Two things near and dear to my heart. (No, I’m not talking about my kids- there are three biological ones that own that part of my anatomy- as well as a child by marriage that has burrowed its way there, too…) No, I am talking about leadership and entrepreneurial behavior.
To be honest, it’s a little hard to separate the two. As long as one recognizes that entrepreneurial behavior is more than taking financial risks, hoping to generate profits and develop it into a business enterprise. We also have the definitions supplied by Joseph Schumpeter in the 1930’s, describing innovators who use a process of shattering the status quo of the existing norms (he used “products and services”), only to create new ones. Or, the oft-quoted (here I go) Peter Drucker, who averred that an entrepreneur searches for change, responds to it, and exploits opportunities; Innovation is a specific tool… that lets one convert a source into a resource.
So, it’s clear- at least, to me- that leadership and entrepreneurial concepts and behaviors are linked. And, it’s also clear to me that we can enhance leadership and entrepreneurial behavior among us all, but it’s not clear that we can make every person into a leader or an entrepreneur.
After all, every leader needs a follower. If we were all to be leaders, then we are all like the souls at the Tower of Babel, after the Supreme Being confounded their speech. Every person was unable to work with the other, so they all separated to start their own thing(s).
Yet, teaching these subjects is big business now (pun intended) at our business schools…the teaching of innovation and entrepreneurial behaviors. To be honest, it’s something I hope to do soon, too. After all, I have been an entrepreneur my whole life (not that I knew what that meant as a tyke; I did it- and discovered what that meant decades later.) I have been working with other entrepreneurs and leaders for my entire professional career.
It’s good that schools are finally recognizing that lectures are not the way to teach these concepts. No, entrepreneurial behavior and thoughts have to be learned by doing. One does not just examine case studies and become automatically proficient. Because we need to learn from doing ourselves, and failing ourselves- with the ultimate goal of success.
Columbia Business School offers programs (ranging from 2 to 4 days) (that cost between $ 3K to $ 8K) on disruptive leadership (innovation) and making innovation a sustainable event. Dartmouth’s Business School teaches how to lead innovation into execution ($ 11K). UC Berkeley is going to offer a most similar course via on-line methods. The for-profit venture, Apollo Group, already offers a six-week online Innovation Acceleration program, which includes networking, experimentation, and teamwork.
I recall with fondness a program Bell Telephone- as it’s last gasp before breaking up into the Baby Bells and AT&T (we were going with the AT&T long distance venture)- brought ten strangers (in, oh, so many ways) together for a week to develop some innovative charges (pun intended) for it to offer the public. I can honestly say that this was one wild ride, where we outlined (and in some cases, developed mock-ups) of some pretty innovative products. None of which AT&T ever offered (but some other firms certainly did…) Now, there’s a process that could be a great teaching format.
Or, when about 20 entrepreneurs seeking funding for their “babies” were brought together outside Cambridge (MA), taught a few (OK, more than a few) managerial concepts, and were cajoled to working together in (constantly rotating) teams of three and four- critiquing, improving, destroying, reinventing each others’ products/processes over the course of three days. The goal of this effort (as we discerned later) was for the “money guys” to see which groups of talented and bright folks could work together to yield the best returns on the venture capital entity’s money, based upon the concepts that already passed their first tests of interest and profitability. Another creative process that would be a great semester-long adventure.
That brings up two factors that are critical. Yes, it may take one brilliant (or crazed) mind to develop a new concept, to create a new vision. But, in today’s complex arena, unless one is independently wealthy, it takes more than one individual to to conquer the marketplace. Or, to propound a new political idea into a movement. Or, to create a new religion or philosophy.
Oh, sure, we need folks with quick minds, tolerance for ambiguity, and a strong will to get things started. Sometimes those same folks can develop a strategy to “take over the world”, to “fill the demands of the marketplace”. But, more often than not, those same folks need to “sell” their ideas to others. They need to hone their skills to question what they see in a completely different manner. (Do we need a drill bit to make holes in a patient’s skull? What is it we are really trying to do?).
Because most leaders have clear vision does not mean they have the means to keep followers adhering to the path; that’s easy when the group is small, but as the team expands in size, there are new dynamics involved. Because most innovators are technologists and not financiers; there needs to be one needs to understand the financial implications, a team member who can deal with those needs.
These factors have to be part of the teaching paradigm. Something about which most academics who have never run a business or started a movement have nary a clue.
True, true, true! Roy, I want to hear more! Are you setting us up for a big announcement?
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My husband has his MBA and has worked as a consultant for many years, trying to help companies reach their goals of success. I don’t know what the teaching strategies were when he was in business school, but I do know that while working for a consulting firm, they worked in teams, similar to what you describe. It certainly does take many varying talents to get these innovative ideas off the ground and make them successful.
