Fire starter or non-starter? What kind of entrepreneur are you?

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Fire starter or non-starter? What kind of entrepreneur are you?

  1. 1. Fire-starter or non-starter? Where do you fit on this entrepreneurial scale?www.leaderzone.org www.omnicor.eu Feel free to share this slideshow but please acknowledge its ownership by Leaderzone and Omnicor
  2. 2. We’ve been working to assess and coach entrepreneurs and entrepreneurial leaders for 25 years…this model describes our understanding of the range of entrepreneurial talent www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  3. 3. First things first:entrepreneur does not mean successful!another word for entrepreneur is change-makereveryone is a change-maker to some degree www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  4. 4. ask 10 of your friends to name an entrepreneur: 4 will say Bill Gates; 3 will say Richard Branson; 2 will say Steve Jobs and 1 will look confused
  5. 5. thank goodness for role models like Bill Gates andRichard Branson because they help ordinary people set extraordinary goals. but little of what they are known for is fundamentally entrepreneurial www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  6. 6. Branson and Gates, Sugar, Trump, Ramaphosa, Abramovitch and the late Steve Jobs are recognisedentrepreneurs but most of their lives were or are spent managing cash flow, revenue targets, people, suppliers and property They should be known as managers But managing isn’t glamorous www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  7. 7. We know them as entrepreneurs because they inspire with their occasional ability to make the world change! a little or a lot, where they’ve trodden, the world is different. www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  8. 8. • making change rather than owning a company or being rich is at the core of entrepreneurialism• by this standard, many ordinary people leading conventional lives are entrepreneurs.• every one who has a dream (big or small) and makes part of it come true is entrepreneurial• everyone who imagines how something can be different, and who makes it so… is an entrepreneur www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  9. 9. but some are more entrepreneurial than others. over the years we’ve assessed, coached and interviewed thousands of entrepreneurs from all walks of life; the model that I’ll share with you hasbeen built up as a result of careful observation, testing and re-working www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  10. 10. Omnicor LeaderZone’sscale of entrepreneurialism www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  11. 11. Withdrawn From Play… Originally as we developed this model in a BRICS economy wedidn’t have this category but now, social welfare has changed the game.As we work more and more in developed states with social welfare systems paying people to stay unemployed, (people whose entire families including parents and grandparents may have lived on benefits), it seems an unfortunately appropriate starting place for our entrepreneurial scale. People in this category seem able but not willing to work, theirentrepreneurialism might be applied to queueing for a new type ofbenefit or changing their brand of toothpaste, but it doesn’t fit our notion of change-maker. www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  12. 12. The Bureaucrat Seatwarmer The bureaucrat has a defence for protecting against working too hard. Rules! For some people, working hours, reporting lines and service standards describe the bare minimum that they expect of themselves. For the seat warmer, the same rules become a mantra, a target. Sorry if you arrive at the front of the queue at 4:31!The bureaucrat will shut the service window without a smile. It’s the rule! The key motivation for the seat warmer seems to be job stability and a deep-seated sense of “my job is my right!” But they are entrepreneurs, seat-warmers do at least one change-making thing in their lives, they get a job! www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  13. 13. The Corporate ExisterNot the talent bedrock of an organisation but certainly belonging to the largest category of employees A solid worker who may rise up into dead man’s shoes; he or she generally flies under the radar, but may be known for a few incidents of special competence Often know as a holder of knowledge of business process andhistory however, the Exister might struggle to show economic value after years of CPI salary increases. He or she usually does enough to avoid a poor performance rating Part of the furniture, in teams he or she may be said to be the “cultural hearth” never though, the heartbeat! www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  14. 14. The Corporate Thriver Sometimes referred to as an ‘intrapreneur’, an entrepreneur who chooses to work for a bossEnergetic, runs his or her function like a business taking risk, beingcreative and driven and often hard to manage unless the manager is also a change-maker Promotable and energetic, working within the structures and aneager brand ambassador; his or her enthusiasm is infectious and the Thriver tends to lead through inspirationUnless he or she rubs people the wrong way the Thriver will be seen as high talent showing sound thinking and judgment and at least reasonably good ability to work with people www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  15. 15. Single Venture Franchisee This entrepreneur might or might not run a formal franchise business, that’s not the main issue. The main issue is his or her orientationtowards being an independent entrepreneur within a prescribed structure. The SU Franchisee likes to be free of a boss, can live with the risks that come from being free of a pay-cheque but knows he or she lives best without the loneliness or the risk of complete independence.The fundamental promise that a franchisor makes to a franchisee is “take this business, run it according to the structures I provide and you will have a business!”