Successful entrepreneurs are that rare mishmash of vision, drive, determination, resilience and whatever else makes them special. Often idiosyncratic but with instincts that rarely fail them, these explorers travel places where few others have the courage to even imagine. Plus they lead from out front, not as benevolent travel guides, but as supreme leaders. It is their adrenaline-fed adventure, risks be dammed, and it is their glory. For this reason, Click Here are usually supported by role players who execute tasks and take direction, people who do not need the spotlight, and even better, voluntarily redirect any light that wanders in their direction back to the entrepreneur who feeds off of it.This may not be to advise that entrepreneurs have zero desire for driven, bright, charismatic, high performing leaders. The entrepreneur is often captivated by these folks and the specialized knowledge or skills they possess, the companies they have worked for, and the successes they may have had.
The entrepreneur wants the things they have and the things they know. In some circumstances, the entrepreneur craves the organization maturity and progress which adding these executives promises…and so pursues them. And successful entrepreneurs have a tendency to get what they want.
However when entrepreneurs hire high performers, two outcomes are likely. In many instances the sponge-like entrepreneur quickly absorbs the specialized knowledge or wisdom from the newly hired executive. Since this happens the infatuation fades and disillusionment creeps in. The true value of the now figured-out, suddenly all-too-human executive is questioned, as is also the premium compensation paid to attract her or him. It is just a matter of time prior to the entrepreneur begins to resent the executive and they are discarded. The departing executive never really knows what hit her or him.
Within the second scenario, the Leadership finds that this newly hired star executive has brought unwanted baggage. Perhaps they may be independently minded; perhaps they are insufficiently deferential, occasionally questioning the entrepreneur; perhaps they see the entrepreneur’s ‘hands-on’ style as unnecessarily meddling; perhaps they push for change that cuts a touch too near to the entrepreneur; or heaven forbid, perhaps they have an ego which craves credit or limelight. Even though it is likely that this career successes of most of these star performers were built on the strength of most of these exact same attributes, they do not bode well ftilqy working for the entrepreneur. Another executives can also be not amused by somebody that asks questions and threatens change plus they begin to whisper to the entrepreneur that the individual is not fitting in. It is just a matter of time ahead of the entrepreneur eventually finds an easy method to eliminate the executive.
For better and worse, entrepreneurial leaders wind up surrounded by a coterie of followers. These folks execute, serve, tolerate and more importantly stay faithful to their entrepreneurial benefactor. But residing in the shadows, tethered with an entrepreneurial life force is not the ideal incubator for the next generation of leaders. Dependence does not breed independence, lifelong followership will not foster leadership, comfort does not beget the entrepreneurial itch. And even when these executives leave or are pushed from the nest they are generally entrepreneurial poseurs, handicapped by that a part of them which served them very well under their previous master. Few thrive. And thus, the next occasion you gaze around on the many highly successful Read More and get yourself why so few new or successful companies happen to be made from their loins you will know why.