work is fulfilling. Work, when it's meaningful and fulfilling, is living. And that's why.

    They don't want to simply gain a skill and then live a routine. Some people work to gain a skill or achieve a position so they can relax, comfortable in their abilities and knowledge. They've worked hard and are content. Entrepreneurs see acquired skills as a foundation for acquiring more skills. Entrepreneurs see achievements as platforms for further achievement.

    They're fans of other entrepreneurs. Working for a corporation means personal success usually comes at the expense of others. If you get promoted, someone else does not. Entrepreneurs, on the other hand, love when others succeed. They know the pie is big enough for everyone. Entrepreneurs see the success of other entrepreneurs as exciting and inspirational and as validation that creativity and hard work do pay off.

    They think,Why not me?Regardless of the pursuit, success is difficult to achieve. That's why we all fail sometimes. And when we do, it's easy to decide events were outside our control. It's easy to feel depressed and wonder, Why don't I ever get the opportunities other people get? or Why aren't my friends more supportive? or Why can't I catch a break?

    In short, it's easy to think: Why me?Entrepreneurs ask a different question: Why not me? Entrepreneurs don't assume successful people possess special talents. They see successful people and think, That's awesome, and if she can do that, why not me?

    Good question: Why not you?

    If you think about it, there is no real answer, because when you're truly willing to not just dream big but also to try incredibly hard, there are no reasons you can't succeed--at least none that matter to you.

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission: “Loyalty to our Customers, Results for our Brands”.

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  • G10 Ask: Are You Making These Mistakes At Work?

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    G10

    www.g10glasgow.co.uk 

    G10 Ask: Are You Making These Mistakes At Work?

    GLASGOW, UK, August 2014 – How many of these communication fails have you committed? Recognise where you're coming up short--and find out how to change.

    G10 have discovered that these are the five biggest mistakes that people make at work, and share suggestions on how to fix them:

    1. Handling Upsets Poorly

    If you’re an overly motivated worker, dealing with setbacks at the office can be daunting. When you feel you have made a mistake it can then stop you from moving ahead. It’s unrealistic to believe you’ll never make mistakes in a long career but the ability to recover quickly is what can set you apart from the pack. Tell yourself that taking the risk, whatever the outcome is success enough. Instead of being scared to put yourself out there at work for fear of failure, set an objective to attempt at least one undertaking a month that is outside your comfort zone.

    2. Failing to Self-Promote

    In most work environments, it’s up to you to toot your own horn from time to time when it comes to a job well done. This is especially important when you’ve completed a task worthy of praise and your bosses don’t even seem to notice. Unless your boss comes out and tells you you’ve done a good job, don’t just assume that they have taken notice. Most workplaces are highly competitive. Leaving your hard work unmentioned allows other similarly qualified co-workers to swoop in and reap the benefits of a boss who’s forced to take notice. Keep your self-promotion targeted and low-key to make it the most effective.

    3. Thinking “Me” Instead of “We”

    Taking an active role in your advancement at work is important. But when you focus only on your personal success or recognition, you’re making your work about individual goals rather than goals that are good for the overall group. If your actions appear to benefit the overall health of the company, you’ll be integral to helping them achieve their bottom line, which in turn will make them more likely to want to keep you on and promote you. Always position yourself as a team player, someone who is ready and willing to take on group projects and work side-by-side with others for the betterment of everyone involved.

    4. Not Asking for Feedback

    In order to become successful, it’s important to evaluate your efforts frequently, and to analyse what works and what doesn’t. Occasional feedback-seeking behaviour is one of the hallmarks of top professionals. Ask co-workers what you can do to become a better version of yourself at work over the next year.

    5. Declining to Take on New Roles

    Just doing what you were hired to do and nothing more is a big no-no. If all you do is what is listed in your job description, it’s impossible to get ahead. Consider your workplace an even playing field. Everyone there has the same qualifications, the same hardworking attitude and the same attention to detail. Stepping out of your comfort zone could be what you need to advance. After you master your current role, ask your manager for additional responsibilities that are more challenging.

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission: “Loyalty to our Customers, Results for our Brands”.

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  • G10 Ask: Do You Want To Be A Great Company Leader?

