| Business ownership is incredibly stressful, challenging, | | | | Some other ways to identify the entrepreneurial spirit |
| and rewarding all at the same time. It does take a | | | | in an employee or potential employee is to ask them |
| unique set of characteristics to run a business | | | | to tell you about what they consider to be their |
| successfully. Being an entrepreneur requires one to | | | | greatest successes both professionally and personally. |
| have some degree of risk taking, creativity, | | | | An entrepreneurial minded person will talk about |
| self-discipline to do the tasks you do not want to do | | | | projects/programs they worked on where they |
| on a regular basis so you can get to the fun things | | | | helped to lead an initiative or where they contributed |
| you want to do (which is maybe only 20% of the | | | | heavily to the project's success either in teamwork |
| time). And a successful entrepreneur learns to | | | | or by "taking on" a certain part of it. You will hear |
| harness their people power - both within themselves, | | | | them use ownership words like: we made it happen; |
| their partners and their employees. | | | | we brainstormed; we divided up the duties; we met |
| When a business owner starts their business, it is | | | | on a regular basis etc. They will get excited and |
| often run by them alone. They, the owner, have to | | | | show passion in their voice and body movements as |
| wear so many different hats - the accountant, the | | | | they tell you about the projects. You will feel their |
| operations manager, the marketing and sales | | | | commitment, determination and desire to complete |
| manager, the HR manager along with chief bottle | | | | the task and to complete it well. |
| washer and cook most days. It is this phase of | | | | In order to get employees to take on an |
| running a business that often drags a new owner | | | | entrepreneurial mindset, a business owner has to |
| down and into despair because they had not counted | | | | have excellent communication skills. The business |
| on it being so tough. Then they start to grow, add | | | | owner has to know how to motivate each employee. |
| employees to do some of the jobs that are not their | | | | They have to know how that employee receives |
| strength. Through the hiring process, the business | | | | communication. The business owner will need to have |
| owner attempts to hire "Minnie me's" - people who | | | | excellent listening skills and team development skills. |
| are a lot like themselves. That is their first mistake. | | | | Expectations have to be clearly communicated. In |
| When hiring for management positions you have to | | | | addition, the business owner has to be open to |
| look at what are the key components of the position | | | | creating an atmosphere/culture in the company |
| and what skills are needed to complete the job. | | | | where each and every employee knows they are |
| Beyond skills, a business owner needs to look at | | | | valued at all levels. One hundred percent inclusion is |
| what areas could this person expand into and to do | | | | key. What is meant by this is that the business |
| that what skills and characteristics are needed. Then | | | | owner can't just put out a directive and expect |
| one needs to look beyond skills and look at the | | | | everyone to live by it. Have a directive in mind, |
| individual's past experience and achievement record. | | | | however put it before the employees in such a way |
| Asking key questions about how an individual has run | | | | that they can give their opinion - in-put and feel a |
| projects, programs or tasks in general will reveal a | | | | part of the process. This way when the directive is |
| great deal about the individual and what motivates | | | | put out they feel like they had a part in making it |
| them. Ask them for examples of times when they | | | | happen. |
| were given the opportunity to create a project or | | | | Knowing how to recognize and reward people for |
| give ideas - how did it make them feel? Did they | | | | performance is important. Knowing how to get your |
| take the initiative to launch the project/program or | | | | people to want to get their people recognized and |
| wait for someone else to take the lead? Did they | | | | rewarded is being an inspiration to them. When this |
| take these projects on above and beyond their | | | | happens, they truly know how important they and |
| current duties or in lieu of? Did they feel honored to | | | | their work are to the company. Then you have |
| be asked or put off? Did they feel cheated if they | | | | happy, motivated, inspired, entrepreneurial minded |
| did not receive recognition for taking on the extra | | | | employees. |
| work or rewarded for being selected for the tasks? | | | | |