That was a great addition to the discussion, Suerae! Thanks so much for those key points!
I think your last point that many academics may not understand what they are teaching is a very good one. Perhaps schools can ensure they have real entrepreneur teaching the class. Of course some of what is required for success can’t be taught!
I think many things- maybe even everything- can be taught, Alessa. But, doing those things with panache, drive, and the ability to turn on a dime when things are not quite perfect- that comes from within as we learn what to do- or innate to our own sense of “balance”.
You raise a few important points here. I set up my own business and realised that I was ill-prepared for it. I am still learning. But the truth is that I love it and it is a much better career for me. That said, you don’t know if you are an entrepreneur until you actually try to be one. You either have it in you or you don’t. My preparation doesn’t really matter, in fact. My drive does.
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I’m glad you are learning. To be honest, Muriel, we learn so much more from screwing up than getting it right- because when we make a mistake, we agonize and study what we did wrong; to insure we don’t repeat the error. When we get it right, we assume we were perfect- and never “lucky”, which may have been the case- and then wonder the next time around why it didn’t work!
re: knowing you are an entrepreneur- no, you don’t have to wait to see if you are one. There are plenty of characteristics that can provide those clues. But, if – as opposed to your other comment (not here, but elsewhere)- you develop entrepreneurial skills, then you do have to try it, to see if they took!
I think hands on learning is the best. I am a visual and kinesthetic learner and I love to work on projects with groups. It keeps me engaged and motivated.
I think we CAN teach things like leadership because that’s a matter of melding skills with mindset and minds can be changed. However, a person needs to want to develop the skills and habits of a leader in order to be one and that’s a more difficult task.
I’m looking forward to learning what your next big venture is going to Roy. I always find you so interesting.
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Hands on or hands off- either way can lead to learning. But, knowing the way we learn best and what we can do that others can’t- that’s what makes a business concept a viable service or product upon which we can capitalize.
I am in total concurrence with your second paragraph. I always refer back to Helen Keller in the Miracle Worker… it took HER decision to say “WaWa”…
Would it not be easier to just check out science fairs and suspicious garages? It seems as though a lot of innovators are starting out there. In fact there are only a few school projects that been wildly successful – Fedex is one. However, it seems as though he got a low mark, because his prof didn’t think it was a great idea.
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Science fairs and suspicious garages certainly could elicit those with great ideas. But, not necessarily those who can convert those great ideas into products, services, and, most importantly, into business entities, Carol.
I, for one, don’t do basic research. But, I certainly know how to take those principles and concepts, hone them into viable products and services, and build an organization to market them.
There’s a lot of discussion these days (at least around here) concerning the definition of entrepreneur. Some argue there’s a big difference between someone who builds a firm that’s innovative, sustainable and destined to be sizable and a small business owner. I do think it requires different skills sets. One of the consistent stand-out skills I’ve seen from serial entrepreneurs who build larger organizations is their ability to pick the right people and let them do their job. This isn’t a typical trait people cite for leadership. Have you found this to be something present with your clients, Roy?
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Nanette:
i have had many a discussion about what is or is not an entrepreneur. One of the biggest bones of contention is that I refuse to accept the concept of someone who ONLY works for him/herself and has no full-time employees is an entrepreneur- unless the entity is brand new and has not progressed through a stage or two. There is a vast difference between a part-time gig (on the side) or a lifestyle business and an entrepreneur.
Regarding your question, I have qualms with ANY manager or leader who does not pick the right people and let them do their job. Whether they work for a large entity or a small one, whether they think they are managers or leaders, whether they are entrepreneurs or desire the umbrage of another’s organization.
You stirred up some interest for me here, starting with Peter Drucker, who I wrote about once. Then you said strange words that kind of made sense to me like disruptive leadership (and I usually get called all sorts of bad names for thinking of all the questions, even negative ones and I used to be asked to sit on committees for that reason). Too bad Jaco doesn’t see it that way. Then you mentioned innovations into executions and all I could see were Thomas Edison, Einstein, Stephen Hawking all lined up against a wall and shot–ouch. Going on to the group work kind of thing that was some kind of illness in the college I went to in the mid 90s. I hated that stuff, especially since I was the thinker and we made As when I did all the thinking and Bs when I was the secretary in an English class (my last ever). That wasn’t team work either. I had 20 or more years on most of those kids and my understanding of American poetry was from a mature perspective (like more of the poets). You make me wish I were young again and maybe being disruptive wouldn’t be such a bad thing like it was (and is). I hope you have fun teaching this stuff. I’ll bet you will.
I certainly did, Ann. I’m used to drinking water from fire hydrants 🙂