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A Psychological Typology of Successful Entrepreneurs by John Miner

By John Miner

Can mental components successfully expect entrepreneurial functionality? Drawing upon reviews of over seven-hundred entrepreneurial matters in 10 varied samples, Miner settles the difficulty: definite, they could. He identifies 4 forms of people who find themselves able to reaching entrepreneurial luck — yet notes that to really be successful, they have to keep on with a profession path that matches their personalities. Miner's new ebook is hence an in depth scholarly document on an intensive 20-year examine application that makes a speciality of mental predictors of entrepreneurial job and good fortune, and a gently devised, solidly grounded concept to provide an explanation for why his observations are actual. He additionally discusses the consequences for private occupation improvement, entrepreneur choice, entrepreneurship improvement courses, the overview of entrepreneurial expertise, and comparable subject matters the most important not just to marketers and would-be marketers themselves, yet to their quite a few stakeholders together with people with investments in them.

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Extra resources for A Psychological Typology of Successful Entrepreneurs

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When describing a person they find very difficult to work with, they are likely to say: You may be a very poor coworker, you may be frustrating, inefficient, or lazy. But the coworker role is just one of many, and that doesn’t mean that you might not be quite pleasant or worthwhile in other respects (Fiedler and Garcia, 1987, p. 76). There is thus a tendency to see the best in others, and to feel that doing one’s work efficiently is not the only basis for defining a person’s worth. This on occasion can produce problems in the leadership role, but it makes for positive relationships with customers and helps to cement a sale.

Risk is held down by the fact that in the early period the business is so small that there is little to lose. These are all strategies that involve gaining knowledge after the fact. Much Theoretical Extensions of the Typology 35 more common is the situation where the entrepreneur gains knowledge through some combination of schooling and non-entrepreneurial work experience prior to entering into the venture. Sometimes the venture idea comes out of this experience; sometimes it precedes it, and the learning is specifically crafted to maximize the return to the venture.

THE EMPATHIC SUPERSALESPERSON TYPE Empathic supersalespeople make their ventures work because they can sell sufficient product or services to generate the cash flow needed to keep the firm afloat, and sometimes a great deal more. They do this by catering to the needs of clients or customers, thus helping them to cope with a problem. This service emphasis may be set in contrast to a sales procedure that emphasizes managing the customer into a sale through processes of heavy persuasion and the use of power.

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