G10 Comment On The Rise Of The Younger CEO

GLASGOW, Scotland - April 29, 2014 - PRLog -- 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 nyomi@g10glasgow.co.uk

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