Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Profiles entrepreneurs2

416 views

Published on

A presentation about the defining traits and attitudes of entrepreneurs. If interested in more contact geert@geertfiers.com

Published in: Career, Business
  • Be the first to comment

Profiles entrepreneurs2

  1. 1. Profiling : are You an Entrepreneur or what?
  2. 2. Your guest speaker Geert Fiers + 20 years experience in recruitment Fiers & De Mey/Thefuturealliance http://www.thefuturealliance.com Co-founder of ATS (Applicant Tracking System) www.HR-Technologies.com 2 11/11/2013 Copyright Geert Fiers ,all rights reserved
  3. 3. At present : • creation of www.psaq.eu • Temporary Resident 3 11/11/2013 Copyright Geert Fiers ,all rights reserved
  4. 4. Profiles of Entrepreneurs • Based on Qualitative Research : PSAQ : Professional Styles & Attitudes Questionnaire combined with in depth interviews • Comparison with Managers and general professional population • Focussing on “First Line” entrepreneurs; not the second or third generation in family businesses • Founders of companies from 10 tot + 1,000 employees were screened 4 11/11/2013 Copyright Geert Fiers ,all rights reserved
  5. 5. Security Job Security Planned Career Guarantee Financial Security Long Term visibility professional career … 5 11/11/2013 Copyright Geert Fiers ,all rights reserved
  6. 6. Why? • Why do you consider to start up your own company? • What would hold you back? • How do you look at the alternatives, a corporate career, a government job …? 6 11/11/2013 Copyright Geert Fiers ,all rights reserved
  7. 7. Parameters Significant Personal Risk versus Security 7 11/11/2013 Autonomy versus Dependency Copyright Geert Fiers ,all rights reserved
  8. 8. Significant Personal Risk Entrepreneurs Intra preneurs Dependency General working population Security 8 11/11/2013 Copyright Geert Fiers ,all rights reserved Autonomy
  9. 9. Dependency Need for guidelines Need to work within a structured environment Focus on rules and regulations Responsibility for professional career is exteriorized to a certain (greater) extent : corporation, government, union … Together with Security we could call this the need for a professional “caring” environment” The largest part of the working community is situated here 9 11/11/2013 Copyright Geert Fiers ,all rights reserved
  10. 10. Autonomy Need to own your own professional life Need to realize professional goals in your way Being one’s own boss In complex organizations : having control Disliking hierarchy (above) Not a nominal factor, but a continuum: From having single control to partnerships, being a minority shareholder with extended reporting duties Consider the fact that al of these relationships vary during the life of the company 10 11/11/2013 Copyright Geert Fiers ,all rights reserved
  11. 11. •Standing out of the crowd? • What do we really mean? 11 11/11/2013 Copyright Geert Fiers ,all rights reserved
  12. 12. 12 11/11/2013 Copyright Geert Fiers ,all rights reserved
  13. 13. 13 11/11/2013 Copyright Geert Fiers ,all rights reserved
  14. 14. 14 11/11/2013 Copyright Geert Fiers ,all rights reserved
  15. 15. Taking considerable Personal Risk 15 11/11/2013 Copyright Geert Fiers ,all rights reserved
  16. 16. Taking considerable Personal Risk Engaging a part of your financial means that could hurt when lost Out of financial reserves or loaning capacity Abandoning a steady career One step further Risking the security of others stakeholders : employees, shareholders The level of risk can evolve during the professional life of the entrepreneur 16 11/11/2013 Copyright Geert Fiers ,all rights reserved
  17. 17. Manic? So you are probably a little bit Manic  But is that enough to be entrepreneurial? Aberrations often occur when there is no personal risk but all stakeholders are recklessly involved On the contrary, all stakeholders should be correctly informed to make venture socially acceptable Otherwise your just another … 17 11/11/2013
  18. 18. 18 11/11/2013 Copyright Geert Fiers ,all rights reserved
  19. 19. Scale of operation The bonsai and the sequoia Start-up entrepreneurs are less concerned about size than managers As a start-up you can (must) dream about the sequoia but not forget that you start with a small bonsai 19 11/11/2013 Copyright Geert Fiers ,all rights reserved
  20. 20. Size Some innovative projects take some much “side energy” : financing, rules …that it is decided to realize them within existing structures 20 11/11/2013 Copyright Geert Fiers ,all rights reserved
  21. 21. Social Compliance • Entrepreneurs are more likely to overrule social compliant behaviour • For start-up entrepreneurs there is a very thin line between private life and work – work-life balance??? • “Now, considering you brought my mother into it : 71,5” Gordon Gekko 21 11/11/2013 Copyright Geert Fiers ,all rights reserved
  22. 22. Energy And how u use it! 22 11/11/2013 Copyright Geert Fiers ,all rights reserved
  23. 23. Social Status 23 11/11/2013 Copyright Geert Fiers ,all rights reserved
  24. 24. Self confidence In your agility In being able to adapt to unpredictable situations, to adapt to rapidly changing market situations Of course : hubris lurks around the corner  24 11/11/2013 Copyright Geert Fiers ,all rights reserved
