CEO Goblog #3- engineers and entrepreunership

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. 


2 Responses to CEO Goblog #3- engineers and entrepreunership

  1. Mentor says:

    It is not only for the engineers, but for many companies increasing complexity, uncertinity and competative pressure will be key issues to be tackled.

    What is needed is a long range strategic plan which includes placing a focus on increasing the supply of leaders capable of meeting these challenges.

    As you’re focusing on talent developement, you should also look into other best practises of developing leaders with “high potential”

    How many individuals should be in a developement program?

    How should they be selected?

    How do you ensure that individuals get the right experiences at the right time?

    I think, in the interest of future leader development, many companies are inexpeirienced, and are looking to catch up quickly……… As with every other competative advantage in business, the winner will be the companies that have the vision for leadership and the will to execute it.

  2. inspigoblog says:

    In political and military organizations, the only option is to develop leaders internally.This approach has merits. It is however expensive and can be time consuming. It works perfectly well for big organizations. For many other organizations this may not be the only option. Leaders may be sent “from above” to bring change. As with every venture, be prepared for failures.

    The key word is OPTIONS.

    I agree  talent development program is a necessity. It starts at recruitments.

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