. The Single Unit franchisee likes this Don’t get confused by thinking that all franchisees fit this category, it’snot about what you do for a living. It’s about what you are best suited toand in truth many franchisees are really corporate refugees, unable to be employed by an organisation. If, when offered the chance to become a corporate employee your answer would be to take a ‘proper’ job, you don’t belong in this category! www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  16. 16. Multi Venture FranchiseeThere is a significant difference between the desire to make a singlebusiness that offers the owner independence and an income and theinstinct to create a complex business. It’s not about the money butit is about the experience of working in a complex entity over whichyou hold influence but not operational control.The multi-venture franchisee owns several often similar orcomplementary franchise businesses and leads them by influencingemployed managers in their efforts to stick to the rules.For this person, the owner-operator model is not an option,somehow he or she must make peace with the knowledge thatothers are in daily control. The excitement is about creating anenterprise rather than a shop, a practice or a factory. www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  17. 17. Single Venture Independent The single venture independent business owner is driven, like the SU Franchisee to build or own a business he or she can be incontrol of, one that brings an income and that offers a limited range of complexity.Unlike the SU Franchisee, the single venture business owner thriveson the freedom of starting, succeeding or failing without a guiding or a prescriptive business model.When you think of the difference between Single Venture and Multi Venture franchisees or independents don’t be seduced by the scale of the operation, think about the complexity of it. A plumbingbusiness with three small branches run by the founder is probably a Single Venture independent business because its simple model is defined by the founder’s control. www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  18. 18. Multi Venture IndependentThe essential difference between single and multi venture entrepreneurs is not the number of outlets they run but the complexity of the business. A similar plumbing business, this time with three outlets united by a common purchasing and distribution system, with sophisticated branding and IT POS systems, with managers supported by advertising, leadingedge technologies and perhaps a set of compelling values, this is a business run by a Multi Venture Independent entrepreneur.The risks are large, the complexity costs money and the owner must make peace with not having much direct control over the operations. But for him or her, it’s better than being a solo-plumber!Many of the inspirational business people we read about and look up to,epitomise this category of entrepreneurialism, it has the potential to take place on a grand scale. www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  19. 19. The Wild-Eyed Entrepreneur The poster boy example must be Thomas Edison who filed around 2778 patents (US and foreign, successful or not) during his lifetimeDriven by driving! An inventor of processes or things or organisations, the wild-eyed entrepreneur is not well balanced! This type of energy and extremism is rare, often obsessive and certainly difficult to manage! Risk becomes incidental, the need is to invent, to move forward, stasis is anathema to the wild-eyed entrepreneur. Edison did well because some of his inventions such as the light-bulb caught on and he had a fairly unique capacity to invent and to create structures around his inventions, structures that became a series of successful organisations. This management ability is a useful addition to wild-eyed entrepreneurialism but it is not common www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  20. 20. So there’s the scale… The variables increasing from Withdrawn toWild-Eyed Entrepreneur include characteristics like appetite for risk; action orientation; creativity; courage and boldness; independence and energy www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  21. 21. Where do you fit? Try answering not in terms of what you aspire to be but instead look at at your life in terms of whatyou’ve done, what are the best examples of your own change-making? Now weigh them against the scale. www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  22. 22. This is a working model, not a scientific truth so use the ideas to guide your thinking but don’t take the results to be written in stone! At Omnicor and LeaderZone we’re always working tounderstand how to help leaders improve their organisations.Please mail us if you liked this slideshow and if it made you think. We would love to hear your response James Ashton james@leaderzone.org www.leaderzone.org www.omnicor.eu You are free to share this slideshow but please acknowledge ownership by Leaderzone Omnicor
  23. 23. About Leaderzone and OmnicorOmnicor is a team of organisation development experts working through Africa,Europe and soon, the Middle East bringing psychological science to bear onbusiness decision makers. Select better, interview with intent, develop leaders andknow who your talented people are, why they stay and why they leave. www.omnicor.euLeaderZone is Omnicor’s online sister company a site for business leaders at alllevels who want to be better at guiding and leading their teams. Acceleratingleader development. James Ashton is LeaderZone’s principal author and coach,subscribe for free to receive weekly newsbriefs and subscriber opportunities www.leaderzone.org

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