    FOR IMMEDIATE RELEASE G10 www.g10glasgow.co.uk G10 Ask: Do You Want To Be A Great Company Leader? GLASGOW, UK, October 2014 – Whether you're in charge of a multinational corporation or you're the founder of a small company, being a CEO is stressful. You're the final decision maker and cultural figurehead of your entire enterprise, responsible not only for securing the future profitability and existence of the company but also for the respect and satisfaction of your employees. Fortunately, there are seven key traits of likable CEOs that can help make you more charismatic, more respectable, and, ultimately, more successful. These traits have helped countless CEOs grow into their leadership position, in small and large businesses alike. 1. They are honest and genuine. You can't fake honesty. Too many business professionals try to work their way to the top of the ladder by acting like what they consider to be an ideal "corporate" personality. When you are direct and truthful with someone, he/she will consider you trustworthy, and will be more honest to you in return. Cultivate trust in your organisation by cutting the BS. Be yourself and be honest, even when the truth is difficult to express. 2. They are positive. No company has existed without failure. Even the most successful, profitable companies experience failures and hardships during the course of their development. Likable CEOs are more likely to take these obstacles and put a positive spin on them. Instead of dwelling on negatives or reiterating the harmful effects, focus on the path forward and the lessons the company can take away from it. 3. They are personal. Some CEOs try to distinguish themselves by creating distance, using absence as a means of generating respect and reverence. However, this approach does not make you more likable (nor is it very effective). People like people, so be a person first and a CEO second. Treat your people like people. 4. They listen to people. You may be the ultimate decision maker for most business matters, but that doesn't mean your opinion is the only one that matters. If your team feel like their opinions don't matter, they won't want to work for you. Do whatever you can to help your team feel heard, and they'll become more invested in your leadership and in your company. 5. They work hard. It's important that your team see you as more than just a figurehead. Most CEOs are the top-earning members of their company, so demonstrate that you deserve that position by being the hardest working member. If people notice you spending more time dining with clients than working on projects, they may become resentful or sceptical of your dedication as a leader. 6. They recognize and reward effort. A little bit of recognition can go a long way. When employees feel that they are adequately acknowledged and rewarded, they are far more likely to want to keep their job, and if you're the one complimenting and rewarding them, they'll like you better as a CEO. 7. They are authoritative, but considerate. Many of these traits involve being personal and friendly, but you also can't lose sight of the fact that you are the leader. In addition to your business responsibilities, you are a figurehead of the company, and it's important to act the role. In all of your decisions, no matter how major or minor, it's important to be authoritative, but considerate. Even if you aren't a CEO of a company, you can develop these traits and use them to your advantage. Any position of leadership, or even personal interaction, can benefit by applying these simple charismatic principles. It's also important not to overthink things. Good CEOs don't become great simply by running through a checklist of "ideal" characteristics. They get there by being the best version of themselves, and by truly trying to make a difference in their organization. The rest comes naturally. For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it. G10’s Mission: “Loyalty to our Customers, Results for our Brands”. # # #
  • G10 Comment On The Rise Of The Younger CEO

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    G10

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    G10 Comment On The Rise Of The Younger CEO

    GLASGOW, UK, April 2014 – Traditionally, leaders spent 20 or more years rising through the ranks before they made it to the corner office. But we’re seeing a rise in CEOs in their 20s and 30s, who either founded their own company or rose quickly through the ranks of an established organisation.

    Discussions on the topic of 20- and 30- something CEOs usually focus on the creativity of youth, versus experience gained through decades on the job. But these attributes aren’t mutually exclusive.

    Here are some of the factors that determine whether a senior leader of any age sinks or swims:

    1. Listen to the right people. Ignore the rest.

    Younger CEOs need a whole lot of confidence in themselves and their mission. You likely have very few resources. And there’s a good chance you’re going to fail. It’s a fact; some people won’t understand you. Some people will think they’re being helpful by telling you to give up. At the same time, mentors will never be more important in your career than they are right now. Mentors help us look at problems differently, and see things in us that we can’t see ourselves.

    2. Be tough on problems, not on people.

    CEOs need to be resilient and have the courage to make difficult decisions. But some leaders can make the mistake of being “tough” not just on the problems facing their business, but also their people. To foster long term respect––with people, clients, and the management team––20- and 30-something CEOs need to inspire, rather than terrify. The tone you set will reverberate through the culture of your organisation. Work side-by-side with your leaders.

    3. Evolve as a leader while you swing for the fences.

    Be ready to adapt your approach, style and strategy throughout your company’s lifecycle.

    One of the biggest challenges cited by younger CEOs is managing large teams of people. So start focusing on getting better at this right now, before you experience growing pains. All CEOs must continue to evolve their style and approach throughout their career.

    4. Plan in quarters, but think in years.

    Launching a company requires a long-term dream or vision, but is mostly measured in small increments. Younger CEOs need a plan to take their organization well into the future. You can’t fully understand how your organization will need to adapt in the next 50 or 100 years, but five or 10 years is a great place to start.

    The best scenario would be a world where CEOs of all ages learn from each other and become more effective, inspirational and innovative leaders as a result.

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission: “Loyalty to our Customers, Results for our Brands”.

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  • G10 Discuss 8 Perspectives Successful Business Owners Need

