WHY ENTREPRENEURS CAN BE FUN OR CAUSE YOU TO HAVE A NERVOUS BREAKDOWN
Entrepreneurs are different from the rest of us. I'm not an entrepreneur, but I've co-founded a company and I understand their psyche. They're risk takers, they're willing to give up most of their life - family, reputation, money, to make their concern viable. They're focused on a particular idea that means something to them personally. Other entrepreneurs pick their moment, building a company in one direction, nimbly changing their entire strategy when they see things aren't going to be successful. They make hard decisions, calculated risks, shared their office space to make payroll, anything to keep their business profitable. I admire these gentlemen (and they've always been gentlemen for me) because I'm not that type of risk taker and I'm jealous of that, because, while I have an entrepreneurial bent, my personal situation (being a single mother, lack of financial resources - I know - all excuses) compels me to work with my heroes throughout these long years. I'm a good partner for them because I'm completely in tune with them. I want to help them succeed and have the track record to prove it. Since 1991 or so. But you have to be flexible. You have to be able to work in chaos. I am sometimes called the Goddess of Chaos. I can handle it. A lot of people can't. These guys can be ferocious, temperamental, and abusive, but also highly creative, engaging do-ers. It also helps if they have personal charm and a sense of humor. :-) They'll need it to make it past Mistake #1.
1. DEALING WITH EMPLOYEES
I've worked with maybe 100 companies overall, in the U.S. and India, and there is a distinct juncture where I've seen them fail, and it has to do with employees. They started their companies by themselves and did everything. They think they know what they're doing and feel they know best what is good for their company. But now that they have employees, it's not just them anymore.
They fail when they don't take the leash off their senior staff that they hire. They need to trust them to do their jobs effectively. Good entrepreneurs aren't ego driven. They hire the best, and as my first CEO said to me, "You'll get enough rope to hang yourself." He threw me into a job I did not have much experience in and learned while running. We did great work and he has always been the entrepreneur that I compare all the rest to. He was a serial entrepreneur. He wanted to sail the world with his family on a beautiful Finnish sloop call Tekla and I helped him get there. He wanted to sell the company in order to make this dream happen. We succeeded, but as all people know during an acquisition, your internal Finance and Marketing people go first. Everyone who buys a company wants control over finances and the marketing strategy. They always think they know better. I know, when this is the CEO's exit strategy, that this is the death of my future for the company and it's okay. He protected me and I survived another year beyond him. I love that guy to this day.
Entrepreneurs need to hire the best possible people as their second-in-commands across their company, Finance, Operations, R&D, Marketing. they need to trust these people, who typically are experts in their fields, with experience beyond the CEO's companies, to provide strategies for growth, containment of costs while producing the maximum return on investment. They've learned best practices. They know how to hire the right people to meet objectives. Even with an MBA, an entrepreneur can be a fool. They can be total control freaks, focusing on small purchases instead of the big picture. Focusing on introducing new product lines that that don't work with all the investment in branding done over the previous years.
2. FOCUSING ON EGO INSTEAD OF THE BUSINESS
I've had CEOs who wanted speaking engagements on the world stage that could not speak proper English in a heavy accent. They did their presentations as sales engagements, angering the people I convinced to add him to their agenda. They were unfit for this limelight, yet insisted on being the voice of the company in spite of it consistently hurting the company's image. What do you do with a boss, who was once described as "just a farmer in a fancy suit"? He's your boss, he's ego-driven, surrounded by sycophants who tell him he's always right - there is no way to constructively discuss his personal issues.
Other entrepreneurs leave people in positions that they're really not capable of accomplishing and this has to do with longevity and loyalty, which are probably the hardest aspects for a CEO. If a person comes on board as your first employee, sharing your risk, believes in you, wants to do their best, but doesn't have the experience to take the company forward, it's hard on all sides. CEOs are loathe to replace these people, but they have to consider it a business decision. Businesses have no emotions. They look at the numbers. They look at the skill sets. If the CEO doesn't have that particular skill set to mentor them in the position and the person hasn't taken formal training to move themselves forward, it's time to part ways. Many people in India rely on this, and stay successful while impeding the progress of the company.
As I said before, entrepreneurs started their companies by themselves and did everything. They think they know what they're doing and feel they know best what is good for their company. At some point, with some companies, they've lost focus, started facing month-over-month decline, watched newcomers enter the market and gobble up market share, or the industry itself starts to change in unanticipated ways. Sometimes staffing is an issue - too many, not enough. They come to a point where they have no clear answer and they need outside help.
I come in as a game changer. It's a tough job. Restructuring teams and companies is probably the most difficult job you can have in business. Entrepreneurs need outsiders, advisors, people not inside their company, that can look at their business without any emotion. The company will tell me their goals and challenges, which is what I have to work with, and I need to put the right people in place across the teams to ensure we meet those goals. It's never pretty. It's always tough saying goodbye to people you genuinely like and wish you had a place for. You have to thank those who accepted positions that were less than they had before and see them become stellar in those new positions. You have to strive to be the best and be that role model for your teams and respect your entrepreneur. He took the most risk. He made this happen. He's responsible for your job. In the end, if he trusts you, it can be very, very successful. It's all up to him (or her!).