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The Bullshit of Intrapreneurship

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You may have already seen many people defending the intrapreneurship inside big corporations.

Now, small businesses have also adopted the fashion and are looking for that kind of professional profile to hire. Well, that is a sizeless bullshit, because even if those businesses find that profile, they won’t know how to take advantage of all their characteristics.

With short time of hiring, that kind of professional will be unmotivated and will be swallowed by the rigid rules of the company. Until today, I haven’t got to know any organization that has challenging policies for people with that profile, what demand a differentiated dynamic.

What we see happening today, in fact, are companies that seek people that will face it as their own business and will be proactive, creative, but what is the real reward for such a dedication? Stability? Bullshit, because in the first crisis that happens those people will be sent to the HR like any employee.

Of course, they are going to take into consideration if they are very well domesticated, if they follow carefully their policies and if they stay beyond expedient without complaining. After years of dedication, besides the salary and bonuses, professional experience, which is very important, what will that person take with her after being fired? The answer is NOTHING.

It is worth to remember that nowadays if that person is more experienced and have a more advanced age, her experiencing won’t be usefull, because big corporations are not used to hire professionals with senior profile. They face them as expensive employees. What organizations need is to create real policies that boots entrepreneurship.

If an employee is good enough to create a new product, solutions and have the entrepreneur veins, he shouldn’t be labelled as the employee of the month. It has to be possible, by means of a spinoff, for that differentiated employee to become associated to the new product or service created by her. But the lack of Entrepreneur Culture inside companies makes that differentiated employee to be crushed many times by their own bosses and even by their colleges.

They think she is doing too much and will disturb their daily convenience. We know some employees are scared to death when you talk about work with them, cause they are on the company only for the job. Then, the question remains: is it interesting to be labelled as the intrapreneur employee and be proud of it? I don’t think so.

The impression it gives is that those ones that like to be classified that way are the halved entrepreneurs, those ones who didn’t have the courage to take all the risks and make things happen by themselves. They get satisfied by being halved entrepreneurs, or, using the word in fashion, they get satisfied by being intrapreneurs.

:: Send your comments! It is a pleasure to answer them.

Entrepreneurial Pride

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I’m not going to start this article writing about how difficult it is the entrepreneurial carrier. We already know the challenges. What I’d like to write is about the Entrepreneurial Pride, because it is very difficult to keep yourself motivated in a scenery where almost nothing is in favor. I want to make it clear that scenery does not belong exclusively to Brazil, because I listen a lot: “Oh, if it were in X country, we would have a lot more support.”. I’m so sorry, fellow, to put an end to your fantasy, but the difficulties are the same everywhere around the globe. Of course, in different proportions. We need to have in our minds that disruptive entrepreneurs find problems and create solutions. It is the problems that move those entrepreneurs. So be aware of that: if you want to be an innovative entrepreneur, you will daily face challenges that are proportional to the size of your dream. It is very important to know that we won’t get much far if we go alone. It is necessary a team of partners committed to a common objective. An interesting attitude we observe is that many entrepreneurs don’t want business partners or help of people that are close to them. They always say: “I hate depending on favors.” You’d better know that pride of yours is not going to take you anywhere. We always depend on someone else. And when there are people willing to help in your projects, it means those projects are relevant, because no one would volunteer to collaborate in something without potencial. Think about it. To succeed, an enterprise will need to have a high level of interdependence between people that are part of it. They can be the business partners, providers, staff and people that are close and believe in the potencial of your iniciatives. It may be obvious to many people, but it is worth to say: don’t forget to send information about how your projects are going to people that are collaborating and remember to retribute everyone who helped when a project succeeds. This retributing action might seem obvious, but I’ve seen many projects going well and the team forgetting those ones who helped in the inicial part, when the risks were very high. Remember that when the risks are that high, it is difficult to find partners. So give value to those ones that you conquered in the inicial moments. Stay alert to pride issues, because it is very easy to go though two extremes: 1) think we are asking for favors and become depressed, and 2) when a project succeeds, we may think we are the only responsible for its success. Yes, the entrepreneur is ahead of his/her business and he/she is the direct responsible for its success or falure. But, in an indirect way, there are many people that are connected and collaborating intensively to materialize ideas. If you want people to collaborate in a professional way and not as if they are doing a favor, you should write a project making clear the possible returns you intend to give to every involved. Also, study ways of retribution for time and resources that might take part of your iniciatives. The willing people atract each other. Be prepared to sign partnerships and retribute all that are involved. :: Send your comments! It is a pleasure to answer them.

A importância da inteligência emocional para empreendedores

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Você consegue perceber se um empreendedor está maduro quando ele demonstra inteligência emocional nas decisões diárias que toma em sua empresa. Lembro que isso não tem ligação alguma com idade, pois conheço várias pessoas na casa dos 30 que são totalmente descontroladas em assuntos relacionados ao empreendedorismo, mas são ótimos profissionais tarefeiros.

Infelizmente são poucos os que conseguem separar o lado pessoal do lado profissional e conseguem trabalhar em ambientes heterogêneos. Alguns ocupam até grandes cargos em fundos e levantam valores significativos para investimentos em empresas de terceiros, mas quando se trata da própria empresa, não conseguem alinhar ações e o descontrole toma conta, fazendo com que a experiência seja traumática. Portanto, se você pensa em chamar aquela pessoa que considera uma ótima profissional, tenha em mente que ela precisa estar madura emocionalmente.

É necessário sempre ter em mente que é praticamente impossível fazer uma avaliação prévia das pessoas que irão atuar em conjunto na sua startup, nesse quesito, pessoas entram e saem de projetos e isso faz parte da evolução do mesmo, esteja preparado para lhe dar com isso.

Todos possuem seu tempo, então é necessário exercer um pouco de autotranscedência e procurar entender realmente algumas ações inesperadas, nesse ponto é preciso uma grande maturidade emocional e separar assuntos pessoais dos profissionais. As pessoas estão em eterna mutação, saiba que esse profissional tarefeiro que está se aventurando no inóspito ecossistema empreendedor e demonstra imaturidade emocional, pode um dia nos surpreender.

Portanto, se chegou à conclusão de que seu parceiro ainda é imaturo emocionalmente, tome decisões avaliando o lado profissional e encare os fatos com uma conversa direta. Deixe sempre as portas abertas, pois essa pessoa futuramente pode ser um parceiro estratégico interessante.