As we approach our ideas as entrepreneurs, we should ourselves a series of questions:
With each experience, are we getting closer to our true interests and potential?
Of course, statistically speaking, most ideas never happen and most new business ventures fail. When you pursue a new idea, it is impossible to know whether it will become a viable business and attract a team. You don’t need to know the outcome. However, at the very least, every experience you take should move you closer to your interests. When people come to me for career advice, I profess that I have no idea what they should or shouldn’t do. However, I explain that any career move that gets them closer to their interests is a safe move to take. What you want to avoid doing is something that keeps you stationary or sets you back. A fledgling idea that is completely unrelated to your core interests is likely too risky because, if it fails, it will offer no circumstantial benefits. Whereas, if the idea is related to your passions in life, the experiential education gained in pursuit will be valuable – whether or not the idea ultimately happens.
Can we let others own our ideas?
Empowering others as owners will increase commitment. Intellectual ownership also serves as a form of non-financial compensation. When you embark on an idea, you won’t be able to afford great partners and employees unless you are able to share ownership. Ironically, if your idea for a new venture is too sacred and dear to you, it may suffer as you try to motivate a team. The need for momentum in the early days of idea execution requires that you unleash control and, at times, compromise your singular artistic vision to make room for the visions of others.
Can you be comfortable with the unconventional and mine the circumstantial?
While the conventional approach in business is to plan extensively, most entrepreneurs we have interviewed – and even established companies that consistently innovate – take bold leaps and quick experiments in the pursuit of new ideas. These approaches require a willingness to mine the circumstantial opportunities that may present themselves along the way. New innovations like Twitter and others resulted from unexpected deviations in somewhat unrelated businesses. They succeeded because their leaders were comfortable going off-plan and exploring the unexpected when their gut told them to do so – even if they didn’t have a clear end in mind.
Behance articles and tips are adapted from the writing and research of Scott Belsky and the Behance team. Behance runs the Behance Creative Network , the Creative Jobs List, and develops knowledge, products, and services that help creative professionals make ideas happen.All information (c) Scott Belsky, Behance LLC.