Why You Should Become an Everyday Entrepreneur

ByF.C. Dawkins

The most important skill you can learn today is the ability to create and manage your own career. We live in a world where globalization and technology combine to guarantee that the one constant we face is rapid change. There is no room for prison thinking as the status quo must constantly be challenged to ensure that we stay competitive. The most important characteristics for individuals, organizations and countries alike are resilience and adaptability. These are the key characteristics of entrepreneurs.
Unfortunately the prevailing stereotypes of entrepreneurs discourage many people from embracing the idea. Most of our perceptions about entrepreneurship stem from two specific types:
First are the misfits; those who either can’t fit in or don’t choose to embrace the norm. These are the rebels characterized as risk takers or gamblers. They convey the image of success achieved through reckless risk, initial failures and inherent natural instincts that allow them to succeed in areas that most won’t try.
The second high profile type is the tech entrepreneur immersed in the world of venture capital, an area typified by high risk, a high rate of failure and exceptional rewards for success. This is sphere that gives us most of the buzz words attributed to entrepreneurship such as accelerators, incubators and burn rate. The latter tells you when you will run out of funds so identifies the point at which you need and hope to have an investor. It’s a little like bungee jumping, hoping that someone will come along and tie your rope securely before you hit the ground but you leap anyway.
Together these two stereotypes re-enforce the perception that above all else entrepreneurs are risk takers whose success is tempered by failure. As a result of such typecasting many good projects never see the light of day while others fail by taking risks that can’t be justified.
These are but two forms of a wide range of entrepreneurial types but unfortunately they get most of the attention. Regardless they are far removed from the everyday entrepreneurs who provide the engine that drives the economy and the stimulus that creates jobs locally when big business is preoccupied chasing profits around the globe. In the broader circle the critical terms are practical; words like bootstrapping and the lean startup. Words grounded in reality and pragmatism. Hope is not the prevailing sentiment. Being proactive is critical. These mainstream entrepreneurs certainly take risks. The risk and reward dichotomy are joined at the hip. No doubt the greater the risk the greater the reward and the higher the chance of failure. Most successful entrepreneurs know how to manage their risk. Failure is far from a prerequisite. Learn from it if you must but avoid it if you can through anticipation, resilience and adaptability. Entrepreneurs are not defined by the risk that they take but rather by the results that they achieve. They are problem solvers who make things happen.
So what does it take to become an everyday entrepreneur? Is this a skill that can be learned or does it just come naturally? Do you have to work 24/7 and sacrifice your personal life to be successful? Is it all about the mystique or is there a formula to follow? Since this is a lifestyle about embracing change and becoming adaptable a formula is hardly appropriate. The key starting point is the philosophy. Becoming an entrepreneur is far more about the mindset than the skillset. Entrepreneurship is entirely about finding a way not knowing the way. In a modern world where new data is being generated at an alarming rate how much of what we know do we actually understand? Entrepreneurs never become preoccupied with whether they can accomplish something but spend their time and effort looking for solutions. The question ‘if’ doesn’t come up. Instead they ignore it moving immediately to ‘how’. They don’t have all the answers but they are dogged in their determination to solve the issue at hand. This is certainly a belief and an approach that can be taught and quite effectively. Entrepreneurship can be taught, it should be taught and it is starting to be taught. Colleges and Universities across the country are rushing to find the best ways to spread the word.
Does this mentality mean a 24/7 workaholic lifestyle? That’s a very personal choice but a bad one if you choose it. You may well work long hours during your startup phase when you are the generalist wearing every possible hat and passing through a learning curve that will prepare you for the next phase. You will also work those same long hours when you hit a bump in the road, a major threat and/or opportunity that needs your full attention. However, if you continue to do this as your regular routine, once you complete the startup stage, you are making mistakes that will limit both your life and your business. Either you are not building your team properly or you have become a control freak unable to delegate. In either case you and your business will suffer. In the end you will have regrets. Finding balance, admittedly a subjective decision is critical. Remember the most important human resource in your company is you. So find ways to take vacation; pay yourself fairly, attend courses and travel. Don’t let your business outgrow you.
In addition to determination the other essential ingredient for everyday entrepreneurs is opportunity. All ideas are not opportunities and every opportunity is not viable. Having ideas makes you a dreamer; converting them into reality makes you into an entrepreneur. This does not mean you have to be an innovator. For every innovation there are thousands of entrepreneurs who find applications in the process solving a wide range of problems in the business world. Experience helps you identify opportunity. Empathy can help because it makes you sensitive to problems that exist for others. Most opportunities do start with problems; the bigger the problem the higher the reward for solving it. That’s another aspect of the entrepreneurial mindset – every problem is an opportunity. You do have to be vigilant. All opportunities are not created equally but you have to make the best of what is available. Waiting for just the right one is like waiting for the winning lottery ticket. Often people just don’t see the possibilities but they are always some there if you are looking.
There are many other elements of being an everyday entrepreneur but determination and opportunity constitute the foundation. Most important don’t undervalue what you do. We need to value entrepreneurship at all levels, not just the superheroes like Steve Jobs. If running a business is not for you, work on that entrepreneurial mindset. Job stability is fleeting so manage the business of your career by making good decisions and taking jobs that build your personal brand. Every business today is placing new value on disruptors. These are people who challenge the status quo. Be entrepreneurial in your thinking, you won’t be sorry

