Entrepreneur magazine’s article “50 Habits That Prove You Were Born to Be an Entrepreneur” made me think of the challenge of working with such people. While many companies strive to attract these unique individuals, they also find that keeping them is tougher than attracting them.
Let’s see why.
Then you get them in the job and this happens:
They are faced with required work hours, unproductive mandatory meetings, committees who shoot down their ideas, managers who micro-manage and company rules that preserve the status quo. In a very short time they realize that few of their ideas will ever be put into action and they feel like an outsider who is not appreciated.
1. Decide why you want such people and what areas of the company you want them to change.
2. Agree that the change may not be exactly what you wanted and be willing to accept a range of options.
3. Position these people under managers who are like minded and who understand that part of their job as manager is to protect these special people from the rest of the company.
4. When they create change that you like, let someone else run it and move the innovators to a new challenge. If you don’t, they will keep innovating and likely break they thing they just fixed!
Tools like Predictive Index are excellent ways to identify entrepreneur people and show your managers how to motivate them. If you would like to see the ideal profile of an entrepreneur, contact us today. You might also find this case study valuable.