Whatas your entrepreneurial profile? Do you have what it takes to build a great business? In this book, three prominent business leaders and entrepreneursanow venture capitalists and CEO advisersashare the qualities that surface again and again in those who successfully achieve their goals. The common traits? Heart, smarts, guts, and luck. After interviewing and researching hundreds of business-builders across the globe, the authors found that every one of themafrom young founder to seasoned CEOaholds a combination of these four attributes. Indeed each of us tends to be biased toward one of these traits in our decision-making, and figuring out which trait drives you will lead to greater self-awareness and likelihood of success in starting and growing a business. So are you: ac Heart-dominant, like renowned chef Alice Waters or Starbucksas Howard Schultz? ac Smarts-dominant, like Jeff Bezos of Amazon or legendary investor Warren Buffett? ac Guts-dominant, like Nelson Mandela or Virginas Richard Branson? ac Or are you most defined by the luck trait, like Tony Hsieh of Zappos (and a surprisingly high proportion of other successful entrepreneurs)? Heart, Smarts, Guts, and Luck includes the first Entrepreneurial Aptitude Test (E.A.T), a simple tool to help determine your specific profile. Though no single archetype for entrepreneurial success exists, this book will help you understand which traits to adial upa or adial downa to realize your full potential, and when these traits are most and least helpful (or even detrimental) during critical points of a company lifecycle. Not only will you know how to build a better business faster, youall also take your natural leadership style to the next level.In this book, three prominent business leaders and entrepreneursanow venture capitalists and CEO advisersashare the qualities that surface again and again in those who successfully achieve their goals. The common traits?
|Title||:||Heart, Smarts, Guts, and Luck|
|Author||:||Anthony Tjan, Richard Harrington, Tsun-Yan Hsieh|
|Publisher||:||Harvard Business Press - 2013-12-30|