    FOR IMMEDIATE RELEASE G10 www.g10glasgow.co.uk G10 Discuss 8 Perspectives Successful Business Owners Need GLASGOW, UK, December 2014 – Entrepreneurs are a unique breed of people. While some people sit and fantasise about the glamour of being their own boss and creating their own business, those in the thick of business ownership understand that even considering all its reward, entrepreneurship is a difficult and complicated path. These 8 perspectives are differentiators you’ll need to have or develop if you’re going to be a successful business owner. 1. Challenges are opportunities. Setbacks, obstacles and challenges are painfully common elements of entrepreneurship. Most people react to these hurdles with stress and pessimism, with an attitude that obstacles are negative experiences that only hinder progress. As an entrepreneur, you encounter so many challenges you simply can’t afford to react this way. Instead, successful entrepreneurs view challenges as opportunities. Each challenge or setback reveals a key opportunity to grow -- either to improve upon an existing weakness or take measures to avoid experiencing a similar setback in the future. 2. Competitors are research subjects. Rather than viewing competitors as a threat, like most people would, entrepreneurs see competitors as enriching opportunities to learn more about their industry and target market. By looking at your competitors’ business models, you can learn what makes yours unique and embellish that uniqueness in your branding and marketing efforts. Studying your competitors’ emphasis on customer experience can teach you how to make yours better. Your competitors are doing you a favour -- they’ve already gathered tons of valuable information. Entrepreneurs realize that it’s up to them to take advantage of it. 3. Everything requires effort. Entrepreneurship is multifaceted and constantly demanding, and there’s no shortage of pitfalls that could disrupt or destroy your business. Successful entrepreneurs are aware of this, and they’re aware that everything -- from product development, sales and marketing -- requires significant effort to achieve success. Instead of looking for shortcuts, they’re pouring effort into their business at every opportunity, and when they reach one goal, they’re already busy planning another. 4. Perfection is the enemy of progress. Young or inexperienced entrepreneurs might get caught up in chasing their original vision, because original visions are almost invariably “perfect.” But perfection isn’t necessary to run a successful, profitable business. In fact, perfection is often what stalls progress. The time you spend trying to hammer down those last few details is likely going to end up as time wasted. Instead, spend your efforts on the big picture, and make sure it’s solid. 5. Mistakes are healthy. The popular vision of massively successful entrepreneurs such as Steve Jobs or Jeff Bezos illustrates them as infallible leaders. This couldn’t be further from the truth. Successful entrepreneurs, even the rock stars among them, make mistakes often. Furthermore, they aren’t afraid to make mistakes, and they know how to learn from them. 6. There is no magic. The super-rich entrepreneurs you read about in the news usually didn’t get there because they randomly stumbled upon a great idea. They got there because they poured years of effort and passion into a good idea, and eventually their efforts paid off. You can’t become an entrepreneur expecting there to be a miracle, or some kind of instant, magical rise to the top because your idea was revolutionary 7. Outside perspective is invaluable. Entrepreneurs need to be good communicators, and that means actively listening to those with different ideas and opinions. It’s easy for us to get trapped in one mode of thinking. Successful entrepreneurs, on the other hand, are constantly searching for individuals and experiences that will challenge their way of thinking and lead them to see things from a new perspective. 8. Entrepreneurship is a lifestyle. Entrepreneurs wake up as entrepreneurs, go to work as entrepreneurs, come home as entrepreneurs and go to bed as entrepreneurs. There is no nine to five. There is no “work life” and “home life.” The advantage of this is that you have total control over your business and your professional choices, including what you do for it. The (possible) disadvantage of this is that you carry your business with you everywhere you go. Entrepreneurship becomes your work and your life, and you need to be prepared for that if you’re going to survive the lifestyle. Being a successful entrepreneur isn’t about being born with a specific mindset, it’s about being prepared for the challenges that await you. For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it. G10’s Mission: “Loyalty to our Customers, Results for our Brands”. # # #
  • G10 Discuss Great Management

    FOR IMMEDIATE RELEASE G10 www.g10glasgow.co.uk G10 Discuss Great Management GLASGOW, UK, October 2014 – Here at G10 we believe that great managers have one job: to get the very best out of the people they manage. We have probably all had some exposure to bad leaders and individuals who have demonstrated poor management acumen. After watching the good and the bad we have made developing great managers one of our primary commitments. So, how do good managers become great managers? It starts with understanding and ultimately excelling at the following seven traits. Have great attitudes. Attitude really is everything and great managers know that their energy and attitude sets the pace for the day. Whereas good managers stroll up the stairs, great managers run up the stairs. They also know how to manage their poker face. Body language is a signal that people feed on; it is part of the human condition. Their communication is not hard to read or understand. They are transparent. You cannot be a great manager if you sugarcoat things. They must know how to speak in a way that is direct, factual and straightforward -- especially when it comes to bad news. They also get to the point quick and transition into solution-based thinking (versus wallowing). Top-notch managers must also be transparent. This trait helps drive away any potential rumour mills before they open. They foster a culture of candour, making it easier for people to give meaningful real-time feedback. Demonstrate maturity. Great managers are able to regulate their emotions -- especially as it relates to representing and serving as an example of the company’s values. They do so, as they realize they serve as a megaphone for the values of the company and handle this responsibility with a high degree of character and maturity. Internally, exceptional managers consistently fly above the noise and don’t get caught in emotional traps. They know that if they really feel frustrated, it is best to go for a walk. They don’t over-react and lose their cool in the office. Remain flexible. Great managers know that it is not all about them; it is all about the people. When things get bumpy they embrace ambiguity and make others comfortable in dealing with change. They also know that no two people are the same and spend the time getting to know what motivates and challenges people. They ask questions and listen so they can setup a working relationship that is tailored to the specific needs of a team member (as appropriate and reasonable as possible). Reinforce accountability. Remarkable managers are obsessed with accountability. They realize that the success of their team is their success. On the flipside, they share in failures and mistakes. They hold regular one-on-one meetings with their team and reinforce the outcomes they and the team are responsible for. They are vested in driving solution-based cultures and strive to build an environment of continued learning (versus finger pointing). Also, to keep staff focused, they make sure to handle and manage accountability conflicts as they come up (instead of letting things fester). Get their hands dirty. Great managers know in addition to being a leader, they are also teammates. They don’t just give feedback on problems; they help with implementing the solutions. These managers are very clear and realistic when it comes to setting and communicating goals. Along the way they get their hands dirty and put in the work to ensure their team are setup for success. They show them how to be successful if they are falling behind and demonstrate best practices to help guide them along. Develop great talent. The number-one advantage for a company having great managers is they develop great talent. They are able to get the right people in the right roles at the right time. They do this through the encouragement of mentorship opportunities and the implementation of a proactive plan for addressing career development interests, needs and desires. Great managers care about the future as much as they care about the present for both the business and the individual. For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it. G10’s Mission: “Loyalty to our Customers, Results for our Brands”. # # #
  • G10 Discuss How To Be A Great Business Leader

