Norman Evans answers the questions: Are entrepreneurs born or made? How to discover if you have the behavioural characteristics of an entrepreneur. How to learn entrepreneurship. What it takes to be an entrepreneur.

1. HIGH GROWTH ENTREPRENEURSHIP Becoming an Entrepreneur

4. Entrepreneurs are, in this context… … those who innovate and carry risk in building a new business So… I’m not talking about Intrapreneurs (so-called corporate entrepreneurs who don’t carry the risk themselves) Small-business owners (who don’t innovate much) Franchisees (who don’t innovate much) …though they are included in many definitions of ‘entrepreneur’

5. And they do it because… They want to control their own destiny They can build something great/cool/fun They consider ‘having a job’ to be boring or unchallenging And often .. The world of ‘jobs’ is just too slow-moving for them. Entrepreneurs set their own pace, and it’s usually fast!

6. Nature/nurture debate Entrepreneurs are both born and made You have to have a basic personality receptive to the experiences which make an entrepreneur. But that filter still allows much of the population through. Our experiences are a bigger factor, and determine which of us will actually be able to embrace the mindset of an entrepreneur

7. Comfortable people don’t make good entrepreneurs Correlation between unmet needs and strength of entrepreneurial profile? When people are comfortable and self-satisfied: they lose the need to innovate in the demanding way required of entrepreneurs they lose the excessive drive which powers an entrepreneur’s achievement

8. Three common motivators are: The creative desire to build something great (legacy) The desire to make the world a better place (social conscience) The desire to ‘prove yourself’ (challenge) The desire to ‘prove yourself’ is particularly common because entrepreneurs judge everyone, including themselves, by what they achieve…. Results are everything!

9. Sometimes the unmet needs have deep roots…

10. Characteristics and Behaviours Passion Drive Self-belief Persistence Opportunism Vision Optimism Resilience Resource gatherer Innovator Deal-maker Seller Goal-seeker Communicator …so that’s all you need!!

11. Strengths and weaknesses are often finely balanced: p.1 Stubbornness in clinging to a path regardless of conflicting views Persistence in chasing a vision Inability to accept best practice when it conflicts with the entrepreneur’s views Ability to see beyond conventional wisdom Opportunism; the ability to see and act on new opportunities as they emerge Diluting effectiveness by trying to follow too many opportunities at once

12. Strengths and weaknesses are often finely balanced: p.2 Inability to manage reluctance by potential investors to accept the same level of risk High tolerance of risk Lack of appreciation of the limits of the entrepreneur’s expertise (not knowing when to rely on other experts) Deep expertise in some aspects of building a business High internal motivation Unrealistic expectation that others will be equally internally motivated

13. Strengths and weaknesses are often finely balanced: p.3 Unwillingness to delegate when the business grows large enough to have specialist staff Willingness to take responsibility Unwillingness to give up control (particularly when the company has grown beyond the entrepreneur’s skills to manage it) The ability, and willingness, to control the whole business during initial start-up Clarity of thinking; a clear view of the tasks which must be completed to build the business Inflexibility; the inability to recognize/accept a new idea which does not fit with the entrepreneur’s model of what is needed

14. Strengths and weaknesses are often finely balanced: p.4 Inability to find time to learn and adapt during the high-pressure start-up phase of building a business (hence, many entrepreneurs learn through failure) A high acceptance of the need for learning and adapting in building a business The inability to recognize that the market may not be ready for fast innovation (particularly an issue for entrepreneurs with a technology background) The ability to recognize innovative concepts and technologies

17. The reflective learning process Work on the project/company Listen to the advice you’re getting from mentors/boards/advisors Listen to feedback from customers and staff Balance that advice against what you know about yourself Repeat the process Change what you’re doing where appropriate

18. Reflective learning is difficult for entrepreneurs because… Entrepreneurs are externally focused (it’s about what I do rather than who I am). They don’t tend to ask for personal help (it’s about task accomplishment, not personal development) It’s hard to practise reflective learning when you’re under stress (and company building is stressful) But the best time to learn is while you’re actually working on a company… if you are open to learning.

19. Understand yourself, and you can still learn while you’re under pressure

20. In summary Can entrepreneurship be learned, or are you born to it? There are some ‘natural’ elements, but entrepreneurship can be learned if you can understand your strengths and weaknesses What strengths and weaknesses are typical in entrepreneurs? The strengths and weaknesses are often the same behaviours being displayed appropriately and inappropriately If entrepreneurship can be learned, how can you become an entrepreneur? Understand your own strengths and weaknesses, then learn by doing and reflecting. Building companies is the only way to learn to be an entrepreneur

21. Want to learn more about entrepreneurship? - read the free chapters from my book - take the light-hearted “Idiot’s Survey” - subscribe to my blog Find this information at:www.becominganentrepreneur.bizwww.norman-evans.com