Although the title clearly suggests a potential career status for a new employee, it will take a long time before the first real opportunity to achieve manager status: · Continuous acquisition of knowledge-improvement and self-improvement · Acquisition of business and social skills · Applications of acquired knowledge and skills in different situations · Collection of successful and unsuccessful business situations · ... Maybe you recognized yourself, maybe your typical start as a future manager also started by chance, but keep in mind that such and such an opportunity had to be recognized and a decision made, which is already a trait of a manager. In the first few years as an employee, it is good to gain experience in any company where you managed to get a job, in the field of your desires, affinity and selection, because those initial years, as a rule, help us to get to know each other and, what is even more important, to gain such important experience and knowledge and skill. Therefore, it is definitely desirable: · Know what we want · Know what we don't want · Have a dose of happiness · A lot of investment in own development · Delivering what is expected in the organization we work in (Very important!) · Strive for business excellence My good business associate, with whom business cooperation got off to an extremely difficult start, but with continuous mutual proof of value and a lot of respect, we became good associates, has a nice saying that I add to the end of this series... · It is necessary to do everything with a "grain of salt in your head". Experience tells me, and according to what I know about friends and colleagues who started a similar or identical path as employees after college, the vast majority developed in the direction of managerial management, and a relatively small number left the business environment and decided to start their own business in the form of a company. , craft or project. I'm talking about different industries and different types of companies and different hierarchical organizational levels. Let's now let our young employee develop to the first opportunity for a managerial position, and we'll look at private entrepreneurship, today so common and actually very welcome business activity in all economic development perspectives of individuals, companies and business environments.
• The start of a future entrepreneur
Perhaps at first glance there are not many differences, but I would dare to say that the reason for which the decision to become an entrepreneur (I do not mean inheriting or taking over someone's business) "from scratch" is somewhat different from becoming an employee "from scratch". .
Hanging out with a lot of entrepreneurs, it seems to me that the story starts mostly with a vision, which naturally comes with our ultimate goal, nothing strange, right? I have met very few entrepreneurs who did not have a vision, and they started an entrepreneurial venture, and they were mostly those who found themselves in a situation where they had to start something independently because the other options were exhausted, or those who know how to do something and do it, but don't they want to do it more for others. There were some other sporadic examples, but they probably wouldn't even statistically affect the above ones.
So we have a vision, we have (or we think we have) the necessary knowledge to create or make a product and/or we have the necessary knowledge and skills to provide a service, or both, and we start with that.
Ingredients for a good business venture:
· We have a vision and a goal
· We have an innovation (preferred)
· We have the knowledge and skills
· We have a strong will
· We have a source of financing (a lot of options on the market today)
It is not difficult to see, if we simplify the view, that at this moment our young employee and entrepreneur are pretty much at the same level of opportunities and challenges that are in front of them.
What follows in the very next step is very early and I would say the crucial distance between the entrepreneur and the employee. At this moment, our employee takes care of delivering the expected values to his employer, works on continuous self-improvement and waits for the first opportunity to advance in the system, to the first position of manager.
Let's go back to our entrepreneur, who broke all notions of rapid advancement in the business environment and before he did anything he became a manager in the full functional sense of that title without even being aware of it.
What does that actually mean?
As a rule, any entrepreneur starting "from scratch" can choose the path:
· creating products and services and then opening a company and entering the market
· opening a company and creating an organizational base, then creating products and services
· simultaneous creation of products and services with the opening and structuring of a company
Whichever path he chooses, he must simultaneously or with a small shift become the manager of his business, whether he is ready for it or not.
Now, we could stop here and say as a comment on the assumption from the title, so here we have an entrepreneur and a manager in one and it's the same, but is that right?
To be continued…
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