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. And 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. Because of this, Read More are usually maintained by role players who execute tasks and take direction, those who do not need the spotlight, as well as better, voluntarily redirect any light that wanders in their direction back to the entrepreneur who feeds off of it.This is not to suggest that entrepreneurs do not have interest in driven, bright, charismatic, high performing leaders. The entrepreneur is frequently captivated by these individuals as well as 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 whatever they know. In some instances, the entrepreneur craves the business maturity and progress which adding these executives promises…and so pursues them. And successful entrepreneurs often get what they need.
However, when entrepreneurs hire high performers, two outcomes are likely. In many instances the sponge-like entrepreneur quickly absorbs the specialized knowledge or wisdom in the newly hired executive. Since this happens the infatuation fades and disillusionment creeps in. The real value of the now figured-out, suddenly all-too-human executive is questioned, as is also the premium compensation paid to draw in them. It is simply a question of time before the entrepreneur actually starts to resent the executive and they are generally discarded. The departing executive never really knows what hit him or her.
Inside the second scenario, the Successful Entrepreneur finds that the newly hired star executive has taken unwanted baggage. Perhaps they are independently minded; perhaps they are insufficiently deferential, occasionally questioning the entrepreneur; perhaps they look at the entrepreneur’s ‘hands-on’ style as unnecessarily meddling; perhaps they push for change that cuts a little too near to the entrepreneur; or heaven forbid, perhaps they may have an ego which craves credit or limelight. Though it may be likely that this career successes of a number of these star performers were built on the strength of a number of these very same attributes, they do not bode well ftilqy working for the entrepreneur. The other executives will also be not amused by someone who asks questions and threatens change and they start to whisper to the entrepreneur this individual is not fitting in. It is only a case of time prior to the entrepreneur eventually finds a means to get rid of the executive.
For better and worse, entrepreneurial leaders wind up in the middle of a coterie of followers. These people execute, serve, tolerate and above all stay faithful to their entrepreneurial benefactor. But living in the shadows, tethered to an entrepreneurial life force will not be the perfect incubator for the following generation of leaders. Dependence fails to breed independence, lifelong followership will not foster leadership, comfort does not beget the entrepreneurial itch. As well as when these executives leave or are pushed out from the nest they are usually entrepreneurial poseurs, handicapped by that element of them which served them very well under their previous master. Few thrive. And thus, the next time you look around in the many highly successful Simon Arias Entrepreneur and inquire yourself why so few new or successful companies have already been created from their loins you will be aware why.