What do you do if you want to develop your staff like experienced entrepreneurs?

To treat your staff like true entrepreneurs you should pay them nothing for 2-5 years and make them work, live and breathe the company for at least 12 hours a day, 7 days a week. Maybe take Christmas Day off if you’ve had a good year.

Give more Power and freedom to them to excel. Allow them to make mistakes but ensure they do not repeat the same again. Guide them in the art and science of Mentorship. Keep energising them with positive thoughts and inculcate the motto of- I can& I will.

Dans la gestion du personnel chacun a un r?le à jouer mais il y a ceux qui ont des performances plus que les autres . Il faut motiver les meilleurs pour encourager les autres à améliorer leurs rendements. La motivation n'est pas seulement de l'argent, on peut donner des certificats d'honneur, des stages, ....

The habit doesn't start setting in till the person experiences an Aha! moment of their own. What I do is to just ask questions and create conditions and a safe space for failure, where there is no penalty for actions taken out of curiosity. Team brainstorming sessions help a lot. And the inputs generated out of curiosity need to be followed up by action by the company. The result that eventually comes out goes back as a positive feedback which creates the Aha! moments and cements the practice in the minds of the team members. Then it becomes natural, but until then, the job of the leader is to ensure that the energy goes on positively.

Employees who have a genuine desire to grow is the starting point. Having been in corporate for 15 years and now an entrepreneur for a decade - I can say that’s not always the case in either world. With the genuine desire in place, comes the first jumping off point that we teach our Possiblists?? - Clean Curiosity. This is no ordinary ‘curiosity’ - simply asking Why 5 times! It is a curiosity that is ‘clean’, that is what I call ‘AJEless - suspending assumptions, judgements and expectations. This allows space which allows fresh thought that creates innovation, resourcefulness and is at the heart of resilience.

The perspective of calculated risk is embraced by most of the entrepreneurs because not all risks can be calculated completely. As the profits are governed by the principle of supply and demand. These days demands are being created through the medium of creating FOMO too. Risk is an integral part of business .

Creating a workplace where innovation is a compulsory way of life automatically creates the need for taking risks. Normally people won't leave the comfort zone until they have to. And the reason is fear of the unknown. Topped with the fact that proactivity is actually penalized (by loading good performers with more work than their working hours, or not compensating them with promotions or salary hikes), people fall back into the groove of doing just what is needed. We foster an atmosphere of a) making the risk taking an expected thing from all, by ideating on new roadmaps b) eliminating penalty of failure c) eliminating penalty and incentivizing success through promotions d) celebrating actions where positive risk is being taken.

From my experience, the more successful an established firm is, the more risk-averse it becomes. A company doesn't want to go backward to incentivize innovation, but there must be a culture shift. I suggest establishing a form of skunk works, with an innovation leader and team. It could be offsite or in a separate part of the facility and with an appropriate degree of autonomy.

Not sure I would say 'Embrace risk'. More I would ask your team to 'understand' the risks. Once they understand the risk they can then work within 'acceptable' risk guidelines. Acceptable risks are ok, but excessive risk taking will require approval. This will help your team learn the limits and be able to innovate safely.

It is about buidling knowledge and managing uncertainty… The more the data to more informed decision. In high uncertainty projects you have learning short cycles. Each one provide a strategic recommendation on the value captured around the problem solved and adjacent revenue. Maybe its time to kill the project and make a large investment instead… you already derisked significantly this investment.

Its not an optional thing, really. If autonomy is missing in the team, its squarely the fault of the leader. We do this by defining the following: Duties of the company: a) clearly defining the expectations from the team member b) ensuring that the person has the needed resources: i) knowledge/training/upskilling to deliver on the tasks ii) the needed budget. iii) the needed time. (for this, the manager never gives a deadline. we groom them to bias towards accepting the timeline given by the executive person) In return, the company needs the task completed in the promised quality and the timeframe. If the above is not going to be met, we train our people to come out and speak up in advance. And we try not to penalize them for this.

Teach and coach team member to think on their own. Identify the problem correctly, have 1-3 solutions and have a recommendation. I have found that most times, team member makes the right call. If the team member needs step by step direction daily, maybe they are not ready for leadership role.

Unless a team member has a skill issue then trust is a starting point. no one is autonomous as we all work in a team to thrive. A better word would be and tactical autonomy. When we are all aligned strategically the tactics can change. Encourage your team to try different approaches. Work closely with them to help build their skills and confidence to innovate.

Employee often remember 10% of an entrepreurship upskilling and at best they will mis-use most of the tools. The goal is not to give them autonomy… they would have quit the company to start their business if they needed some. One of the model is to bring a qualified ??Entrepreneur in residence?? in their team who remove all this burden while reducing their autonomy. If employees in project names themself entrepreneur or CEO on their linked-in profile, there is already something wrong (it happen all the time)

Over the next several years, there will be an increased push toward fractional entrepreneurship. Innovative entrepreneurs will subcontract their services to established companies. Staff can learn much from these individuals, and this might be a great way to spurn innovation in your company.

Making work and knowledge transparent is the key to everything. Once we all know what we are doing we can thrive. Saying that... one cannot maintain too many connections. So divide your team into excellence areas and encourage 'awareness feedback' where the teams share high level learnings

In a company your project is impacted every semester with the Operation and Strategy plans, better you have stakeholders sitting in those committee to inform you… project will then pivot not from market insight or solutions contrains but rather to fit in the new strategy. If you make new ice-cream formulation and your company wants to acquire a lasagna business. Better you work on tomato-bechamel cream emulsion.

Entrepreneurship assumes ownership; whether of a business, a problem, or an opportunity. Entrepreneurial behavior, though, is often recognized as innovation and adaptability. As a leader, if you want to "develop your staff like experienced entrepreneurs" then you will need to find ways for them to take ownership of their success...as though they owned the business. From a change leadership lens, that means recognizing that we need to: a) model the behavior we are looking for, b)create a safe place for mistakes, aka failed risks (fail early, learn quickly), c) recognize individual unique contributions, and d) treat them like they're owners, not staff.

Expertise and hard work need consistency and effort to pay off. This is where the trick is, you need to have a flexible system that can manage rigidity. In other words, you need agile orchestration to ensure rigidity delivers… what you often observe is a rigid innovation management structure with tones of rules with chaotic project teams in the middle.. not sure it works at the end but can be wrong.

Professional connections and networks are crucial for ongoing development. Supporting your team in becoming thought leaders and 'go to' people in the industry is only a good thing. Your role as a leader is to make your team the best they can possibly be. Ensure your high performing team members are a member of a least two professional networks.

To develop your staff like experienced entrepreneurs, encourage autonomy and initiative by assigning challenging projects that allow them to take ownership and make decisions. Foster a culture of experimentation and learning from failure, where employees feel empowered to innovate and iterate. Provide mentorship and access to resources to support their growth and development. Encourage a mindset of continuous improvement and adaptation to change, instilling resilience and agility. Celebrate successes and encourage sharing of insights and best practices, creating a dynamic environment that cultivates entrepreneurial spirit and fosters individual and organizational growth.

Share a Culture of Ethics & Accountability Teams have to take full responsibility for both their actions and their performance.