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This content is taken from the Coventry University & Deakin University's online course, Demystifying Entrepreneurship: How to Think Like an Entrepreneur. Join the course to learn more.

Skip to 0 minutes and 11 seconds So a question we may ask ourselves is, “Am I an entrepreneur?”. What do we mean by that? Do we mean, “Do I have the capacity to be an entrepreneur? Am I an entrepreneur already?”, so it’s a rhetorical question as well as a real question about what we are doing currently. Now I think our view of entrepreneurship changes as we move through various stages of our life so when I ask myself that question, “Am I an entrepreneur?” I think I am an entrepreneur.

Skip to 0 minutes and 41 seconds I’m a different entrepreneur than I was when I started my entrepreneurial journey many years ago, so when I started my journey I ran my own business and there were a whole range of reasons why I started to business at that particular stage of my life and I think what I learnt through my entrepreneurial journey was that I am better as an intrepreneur probably than an entrepreneur because a lot of what I have done entrepreneurially has been for other people. When we look at these definitions of what it means to be an entrepreneur, you will see that there are many, many ways of being entrepreneurial.

Skip to 1 minute and 15 seconds It may be running and starting your own business, it may be working for somebody else and running a business so don’t be too hard on yourself if you think you are not the classic, archetypal entrepreneur because you can use the skills and the mindset of the entrepreneur in a whole wide range of ways. “Am I an entrepreneur?” that’s an interesting question because certainly I’ve never completed a form where my job title is entrepreneur but I’ve been entrepreneurially in what I have done.

Skip to 1 minute and 47 seconds I’ve been creative, innovative, implemented new opportunities but it’s easier to say I am an entrepreneur when you’ve got your own business because you control everything, you are being creative, you try out new strategies and so on and so it is easier but now that I am working for an entrepreneurial university, I am probably more an intrepreneur, an entrepreneur within an institution which is not mine and if I reflect on what I am doing, I am still applying the same skills than what I’ve used in my own organisation so entrepreneurship is not just for your own organisation, it is for when you are working within other organisations that’s not your own, even in government, in social enterprises so entrepreneurship is a wider concept and I think the easiest way to determine whether you are entrepreneurial is by hindsight and to analyse what you have done over time.

How are you entrepreneurial?

You now know what the GET2 Test is measuring but what does your result say about you? Does it (or can it) tell you that you are an entrepreneur? Watch the video to find out what Joan Lockyer and Gideon Maas at Coventry University think about whether they are entrepreneurial.

As Gideon tells us, it is easiest to see how you have behaved entrepreneurially with the benefit of hindsight. However, if we are to truly capitalise on our entrepreneurial potential now, we need to be able to think critically about our own potential and circumstances. The GET2 test helps us identify our natural strengths.

So, what does your GET2 test result tell you? Below are two examples of GET2 profiles (the full results are available in the downloads section).

Below are two examples of GET2 profiles. Profile A is for an occasionally enterprising individual (71%) and Profile B is for a highly enterprising individual (81%), but what might this mean? While in percentage terms there isn’t a great deal between them, when you look at the individual scores, more material differences are evident. Let’s look at the individual scores.

Need for autonomy

The highest score for profile A is the need for autonomy, which in this profile came out at 100%. This score indicates that this person is independent and probably prefers to work alone especially if they cannot be the dominant member of a group. They have strong self-expression and a need to do things their way, rather than work on other people’s projects. This characteristic could be considered very positive if used in a productive way, but negative if used in an unproductive way. It evidences leadership, determination, drive and possibly vision. However, if this characteristic means that they are unable or unwilling to be a team player, it may influence the type of business they start and may impact on business growth. Profile B’s need for autonomy is much lower (67%), indicating a more pragmatic and team-oriented approach. While this could lead to a more harmonious business team, it may mean that leadership qualities are less evident and may need to be cultivated.

Need for achievement

Both profiles evidence quite a high need for achievement. From the perspective of entrepreneurship, people with a high need for achievement are determined and self-reliant. They can be very task - or results - oriented and are willing to present and defend their ideas. They show determination to ensure that objectives are met even when difficulties arise.

People with a high need for achievement share similar characteristics with those evidencing a need for autonomy. These are again, when positive, very useful for entrepreneurship, especially in the start-up phase of a business. Managing a work/life balance may be problematic for people with these characteristics.

Creative tendency and calculated risk-taking

In terms of creativity, Profile B has a high creativity score. This person has a high degree of creativity and innovation, useful both in the start-up phase and in the growth phase of a business. People with this characteristic are likely to be our Schumpeterian innovators – disruptive and game changing. When combined with a capacity to take risk, we can start to see why Profile B is more enterprising than Profile A.

Profile B has a medium creative tendency and a medium tendency for calculated risk. This person may be a good intrapreneur and competent at implementing change given their need for autonomy. Their ideas are often useful in start-up as well as existing organisations as they are change oriented and so probably dislike routine.

Locus of control

Profile A’s lowest score is in locus of control. However, their locus of control and need for autonomy seem to be contradictory in that this person appears to want to be in control, but the profile suggests they don’t always feel they have the opportunity to exert that control effectively. Profile B shows a slightly stronger locus of control, but they could perhaps be more self-confident. Again, linking this score with their risk and creativity score suggests that they have strong entrepreneurial characteristics that could be enhanced further with more self-belief.

Your task

Return to your own GET2 test results and reflect on your situation. With the benefit of hindsight, do you think you have behaved entrepreneurially or perhaps intrapreneurially in the past? Can you see how you could be more entrepreneurial in future, based on your GET2 results?

Share your thoughts in the comments. Explore what other learners are saying and reply with your own thoughts.

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This video is from the free online course:

Demystifying Entrepreneurship: How to Think Like an Entrepreneur

Coventry University