Entrepreneurs often act as lighthouses in workplaces marked by unrelenting consumerism and desperate lives. But what defines a successful entrepreneur’s brain?
Scott Allen says that entrepreneurship is not for all. Do you agree? Consider what’s going on inside the entrepreneurial brain, and you’ve already begun to hrewire new neuron patways into your own brain’s plasticity.
We’ve all seen how an average day at work will find these innovators building a ladder and climbing it toward a new target at the same time. Whether they are tossing the dice with their own money at stake, or laying their good name on potentially unsafe lines for a good idea, struggle often describes the adventure on one side in tug of war with adventure on the other.
Entrepreneurs make leadership and learning more fun along the way to success in much the way that Einstein played with enterprising new ideas. Perhaps that’s because money’s rarely the final goal to most entrepreneurs. They focus more on engines that drive peak-performances rather than bottom line profits.
Observe entrepreneurs can be observed for new approaches, but cannot be confined to any of the ways we observe in them. Nor can we cluster them together as if they are all one of a kind. Over years of working with leaders of all fields and researching human brains I developed a skeletal form to gage and empower entrepreneurial brains.
At the MITA Brain Based Center we use 10 criteria to define entrepreneurs who tend to perform well in their fields.
1. Entrepreneurial workers do most things better than drive peak-performances
2. They work harder than most – to improve on limiting systems
3. They look to causes and go after targets rather than dwell on past mistakes
4. They maximize benefits to workers and firms in ways that take care of both
5. They get more from less in mental resources often hidden or unused at work
6. They see barriers more as bridges to cross than chasms to stop advancement
7. They inspire ordinary people to more successful achievement
8. They transform best practices into sustainable resources for ongoing growth
9. They tend to focus on what drives peak performances, rather than on what kills it
10. They move past people in ruts to signposts that gauge lucrative achievements
Strategies learned from entrepreneurs who score at the top of this list can help people who hope to transform a low performing organization into one characterized by peak-performances and mind-bending growth. That’s because entrepreneurs think success and often empower others by helping them to become more competent – in spite of the limitations that mark most sluggish organizations.