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  • Why Entrepreneurship is critical on a microeconomic level

    ByF.C. Dawkins

    Not long ago countries like Japan and Korea focused on a corporate policy based on loyalty. The concept was that employees stayed with a company for their working life. Companies nurtured this loyalty as a solid foundation to build on. North American companies flirted with this concept looking for ways to understand and replicate the quality assurance programs coming out of their Asian competitors. Enter globalization, the technology revolution and a rate of change that may be unsustainable for humans. In a blink job stability vanished.

    Large companies by nature are slower to react than their smaller compatriots but large scale permanent lay-offs have become a fixture of the corporate world. International companies are making record profits pursuing low labour costs around the world while paying those at the top record bonuses. Add the increasing wealth gap and a shrinking middle class in the developed world to the equation and you reveal a growing underpaid work force plagued by uncertainty.

    The result is that the most important skill you can develop today is the ability to create and manage your own career. The key to upward mobility is becoming entrepreneurial at any level. Technology is the greatest ally of the would be entrepreneur. It is less expensive to start a business today. Social networking provides an instant support group. Crowdfunding offers a potential source of funds. New careers are being created every year while traditional roles disappear. Entrepreneurs are the problem solvers that create these new opportunities.

    The best news: after you’ve done this once; after you made the initial leap of faith and become an entrepreneur, you can and will repeat the process again and again. Change is the one constant we can expect in our lives going forward. Change is the antithesis of stability. Seniors are doing startups out of necessity. Youth are doing startups to get into the work force. Mompreneurs are dealing with the difficulty of re-entering the workforce by creating new careers that encompass their lifestyle needs.Every startup has a multiplier effect through job creation. So the answer for a secure future no longer lies with embracing a career with one strong entity. A secure future can best be secured through the ability to adapt and recreate yourself according to new circumstances. The essence of entrepreneurship is adaptability and resilience – the ability and determination to face new circumstances. We are entering a new era of entrepreneurship.

  • Why Entrepreneurs must have an end game

    ByF.C. Dawkins

    Much as we would like to, we never really love our parents as much as we do our children. Your business is exactly like a child. In the early or startup years it will depend completely upon you, looking to you for all the answers. You will always supply them with confidence, belying the uncertainty that you may feel as a first time owner just as you do as a first time parent. The child will look to you 24/7 in sickness and in health and as the parent you will always be there regardless of the problem, dropping everything else in the process. Your business and its components from customers to your team will do the same and like the parent you will be ready and willing to oblige. You cannot easily walkout on your children. Oh some due but for the majority it’s a non-starter. Same thing with your business. You are your business but try to remember your business is not you.

    The middle years are the best when you have become comfortable within your developing family and confident in the decisions that must be made. Neither your child or your business will question you during this peak period. Things do get into a groove on both fronts but then comes the maturing years, the transition from total dependence  to independence. Tough for the parent to admit it’s time to let go and let the child mature  developing all of it’s capabilities, finding new methods and learning new things that the parent doesn’t know or understand.  So difficult to do but you the parent do it willingly in the best interest of your child. And so you must with your business. At some point you will become the limitation in your business. The day will come when it has outgrown you. It will not mature and reach it’s potential unless you let go. Easier said than done but be ready.

    Like your first born that first business must move on to a new future. But then remember you can do it again. Maybe you already are. The second child is easier. There are tried and true practices that you know and understand. You can take that second child from gestation through birth to adolescence from startup to a thriving healthy entity. You can do this as many times as you can handle. And so you can with business. That’s what makes you a parent and that’s what makes you an entrepreneur. There are many mentors that can steward your child and your business into full maturity who cannot deal with the early years. You are the one who launches them from nothing and starts them along the path to maturity.

