How many times over the years have we heard the tale of the natural-born talent who swiftly developed a new idea or product into a company that grew seemingly overnight?
The idea occurs so often that it is commonly deemed that an entrepreneur must have something different in their very DNA - some latent skill or critical instinct - that assures their success. After all, so many small businesses fail, there simply be a genetic predisposition for success.
Good news - there isn't.
Now, there ARE men and women that possess certain skillsets that give them an advantage - or, as Gary Vaynerchuk says, "entrepreneurship is in my blood." These folks might be able to deduce new trends simply due to an accident of skills and circumstance - they are in the right place at the right time to forecast a successful idea onto a new market. Over time, these same individuals can use the skills they have learned to continue to find success.
On the other hand, there is a whole class of entrepreneurs out there who have met success through continuous development. They exercise the "muscles" of business success and through their own experiences and those of mentors, they are able to achieve all the success they ever dreamed of.
No matter which side of this fence you find yourself on - using the skills you were born with or continuing to strengthen the ones you've found lacking, there is one common thread that both sides must depend on - a framework to support them.
For the "born" entrepreneur, that framework is the leadership systems to successfully run the company they have built. This enterprise is built of the managers and technicians that are needed to physically perform the actions of running a company - be it of five employees or 500. At the opposite end of the spectrum, the "trained" entrepreneur may find it easy to systemize a company to hand off everyday tasks, but be unable to visualize how the development of the enterprise can take place. What new markets are out there, how can technology help or hinder the business, and how can customers be "upsold" into new products or services.
These might be two extremes, but guess what? The lion's share of all entrepreneurs fall somewhere in between the two and when you are aware of that, you can take the actions necessary to be successful.
How can you, as a small business owner, figure out what you are and from there, begin to take action? Simple - you have to understand what part of the job you are doing and, if it isn't fulfilling the role of the entrepreneur in your business, you must make the decision to take on that role.
You can't be the accountant in your accounting firm.
You can't cut the grass in your landscaping business.
You can't work on the vehicles in your auto repair shop.
...And you really can't spend all of your time managing those actions, either.
None of those are the actions of the Entrepreneur, they are the actions of the Technician and the Manager, to use The E-Myth nomenclature. The deciding factor of why some entrepreneurs are successful and others fail is not limited to your DNA or your education, it is about the actions you take as the leader of your business. I've said it for four decades - work ON your business, not just IN your business!