Entrepreneurship161
them to transform what often hegan as a very simple,ill-defined idea into something concrete. Entrepre-neurs also can instill highly contagious enthusiasm inan organization. They convey a sense of purpose and,hy doing
so,
convince others that they are where theaction
is.
Whatever it is-seductiveness, gamesman-ship, or charisma-entrepreneurs somehow know howto lead an organization and give it momentum.Along with their mystique, however,entrepreneurs can have personality quirks that makethem hard people to work with. For example, their biastoward action, which makes them act rather thought-lessly, sometimes can have dire consequences for theorganization. Moreover, some entrepreneurs
I
haveknown have had great difficulty taking direction.As Derek du Toit, an entrepreneur, ad-mits, "The entrepreneur who starts his own businessgenerally does so because he is a difficult employee. Hedoes not take kindly to suggestions or orders from oth-er people and aspires most of all to run his own shop....His idiosyncrasies do not hurt anybody so long as thehusiness is small, hut once the business gets larger,requiring the support and active cooperation of morepeople, he is at risk if he does not change his approach.It has been correctly stated that the higgest burden agrowing company faces is having a full-blooded entre-preneur as its owner."'Du Toit raises questions about what youshould look out for if you are considering taking anentrepreneur on board, working for one, or encouragingnew ventures. What can cause problems? Are there pit-falls to avoid? If
so,
what are the options in such situa-tions? What provisions can you make to accommodatethe typical entrepreneur? Do entrepreneurs have morepersonal problems than other people? In short, what isthe dark side of entrepreneurship?
Entrepreneur's theater
In answering these questions, let's keepin mind that entrepreneurs are not a homogeneousgroup. They come in all sizes, each with his or her owncharacteristics.'
I
am discussing here owner-managers
I
have worked with whose personalities were responsi-ble for their own or their companies' failures. [See theinsert entitled "The Research Base.")
Need for control
A significant theme in the life and per-sonality of many entrepreneurs
I
have known is theneed for control. Occasionally, their preoccupationwith control affects their ability to take direction orgive it appropriately and has serious implications forhow they get along with others. Some entrepreneursare strikingly ambivalent when an issue of controlsurfaces - they are filled with fantasies of grandiosity,influence, power, and authority, yet also feel helpless.They seem to fear that their grandiose desires will getout of control and place them ultimately at the mercyof others.Consequently, some entrepreneurs
I
have studied bave serious difficulty addressing issuesof dominance and submission and are suspicious aboutauthority This attitude contrasts greatly with that ofmanagers. While managers seem able to identify in apositive and constructive way with authority figures,using tbem as role models, many of the entrepreneursI have observed lack the manager's fluidity in changingfrom a superior to a subordinate role. Instead, theyoften experience structure as stifling. They find it verydifficult to work with others in structured situationsunless, of course,
they
created the structure and thework is done on
their
terms.Larry Malcolm, a successful entrepre-neur in the sporting goods industry, is a typical exam-ple.In my discussions with him, he talked about hisinability to work for others. After he dropped out ofcollege, Malcolm started work as a sporting goodssalesperson for a department store. He liked the experi-ence (sports had always been his great enthusiasm), buta fight with tbe department head over the "right" wayof displaying merchandise prematurely ended his stay.He then found a clerical position in an apparel com-pany that manufactured active wear. Although hemanaged to stay on longer at thisiob,he disliked tbeworking environment, felt stifled, and, finally, quit.In his third job, he didn't fare muchbetter. But by this time, Malcolm began to realize thatworking for others was not his forte. Not knowingwhat to do and wanting time to think about the future,he took his savings and made an extensive trip toEurope. At a sporting goods fair in Germany, he met adesigner whose work he liked, and on the basis of tbeman's designs, managed to get a few orders from adepartment store and a number of small retail opera-tions when he retumed to the States. All of a sudden,Malcolm found himself running his own business.Larry Malcolm's story is not unusual.Many entrepreneurs seem to be driven hy a magnifi-cent obsession, some idea, concept, or theme thathaunts them and that eventually determines whatkind of business tbey choose to be in. Malcolm's greatpassion was sports, and everything related to it. It par-tially explains his talent for finding more functional aswell as attractive designs. Tbis focused interest is notthe only factor, bowever. Listening to entrepreneurs'case histories,
I
have found many situations where it
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