As CEO, one of my primary roles is the development of talents. In the company I lead I am not merely developing talents to be good managers, or engineers, I have to continuously create opportunities for them to be developed into effective leaders and entrepreneurs.
I always tell them that I cannot be the only entrepreneur in the organization.
Over the many years of trying to train staff to see and share my vision and big picture, I must say I have a fair share of successes, failures and disappointments.
I have had the opportunity of engaging talents from the various professional backgrounds, engineering, accounting, sales, economy, business administration, and also those who are not categorised in any of the principal professional disciplines: conman, porn-pedlars, compulsive hypocrites. They come in various disguises which you will only able to unravel after a few tens or even hundreds of thousands of Dollars.
As an engineer I must say with authority that my greatest disappointments are with engineers.
To be a successful entrepreneur there are a few key success factors
- Love for selling or trade
- Have balls of steel, and guts
- Respect for knowledge, competency and ability p0articularly from other professionals
- Untainted characters and credibility
- Seamless, flexible, creative mindsets
- Structured and organised when necessary
- Able to thrive on chaos, diversity and differences
Unfortunately, my experience tells me that engineers, possibly due to their training, except for the factors on characters and being structured, generally are the opposites of the above.
The above statement is off course very generic and unfair, but knowing what factors are in your liability list would help manage your route to success.
I will address the specifics on my future jottings. To fellow engineers……. no offence intended.