  25. 25. Influencing factors : Family • Getting the chance to experiment • Values cited : “hard work”; “just go for it” • Partner • Mentor 25 11/11/2013 Copyright Geert Fiers ,all rights reserved
  26. 26. Need for Scale of Action 10 8 Pro-active 6 4 Lack of Social Compliance 2 Entrepreneur Intrapreneur 0 General Pop Need for Power Administration People Management 26 11/11/2013 Copyright Geert Fiers ,all rights reserved
  27. 27. And what about the money? Does it play a role? Consider : high on Risk and low on Autonomy; that is called gambling not entrepreneurship 27 11/11/2013 Copyright Geert Fiers ,all rights reserved
  28. 28. Triggering events • The straw that breaks the camel’s back • Management buy-out opportunity • The market opportunity taken up outside the company structure • The “mature manager” deciding to take up entrepreneurship as a (final) career step And of course : “the ultimate spin-off” 28 11/11/2013 Copyright Geert Fiers ,all rights reserved
  29. 29. The straw that breaks the camel’s back 29 11/11/2013 Copyright Geert Fiers ,all rights reserved
  30. 30. The straw that braeks the camel’s back °Promises (e.g. for promotion) not kept °Profoundly disliking the boss ° One of your market contacts pinpoints an opportunity; the project is not okayed by your superiors In each of these cases you were always for all positive or negative signals as a trigger to take the step 30 11/11/2013 Copyright Geert Fiers ,all rights reserved
  31. 31. Self Assessment Questionnaire • Describe you long-term career dream, does your wish to start-up your own business comply with that? • Make a list of the reasons why you want to start-up you own business • Describe in detail what your personal risk is in your venture • How important is job security for you? • What kind of “control” do you wish to have over the operation; define your preferred scheme • How important is work-life balance to you? • How is your energy level and which part are you wiling to delegate to your project? • Which part of the skills do you have to succeed; do you know how to fill in the rest? 5 11/11/2013 Copyright Geert Fiers ,all rights reserved
  32. 32. Most important • Don’t hesitate to go for your idea, even if your score on the self assessment is horribly low, because you might stand out in a different way 32 11/11/2013 Copyright Geert Fiers ,all rights reserved
  33. 33. Attracting Talent for start-ups
  34. 34. • http://www.youtube.com/watch?v=X5NN x1bP7gM Motivation 11 11/11/2013 Copyright Geert Fiers ,all rights reserved
  35. 35. Fundamental questions • Take the time to consider how far you want to go in “sharing” your idea; sharing the company; this may fundamentally influence the type of talent you will attract but also what your part of the story will be; • Make a list of the qualities that are complementary to yours and fundamental for the success; make sure who you need “on-board” and which activities are better outsourced; • Do not only prepare the recruitment and assessment of potential talent; but make sure that you have an excellent “on-boarding” program; a lot of the decisions to leave a company are taken on the first day; a bulk of energy is wasted on “setting of on the wrong foot” • Make a realistic list of your assets to engage talent; you’re not alone out there, there is something called “the labour” market • If you have international goals; consider them from the start 35 11/11/2013 Copyright Geert Fiers ,all rights reserved
  36. 36. • “You need to attract determined, innovative, flexible resourceful , risk minded individuals. To do this, emphasise the exciting (sometimes roller coaster) ride of a start up, the freedom to make decisions that have impact, and offer rewards that match the risk”. Robert Kilpatrick – IESF UK 36 11/11/2013 Copyright Geert Fiers ,all rights reserved
  37. 37. Active community building • For those roles and talents that are “key” to your activity • You must know who is a potential talent for you company • You should actively keep in touch with that community in all possible ways: -irl! conferences; invite them to your events; social media Make sure your project and company is known in that population By You I mean, yourself or someone of the company that has this at least partially as ad dedicated role. As the company grows all managers and staff should be involved in this to a certain extent. 37 11/11/2013 Copyright Geert Fiers ,all rights reserved
  38. 38. As you grow … 38 11/11/2013 Copyright Geert Fiers ,all rights reserved
  39. 39. Channels & Platforms Search Engines Offline/ Non traditional Talent Community Branding & Campaigns Job Publishing Social Networks CRM (Passives) Job Marketing Online Job boards Social Pages Executive Recruiting Campaigns Job Aggregators Social Apps Niche Boards Social API Integration CRM ( active ) Mobile Recruiting Employee Referrals University Campus Executive Search Agencies Talent Networks Recruiting Events Job Feeds (RSS/XML) Talent Community / Career Website Platform / Applicant Tracking System Social CRM
  40. 40. http://www.youtube.com/watch?v=Mw7US6RiKts 40 11/11/2013 Copyright Geert Fiers ,all rights reserved

×