Another entrepreneur too sold his company to a MNC. He, alongside partners, too had built a successful business that was very well-known and regarded. After the acquisition, the entrepreneur took his share of the money and left after a disagreement with his former colleagues. He appeared to be maniacally consumed with the idea of out-doing his former partners who were now at the helm of the operations of the MNC. He was the sole thinker and decision maker with no more pesky partners and investors to deal with. He spent over 50% of his hard earned money trying to set up a brand and business that would rival, and indeed, beat the MNC. Increasing losses in his new business seemed to spur him to invest more of his money. After all, he knew the business! At least he thought so. But the MNC was running away with the market.
Well-known international and national publications and industry groups had showered praise and awards on the third entrepreneur. He had painstakingly built a dominant business in a large and fast growing market and was the toast of the entrepreneur-investor circuit. He had not yet cashed out and was in no hurry either. When yet another recognition came his way from a very respected international organisation, he was his usual nonchalant self. He quietly thanked the writer, his board, his team and re-dedicated himself to building what he hoped would be a company with a great legacy. He was acutely conscious of the attention he and his company were getting and was rather uncomfortable. He told his team-mates that the expectations about their company were only growing. Will he remain the same after a few years when, hopefully, he would have also tasted serious financial success
It is easy to be judgmental and pass comments on the three entrepreneurs. But one must recognise the immense pressures, hard work and heartbreaks entrepreneurs go through before they emerge successful. In our current world of catchy sound-bites, instant visibility and breathless hyperbole, it takes an enormous amount of self-awareness and the courage of ones convictions to remain grounded. To realise that ones success is a result of many factors, many fortuitous, and to therefore attribute it to ones own capabilities and talents is sheer hubris.
Jim Collins in his celebrated 2001 book Good to Great Why some companies make the leapand others dont identified seven characteristics of companies that went from good to great. The first and most telling characteristic relates to people and what he calls Level 5 Leadership which simply put is all about quiet confident humility and driven to do what is best for the company as opposed to being lauded and heralded as the greatest or iconicor some other similar leader. Entrepreneurs too, among all of us, have a lot to learn from this. There are the superstars who by sheer force of their personalities drive an organisation and then there are the great leaders who leave behind legacies. The company rapidly unravels when the superstar entrepreneur or CEO departs from the scene.
The next time you see the media referring to someone in the superlative, step back and take a close, deep look at the individual. Then ask yourself, is this person simply good or great.
Sanjay Anandaram is an advocate of entrepreneurship. Hes involved with Nasscom, TiE, IIM-B and Insead. email@example.com.