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    G10 Glasgow

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    G10 Discuss How To Be A Great Business Leader

    GLASGOW, UK, June 2014 – Real leaders, the kind we want to follow and emulate, are rare in today’s global, hyper-competitive and financially driven-world. Often in their place are fast-track wannabes and impostors focused on unsustainable, short-term results. Instead of mentoring and looking for long-term solutions to lasting profitability, they seek to drive performance by focusing on personal glory over the success of the entire organization.

    Enlightened leaders limit poor behaviour by recognising that problems will occur, communicating clearly about consequences, and staying true to their principles and commitments. You could become an exemplary boss if you master these skills.

    1. Roll up your sleeves. Work alongside your team. Your actions promote collaboration and cooperation, allow you to see how your team interacts, and provide you with a great opportunity to be a mentor and coach.

    2. Encourage cross-training. Cross-training allows everyone to be ready to pitch in when needed. It provides people with the opportunity to lean a new skill and can be a lifesaver in an emergency.

    3. Express Gratitude. After completing a project successfully, recognise everyone who contributed.

    4. Be Humble. Don’t be afraid of hiring someone because you feel they might outshine you--their accomplishments will reflect well on you.

    5. Be Accessible. Be available to your team when they need you. You may be inconvenienced at times, but respect is reciprocal, and your accessibility demonstrates their importance to the organisation.

    6. Really Listen. Establish and promote an environment where everyone feels safe, valued, and empowered to contribute--keep an open mind and listen.

    7. Recognise The Little Wins. Don’t overlook base hits by only focusing on home runs. Singles and doubles can add up over the long term and build energy, momentum, and trust along the way.

    8. Take Responsibility. Don’t blame others for your own mistakes. One of the surest ways to demoralise your team is to blame them for something that isn’t their fault. Own up to your mistakes, focus on lessons learned, and then move on.

    9. Deflate Your Ego. The very best leaders check their egos at the door, are humble, and support their teams, especially during difficult economic times.

    10. Write Well. It may seem passé in an era of texting and digital shorthand, but being an effective communicator means being able to write clearly, succinctly, and thoughtfully. You will enhance your organization’s reputation--as well as your own.

    11. Establish Your Values. Develop your own philosophy of leadership--have a clearly defined system of beliefs and practices and use them regularly, but not rigidly.

    12. Nurture People. Spend more time developing your team, teaching them regularly in a formal leadership development program where you as the leader play an active roll, and share some of your successes and some of your failures as well.

    Most of us would probably agree that a leader--whether of a large corporation, a small business, a hospital, college, or military unit--has an inherent strategic bent and a knack for important details. But real leaders go the extra mile, as demonstrated by how they address problems, whether those problems rest with a peer, a subordinate or someone else.

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission: “Loyalty to our Customers, Results for our Brands”.

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  • G10 Discuss How To Be Your Manager’s Dream

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    G10

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    G10 Discuss How To Be Your Manager’s Dream

    GLASGOW, UK, August 2014 – When your goal is to make your manager more successful—rather than just yourself—you’ll grow as an individual performer, as a professional, and as a part of the team. You’ll learn a lot about what it takes to be a leader, expand your empathic skills, and develop your capacity for leadership. Plus, your boss will likely become your mentor and advocate—which will put many more opportunities within your reach.

    It’s not complicated; it just requires a decision and commitment on your part to make it happen. Here are some starter tips for making your manager’s life—and job—easier on a daily basis.

    1. Get to Know Your Manager

    You can’t make your boss’ life easier if you don’t understand how they fundamentally operate. So, your first step is to figure out what they need from you—and how you should deliver it.

    Do they prefer updates delivered in written form or verbally? Do they want information conveyed via email, during a team meeting, or on a voicemail?

    Getting to know your manager and his preferences will help you deliver that they need. And who doesn’t appreciate that?

    2. Know Your Boss’ Goals

    As a member of a team, you may be so focused on your own goals that you forget that you’re actually there to support your manager achieving their goals. So, make it your job to understand the goals, numbers, projects, and other deliverables your boss is accountable for.

    3. Never Let Your Manager Be Blindsided

    If you suspect that one of your customers is getting really ticked off and is about to escalate over you, you need to let your manager know. Otherwise, they’ll be completely blindsided by the situation, unprepared to handle it, and likely, not too happy with you.

    A blindside creates frustration and chaos that usually ends up in a major time-wasting fire drill. Avoid it, and believe me, your manager will thank you.

    4. Don’t Expect Your Boss to Spoon-Feed You

    It may sound harsh, but no manager wants to babysit you. So if you have questions about health insurance, where to find the pencils, or how to file an expense report, find a colleague who can help you get your answers.

    Save one-on-one time with your boss for work-related matters that require collaboration; issues that allow you to flex your intellectual muscles and prove your worth.

    5. Meet (or Beat!) Your Deadlines

    When you get an assignment from your manager, enthusiastically commit to the deadline (this means “I’m on it!” not, “I’ll see what I can do”). Then, aim to deliver it at least a day early.

