It seems from all the research literature available that no matter what kind of organization—from small companies to home-based businesses to large corporations—employees can become entrepreneurial-style owners.
They can be responsible for more than just keeping a job, they’re emotionally and intellectually vested in making every minute count toward achieving their goals of the organization created and their own complementary career aspirations.
With an entrepreneurial mind, they are driven more by results than routine.
Both the company created and the individual entrepreneur may reap immediate benefits in profit, performance, and sense of purpose when people are encouraged and taught to use their ingenuity, invest themselves in their work, and expect exponential results for their effort.
Let’s take a few moments and bring in the dimension of entrepreneurial leadership into the mix of today’s column.
Because a huge part of becoming an entrepreneurial leader is learning to simplify complexity so that your entrepreneurial team members or personnel as is the case, can act with self-confidence in the tasks assigned to them and with the innovative and creative juices that one might logically expect given the atmosphere of new venture inspiration.
So how will you know that the entrepreneurial mind has kicked in and taken hold?
Guess what, I have come to the realization that you’ll know when you begin to think and act like the unusual people we might call habitual entrepreneurs.
These are the entrepreneurs who have made careers out of creating new ventures, some working within existing businesses and some in independent start-ups.
They all have in common finely honed skills in forging the beguiling entrepreneurial opportunity from uncertainty.
My research over the years has taught me and distilled my observations somewhat of this entrepreneurial mind-set.
Our point is to attempt in our journey to recognize how they think, how they behave and exactly what it is they do so extremely well.
They truly capitalize on uncertainty rather than avoid it, and create simplicity where others see complexity.
They embrace learning that comes from taking calculated risks.
These special entrepreneur types, as I might call them, recognize that when opportunities are fleeting, it is sometimes more expensive to be slow rather than to be wrong.
As a consequence of this, they will find solutions that are “roughly right” it seems rather than consume time developing an analytically correct but a lot slower answer to a perceived issue item.
Since writing this column and meeting and interviewing a few hundred existing and aspiring entrepreneurs, I can safely say this item is extremely predominant.
However, this special grouping of the entrepreneur has an immense amount of insight and experience to offer you and me.
They passionately seek new opportunities in a wide range of paths.
They pursue opportunities with enormous discipline, which allow us tremendous learning through observation.
They pursue only the very best opportunities and avoid exhausting themselves by simply chasing.
They focus on execution, that is to say—taking action toward results instead of analyzing every step along the way to its death.
Yet they are very adaptive to change directions if required in exploiting the best opportunity for them.
And lastly to me, they engage the energies of absolutely everyone within their domain, involving people both internally and externally to their sphere of reference in pursuit of the dream opportunity for them
They are excellent at creating and sustaining networks of relationships rather than going it alone, making the most of the intellectual and other resources offered in their journey and, in turn, helping those people to achieve their goals as well
These are some of the absolute keys to the entrepreneurial mind that I have uncovered through my research. They will unlock the potential of people working today, and open the doors of unlimited possibility in their worlds for the future.
Join them won’t you?
