How and Why to Work on the Self-Perception of Micro-Entrepreneurs

It is worth noting that micro-entrepreneurs perceptions of themselves can significantly impact their ability to generate innovative ideas and make investment decisions. Micro-enterprises have less than ten employees and a turnover of EUR 2 million. These businesses play a crucial role in encouraging self-employment and promoting economic activity. In line with Schumpeter's Theory of Economic Development, entrepreneurship is a fundamental component of any economy. In a free market, promoting an inclination towards entrepreneurship is imperative. Over the years, several studies have been conducted to determine the factors that facilitate or impede entrepreneurship, including the business environment and internal motivation. As a competent business leader, it is vital to comprehend these factors and foster a culture of innovation and entrepreneurship within your organisation. The two areas of research development in this area are:

1. The individual conditions of the entrepreneur about a firm's performance.
2. The study of the perception of barriers to entrepreneurship.

In entrepreneurship, conventional demographic factors such as gender and age are insufficient to understand individual entrepreneurial behaviour comprehensively. Instead, recent studies have suggested that personality traits and personal values are much more effective indicators of entrepreneurial behaviour. A fascinating concept explored in this context is the 'entrepreneurial self', which refers to an individual's self-image and beliefs that play a crucial role in their entrepreneurial journey. According to renowned psychologist Hamachek, the entrepreneurial self is "our mental and private self-image, a set of beliefs about the kind of people we are". We can better understand what motivates entrepreneurs to succeed by examining and focusing on these psychological variables. This is no small matter; in fact, much research has shown the decisive impact that entrepreneurial self-concept and self-perception have on the development of entrepreneurship. In particular, it is now well established that a conditioning factor of entrepreneurs' performance is precisely the self-definition of one's effectiveness, defined as "the self-perception of individual capabilities that influence motivation, personal resources and courses of action according to the needs of the situation" (Wood, R., & Bandura, A. Social cognitive theory of organisational management. The Academy of Management Review 1989). These studies, apart from the pure theoretical value they express, allow us to understand the benefits of specific support activities for entrepreneurship, such as, for example, coaching, which will enable people to modify and improve their self-perception.

The topic of entrepreneurship has been extensively researched from various angles, with a particular focus on the concepts of entrepreneurial identity, self-awareness, and self-knowledge. For aspiring entrepreneurs, understanding these concepts is crucial to achieving their goals. Entrepreneurial identity refers to an individual's sense of self in economic analysis, which is essential in explaining why individuals choose to pursue entrepreneurial activities. This sense of self is established through a combination of personal experiences, values, beliefs, and perceptions, all of which shape an individual's understanding of themselves and their entrepreneurial potential.

Self-awareness is another critical concept for entrepreneurs, as it allows individuals to recognise and understand their strengths, weaknesses, and overall capabilities. By clearly understanding themselves, entrepreneurs can assess the consistency between their values and the business opportunities they identify, ultimately leading to more successful ventures. In addition to self-awareness, self-knowledge is crucial for entrepreneurs, enabling individuals to understand their preferences, motivations, and decision-making processes.

The relationship between entrepreneurial activity and self-concept can be defined as an individual's self-perception of their ability to perform specific tasks or their confidence in their performance within a self-perceived domain of personal capabilities. Entrepreneurs with a strong self-concept are more likely to pursue opportunities that align with their values and strengths, ultimately leading to tremendous success in their endeavours. By understanding these concepts, aspiring entrepreneurs can develop a solid foundation for their business ventures, paving the way for long-term success and fulfilment.

Many aspiring entrepreneurs face significant challenges that they perceive as insurmountable obstacles to success. However, what if these barriers are simply a matter of perception? By enhancing an entrepreneur's analytical abilities and objective evaluation of their target market, we can revolutionise what impedes success. It's time to shatter these perceived barriers and unleash the boundless potential within every entrepreneur. The classic external barriers to entry are:

• lack of capital
• lack of skills
• high risk
• lack of trust
• cost of government regulations
• lack of support structure
• high tax and administrative costs
• lack of knowledge and experience
• economic climate
• outdated equipment and technology
• poor infrastructure.

As individuals striving to succeed in the entrepreneurial world, we may blame external factors for our obstacles. However, it is essential to acknowledge that our perception of ourselves can also impede our progress. If we view ourselves as innovative and capable, we can transform external barriers into concrete challenges to overcome. This idea aligns with Bandura's self-efficacy theory, which emphasises the power of our self-beliefs in driving our behaviour. Therefore, let us focus on building a positive self-perception as successful entrepreneurs and tackling any hindrances to success.

As a proposal to strengthen innovative self-concept and reduce the perception of barriers affecting microenterprise development, there are specific coaching paths that seek to:

1. strengthen innovative self-perception;
2. define one's vision and mission;
3. frame the value and scope of one's product/service;
4. increase the ability to organise the processes of identifying and
5. evaluate and enhance human resources;
6. better organise one's resources;
7. develop programmes for strengthening networks with suppliers.

Coaching for micro-entrepreneurs represents one of the best answers to removing the inner impediments that condition the perfect reading of reality. This, distorted by personal prejudices and character uncertainties, appears as a complex of insurmountable difficulties that prevent the development and enhancement of entrepreneurial propensities and drives. Coaching helps to bring external barriers back to their realistic dimensions, allowing courage and enterprise to develop while maintaining a vigilant and prudent focus on risks.