    This gives your boss time to flex and adapt in case something comes up—and it always does—rather than sweating it out for you to deliver something at the very last minute.

    6. Offer Solutions, Not Problems

    Your job is not to constantly point out problems that arise, but rather, to proactively start thinking about what solutions could help address those challenges.

    For example, you should never walk into your boss’ office to complain. Instead, see what you can do to help. Then, when you do go to your boss about it, you’ll be able to let him or her know the action you’ve already taken to start solving the problem.

    7. Do What You Say; Say What You Do

    People who are accountable for their actions and follow up on their commitments are dream team members—and their bosses know they can count on them, no matter what.

    People who work to make their managers successful are golden. Your manager has a tough job—the stress and pressure of which may not be abundantly evident to you. So, help your manager out and develop your own skills at the same time, by doing everything you can to make your boss’ job easier. When you’re a manager, you’ll appreciate the same.

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission: “Loyalty to our Customers, Results for our Brands”.

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  • G10 Discuss How To Make A Memorable First Impression

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    G10 Discuss How To Make A Memorable First Impression

    GLASGOW, UK, April 2014 – G10 share advice on how to make the best first impression everyday:

    1. Design your “elevator pitch”.An elevator pitch is how you describe what you do for a living in a short amount of time, usually about thirty seconds. During that time it’s important that you can sum up what you do and how you do it. This is also useful in social situations when meeting people for the first time.You don’t have to be starting or own your own business to benefit from having an elevator pitch. Write a thirty second script that you would say to someone when you meet them for the first time. Learning this off by heart can help you make a really good first impression. It’s very important that you deliver it with confidence as you won’t be saying it again to that particular person.You need to make it easy for them to connect with you.

    2. Speak for Yourself. Sometimes you will be introduced to someone and the person who is making the introduction will do all the talking. If you are anxious or nervous then it is much easier to just stand there, smile and say Hi. People don’t remember you if you don’t say anything and let the other person do all the talking. Speak for yourself. After you have been introduced, make an effort to engage with that person with a question. When you really can’t think of anything to say, find something in common, or if you  know a little about them, then use it to your advantage, for example ’I heard you were born in France, what was growing up there like?’ Remember, most people love to talk about themselves!

    3. Treat Everyone Like The Gatekeeper To Your Destiny. Everyone you meet has the potential to change your life immeasurably and help you get to where you want to be. This is why it is vitally important to treat everyone the same and introduce yourself to as many people as possible, as you never know who will change your life for the better. Try it out for yourself, and you will see more and more people will want to help you. Enthusiasm is infectious and people want to be a part of your success. You will also realize that there may be ways in which you can help other people and you might even be the gatekeeper to their destiny!

    4. Body Language and Attitude.These are common sense tips that you probably already know but are easy to forget about and not to put into practice. Body posture is very important when you meet someone. The human brain will pick up many signals subconsciously from a meeting in a split second to help it form an opinion of you. You want to make sure you are giving off as many positive signals as possible. Standing up straight is the most basic but the most important. When you stand up straight with your shoulders back you are giving the signal that you are confident in yourself. You also need to speak clearly and purposefully.

    Always look people in the eyes. Make sure you smile throughout your meeting. Happiness and enthusiasm are infectious and attractive.

    If you believe in yourself and seem confident, enthusiastic and genuinely interested in the other person, then you will make a great first impression. Some people may not like you for reasons that are beyond your control, perhaps you remind them of someone or they are just simply having a bad day. If you have negative responses, don’t let this affect you. You are only in control of your own actions and thoughts. The outcomes of your meetings are out of your control so focus on the process!

    The majority of the first meetings will be great and you will begin to attract new people into your life who want to help you and be friends with you.

    G10 teach a wide range of skills through their management training program and these tips enable people to be their authentic, positive, confident selves when meeting people and make memorable impressions at every opportunity.

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission: “Loyalty to our Customers, Results for our Brands”.

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  • G10 Discuss Leadership Tips

    FOR IMMEDIATE RELEASE G10 www.g10glasgow.co.uk G10 Discuss Leadership Tips GLASGOW, UK, November 2014 – G10 share the leadership lessons they teach daily to their teams: 1. Apologize Quickly Without Hesitation “I’m sorry” can help a situation very quickly. Leadership does not mean insulating yourself from subordinates and hiding any weaknesses. If you fess up quickly, people working for you will respect you more and follow directions. 2. Admit When You Don’t Know Every Answer Not admitting mistakes comes from a sense of superiority and pride. Leadership is a servant role. And, like anyone in business, you are never going to have all of the answers. Revealing you are human is helpful; good leaders go and find the answers the team needs. 3. Analyze First, Then Act It takes time to collect information, and there’s a sense in leadership that you need to move quickly. We are paid to respond and act, not to sit back and wait for someone else to solve problems. 4. Be Quick With Positive Feedback, Slow With Criticism Many team members in young companies need constant encouragement. We live in complex, competitive times and people are inundated with too many tasks and not enough time. Technology and business life can be overwhelming. So it’s important to point out any “wins” no matter how small. And, if you do have to criticize, think seriously about the impact first. 5. Ask Personal Questions Try to understand your team’s personal motivations more and relate on a personal level. 6. Hire for Potential Study resumes more looking for clues about potential and not as much on their narrow skill set as listed on a sheet of paper. 7. Fire for Negligence Sometimes you should move fast on dismissals. Why? Because those troublemakers will bring down the team as a whole. As a leader, you need to protect your team. 8. Share Good Ideas Quickly and Often They could spur others on. 9. Promote Slowly By waiting, you can mentor them more and train them on how to handle the added responsibility. 10 Don’t Just Communicate, Facilitate You should help your team reach goals and pave the way for them by your example. It’s the difference between just giving information versus nurturing growth. 11. Nurture Allies at Work Intentionally Leadership is often seen as a solo effort. It’s not. The best leaders have friends and allies at work who provide counsel and advice. 12. Revel in Success By not revelling as much, it can zap the motivation to push harder next time. Reward everyone and really pause to make everyone enjoy the moment. For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it. G10’s Mission: “Loyalty to our Customers, Results for our Brands”. # # #
  • G10 Discuss One Interview Question

