Successful entrepreneurs and executives have enterpriship competencies that enable them to know what to do and how to do it repeatedly. They can adapt to situations involving differing products and/or services and people because they have knowledge, skills, and experience in process execution. These competencies enable serial entrepreneurs to systematically transform innovative ideas into value; enable leaders to influence varied groups of followers; and enable managers to apply alternative resources to activities to achieve results. These competencies are characterized by the enterpriship model.
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Enterpriship is the process of building enterprises with
sustainable advantage within a framework of three related
disciplines: entrepreneurship, leadership, and management.
It is about the competencies of individuals and the
capabilities of enterprises.
The word "entrepreneur" is derived from French origins
meaning to undertake; the word "executive" is derived from
the notion of execution of laws and affairs; and the word
"manager" is derived from Latin origins meaning to handle
with skills.
Successful entrepreneurs, lifestyle business owners, executives, and managers are "principals" that are well sought in business. Whether explicitly or implicitly, they can address what needs to be done and how effectively. In doing so, they resolve the key issues of who, when, and where - and perhaps the most important question of all in business: why?
Whether consciously or unconsciously, these principals apply their principles through models and methodologies to get things done. Their competencies consist of knowledge, skills, and experience acquired from training and on-the-job experience. The models represent forms and patterns for expected outcomes, and the methodologies describe the activities required to achieve them. These principals may also have preferences for certain tools such as systems, and reference and training materials. Collectively, such models, methodologies, and tools form their "credo for success."
The enterpriship model is the basis for a credo for success. It describes the four activities that guide entrepreneurship, leadership, and management: establishing the mindset, enabling action, building relationships, and establishing order. It is a model through which all other models, methodologies, and tools that transform ideas into results can be enabled.
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Establishing
the mindset - an entrepreneurial
role
Radio show host Earl Nightingale offered "The Strangest
Secret - we become what we think about" as a motivational
statement. Results cannot be achieved without establishing
a mindset first. The mindset should be future-oriented and
holistic. Once established, a future mindset can be rolled
back to the present, so that the direction for achievement
is clear. The mindset should be based upon understanding
and communicating the whole, not just a collection of
components. Thus, ideas should be thought through from the
"top down" holistically, even though they may be deployed
from the "bottom up" in components.
For example, an architect starts with a sketch of an entire
edifice, and engineers decompose the design into
structural, electrical, mechanical, and plumbing
components; the builder constructs it brick by brick. The
design work is performed "top-down" and the construction
work is performed "bottom-up."
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Enabling
action - a leadership role
Actress
Lucille Ball popularized the saying, "if you want something
done, ask a busy person to do it - the more things you do,
the more things you can do."
Transforming mindset into action requires the self
motivation to aspire and inspire others towards motions to
get tasks accomplished. It is essential to build momentum
with anticipation and deliberation - the forces for
organizing events and performing activities.
Both David Brewer, founder of Friends of the Earth, and
futurist Frank Feather have suggested the notion of
"thinking globally and acting locally." Once successful
results have been achieved locally, the "duplicable
principle" of earning value through growth can be applied
on a "local-to-global" basis. This approach suggests
building momentum step-by-step within the context of a
holistic mindset.
Building
relationships - leadership and managerial
roles
The notion of building relationships applies to both people
and processes. Nothing gets done without people, and
ultimately everything gets done for people. Therefore, is
important for enterprises to have positive relationships
with their employee, customer, supplier, investor,
regulator, and competitor constituencies. Understanding
personal styles is essential to being able to relate, to
build rapport, and to interact with others. Successful
entrepreneurs, leaders, and managers know how to balance
inter-personal skills with professional skills so as to
entertain, inform, convince, and persuade their
constituents.
However, in order to deliver products and/services through
processes to people, it is essential to define structure.
Structure is the enabler of the relationships between an
enterprise's infrastructure, products and/or services,
markets, and constituencies. Infrastructure consists of
processes, functions, facilities, and equipment.
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Establishing
order - a managerial role
Transforming innovation into results is a haphazard process
of trial and error to determine what works and what
doesn't. Lessons for success result from the experiences of
failure. Whereas ideas may start out with elegance, the
pressures of expectations to meet scope, objectives,
budget, and schedule often lead to implementations in
chaotic circumstances. However, it is usually the response
from the marketplace after implementation that determines
what really needs to be delivered.
As the environment stabilizes, it is necessary to add
structure to unstructured situations, and establish order.
Plans to deploy ideas must include a provision for
continuous improvement after implementation to adapt
innovative ideas into results that are sustainable.
Continuous improvement activities include repositioning in
markets with selected products and/or services,
restructuring operations, and reengineering processes.
It is important to have a feedback loop from performance
measurement to planning activities to ensure that the
lessons from the past are considered when preparing for the
future. As successful entrepreneurs, leaders, and managers
know, history does repeat itself.
***
The enterpriship model provides the credo for
entrepreneurial, leadership, and managerial success because
it characterizes the what and how of getting things done:
transforming mindset into action with relationships and
order.
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From Nigel A.L. Brooks
http://www.nigelalbrooks.com
Article Source:
http://EzineArticles.com/?expert=Nigel_Brooks
http://www.scribd.com/doc/31942593/Credo-For-Success-The-Enterpriship-Model-For-Entrepreneurship-Leadership-and-Management
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