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Guest post by: Sheila Kelly Become an Author

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In part I, I introduced the idea that the often conflicting voices in your head are like an internal Board of Directors. I also introduced Michael Gerber’s three aspects of entrepreneurship:

The Entrepreneur is the part of us who is creative and innovative. It has ideas that solve problems. If the “entrepreneur “ starts a business, the business will provide an innovative solution to a problem.

The Technician is the part that is the doer. It has specific skills and likes to use them. If a technician starts a business, the technician will be using its skills. The technician might say, I am creative, I’ll design websites or I love to talk so I’ll become a speaker.

The technician is necessary for a business to work, but it will not lead to business success if it is the only part running a business. The technician works in the business, not on the business. It gets involved with “doing” and does not see the big picture, nor does it plan for the future.

The Manager self takes the entrepreneur's ideas and decides how to put them into practice. The manager ensures that the technician does not end up doing everything. The manager can delegate and come up with systems. Things get done efficiently. The business runs smoothly.

For business success, we need the insights of an entrepreneur, the skill of the technician, and the implementation ability of the manager.

By linking the voices in our heads with the roles assigned by Gerber, we begin to understand that (a) every voice on our internal Board of Directors is important; (b) each voice has valuable inputs; but (c) no one voice has all the answers. No one voice should be running your business.

Coach yourself: Imagine (and script) a dialogue with the different members of your internal Board of Directors, giving each voice a say. It can lead to greater entrepreneurial-understanding, better decision-making, and enhanced business success.

In Part III, I’ll introduce another key player on your Internal Board of Directors.

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