Theory  E²: Working with Entrepreneurs in Closely-Held Enterprises IX: Interplay Between Entrepreneurs and Maturity, Tasks, Problems and Environment

Theory E²: Working with Entrepreneurs in Closely-Held Enterprises IX: Interplay Between Entrepreneurs and Maturity, Tasks, Problems and Environment

Ability to Set High but Realistic Goals

If they are to be left on their own, members of the group must be able to set high but realistic goals. An immature group cannot set goals independently. Placed in the context of our four leadership styles, a group is mature if it embodies both an inspiring style that leads to the setting of ambitious goals and a counterbalancing style that is thoughtful and knowledgeable about setting goals that are realistic. A group that cannot effectively set goals that are high but realistic is likely to look first toward an inspiring leader who offers a compelling dream or toward a thoughtful leader who can set a specific (and usually quantifiable) goal for the group.

Unfortunately, the inspiring entrepreneurial leader may set goals that are too lofty and unattainable. As a result, immature group members never have to be concerned about accountability, for the goals can never be attained anyway. Conversely, thoughtful leaders are inclined to set goals that are too low and that lack an inspiring power. Mundane goals that often actually operate as short-term objectives and are easily quantified tend to dominate many closely-held enterprises that are filled with immature work groups.

Knowledge and Experience in Performing the Convening Task

Maturity also depends on the group’s knowledge of, and experience in, performing the assigned task. An immature group is composed of people who have little knowledge or expertise with regard to the convening task of the group. Members of a highly immature group also are unlikely to know where to go in order to gain the knowledge and expertise they need and may even be unaware that they lack adequate or appropriate knowledge and expertise.

In general, immature groups of this sort benefit most from thoughtful entrepreneurship, but may be inclined to rely too heavily on the thoughtful leader. Rather than becoming knowledgeable themselves about the task, immature group members grow dependent on the wisdom and knowledge of their leader. They never grow up and never mature as a group.

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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.

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