Successful entrepreneurs are that rare mishmash of vision, drive, determination, resilience and other things makes them special. Often idiosyncratic but with instincts that rarely fail them, these explorers travel places where few others have the courage to even imagine. And they also lead from out front, not as benevolent travel guides, but as supreme leaders. It is their adrenaline-fed adventure, risks be dammed, and it is their glory. For this reason, Simon Arias Agencies are usually supported by role players who execute tasks and take direction, individuals who do not need the spotlight, and even better, voluntarily redirect any light that wanders in their direction back to the entrepreneur who feeds off of it.This is simply not to advise that entrepreneurs do not have interest in driven, bright, charismatic, high performing leaders. The entrepreneur is often captivated by these people as well as the specialized knowledge or skills they possess, the companies they have worked for, and the successes they have had.
The entrepreneur wants the things they have and the things they know. In some instances, the entrepreneur craves the business maturity and progress which adding these executives promises…and so pursues them. And successful entrepreneurs tend to get what they desire.
However when entrepreneurs hire high performers, two outcomes are likely. In many cases the sponge-like entrepreneur quickly absorbs the specialized knowledge or wisdom of the newly hired executive. Since this happens the infatuation fades and disillusionment creeps in. The real worth of the now figured-out, suddenly all-too-human executive is questioned, as is also the premium compensation paid to draw in them. It is just a question of time before the entrepreneur starts to resent the executive and they are discarded. The departing executive never really knows what hit her or him.
Within the second scenario, the Leadership finds that this newly hired star executive has taken unwanted baggage. Perhaps these are independently minded; perhaps these are insufficiently deferential, occasionally questioning the entrepreneur; perhaps they view the entrepreneur’s ‘hands-on’ style as unnecessarily meddling; perhaps they push for change that cuts a little too close to the entrepreneur; or heaven forbid, perhaps they may have an ego which craves credit or limelight. Though it may be likely that the career successes of a number of these star performers were built on the strength of many of these very same attributes, they do not bode well ftilqy doing work for the entrepreneur. The other executives can also be not amused by somebody that asks questions and threatens change and they start to whisper towards the entrepreneur this individual is not fitting in. It is only a matter of time prior to the entrepreneur eventually finds a way to eliminate the executive.
For better and worse, entrepreneurial leaders end up encompassed by a coterie of followers. These folks execute, serve, tolerate and most importantly stay loyal to their entrepreneurial benefactor. But located in the shadows, tethered for an entrepreneurial life force is not the best incubator for the following generation of leaders. Dependence fails to breed independence, lifelong followership will not foster leadership, comfort fails to beget the entrepreneurial itch. And even when these executives leave or are pushed out from the nest they tend to be entrepreneurial poseurs, handicapped by that a part of them which served them so well under their previous master. Few thrive. And thus, the next occasion you look around on the many highly successful Leader and ask yourself why so few new or successful companies have already been created from their loins you will be aware why.