Attributes to work on for entrepreneurial success
In my experience, it always helps to look at both sides of every coin. So far, we have primarily highlighted the positive attributes that an aspiring technical entrepreneur needs to look for in himself or herself and in the people around them. Now, let's focus on the other side of the coin; we need to identify the negatives for potential entrepreneurs.
First of all, people who find it a struggle to manage their own lives don't make good entrepreneurs, and they won't enjoy the challenges. Small businesses require multitasking, work prioritization, and decision-making, with no entourage of assistants and specialists. That's why Fortune 500 executives usually don't survive as startup CEOs.
In all cases, you have to learn to accept total responsibility for things that happen to your business, just like you are responsible for everything in your personal life. Maybe you are comfortable with having a spouse in control of your personal life, but couples running a business are high risk.
If you recognize yourself in the following points and don't believe you will change, you probably won't have as much fun running a startup as serial entrepreneur Sir Richard Branson always seems to be having. You don't even have to try the entrepreneur lifestyle to know whether these points are likely to be a problem for you:
You often feel overwhelmed and out of control: There is always more to do than the time to do it. Usually, the stress people feel does not really come from having too much to do but from having to make decisions on what to do first and not setting reasonable targets.
Starting many things, but completing few: Productivity is all about the ability to complete tasks. It requires tradeoffs and decisions to declare that something is finished. Get in the habit of finishing what you start. Perfectionists are often frustrated in startups, since nothing is ever perfect enough for them.
You like to defer big things until later: If you catch yourself deferring important tasks in favor of smaller, easy things, that's a management problem. Adopt a "do it now" motto, and tackle your to-do list in order of priority.
Over-thinking and second-guessing: If you spend more time thinking and worrying about a task than doing the task, then you are not managing yourself. Don't waste your precious creative energy. Finish items, and get them off your mind.
You get defensive at the slightest criticism: Some people feel pain and high stress with any negative feedback or suggestions for improvement. They react quickly and emotionally with rationalizations and justifications for their actions and find active listening very difficult. You need a thick skin to be an entrepreneur.
Avoiding new opportunities due to fear of failure: Real entrepreneurs look at every new opportunity as an exciting and new life experience. They are energized by the risk and learn from every failure.
Always counting your weaknesses: Good business leaders never criticize themselves for their weaknesses. Smart ones recognize their undeveloped skills and higher potential, but they are confident that they can change and constantly work at it.
Lack of confidence and enthusiasm: If you have a "downer" day at least once a week and can't remember the last time you were truly enthusiastic about something in your life or work, you are not ready to manage a business. Self-confidence is the key to success.
You like to work alone: Every business and every relationship is a team effort. Loners tend to hide from others to be more comfortable, or because working alone gives them more control. Make an effort to network with others to stay informed and contribute, but not dominate.
Admit to being a control freak: Believe it or not, many people who don't manage themselves very well are control freaks when it comes to their business and other people. Practice the art of delegating and the joy of being spontaneous.
Managing yourself effectively is the best form of preparation for managing a new business. It means you understand yourself and are likely able to read other people and understand them. This leads to a trusting relationship with your team and customers.
