The habits of successful people

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The habits of successful people

Being successful doesn’t just happen. It isn’t down to luck, it isn’t being in the right place at the right time and it isn’t down to who you know.

And, believe it or not, it isn’t down to talent either. They may all play a part on the rise up the career ladder but ask those who are successful and they will tell you it’s down to good habits.

A survey by www.theundercoverrecruiter.com revealed that 46 per cent of the 1,800 respondents put their success down to regular good habits. Just under a quarter (24 per cent) put it down to talent, 22 per cent based it on decisions and only six per cent on luck.

So, if you are ambitious and looking to reach the higher echelons in the manufacturing industry, then you might just want review how to achieve this.

Each day, week and month must have a purpose for those with good professional habits. It stands them in good stead and provides a winning platform. It cultivates behaviour that delivers many positive benefits.

If you want success, these are the top habits that successful people have

Early risers

If you want to get ahead, then get out of bed. Successful people do not sleep in. Most of the world’s best-known CEOs are early risers. Research has found Apple CEO Tim Cook is up and at it by 3.45am, while Facebook’s Mark Zuckerberg is up at 8am (which is relatively late compared to his peers). Amazon’s Jeff Bezos, ensures he has eight hours of sleep but is still up between 7-8 while Elon Musk is up 7am. It puts them on a firm footing to tackle the day as early starters have fewer distractions to contend with.

They are organised

Nothing is left to chance for the working day. They write lists, they schedule, they set goals. It is about prioritising tasks with the hardest challenge of the day normally done first, when they are fresh – which, in part, explains why they are early risers. Lists are done before going to bed or even Sunday, to ensure they are ready for the week.

Exercise

Physical activity is vital to the successful. Aside from the obvious health benefits, it acts as a stress relief, enhances mental sharpness and aids creativity. This is also combined with a healthy diet and good personal hygiene.

Decisive

Successful people make decisions – and swiftly. They will assess the options available to them, but they won’t dither. Decisive action ensures there is no time or room for negative thoughts to affect their decision.

Positive attitude

Being successful and having a positive attitude are intertwined. Success brings positivity which, in turn, drives success. It is all about the mindset.

Networking

Successful people proactively network with successful people. They ensure they are at the right events to meet likeminded individuals, who understand the value of exchanging ideas, and could prove valuable business connections for future collaborations.

Reading

Whether it is a novel or a newspaper article – successful people constantly read. They don’t just pick up a book when they go on holiday, they have a voracious appetite as it enhances knowledge and insight. 

Goal orientated

To be successful, you have to know what you want to achieve and how you are going to do it. Focusing on a target delivers motivation and dedication. It also links to other habits such as being organised and decisive. Goal setters also identify and set short term goals to help them reach their main goals.

If you want to see what success looks like, then talk to us. We have a good habit of placing top executives in leading manufacturing roles to help them achieve their career goals.

Why your recruitment needs a dedicated manufacturing headhunter

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Recruitment is competitive environment and is why businesses need the professional expertise of headhunter.

While todays headhunters may not follow in the footsteps of their predecessors and literally swipe the head of their kill, in the world of recruitment they are a proven asset when it comes to securing top talent, especially at executive level.

If your manufacturing organisation is in the market for top-level leaders to drive the company forward and bring impetus and fresh ideas to the boardroom, then your recruitment strategy must consider using the services of a headhunter. 

If your business is not tapping into this expertise and knowledge of the market, then you can guarantee one of your business rivals will be.

Getting the best people into your business – especially passive candidates – is not straight forward. Here are our top reasons why you should hire a headhunter.

Access to wider talent pool

First and foremost a headhunter is an expert in their field. They are not your standard recruitment company and are avid networkers, ensuring they build up a considerable number of contacts and understand their career motives.

Higher quality candidates

Online adverts and LinkedIn job posts will always bring candidates that are looking to change roles or take a step up the ladder. It won’t source you the passive candidates, who are the quality candidates you actually want. They don’t even know they want to change job, but the headhunter does and they also know who has the skills and profile that would be ideal for your vacancy.

