Entrepreneurial
success factors are features selected by successful entrepreneurs as very
significant in their success in enterprise. They include
• Wanting to move forward quickly with an idea once they have grasped the
general idea.
• Seeing the ‘big picture’ and being less focused on details.
• Being given options or allowed to suggest alternatives to how to do a task or
what to do.
• Preferring to be involved in a number of tasks and projects at one time.
• Questioning the reasons for doing things in an established way.
• ‘Bending rules’ and procedures to accomplish their objectives.
• Willingness to take a risk without knowing the outcome.
• Reaching conclusions through intuition and ‘gut feeling’.
• Non- conforming.
Focused Attention •Strong focused attention is characteristic of the left hemisphere.
• These people prefer to focus on the details and processes of how to do a task correctly and accurately.
• They like to have clear step-by-step instructions, preferably in writing, and to be given sufficient detail about how to accomplish a task in the way expected of them.
• They prefer to complete one task at a time rather than doing simultaneous tasks at one time. They are more likely to ask ‘How’ to do as task correctly than ‘Why’ they are doing that task and also to know if there are specific rules or procedures that should be followed.
• They build up to the ‘big picture’ in step-by-step way by associating detailed information.
• A left dominant thinker can play a valuable role in an enterprise as someone who ensures that procedures and details are being followed appropriately.
• They are less likely to be entrepreneurial in their thinking and behaviour and more likely to be risk-averse.
Broad Attention
•Strong broad attention is characteristic of the right hemisphere.
• This is frequently associated with an entre(intra) preneurial mindset.
• Among the ‘broad’ attention’ features of the right hemisphere dominant person are an ability to see the ‘big picture’, and not focus on details.
• They work from the ‘big picture’ down to details.
• They prefer to know ‘Why’ they are involved in a task more than ‘How’ to do it correctly.
• They have a tendency to ‘bend rules’ to accomplish goals and get their way.
• Seeking alternaktive ways to do things and preferring to be given options rather than one prescribed approach is characteristic of an entrepreneurial mindset.
• Another feature is the ability to keep simultaneous tasks or projects going at once.
• Getting others around them to conform to their ideas and priorities and to be non-conforming themselves is another feature.
• Outside of work they are likely to orientate to activities that use their right hemisphere abilities. These could include planning and developing new ideas or projects, doing more than one project at a time, giving leadership to and envisioning others in a project.
Reflective
• The more reflective left hemisphere features make individuals hesitate to
take action until they have thought through information logically to a
conclusion and had opportunity to consider a range of options. This can put a
brake on entrepreneurial, or intra-preneurial, flair so that significant opportunities
can be missed.
• They contribute to the team by helping the entrepreneurial, intuitive members
to be less impulsive and more reflective in decision-making as well as taking
time to think through practical processes and to consider options.
Intuitive
• Making decisions intuitively and acting out of a ‘gut feeling’ are
characteristic of strong right hemisphere dominance.
• The ability to think quickly and to be confident about their instinctive
sense in situations is an asset to seeing and seizing opportunities that others
may not see or be too hesitant to take.
• This is a common feature of an entrepreneurial mindset.
• Stronger intuitive entrepreneurial thinkers can be a ‘problem’ for a team
that is working with them and people who are trying to ‘follow‘ their leadership, who may interpret it as
impulsive.
• Entrepreneurial thinkers can be impatient with team members who need to think
over decisions or reach conclusions by consensus and prolonged consideration.
• Team members may need logical explanations and processes to understand and
grasp what the entrepreneurial leader sees by instinct.
• They need at least one member in their team who can ‘translate’ what they see
intuitively into a conceptual, logical explanation or argument if they are not
to alienate them and to keep them ‘on board’.
• For instance, more reflective left dominant team members will be thinking,
‘What exactly am I supposed to do in this situation?’
• They may admire the entrepreneur’s flair but are unlikely to follow if the
entrepreneur, or someone on the team, cannot show them what exactly what their
role is.
Conforming features are common to a process-orientated mindset.
This includes
Non-conforming features are common to an entrepreneurial mindset.
This includes
