The Entrepreneur Leader (I).
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|Those who start a new organisation are leaders because they take actions that others are unwilling to take.
The leader that creates an organisation or manages it during its initial years is the proverbial Entrepreneur. It is a creator and has qualities that go beyond pure leadership.
In essence, an entrepreneur has to be a very good businessperson, because any organisation in such a phase will be struggling to survive and its leaders will have to provide it no only with an institutional framework, but with strategies, a set of basic know-how and traditions, as well as results.
New organisations depend on achievements. They have to show successes to their own people as well as foreign observers because if not morale and patience will erode inside it, and investments as well as public image from outside it will never come.
Thus, the ability of entrepreneur leaders is measured by the degree of success that they have for creating and nurturing baby organisations.
Such leaders will not necessarily be also the best for the other two phases of the life of the organisation, which are the growth phase or expansion, and its decay or contraction.
However, entrepreneurs are an absolute necessity in order to guide organisations during their initial times.
However, leaders of all kinds will be needed within an organisation during each part of its life cycle because some components or subsystems will have their own cycles as well.
Entrepreneurs will be needed, for example, to lead research and development projects such as our Nanotyrannus, managers will be needed to run routine aspects of the organisation's business, and administrators for decay or managers of contraction will be needed to close down areas which are obsolete or of no use anymore.
Any Entrepreneur always faces skepticism coming from other who look at him or her trying to form a new organisation when it would be easier for this person to join an already existent one.
For example, those who want to start their own business are faced with real constrains such as no profits during the firs years, as well as apparent ones such as the perception of everybody else by which such entrepreneurs will fail.
"Get a real job."
"Make a career."
Those are real-life phrases that illustrate this point.
One of the most important qualities of any Entrepreneur leader is, thus, persistence.
Many Entrepreneurs forget their enthusiasm or get convinced that they should also be absorbed by other bigger and established organisations because rewards come easier.
95% of all new organisations fail within their first three years of existence.
It is to note that such ready-made rewards, such as a fixed salary, while easier to attain than those achieved by the own hands of the leader, are less valuable and consequently, smaller.
Thus, an entrepreneur must be an ambitious person in order to succeed, because he or she must not feel satisfied with what others have to offer. If such offers start seeming enough at one given point by lack of results or just plain impatience, then the Entrepreneur will begin considering abandon all independent efforts and joining the corporate structure of its established competitors.
Entrepreneurs will also face their own lack of expertise in many cases, as well as the lack of any set of rules based on experience as to how to conduct their organisation.
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