Entrepreneurs as Employees: Debunking the Myths and Highlighting the Realities

The idea that entrepreneurs make terrible employees is a widely held belief that often stems from stereotypes and misunderstandings. While some entrepreneurs may not fit the mold of traditional corporate employees, many bring a unique set of skills and traits that can enhance team performance and drive innovation. This article explores the strengths and challenges of entrepreneurs in the workplace, offering insights into how these individuals can be assets or challenges depending on the organization's culture and needs.

Strengths of Entrepreneurs as Employees

Innovative Thinking: Entrepreneurs are often creative and think outside the box. They bring fresh perspectives and ideas that can spark innovation within a company. Their ability to devise new and unique solutions can benefit the organization in the long run.

Problem-Solving Skills: Entrepreneurs are typically adept at identifying problems and finding solutions quickly. This makes them valuable in dynamic and fast-paced work environments where quick decision-making and efficient problem-solving are crucial.

Self-Motivation: These individuals are usually highly self-motivated and take initiative without needing constant supervision. This independence can lead to increased productivity and a willingness to take on additional responsibilities voluntarily.

Adaptability: Entrepreneurs tend to be flexible and can adjust to changing situations. This adaptability is particularly useful in industries that are constantly evolving or facing rapid changes.

Challenges of Entrepreneurs as Employees

Authority Issues: Entrepreneurs may struggle with authority or traditional hierarchies. They often prefer to make their own decisions and may find it difficult to work within a structured environment.

Risk-Taking: Their propensity for risk-taking can clash with a company's more cautious approach to decision-making. Entrepreneurs are often more inclined to take calculated risks that could lead to significant outcomes, whereas traditional companies may prioritize stability and predictability.

Focus on Autonomy: Entrepreneurs often prefer to work independently. While this can be motivating for them, it may conflict with teamwork or collaborative settings. Balancing individual autonomy with team collaboration can be a challenge.

Vision vs. Execution: Entrepreneurs may focus more on their vision and ideas rather than the execution of established processes. This can lead to frustration among managers and colleagues who value structured processes and routine.

Case Study: My Experience at EDS

My background as both an employee and entrepreneur at a large global IT services company, EDS, provides a practical example of how entrepreneurship can fit into a corporate environment. While my primary role was as a Senior Infrastructure Specialist and later a Security Engineer, my passion for innovation led me to pursue various community-based initiatives outside of my core job responsibilities.

Role 1: Controlled Employee

In my full-time role at EDS, I worked within a tightly controlled hierarchy. Although this environment provided structure and clear guidelines, it sometimes stifled my entrepreneurial spirit. The primary function of this role was to perform a specific set of tasks within a predefined framework.

Role 2: Voluntary Entrepreneur

On the other hand, in my voluntary work, I had the opportunity to influence a much broader audience and set strategic directions for the company. This allowed me to create significant contributions that directly impacted the company's bottom line. For instance, I initiated a mentoring platform for HR staff, which saved the company over $200 million per annum by reducing employee attrition.

Another community I led developed an integrated open-source OS with the involvement of over 20,000 developers. Within nine months, I became the leading inventor in the company, demonstrating the significant impact that entrepreneurial spirit can have.

While these experiences were highly rewarding, they also highlighted the challenge of balancing voluntary work with a full-time job. The company's oversight policies sometimes created conflicts between my entrepreneurial activities and my paid work. For example, while I was allowed up to three days of research time per week, I was not compensated for the corresponding days lost from my primary job role.

My experiences at EDS underscore the importance of a supportive corporate culture that encourages and fosters entrepreneurship. While the organization provided numerous opportunities for independent innovators, the constraints of a traditional hierarchy sometimes clashed with the entrepreneurial ethos.

Conclusion

Whether entrepreneurs make good or bad employees is highly dependent on the organization's culture, the specific role, and the individual's ability to adapt. In environments that value innovation and flexibility, entrepreneurs can thrive. However, in more traditional settings, they may face significant challenges. Ultimately, the success of an entrepreneur as an employee lies in the ability of the organization to support and integrate their unique strengths.

Key Takeaways

Keywords: innovative thinking, problem-solving skills, autonomy

Further Reading

For more insights into how to leverage the strengths of entrepreneurs in your organization, consider exploring the following articles:

Maximizing Entrepreneurial Potential in the Workplace Creating a Culture of Innovation The Impact of Entrepreneurial Employees on Corporate Performance

By understanding the dynamics between entrepreneurs and traditional corporate environments, organizations can better harness the innovative power of these exceptional individuals.