    So recognize the need for that end game- when it is time to move on and begin again. It’s what you do best. The child will ask for you opinion. The business may ask you to consult. You will learn to enjoy both, but you will find your happiness doing it all over again.

  • 3 Signs Your Startup May Be Slipping

    ByF.C. Dawkins

    Originally posted by Emily Barnes, The Creative Destruction Lab The Rotman School of Management, University of Toronto

    Businesses large and small can find it tough to spare a few moments to step back and look at the big picture. But immersed in the little details surrounding new product features and releases, you can easily miss a few telltale signs your startup is starting to spiral.

    Luckily, Fred Dawkins has done the legwork for you. Partner of the Creative Destruction Lab, serial entrepreneur and founder of The Old Hide House, Dawkins has turned his past experiences into a series of books about entrepreneurship, the first of which is Everyday Entrepreneur. He recently hosted a number of workshops in partnership with the Lab, touching on everything from the misconceptions of entrepreneurship, to the day-to-day trials and tribulations of an entrepreneur, to the increasingly important role of small business in the global economy and all that’s in between.

    If you can’t spare the few minutes to check in on that big picture, Dawkins asks that you at least watch for these three signs that your startup is on the out.

    YOUR STARTUP BECOMES YOUR LIFE.

    Undoubtedly, there’ll be an imbalance. There’s no denying that you’ll have to work long hours – especially in the startup phase and when you run into times of hardship.  Your social life will at times suffer, as will your relationships. But this anguish shouldn’t be a constant.

    This may seem erroneous if you’re in the early stage of running a business. Timing is everything, and if you launch too late – especially in tech – it can make or break your success. It’s a bit of a catch-22. But unless you’re an anomaly, if you’re working an innumerous amount of hours, you’re doing something wrong. It’s symptomatic, and signals a discord elsewhere in your business. How strong is your team? Are you delegating?

    Despite much popular literature that speaks to the contrary, you truly can maintain work-life balance as an entrepreneur.  Recharging your batteries is critical. Have your hobbies and have your venture. Sometimes the two will overlap. Even then, you must create that separation. When you lose sight of work-life balance, you also risk impairing your business’ vision. It’s important to step away from your company, if only for a few hours.

    CASH FLOW – IT NEVER LIES!

    If you’re going to be successful, you’ll first need to know and understand your numbers. Metrics aside, look to cash flow. It’s right on your doorstep. Omnipresent, it serves as the perfect warning mechanism. If you’re running low on cash, you’re doing something wrong.

    Too often, startups seem to bolt at the first sign of cash flow struggles, looking to investment for relief. Granted, it’s a quick and relatively easy fix (provided you can offer up a good pitch), but too many run into the open arms of deals that offer marginal amounts of cash for large chunks of equity.  It’s easy enough to relinquish control of your business because you have to – to bring in a partner or some easy money. But don’t make rash decisions without properly considering the long-term consequences. Do the math. Beware of commitments that’ll eat up your profits. Brick and mortar businesses tackle high overhead, hardware startups combat production costs, and SAAS businesses at first operate virtually cost-free. Remind yourself of this. In a startup press bubble that’s dominated by one funding announcement after another, it’s all too easy to start asking for money. Don’t forget about sales, the good ol’ fashioned revenue stream.

    There’s a lot to be said for natural growth and learning to manage within your means. Bootstrapping isn’t a requirement so much as an opt-in measure of control.

    YOU, THE FOUNDER, ARE THE BEST PERSON ON YOUR TEAM.

    Things are different when you transition from project to business. Parameters change, and your skillsets need to adapt along with them. But few people have the knowledge or experience necessary to carry an idea through to company, then onto global success. Don’t be afraid to hire people who know more than you do in specific areas.

    You’ll be tempted to keep a short leash on success, and find it difficult to relinquish control of even the most minor of tasks. Don’t impede success for the sake of ego. Sometimes you’ll need to let go of responsibility, and sometimes that also means you’ll need to cut off a slice of the equity pie. Your ego will take a hit, and your percentage of future earnings will too, but you’ll mend and the pie may just get bigger.

    Recognize your deficiencies. You can’t always keep pace with your company, or grow at the same rate it does – not everyone is that malleable. Hire those whose skillsets can compensate for the holes in your own. You are not your company and at some point your interests may diverge, so have an end game.