Less risk of a bad hire

Appoint the wrong person and you could be staring at a six-figure sum cost to the business – as well as a high risk of losing talented members of staff. Using a headhunter takes away a huge portion of this risk as they will know the candidate and they will come recommended.

Quicker hiring time

Hiring is a slow process given all the stages it involves from placing adverts, to sifting applications to interviews, second interviews and the wait for the person to actually start. A headhunters knowledge of candidates will produce a much quicker shortlist – and a quality one to boot.

Confidentiality

This is a key quality of headhunters. They will be extremely discreet throughout the process. If you’re hiring, they will ensure that your rivals are not aware, while the candidate’s potential availability will also be managed so as to not make their current company aware.

Advantages over competitors

Using a headhunter will get you access to the best talent in the sector – most likely poaching from a rival. It should also ensure that your top executives won’t be heading in the other direction.

Dedicated and Proactive

Excellent headhunters are always keeping their eyes and ears on the industry as it is one of their key strengths. It enables them to identify opportunities whether you’re a candidate or a business looking to add to your executive team. 

Guarantee to fill the vacancy

Put your faith in the headhunter, by working exclusively with them to fill your vacancy, and they will utilise their full resources and expertise to deliver.

Reputation

A headhunter’s reputation is built on the quality of candidates they access and place. Their abilities and track record will ensure word-of-mouth recognition and demand for their services. Establishing a relationship with a reputable headhunter can have long-term benefits for your business.

If you would like to know more about our services and how our headhunters can deliver for you, contact us now.

The art of firing

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The art of firing

It is the hardest decision to make as a senior executive – sacking one of your leadership team.

And for that reason, many executives are slow to take the necessary action. This dithering stance has the potential to impact on the wider business. In manufacturing, this could mean production delays or poor sales resulting in lost contracts and a damaged reputation. This is why senior executives need to take decisive action and not procrastinate.

Executives are expected to make those difficult decisions for the benefit of the business – it is what they earn their money for, but nothing gives an executive more of a headache than firing a member of the leadership team.

The implications are incredibly significant, which is why so many executives do not bite the bullet and are always prepared to give offer ‘one more chance’.

By contrast, senior executives have fewer reservations when it comes to making big decisions on investment or contracts, but when it comes to ditching poor performing leaders, there are a persistent set of behaviours that prolong the inevitable.

Here are five behaviours that inflict senior executives.

A desire to fix. What senior executive truly wants to send one of their leadership team packing? Most will look for ways to enable those under their wing the opportunity to put it right. There will be offers of mentoring or coaching to improve performance. In time, this becomes a personal mission and highlights an inability to recognise the weaknesses of the employee.

Fear. Removing a leader is often perceived as damaging their career as it is a long way down from the top. This fear, coupled with guilt, delays many executives from making that decision. If you find yourself in this position, one option is to discuss other roles within the organisation for which they may be better suited.

Ego. If you hired them, it’s harder to fire them. Your leadership skills and judgement are on the line and making a bad hire impacts on your reputation. However, being able to recognise the mistake and remaining objective is key to strong leadership. Don’t be ruled by your ego.

Public image. A sacking will inevitably lead to conjecture and speculation – both internally and externally. How you deal with that as a senior executive is key and can actually enhance your credibility. If there are concerns in your team, assure them and explain that it is for the wider interests of the business. Externally, the message should be all about the company’s forward-looking intentions. 

No one is indispensable. You may believe that the departure could have wider repercussions on your team. It is a very common trait, especially if the person you fired does deliver results but has a detrimental effect on the team. Change happens and customers and employees understand that. Look at the potential positives rather than the negatives in making the decision to sack one of your leadership team.

Being a strong a decisive senior executive, taking responsibility to remove underperforming leaders bolsters the company. It is a far from negative action, but one that affirms your position.

If you are looking for a senior executive role, talk to us.