Tag : startup

  • Are you a Protopreneur?

    Posted Dec 21st, 2010 By in Business Strategy Coaching, Decision Making With | 1 Comment

    What is a protopreneur?

    We’ve all heard of entrepreneurs, haven’t we?  And most know what a ‘micropreneur’ is.  And a ‘solopreneur’ too.  Even ‘Mumpreneurs’ (and ‘Dadpreneurs’, according to Rachel Elnaugh).  But what’s a ‘protopreneur’?  It’s a made-up word, just like all the rest.  Well, apart from entrepreneur (which, according to Dubya, is something the French don’t have a word for :) ).

    It comes from the Greek ‘prōtos’  (first), which itself comes from ‘pro’ (before).  Proto- tends to mean the form immediately before something emerges.  For example a ‘prototype’ is the nearly-finished product, from which the final item that goes to market is developed.  And ‘protoplasm’ is the earliest form of living matter, from which emerges all living organisms.  ‘Proto-’ means the very start, the point just before the actual thing itself is born.

    Leaving corporate without a planOK, so that’s the derivation.  But what actually *is* a ‘protopreneur’?  I use it to describe a person who is standing at the brink of entrepreneurship – still in a job, but somehow certain that you should be doing doing something for yourself.  You may even have an idea what you’d love to be doing, yet something’s holding you back from taking that first step – keeping you at the ‘protopreneur’ stage, right on the cusp.

    That hesitation, that niggling doubt, that obstacle to just taking the leap of faith, could just be nerves.  Or it could be something more, it could be your intuition telling you that something’s not quite right, that for you this isn’t quite the right time, that there’s a fatal flaw in your plan.  And the trouble is, it’s very hard to tell whether you’re holding back through procrastination or perceptiveness.

    And you don’t have to be still in a job to be one.  A lot of people remain in the protopreneur stage for quite some time after they leave employment, as you try to work out exactly what it is you do.  In fact, from my experience, I’d say a good half of the people you meet around the networking circuit are in the protopreneur phase for a maybe a year, even two, as you try your hand at various things that seem like they’ll be fun or they’ll make your fortune, before finding that one thing you can stick at.

    I’ve been there, I’ve been that protopreneur, on both sides of the employment divide, and I’ve seen it so often in others, I’m now on a mission to move protopreneurs on, to help them find their laser focus, to see them set firm on a course that will take them where they want to go.

  • BE your own boss …

    Posted Feb 3rd, 2008 By in Motivation & Management With | 1 Comment

    So, a month ago you sacked your boss. You’ve worked your notice, and today is the first day of your new life with no-one to answer to – master of your own destiny.

    Most of us have been there – working for a poor boss, and dreading going to work each day. No clear targets, no feedback on performance, no meaningful personal reviews. And worst of all – the boss has no more knowledge & experience than you. Yet his big house, the flash car, the sharp suits, nice holidays, trophy wife – they all rely on your efforts. Hardly fair. And this one’s no different to many you’ve had to work for before. It’s little wonder that you bailed out, and decided to start up on your own.

    So now you work for yourself; you’re your own boss; you’re self-employed.

    Let’s just take a minute to look at what that actually means. You’re now self employed – you’re employed by you. So as well as being the one doing the work – the employee – you’re also the employer. And guess what? This boss has no more knowledge and experience than you – just like the old one!

    But this boss is going to set clear targets. This boss is going to track your performance, too. In fact the performance review dates are already in the diary. And there’s a clear personal development programme in place – you’ve identified your learning & training needs, and the new boss has set aside a budget and a schedule for your personal and professional development. Right? Thought so.

    The trouble is, it’s hard to be hard on yourself. So when you miss the Q1 target, how are you going to deal with the inevitable excuses? After all, it’s you creating them isn’t it, so of course they are real reasons. And it’s you hearing them too, so of course you’ll accept them, won’t you? And when Q2 doesn’t quite live up to the (revised) plan, chances are there’ll be a good reason for that. Thank goodness you no longer have an unreasonable boss!

    What was that? Oh, that was one of the problems with the old boss – you never knew where you stood; never knew what was set in stone and what was flexible. Hmmm….

    So how are you going to get around the problem of managing yourself? For some people, it’s not a problem – they really can self-manage. They were the ones back in corporate who told the boss what targets they were going to hit – and hit them – and gave early warning of problems and presented solutions in advance to head them off. If they ever got into corporate at all – most who developed those traits early on, quickly went into business for themselves. But not everyone is like that – some need clearer guidance. Like me – I’m a great implementer, but I’m apt to get bogged down in detail.

    So who’s going to provide that guidance – the direction needed to keep you on track? You could hire a coach – someone who will challenge you to justify your performance and your figures. They’ll probably get you to question your attitude too. What they generally won’t do is haul you over the coals if you’re falling behind, or going off track.

    What I find works for me is to project the situation five years into the future, to the business I intend to have then – the one in the plan I started out with. So now I’m the boss – with the big car, the fancy holidays, the sharp suits, the trophy wife (OK, maybe not that bit, I like the real one I’ve got). And all of that depends on how well my employees are performing – or how well I am inspiring them to perform to be exact.

    And in the persona of the boss-in-5-years-time, I look at how my employees are performing in their jobs right now. Are they committed and doing the right things at the right time, or are they feeding me a load of lame excuses for their shortcomings? Of course, I don’t actually have any employees yet – but I do employ someone to carry at all the roles in the company. I’m self employed: I employ myself. So my employee review covers myself in all my various roles.

    So if I’m falling down on telemarketing or sales follow-up, I want to know why that is. And I don’t accept lame excuses – I make it very clear that I can’t afford to carry dead weight, so I’ll have to replace myself if things don’t improve. Which means I’ll be out of a job. Conversely, if I’m doing a great job on the admin and the filing, I congratulate myself. And I offer myself the opportunity to take on additional duties – maybe some telephone calls to customers or prospects?

    Self-employed? Then BE your own boss!

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