  • What aspiring entrepreneurs can learn from the Alberta election

    ByF.C. Dawkins

    Yesterday’s Alberta election produced a dramatic change but more than anything else it resulted from change and the inability of the PC party in Alberta to manage change.  One of the reasons so many experts maintain that failure is an integral part of succeeding as an entrepreneur is because we do learn from failure. We have to learn in order to recover so we take the time to analyze what we did wrong in order to avoid repeating the same mistake. Success masks our faults. It is rare for most of us to understand our weaknesses when we are getting results. Unfortunately for the electorate for a political party getting results means maintaining power as opposed to effective performance. When things are going well as they did for Alberta under the boom of the oil industry it was easy for politicians to look good and to develop some bad management practices. When a serious problem developed with falling oil revenues there was a huge need to adjust. We will never know whether the proposed budget was appropriate or not but remember when you have to provide customers, suppliers or employees with a bitter pill for the longer run good don’t turn around and immediately give them control to vote the new policy in or not.

    My mantra for the individual in today’s dynamic world is that the number one skill you can learn is the ability to create and manage your own career, with managing being the key to sustain meaningful success. We face an unprecedented rate of change. Every one of us must have the ability to recreate ourselves in the face of this one certainty: change is a constant, by definition the only thing we can count on besides death and taxes. Despite the perception of many that entrepreneurship requires risk this need not mean reckless risk but instead should refer to managed risk. The PCs had the time and needed it to prove that their budget could work in an economy under duress rather than risking a quick election on the outside chance they would get another majority giving them even more time. So among the small business lessons from yesterday’s election results are the following:

    1. Nothing lasts forever including good times in the oil industry

    2. Sustained success requires a relentless commitment to adapt even after a long track record of doing so.

    3. Managed risk produces results while reckless risk invites failure

    4. Knowing your weaknesses in good times and bad will sustain your success

    5. A change in leadership does not guarantee renewal of an organization

    I’ m sure there are more.

    Fred Dawkins is a serial entrepreneur and the author of a series entitled The Entrepreneurial Edge. The third book in that series Ageless Entrepreneur is available from booksellers across North America on May 9th 2015

     

     

     

     

  • Why Branding is a threat to the middle class

    ByF.C. Dawkins

    In theory as Globalization evolves resources will be allocated in the most efficient way possible ensuring that goods will be produced on the lowest cost basis to the benefit of all. In a perfect global system labour will shift around until the transition is complete and the rewards for labour will equalize around the global network. During the transition while wage rates in higher earning countries are frozen or rise slowly as wage rates in other areas catch up, those living in the higher wage countries will benefit from low cost goods during the transition. All of this takes place without impediments or barriers to free and open competition. Entrepreneurs will drive the progress by ferreting out opportunities across the global system.

    In practice as we continue to embrace such a global system, the rewards to labour in the low wage countries are lagging while much of the benefit of low cost goods are not reaching the consumer. Instead the rich are becoming the super rich while the middle class is facing the reality of returning to an historical norm with relative rewards well below those achieved in the west for the past sixty years during which consumerism has flourished. In an evolving era of Big Data where the status quo is becoming a moving target while character traits such as adaptability and resilience are becoming more critical, the business behemoths of the world are getting richer by controlling markets. Much of this control stems from branding and creating the allusion that branded goods are inherently superior. At the same time effective marketing has mislead us that these behemoths are so critical that they are ‘too Big to Fail’. Branding has effectively created near monopolies effectively providing barriers to entry for aspiring entrepreneurs in the process by limiting their upside and increasing their challenges

    Mammoth organizations operating on ten year plans are not appropriate for our fast paced Global economy. However control over markets allows them to achieve innovation and flexibility through outsourcing and acquisition. Oh these in themselves do create upside for entrepreneurs who can launch a startup and find an eager buyer for their initial success. However the odds against success are greater and fewer of us are likely to get there. It is certainly possible for a limited few to build new brands creating new members of the super rich club. However overall we have abandoned core economic principles such as the Law of Diminishing Returns and the Optimum Size of the firm in favour of uninformed consumerism and market control through brands owned and managed by what are effectively huge bureaucracies. Is there a tipping point ahead? Surely social media and instant communication are a threat to the dominance of brands – OR are they just additional instruments of control?

    Globalization has brought large numbers into the global work force, increasing the supply of labour. Technology through robotics and mechanization is reducing the demand for labour. Together these factors create downward pressure on wage rates. Upward mobility for the individual is in decline. Capital is securing the lion’s share of the rewards. Job stability is one of the status quos that is disappearing. For all of these reasons the individual must become his or her own brand. The most important skill you can learn today is the ability to create and manage your career.

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