Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–VII. The Thoughtful Entrepreneur

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises–VII. The Thoughtful Entrepreneur

The thoughtful entrepreneur also tends to look for technical expertise and wants people around who know what they are doing. Visionaries often have compelling but impractical dreams precisely because they are not aware of what is feasible. Wheatley describes a thoughtful executive’s perfect setting when she writes of the wave of information spreading broadly in an closely-held enterprise and the rich interweaving of data and interpretation.

While most thoughtful entrepreneurs would hope for the blending of reality and action, they have little tolerance for people who want to take action without reflecting on lessons learned from the past. The thoughtful executive also looks for substantial documentation and measurement once action is begun, suggesting that only with careful monitoring of new projects will the organization know how successful it is in achieving its goals. Thoughtful executives urge members of their closely-held enterprise to learn more about themselves and their organization while in the process of enacting their project and achieving their goals. They will be effective learners, however, only if they assess what is happening and compare their performance to that of previous work groups.

Appropriate Uses of Strengths

The thoughtful entrepreneur offers wisdom to his closely-held enterprise and assumes that the questions he possesses are often just as important as the answers. Frequently, the questions being asked by the thoughtful executive encourage a reconceptualization of the problem being addressed. This reframing process is particularly important in a world filled with complex and often paradoxical problems. The thoughtful executive recognizes that the meaning of any event or problem depends on how this event or problem is framed.


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About the Author

William BergquistWilliam Bergquist, Ph.D. An international coach and consultant in the fields of psychology, management and public administration, author of more than 50 books, and president of a psychology institute. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations.

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