January 2007
Entrepreneurial Leadership
-- by Tom Nies
“Entrepreneur” is a French word meaning “to take an opening.” But before one can take an opening, one must first see it. This seeing we call "vision." In other words, a visionary sees an opportunity, or an opening, and then shares this vision with others who help to realize that opportunity.
Successful entrepreneurial leaders create a compelling vision of where the organization is headed. They also continuously communicate how to proceed, and energetically guide the development of the organization to advance that vision. Unshakeable will, undaunted determination and relentless pursuit of goals are key hallmarks of these endeavors.
Rigid rule-followers (or deliberate rule breakers) need not apply
Entrepreneurial success, like success in any pursuit, is about the consummate understanding and mastery of key principles – and not about following rules. A rule states, “You must do it this way.” A principle says, “This works well – and has done so through all remembered time. The difference is crucial
The less experienced rigidly follow rules, while the rebellious delight in breaking them. Worse still, they both try to succeed focusing upon subsets of situations – without realizing how all of the forces at work interact in both conflicting and supporting ways. But the master of any art develops mastery by using time-tested and time-proven principles. Mastery should be the ideal of every entrepreneur.
Many fine authors on business, commerce, marketing and sales have never been entrepreneurs. So, these teachings, as valuable as they may be, must be accommodated to the world of the entrepreneur as each tries to build their own future.
Innovation and differentiation
The entrepreneur focuses on innovation of some type. But something every successful entrepreneur well knows is that differentiation is at least as important as innovation. While innovation focuses upon the offering, differentiation focuses on the value, satisfaction, utility or delight that the innovation provides to the customer.
Innovation without differentiation seldom produces optimal appeal to potential customers or optimal results for the seller. When these innovative differentials are significant, whole new categories of business opportunities can be created. Then within these new categories, opportunities are provided for many others to expand the possibilities spawned by entrepreneurial leadership. In this way, entrepreneurial leaders are major dynamic forces which significantly transform our world.
Servant Leadership
Successful entrepreneurial leaders also well know and consistently practice the art of “Servant Leadership.” Such leaders realize that their staff does not work for them, but with them in their joint and unified pursuit of common goals. “Servant Leadership” helps each to do more, and perform better
Each entrepreneur will seek to lead an organization which reflects the substance, style and structure consistent with each one’s own visions and values. In turn, businesses must attract customers, staff and capital. And it is in these attractions that trust is the coin of the realm. Entrepreneurial leaders understand that we, and the organizations we serve, are all parts of a vast cosmos of interacting relationships. This network must be structured such that there is a harmonious, valuable and profitable sense of community among all involved.
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Much of this we surely already realize – at least to some degree. But in life we learn forward; it’s only in hindsight that we are able to understand. We will make many errors as we proceed forward, yet we must not let our failings cause us to become discouraged or cynical. If success were easy to achieve, then all would be successful. But success, like anything truly worthwhile, is never easy. That’s why dauntlessness in the face of adversity is a hallmark of the successful among us. And it is in our retrospective understandings we become more able to successfully lead others.
Posted by TomNies on January 24, 2007 at 02:53 PM in Business Transformation | Permalink
Friends and Family
-- by Tom Nies
From our very beginning, Cincom has always considered all of our members to be “family” and not employees, staff or associates. That’s why we call ourselves Cincomers – just as all in an immediate family call themselves by their last name. Unabashedly, I admit to being paternalistic. I have Cincomers. I do not seek to preside over them, but to provide for them, just as does every father who tries to provide for his wife and children.
But, besides this special relationship with one another, we, members of our Cincom “family,” consider our clients to not be merely business relationships but to be “friends” of our “family.” So, just as we should consider and treat Cincomers as family, we should – and have always considered -- our business associates (customers/clients) to be friends.
That’s why, from our earliest days we have cherished and promulgated the motto: “Whatever it takes.” That’s the way all good friends guide their relationships with their friends. They don’t exploit them; they don’t “use” them. Certainly, they don’t abuse them. To the contrary, they do whatever they can to help them to be happier, more successful, more comforted in their sorrows, distresses and hardships – and to always wish them the very best in every way possible.
It is these ideas, beliefs, and behaviors which truly make Cincom so radically different from so many other companies who place “maximizing shareholder return” as their primary objective.
So to those many "friends of our family" ... we wish you a very happy and prosperous New Year!
Posted by TomNies on January 2, 2007 at 02:44 PM in Customer Dialogue | Permalink
