Theory E²: Working with Entrepreneurs in Closely-Held Enterprises — II. The Consulting Challenge

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises — II. The Consulting Challenge

William Bergquist

In addition to working with entrepreneurs on the unique challenges they face as leaders in closely held enterprises, the organizational psychologist faces several challenges of her own in working with the entrepreneurial leaders of these organizations. First, the person she is serving may have very limited time and resources to engage a psychologist. Because the entrepreneur is deeply committed to his enterprise and often faces real or imagined financial constraints, it is common that the potential client decides that he has neither sufficient time nor sufficient money to bring in an organizational psychologist: “only the rich and idle can afford an organizational shrink!”

The second major challenge for the psychologist centers on the issue of privacy. Everyone in a closely held enterprise knows what everyone else is doing. They would certainly know if someone is being “shrunk”. What is likely to be the reaction? Employees are likely to worry about what is going wrong—especially if they are very dependent on the entrepreneurial leader. This person is supposed to be very wise or very brave or a charismatic visionary. Why is our leader looking for outside help? Doesn’t she know what she’s doing? Is she afraid or lost or discouraged? These unanswered questions can send waves of anxiety through a closely held enterprise.

Alternatively, the employees—who often share with the entrepreneur a profound fear about the financial viability of the enterprise—may resent the expenditure of scarce funds for something as “frivolous” as an organizational consultant (especially a psychologist): “Who does she think she is?” “How are we going to afford this? “I know of a whole lot of other things that are more deserving of these funds!” There is, of course, a third possible reaction—which is full support for and appreciation of the benefits inherent in an entrepreneur getting some assistance from an organizational psychologist in addressing the major challenges we identified above. One would hope that this third reaction is prevalent; however, the other two reactions are very common in closely held enterprises.

Attachments

Share this:

About the Author

William Bergquist

William BergquistWilliam Bergquist, Ph.D. An international coach and consultant, professor in the fields of psychology, management and public administration, author of more than 45 books, and president of a graduate school of psychology. Dr. Bergquist consults on and writes about personal, group, organizational and societal transitions and transformations. His published work ranges from the personal transitions of men and women in their 50s and the struggles of men and women in recovering from strokes to the experiences of freedom among the men and women of Eastern Europe following the collapse of the Soviet Union. In recent years, Bergquist has focused on the processes of organizational coaching. He is coauthor with Agnes Mura of coachbook, co-founder of the International Journal of Coaching in Organizations and co-founder of the International Consortium for Coaching in Organizations. His graduate school (The Professional School of Psychology: www.psychology.edu) offers Master and Doctoral degrees in both clinical and organizational psychology to mature, accomplished adults.

View all posts by William Bergquist

Leave a Reply