Winning at Entrepreneurship. Rod Robertson
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Название: Winning at Entrepreneurship
Автор: Rod Robertson
Издательство: Ingram
Жанр: О бизнесе популярно
isbn: 9781613397213
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*Fame and Feedback
Need for recognition and fame, receiving credit for ideas and accomplishments, and being well respected within one’s profession.
*Artistic Endeavors
A passion for the arts, strong interests in working in artistic fields, and a lifestyle organized around opportunities for creative self-expression.
*Amusement and Hedonism
Need for fun, personal indulgence, freedom to spend time in ways that are entertaining, and an overall philosophy of enjoying life to the fullest.
Humanitarian Efforts
Interested in helping the less fortunate and promoting social justice; having a lifestyle organized around a commitment to making a positive difference in society.
Companionship and Affiliation
Need for friendship, camaraderie, social interaction; the enjoyment of working closely with others in a team environment.
Moral Platform
Unwavering concern for moral standards, strong interests in spiritual matters, and a lifestyle organized around virtue and traditional values.
Safety and Security
Need for long-term financial and employment stability, insulation from harm, and avoiding or minimizing externally directed change and the unpredictable.
Most important are “power and competition” and “business and finance.” Being goal driven, pushing to win, and eagerness to compete can provide the energy to push forward, despite setbacks. Winning is not an option; it is an imperative. Having a good eye on the financials at all times is crucial. If you lack quantitative interest or financial focus, this can undermine your success.
One or more of the following drivers may also be beneficial, depending on the product or service the entrepreneur is launching:
Scientific Reasoning – if your product is highly technical or medically or scientifically oriented.
Fame and Feedback – welcoming the visibility and opportunities to shine in public.
Artistic Endeavors – typically found with highly creative people.
Amusement and Hedonism – having a sense of humor; having fun can impact the communications approach and relaxed presence of an entrepreneur. Also, having a sense of humor or a good belly laugh now and then can be a great help in minimizing stress.
An Entrepreneur’s CDR Drivers and Rewards Assessment Graph
Figure 3.3. (Source: K. R. (Brinkmeyer) Leverage and N. E. Parsons, CDR Drivers & Rewards Assessment Report, Tulsa, OK: CDR Assessment Group (1999).)
DON’T HAVES AND DEAL BREAKERS FOR ENTREPRENEURIAL SUCCESS
A high need for safety and security would be a pure deal breaker. Risk taking is essential. High humanitarian efforts likely is not a fit, as this could impinge on one’s ability to be tough and direct as needed.
RISK FACTORS THAT CAN DERAIL SUCCESS
Everyone has inherent risk factors, or ineffective coping strategies, that can undermine or sabotage success. These show under stress, conflict, and adversity. Frequently, entrepreneurs’ risk factors run amok due to the constant pressure they are under. These, gone unchecked, can throw even the most promising entrepreneurial venture off track. Also, certain risks are more acceptable, or less disruptive, than others. A 2013 Gallup study demonstrated how destructive these inherent risks are. They reported that 450 to 550 billion dollars are wasted annually due to leadership derailment behaviors.
The first five CDR leadership risk factors below in the list following are common traits that can interfere with success for the entrepreneur. While they may seem to go with the territory, some of these can cause the best business plans to crash. The other six risk factors may also contribute to problematic behaviors but are not as common. Of these, the last four high-risk factors may especially make the journey frustrating or impossible, as these traits may tend to inhibit a successful path.
Most entrepreneurs love pushing the limits, testing boundaries, and going outside the field of play regularly (rule breaker). They sell their ideas and push their solutions until well past the time when audiences’ eyes have glazed over (upstage). They are often odd, unusual in their thinking, and march to their own beat (eccentric). They may be overly self-confident, arrogant, full of themselves, and dismiss feedback since no one is as smart as they are (egotist). Many are mistrustful of others’ work or intentions and simply ask too many questions (cynics.)
INHERENT RISK FACTORS TYPICAL OF AN ENTREPRENEURIAL PROFILE4
1 Rule Breaker: Ignores rules, tests the limits, does what feels good, risks company resources, does not think through consequences.
2 Upstager: Excessively dramatic and histrionic, dominates meetings and airtime, constantly selling a personal vision and viewpoint, demonstrates inability to go with the tide.
3 Eccentric: Quite unusual in their thinking and behaving, perhaps whimsical, weird, out of social step or norms, peculiar in some ways.
4 Egotist: Self-centered, has sense of entitlement and superiority, takes credit for others’ accomplishments, hard-nosed competitor.
5 Cynic: Skeptical, mistrustful, pessimistic, always looking for problems, constantly questions decisions, resists innovation.
6 Hyper-moody: Unpredictable emotional swings, moodiness, volatility, potentially explosive outbursts, and vacillation of focus or interest.
7 False advocate: Passive-aggressive tendencies; appears outwardly supportive while covertly resisting.
8 Worrier: Unwillingness to make decisions due to fear of failure or criticism.
9 Perfectionist: Micromanages, clings to details, has high need to control, has compulsive tendencies, sets unreasonably high standards.
10 Pleaser: Depends on others for feedback and approval, is eager to please the boss, avoids making decisions alone, won’t challenge status quo, refuses to rock the boat.
11 Detached: Withdraws, fades away, fails to communicate, avoids confrontation, is aloof, tunes out others.
TEAM BALANCE AND ALIGNMENT
Clearly, fitting perfectly within the ideal entrepreneurial profile is a tough hurdle. Smashing entrepreneurial success, as noted in Chapter 1, is extremely rare too. What is essential for you as the emerging entrepreneur is having the self-awareness of your own propensities for success before making the leap and commitment. Do you understand your character traits, risk factors, and motivational drivers?
As mentioned before, it is important to have team members with the inherent attributes to make up the deficiencies СКАЧАТЬ