11 Taking the initiative
11.1 Introduction
Entrepreneurial behaviour is not only generating ideas to create value for others [see: Spotting opportunities and Valuing ideas], but also about actually carrying out such ideas and plans. This makes initiative an essential part of entrepreneurship. Without action, all kinds of good ideas are lost. Why is it that some people take action easily, while others prefer to postpone, even indefinitely? And what can you do to increase the chance that you do take action? That is what the material in this section is about.
11.2 Insights
The theory of planned behaviour (TGG) offers a good model to gain insight into why some people take the initiative more often or more easily than others (see box Further Reading [1]). According to TGG, a conscious action is preceded by an intention: the plan or intention to do something. Intentions, in turn, are explained by whether you want something, whether you can do something, and whether you are allowed to do something (by yourself or others). This means that at various points in the model there are starting points for analysing why one person takes the initiative and another does not.
Desirability
Many opportunities to create value for others will be missed because they do not fit with you as a person or with your current or future situation. Initiative arises mainly when an idea for entrepreneurial behaviour actually activates you. This shows the importance of the exercise 'actively seek - look inside' in the chapter 1 Spotting Opportunities. If you proceed from your own wishes and strengths, you are more likely to find an idea that makes you enthusiastic. In addition: entrepreneurial behaviour usually involves having to take a number of hurdles [see: Motivation and perseverance]. That is why it is important that your idea gives you energy and that you collaborate with people with a positive attitude [see: Working with others]. Something else that contributes to taking initiative is a sense of urgency. Urgency can come from anywhere: you think the idea is very important, or you urgently need money, or you are afraid that if you do not do it immediately, perhaps someone else will.
Even if you are enthusiastic and feel the urgency, the intention may be weak and unstable. What seemed like a good idea last night in the café may seem less appealing the next morning, now that you've looked at it again and thought about it a bit more. This is especially true in the case of FOBO (fear of better options) or FOMO (fear of missing out), two types of problems that are common among millennials. It's hard to commit to an idea when there are several, dozens or even hundreds of other options. Maybe these are even better, who knows?
Feasibility
Besides desirability, it is also important to be able to carry out your intended actions. If you don't know how to do something because you lack knowledge, experience or skills, you will probably postpone or adjust your plans [see: Self-Awareness and Self-Efficacy]. Often, however, you learn fastest in practice, by doing something. Especially with 'creation' opportunities [see: Spotting opportunities] it is necessary to start, instead of waiting until all conditions are known, complete and perfect. In short, it's about taking steps with the available means. You can make use of the resources you already have at your disposal (e.g. the Internet, or the knowledge, experience and skills of people you know [see: Mobilising resources]), and try to cooperate with other parties. You can also try to do things in such a way that you run the least possible financial risk. The literature discusses all these tactics under the heading of effectuation [4] [see: Dealing with ambiguity, uncertainty and risk]. By getting started, you enable yourself to learn quickly. Trying something makes it possible to learn from failure. On top of that, doing something often becomes easier the more you do it, when it was mostly your fear that was holding you back. Practice often turns out to be less scary than you initially thought [see: Learning through experience].
Norms
Whether someone will actually carry out entrepreneurial actions depends on how convinced someone is of his or her own ideas. Someone who is convinced of his or her own idea is not only more convincing towards others [see: Mobilising others], but is also more likely to take action him- or herself. So it is important that you feel that your idea really creates value, both for others and for yourself. If you then approach someone to participate, it is easier to see your request as something that benefits the other person, rather than something that will only benefit you [see: Mobilising resources].
Another factor that contributes to taking initiative is assertiveness. Assertive people allow themselves to take initiative, and also have the idea that their environment approves. In contrast, some people set the bar very high for themselves before they allow themselves to take action, and have the same idea from their environment. So the trick is to allow yourself to take action, and to expect that your environment will appreciate that (or not to care about a possible lack of appreciation).
From intention to action
Intentions have a bad name ('the road to hell is paved with intentions'). For example, many people want to live a healthier life, but most of the time they don't succeed. So intentions are often not enough to get people to take action, also in the case of intentions to start a new venture [3]. What does help? First of all, it helps if you have self-discipline or willpower [3]. Because this is even more important in adversity, it is discussed in the Motivation and perseverance section.
It also helps to have a playful and experimental attitude. You can follow up an idea by doing a few small experiments to see if there really is a demand and if people would like to contribute, in whatever form [see exercises below]. This lowers the threshold for taking action.
Third, it helps to have implementation intentions [4]. You can add these to a so-called goal intention. For example: 'I want to live healthier' is a goal intention. An implementation intention adds: from now on, I'm going to run in the park with friend X every Sunday at 10 o'clock. In other words, the implementation intention indicates the time, the place, and the action. Implementation intentions can also arise in spontaneously occurring situations. For example, alertness can be practiced by tuning in to certain signals that indicate an opportunity [see: Spotting opportunities]. You can resolve to be alert and, as soon as you notice such a signal (dissatisfaction, irritation, surprise, etc., see: Spotting opportunities), to think of a corresponding idea and write it down.