    FOR IMMEDIATE RELEASE G10 www.g10glasgow.co.uk G10 Discuss One Interview Question GLASGOW, UK, January 2015 – Building a great leadership team is one of your most important jobs as CEO. But it can also be one of the hardest. What makes it so hard is that you not only have to find people with skills but also those with the potential to inspire results far beyond their team's abilities. And today's hiring process doesn't make things easier. Sites like LinkedIn feature inflated resumes, making it hard to tell how much value the candidate brought his previous employer. Legal barriers prevent references from spilling the beans, forcing employers to read between the lines. So how can you find the right leader? Well, you can start by asking one simple question, "Tell me about the last person you fired." This question and the discussion that follows prove to be the strongest indicator of a candidate's leadership ability. If he says, "I haven't fired anyone," it's obvious this person either doesn’t have enough experience or is too nice. You can't build a great team without occasionally deconstructing and rebuilding it. And while every leader makes mistakes, if he can't admit, correct, or move on from them, you don't want him or her at your company. If the candidate did fire someone, then find out how it happened. As the story unfolds you will learn something key: how well he or she communicates. If he says the candidate was surprised, find out why. More likely than not, he did a poor job of communicating where the employee stood, which is hard to do, but necessary. If he says the candidate wasn't surprised, let him walk you through the termination process. Great leaders are often like coaches, providing consistent and honest feedback. Do you find the candidate fits this description? Be sure to find out why the employee didn't work out. Explore what mistakes were made in the hiring process and how they fixed those mistakes afterward. You want a self-reflective leader who is constantly evaluating himself as well as his processes. Before the story is finished, ask one final question, "What did you do after they were let go?" This will show you their level of empathy. Average leaders tend to do the bare minimum, offering severance and a positive reference. But great leaders often do what they can to help the ex-employee get back on his feet. Pay attention to body language, as you want leaders who make quick decisions and follow through. At the same time you don't want a robot, so if he shows no emotion, think twice about hiring. That's not to say leading without emotion is a bad thing, but it certainly isn't for everyone. Finding great leaders is incredibly hard, but if you find some, they will help your company experience incredible success. For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it. G10’s Mission: “Loyalty to our Customers, Results for our Brands”. # # #
  • G10 Discuss Ways To Earn Respect As A New Entrepreneur

    FOR IMMEDIATE RELEASE G10 www.g10glasgow.co.uk G10 Discuss Ways To Earn Respect As A New Entrepreneur GLASGOW, UK, November 2014 – As a new entrepreneur, your ability to gain and sustain respect and loyalty in your chosen industry and among your colleagues can mean the difference between landing the biggest deal of your career and falling flat on your face. If you want to put the right building blocks in place for your business, that is to develop relationships with the right people and attract top talent, you need to be obsessed with earning respect. It might seem a little daunting at first but it becomes easier once you start taking these concerted steps. Here are seven tips that have worked for G10: Be helpful. As a new entrepreneur, you’re probably in the early stages of building a reputation for yourself and your ideas. At the same time, you’re also connecting with your first prospects, landing your first clients, selling your initial batch of products, hiring your first team and developing new relationships or partnerships that can affect your success. The best way to leave a good first impression -- and a lasting one -- is to focus on being helpful. It’s a simple and powerful way to differentiate yourself and stand out. You can be helpful in these ways: Know your customers' pain points and offer solutions. Ask business partners how you can help them, instead of asking them to help you. Take the time to personally mentor your first hires. Be consistent. As a new entrepreneur, present yourself as a consistent, reliable human being. Spend time crafting your voice, your values, your approach to challenges, your method of treating you’re team, the manner in which you address customers and partners -- everything. Then become obsessed with consistency. When you obsess about being on time, the way you dress and how you speak, people notice. Be confident. People don’t like doing business with someone unsure of himself or a person who does not seem to believe in what he's selling. They prefer working with someone they like and trust. Your job is to always be the most confident person in the room. Confidence is not a synonym for arrogance or close-mindedness. You don’t have to be a jerk to seem confident. You do need to do everything in your power to convince others that you believe in your product, your company and yourself. When you're confident, people respect your opinions, your time and you as a business owner. Appear more confident in these ways: Memorize your 30-second elevator speech or pitch. Understand body language and nonverbal communication. Know how to enter a room. Be truthful. Honesty is really the best policy. There is way too much truth bending and flat-out lying in the business world. If you want to earn respect, tell the truth and not just when it’s easy or convenient. Tell the truth always -- even if it means losing business or showing people that you messed up. When you tell the truth (especially when it takes guts), people respect you. Truth telling builds trust. It sets you apart from other entrepreneurs who will do or say anything to make a quick buck. Be receptive. You might not have all the answers -- and that’s OK: You can actually use this to your advantage when seeing the respect and loyalty of others. Just be open to the opinions and suggestions of your customers, partners and employees. Don’t be afraid to let people know that you are approachable and willing to listen to their input and ideas. The more they invest in helping you solve problems, the more loyal they'll become to you and your company. Be real. Being real is one of the most effective respect-earning strategies to implement as a new entrepreneur. You’ve heard it before: People like doing business with people. If you want to connect on a deeper level with people, tell your story. Show customers and employees who you are, where you’ve come from, what makes you different, and why they should be doing business with you. When people learn more about you, they learn to respect you. Remember every successful business owner in history has started right where you are. Start taking these proactive steps and you can earn the respect and loyalty you deserve. For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it. G10’s Mission: “Loyalty to our Customers, Results for our Brands”. # # #
  • G10 Glasgow 15 Essential Behaviours For Future Leaders

