In my experience in large businesses as well as years of advising startups, I see far too much focus on product skills, and too little on people and process skills. In my view, this focus on the wrong skill set is the primary reason why over half of new businesses fail in the first five years, and only one out of a hundred startups get their requested funding from professional investors.
In fact, there is much evidence that the same principles separate success from mediocrity in most of the disciplines in business. I recognized this as I was reading a new book, "The Only Sales Guide You'll Ever Need," by Anthony Iannarino, who is an international sales leader and expert on optimizing results. His focus is on sales, but I see the same skills needed for entrepreneurs.
Creating and sharing a vision. Storytelling and projecting a vision are foundational skills that are required from the first moment in starting a business. The old myth that "if we build it, they will come" has not worked for a long time. The best visions begin in the future, describe how to get there together, touch on emotions, and work in your values.
Diagnosing and understanding the customer problem. This means all business people, especially entrepreneurs, need to get beyond the presentations and the experts, to actively listen to real customers. They need to ask customers the difficult questions, and really understand costs versus benefits, as well as competitive alternatives.
Opening relationships and creating opportunities. Whereas providers used to control information, the Internet has given customers access to more information and more choices than ever. They demand interactive relationships with you, and depend on the relationships you have with their friends. Relationships are the new keys to opportunities.
Producing results with and through others. You can't build a business or sell alone. You have to lead and motivate many others with the right skill set to make it happen. To do this, you call upon your storytelling, negotiating, and change-management skills, all the while demonstrating your unswerving accountability. It's up to you to clear the way.
Asking for and obtaining commitments. Building a company and selling are all about gaining commitments. While it's true that you can go too far too fast when asking for funding or asking for an order, all too often fear and timidity keeps entrepreneurs from going far enough fast enough. Offering more value is the key to a quicker close.
Negotiating and creating win-win deals. When dealing with customers or partners, only win-win deals make sense. It's all about value for both parties, and good negotiation is highlighting value. Great entrepreneurs are able to think on their feet, and are always prepared. Highlight the points of agreement, rather than hammer on the differences.
Understanding business essentials and creating value. Product leadership alone might have been enough in the past, but today people are looking at a bigger picture. They want a business that is ethical, understands sustainability, and provides leadership that goes beyond profitability for shareholders. Value is far more than cost versus price.
Building consensus and helping others change. Consensus and change are hard. These require building a team that can work together, identify the obstacles to change, deal with conflicting interests, and overcome the challenges to change. Great entrepreneurs create and sell a compelling case for change, and lead that change.
His top eight required skill set elements for sales don't even mention product skills, and match my view of the right skill set for successful entrepreneurs, with only a few priority changes:
Put simply, your personal and people skills are the difference that makes the difference, more so than the product or service you bring to the table. It takes discipline, initiative, a positive attitude, and the ability to communicate and be accountable to set your business apart from the million others that have equal access to your customers. Make them remember you and appreciate the added value.
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