| Stereotyping might be considered in some cases | | | | only a small group of people. Self confidence can |
| to be unfair and in truth, sometimes it is. You | | | | actually be a triple-edged sword. |
| can't assume any one individual is a certain way | | | | Interpersonal Relationships |
| because they belong to a group that is known to | | | | "Work - work - work" - that is the entrepreneur's |
| have certain stereotypical characteristics. Rather, | | | | mantra. They are over achievers who never find |
| there is often a common characteristic that | | | | enough hours in the day to get their work done. |
| usually defines a certain group of people - the | | | | Their strong work ethic oftentimes interferes |
| operative word being "usually". There are always | | | | with their personal relationships and their |
| exceptions. Entrepreneurs tend to share common | | | | interpersonal skills. Entrepreneurs are single-minded |
| personality attributes that are often double-edged | | | | when it comes to their business - they will do |
| swords. | | | | whatever they have to do in order to be |
| It is important to distinguish between | | | | successful and they expect everyone who works |
| entrepreneurs and those who are self-employed. | | | | for them to do the same. Needless-to-say, |
| The entrepreneur wants to grow companies and | | | | personal relationships often suffer when all one |
| the self-employed want to earn their income | | | | does is work. In addition, many entrepreneurs |
| working for themselves. Not all small business | | | | have lousy people skills and are more concerned |
| owners are entrepreneurs but all entrepreneurs | | | | with what their employees accomplish rather than |
| start out being small business owners. Here are | | | | how they are feeling. This insensitivity and lack of |
| some common characteristics of entrepreneurs | | | | empathy is not received well by the |
| with explanations of how one characteristic can | | | | entrepreneur's employees. |
| be both positive and negative at the same time. | | | | Need to Control |
| Strong Sense of Urgency | | | | This is usually a main reason entrepreneurs |
| Entrepreneurs thrive on activity and are | | | | become entrepreneurs. They are risk-takers |
| enthusiastic to develop and implement their ideas. | | | | whose primary motivation is growth. Coupled with |
| They are creative. But they can also be inpatient, | | | | high intelligence levels, strong work ethic, high level |
| intolerant, tense and uneasy when others don't | | | | of confidence and strong sense of urgency, the |
| share the same sense of urgency or don't | | | | entrepreneur's need to control can be very |
| respond as quickly as the entrepreneur wants | | | | effective. But, their lack of empathy, inability to |
| them to. | | | | delegate (because no one can do it better than |
| High Level of Intelligence | | | | they can) and intolerance may have negative |
| Entrepreneurs are extremely knowledgeable in | | | | consequences. In all fairness to the entrepreneur, |
| their area of expertise - they have to be in order | | | | before they feel comfortable enough delegating |
| to successfully run their business. But sometimes | | | | tasks to an employee, they need to have the |
| this high level of intelligence does not correlate | | | | confidence in that person's ability to get the job |
| with other important aspects of running a | | | | done. But if their interpersonal skills are |
| successful business like effective communication | | | | inadequate, how will the entrepreneur be able to |
| skills and good customer service | | | | develop a good enough relationship with an |
| Autonomous | | | | employee to be able to ascertain that employee's |
| Many entrepreneurs do not function well in | | | | competence? |
| structured organizations where there are strict | | | | Goal-Oriented |
| company-specific rules and regulations to follow, | | | | Success is the goal of the entrepreneur - |
| including having to answer to an authority figure | | | | sometimes success at any price. Success is the |
| other than themselves. Most believe they can do | | | | only acceptable result. Many entrepreneurs don't |
| the job better than anyone else. They have a | | | | have managerial experience and are unable to |
| strong need to do things their own way with the | | | | mentor subordinates effectively in order to foster |
| freedom to choose and act according to their | | | | a team spirit. This can lead to dissatisfaction and |
| own criteria. They are often creative geniuses | | | | frustration on the part of the employee. The |
| who have unique and innovative ideas but aren't | | | | entrepreneur doesn't understand and won't accept |
| always able to communicate these ideas clearly | | | | that employees don't always share the same |
| for anyone to be able to effectively execute | | | | drive and aren't willing to live by the "work - work |
| them. They know exactly what they want and | | | | - work" mantra of the entrepreneur. Why should |
| can become extremely intolerant and impatient if | | | | they? They don't own the company. |
| their employees are unable to read their minds. | | | | Entrepreneurs are highly motivated, goal-oriented, |
| Self Confidence | | | | high-energy, super-focused, visionary, driven, |
| Entrepreneurs are self-confident. They have to be | | | | self-confident people who set high standards for |
| in order to think they can make it in the business | | | | themselves and for those who work for them. |
| world. But when that self-confidence steps over | | | | But they can also be intolerant of minor mistakes, |
| the boundary into arrogance, there could be some | | | | have over-inflated egos, unwilling to consider |
| negative consequences. Arrogant people don't | | | | someone else's point of view, and unable to |
| consider anyone else's ideas to have value - they | | | | develop and maintain solid interpersonal |
| know best. They are difficult to work with and | | | | relationships. The very characteristics that can |
| inflexible because it is their way or the highway. | | | | lead to the entrepreneur's success, might also lead |
| Entrepreneurs have to be their own biggest fan | | | | to failure. |
| because they are often working alone or with | | | | |