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    G10 Glasgow

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    G10 Glasgow 15 Essential Behaviours For Future Leaders

    GLASGOW, UK, January 2014 – Leadership is learnt behaviour that becomes unconscious and automatic over time. Many people wonder how leaders know how to make the best decisions, often under immense pressure. The process of making these decisions comes from an accumulation of experiences and encounters with a multitude of difference circumstances, personality types and unforeseen failures. 

    The most successful leaders are instinctual decision makers. Having done it so many times throughout their careers, they become immune to the pressure associated with decision making and extremely intuitive about the process of making the most strategic and best decisions. This is why most senior executives will tell you they depend strongly upon their gut when making difficult decisions at a moment’s notice.

    Beyond decision making, successful leadership across all areas becomes learned and instinctual over a period of time. Successful leaders have learned the mastery of anticipating business patterns, finding opportunities in pressure situations, serving the people they lead and overcoming hardships.   No wonder the best CEOs are paid so much money. In 2011, salaries for the 200 top-paid CEOs rose 5 percent to a median $14.5 million per year.

    If you are looking to advance your career into a leadership capacity and / or already assume leadership responsibilities – here are 15 things you must do automatically, every day, to be a successful leader in the workplace:

    1.  Make Others Feel Safe to Speak-Up

    2.  Make Decisions

    3.  Communicate Expectations

    4.  Challenge People to Think

    5.  Be Accountable to Others

    6.  Lead by Example

    7.  Measure & Reward Performance

    8.  Provide Continuous Feedback

    9.  Properly Allocate and Deploy Talent

    10.  Ask Questions, Seek Counsel

    11.  Problem Solve; Avoid Procrastination

    12.  Positive Energy & Attitude

    13.  Be a Great Teacher

    14.  Invest in Relationships

    15.  Genuinely Enjoy Responsibilities

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission: “Loyalty to our Customers, Results for our Brands”.

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  • G10 Glasgow Discuss How To Have Incredible Body Language

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    G10 Glasgow Discuss How To Have Incredible Body Language

    GLASGOW, UK, February 2014 – Body language is one of the most powerful tools we have in our control. Whether you are trying to get noticed in interviews, aiming for a promotion or are regularly talking in front of groups of people, body language is one way you can completely transform how others perceive you. Here are some tips to help ensure your body language works for you and not against you:

    1. Prep with a power pose.

    According to Harvard professor Amy Cuddy, two minutes of power posing--standing tall, holding your arms out or towards the sky, or standing like Superman with your hands on hips--will dramatically increase your confidence. Try it before you step into a situation where you know you'll feel nervous, insecure, or intimidated. (Just make sure no one is watching.)

    2. Dial up your energy level.

    Imagine you've just led a meeting. Now rate your energy level on a scale of 1-10.

    Most people will give themselves an 8 or 9. Unfortunately, most of the people in the room will give you a 3 or 4. What feels high energy to us can come across flat and lifeless to others.

    Next time, remind yourself to dial up the energy by 20 percent or so.

    3. When the going gets tough, start smiling.

    Frowning, grimacing, glowering, and other negative facial expressions send a signal to your brain that whatever you're doing is difficult. That causes your brain to send cortisol into your bloodstream, which raises your stress levels. Soon stress begets more stress--and pretty soon you're a hot mess.

    Instead, force yourself to smile. It works. Plus when you smile, that helps other people feel less stress, too. Most of us mirror the actions of others, so if you smile, other people will smile. If you nod, others will nod. And if you frown, soon others will be frowning, too.

    4. Don't gesture above your shoulders.

    Watch any Steve Jobs presentation. He never raises his arms above his shoulders. That should be enough of a reason for you not to, either.

    5. Talk more with your hands.

    The right gestures add immeasurably to your words. Think about how you talk and act when you're not "on." Then act the same way when you're in professional situations. You'll feel more confident, think more clearly, naturally punctuate certain words and phrases, and fall into a much better rhythm.

    6. Use props to engage.

    Body positions affect attitude. People who stand or sit with their arms crossed and heads tilted forward are naturally more resistant and defensive. So pull them out of their resistant poses. Shake hands. Ask for their business card. Offer a drink. Or if you're speaking to a group, ask questions that involve raising hands. Pass around relevant items. Find a way to get people to stand or change seats.

