The role of Mentor is decided based on high scores in both the Arrangements scale
and the Opportunity-Ability scale. The mentor's strongest personality traits are
introverted, organized, decisive, empathetic, and knowledgeable. They are generally
more self-reflective and would rather figure out a solution themselves before taking
advice.
ENTREPRENEURIAL CHARACTERISTICS
STRENGTHS:
The Mentor is able to solve venture problems, and take action consistent with
Entrepreneurial Success Script, requirements. They are inspirational to others around, empathetic,
and good listeners. Mentors are very well organized, stick to plans, and meet deadlines.
They have no problem taking the initiative and making important business decisions.
They are comfortable with working independently, but also like to take on the mentoring
role. Mentors make invaluable contributions to new ventures by helping with capital,
contacts, technology, as well as providing knowledge based advice specific to new
ventures.
WEAKNESSES:
Mentor tends to rely on their gut feeling and not listen to others advise. They
also lack of motivation to sustain involvement in a new business venture. When a
Mentor initiates a venture, it may be more concept and resource driven. At times
this type of role may be found to lack a motivational component, therefore reducing
staying power.
INCREASE YOUR CHANCE FOR SUCCESS:
Mentors are very knowledgeable but often need to take advice from others to succeed.
One thing that Mentors should beware is becoming thick headed and not continuing
their expansion and learning. You are usually not the risk takers, to prevent losing
out on an opportunity use your knowledge and funds to recognize and capture the
opportunity before it slips away.
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Clayton M. Christensen
Clayton M. Christensen (born April 6, 1952) is one of the most
influential business theorists of the last 50 years. The Harvard Business School
professor’s 1997 book, The Innovator’s Dilemma , introduced the notion of “disruptive
innovation." This Concept explains how cheaper, simpler or unexpected products and
services can bring down big companies like U.S. Steel, Xerox and Digital Equipment.
Business leaders call upon him or make the pilgrimage to his office in Boston to
get advice or thank him for his ideas. A consulting firm he started popularizes
his work.
Typical of a person who fits the mentor entrepreneurial role, Professor Christiansen
has financial resources and business experience, and has surrounded himself with
business-capable people that allow him to put together successful new businesses.
In addition, he knows how solve business problems, protect a new business in a competitive
marketplace, and is an authority on a number of specific industries.
Typical of a mentor, however, he is less inclined to personally take the risks of
starting a new business. Rather, he seems to prefer to coach others in the process
and take fees, and maybe some equity, for compensation.
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Mitchell under license to Wayne Brown Institute and VentureCapital.Org
