The need to be an entrepreneur and lead your own business often has to do with the feeling of wanting to be independent and to be able to make your own (strategic) choices.
Management makes sure the work gets done right, leadership makes sure the right work gets done.
Jungle
A classic story makes it clear: it's about employees, managers and leadership. The employees are hacking, while sweating, a path through the jungle. The managers are busy supplying the workers with water, sharpening machetes, setting the course and monitoring progress.
The leader climbs into a forest giant and searches the horizon. At some point he shouts down, "We're in the wrong jungle! To which comes in reply, "No time, we're just getting along nicely!
Leadership in MBI
Overview and leadership are also needed when embarking on an MBI trajectory. Strategic choices must be made, not only in terms of the market, but also personally: which jungle suits me? Here, self-knowledge is initially more important than market knowledge. What is my personal profile? What is my specific added value that I have to offer the new company and the market? What are my specific talents and pitfalls?
As a DGA, your qualities are, as it were, magnified to the organization and the market, and (co)determine the corporate culture and image. This often also provides the distinctive character of the company. Not only the products and services contribute to this, but also the way in which the products and services are marketed.
The human capital often makes the difference: people, passion and performance. As a DGA you create the conditions for this from three roles: as a shareholder, as a director and as a person.
Person
In an MBI process, the person is the starting point and it is important to consider this at the very beginning of the search. The other roles must match the personal profile and be filled in an appropriate way to avoid ending up in the wrong jungle.