    The more people move and open up the more engaged they feel.

    7. Think before you speak.

    Eye contact is important, but it's hard to maintain eye contact when you have to think. Most of us look up, or down, or away and then we swing back when we've gathered our thoughts. Here's a better way. If you have to look away to think, do it before you answer. Take a pause, look thoughtful, glance away, and then return to making eye contact when you start speaking. Then your words are even more powerful because your eyes support them.

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission: “Loyalty to our Customers, Results for our Brands”.

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  • G10 Glasgow Discuss The Two Best Ways To Deal With Negative People

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    G10 Glasgow Discuss The Two Best Ways To Deal With Negative People

    GLASGOW, UK, March 2014 – We all have to deal with negative people at some point in lives, we just do. Sometimes we can avoid them, other times we can’t. Sometimes these negative people stay for a little while, other times they stay long enough to make us want to jump off a bridge.

    But since we know it’s a fact of life that negative people exist, what can we do deal with these people?

    Understand They Have Different Values

    There are times when the negative people we have to deal with aren’t always negative, they just happen to be really negative in certain situations.

    When you are passionate about something (a partner/ a job/ a big move) but your friends and family do not think it is a good idea it makes things hard on you. Your family may voice a lot of concerns and bring a pretty negative attitude to the situation. It can be tough to hear, and it can even make you second-guess your decisions. You just have to go back and remind yourself of what your values are. What is important to you? Perhaps you value significance and adventure but you family value security, there is a chance that you couldn’t be further apart from each other.

    Once you realise that people have such big differences in values on certain topics, it makes it a lot easier to tune out the negative comments and energy that people send your way.

    Take Responsibility for Your Own Happiness

    Negativity is contagious. It’s easy for someone else’s negative thoughts to slowly creep over and start affecting you in a negative way.

    But positivity is also contagious, so when someone is giving you a lot of negative energy, you have to fight back with positive energy. You can’t allow someone else’s negativity to become yours. Just because they don’t think it’s a good idea for you to go after your dreams, that doesn’t mean you have to think it’s a bad idea too.

    You have to be responsible for you own happiness and positivity.

    You don’t have the power to choose what life throws at you, or what these negative people do and say to you, but, you do have the ability to choose how you respond and that’s what’s most important.

    You can choose to respond in way that lets the negativity drains your positivity and makes you feel hopeless and frustrated, or you can choose to respond in way that makes you work even harder and focus even more on the positive aspects of the situation.

    The dictionary defines responsibility as “the opportunity or ability to act independently and make decisions without authorization”. That means you don’t need an ok from anyone else to act on something that you’re responsible for. So even when the negative people disagree with you, who cares?

    Your happiness depends more on your own attitude than any external factors. So don’t let the negative people of the world get you down.

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission: “Loyalty to our Customers, Results for our Brands”.

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  • G10 Glasgow Look At The Importance Of Courage

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    G10 Glasgow Look At The Importance Of Courage

    GLASGOW, UK, November 2013 – Being a courageous leader requires you to push beyond the norm, be willing to take risks and quit being a wimp. Courage is not an individual trait but an organizational one. It’s a natural instinct that all leaders confront fear of failure and fear of the unknown. But living in that fear is destructive for a team and will kill momentum.

    Courage is not waiting for your fear to go away; it is confronting your fear head-on. Here are six essentials that can help build a culture of courage in an organization:

    1. Set scary standards. Safe goals are set by safe leaders with safe visions. Give your people a goal that scares them and you’ll produce leaders who know what it means to overcome fear.

    2. Allow for failure. The road to success is many times paved through multiple failures. Allow for and even encourage your team to fail as they attempt to succeed.

    3. Make decisions. Don’t let ideas, strategy, communication, and important organizational markers sit idly by on the side without saying yes or no. Leaders are decision makers, and must do it constantly.

    4. Reward innovation. Innovation requires taking risks. And bold risks create bold team members. Rewarding innovation will challenge your team to grow in their roles.

    5. Pursue the right opportunities. Not every risk is a good one. Be disciplined. Aggressively pursue a few things that make sense. Say no to things that don't--even if it means saying no more often than you're comfortable.

    6. Learn to delegate. This is one of the most courageous things a leader can do. Entrusting others with important tasks requires letting go and relinquishing control. Liberally pass responsibility and authority to your team. If you want your team to be courageous, give them the chance to lead. Early and often.

    As G.K. Chesterton said, “Courage is almost a contradiction in terms. It means a strong desire to live, taking the form of readiness to die.” Courage mingles our desire to rush forward with a willingness to accept the possibility of being stopped in our tracks.

    Yet if you desire to be a leader who changes the world, you have no choice but to exhibit courage on a constant basis.

    The good news is that unlike some leadership traits, courage is not inborn; it’s learned. The natural response is to run from what frightens us, but life’s greatest leaps occur when we resist this impulse.

    We have to be willing to get out to the edge, look at what is in the front of us, summon up the fortitude, and jump. The jump may be risky, but the decision to stay where you are is even more so.

    For additional information, contact a member of the G10 administration team at This email address is being protected from spambots. You need JavaScript enabled to view it.

    G10’s Mission: “Loyalty to our Customers, Results for our Brands”.

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