Desirability
Many opportunities to create value for others will be missed because they do not fit with you as a person or with your current or future situation. Initiative arises mainly when an idea for entrepreneurial behaviour actually activates you. This shows the importance of the exercise 'actively seek - look inside' in the chapter 1 Spotting Opportunities. If you proceed from your own wishes and strengths, you are more likely to find an idea that makes you enthusiastic. In addition: entrepreneurial behaviour usually involves having to take a number of hurdles [see: Motivation and perseverance]. That is why it is important that your idea gives you energy and that you collaborate with people with a positive attitude [see: Working with others]. Something else that contributes to taking initiative is a sense of urgency. Urgency can come from anywhere: you think the idea is very important, or you urgently need money, or you are afraid that if you do not do it immediately, perhaps someone else will.
Even if you are enthusiastic and feel the urgency, the intention may be weak and unstable. What seemed like a good idea last night in the café may seem less appealing the next morning, now that you've looked at it again and thought about it a bit more. This is especially true in the case of FOBO (fear of better options) or FOMO (fear of missing out), two types of problems that are common among millennials. It's hard to commit to an idea when there are several, dozens or even hundreds of other options. Maybe these are even better, who knows?
Feasibility
Besides desirability, it is also important to be able to carry out your intended actions. If you don't know how to do something because you lack knowledge, experience or skills, you will probably postpone or adjust your plans [see: Self-Awareness and Self-Efficacy]. Often, however, you learn fastest in practice, by doing something. Especially with 'creation' opportunities [see: Spotting opportunities] it is necessary to start, instead of waiting until all conditions are known, complete and perfect. In short, it's about taking steps with the available means. You can make use of the resources you already have at your disposal (e.g. the Internet, or the knowledge, experience and skills of people you know [see: Mobilising resources]), and try to cooperate with other parties. You can also try to do things in such a way that you run the least possible financial risk. The literature discusses all these tactics under the heading of effectuation [4] [see: Dealing with ambiguity, uncertainty and risk]. By getting started, you enable yourself to learn quickly. Trying something makes it possible to learn from failure. On top of that, doing something often becomes easier the more you do it, when it was mostly your fear that was holding you back. Practice often turns out to be less scary than you initially thought [see: Learning through experience].
Norms
Whether someone will actually carry out entrepreneurial actions depends on how convinced someone is of his or her own ideas. Someone who is convinced of his or her own idea is not only more convincing towards others [see: Mobilising others], but is also more likely to take action him- or herself. So it is important that you feel that your idea really creates value, both for others and for yourself. If you then approach someone to participate, it is easier to see your request as something that benefits the other person, rather than something that will only benefit you [see: Mobilising resources].
Another factor that contributes to taking initiative is assertiveness. Assertive people allow themselves to take initiative, and also have the idea that their environment approves. In contrast, some people set the bar very high for themselves before they allow themselves to take action, and have the same idea from their environment. So the trick is to allow yourself to take action, and to expect that your environment will appreciate that (or not to care about a possible lack of appreciation).
From intention to action
Intentions have a bad name ('the road to hell is paved with intentions'). For example, many people want to live a healthier life, but most of the time they don't succeed. So intentions are often not enough to get people to take action, also in the case of intentions to start a new venture [3]. What does help? First of all, it helps if you have self-discipline or willpower [3]. Because this is even more important in adversity, it is discussed in the Motivation and perseverance section.
It also helps to have a playful and experimental attitude. You can follow up an idea by doing a few small experiments to see if there really is a demand and if people would like to contribute, in whatever form [see exercises below]. This lowers the threshold for taking action.
Third, it helps to have implementation intentions [4]. You can add these to a so-called goal intention. For example: 'I want to live healthier' is a goal intention. An implementation intention adds: from now on, I'm going to run in the park with friend X every Sunday at 10 o'clock. In other words, the implementation intention indicates the time, the place, and the action. Implementation intentions can also arise in spontaneously occurring situations. For example, alertness can be practiced by tuning in to certain signals that indicate an opportunity [see: Spotting opportunities]. You can resolve to be alert and, as soon as you notice such a signal (dissatisfaction, irritation, surprise, etc., see: Spotting opportunities), to think of a corresponding idea and write it down.
11.3 Further reading
[1] Article explaining Ajzen's widely used Theory of Planned Behavior. Ajzen, I. (1991). The theory of planned behaviour. Organizational Behaviour and Human Decision Processes, 50, 179-211.
[2] Education-focused book on effectuation with many practical insights and exercises. Read, S., Sarasvathy, S., Dew, N., & Wiltbank, R. (2016). Effectual entrepreneurship. New York: Routledge.
[3] Study shows that after 6 months, 69% of those with entrepreneurial intentions have taken hardly any action, or no action at all. Van Gelderen, M.W., Kautonen, T., & Fink, M. (2015). From entrepreneurial intentions to actions: Self-control and action-related doubt, fear, and aversion. Journal of Business Venturing, 30(5), 655-673.
[4] Gollwitzer gives an overview of the reasons why implementation intentions are so powerful. Gollwitzer, P.M. (1999). Implementation intentions. Strong effects of simple plans. American Psychologist, 54(7), 493-503.
[2] Education-focused book on effectuation with many practical insights and exercises. Read, S., Sarasvathy, S., Dew, N., & Wiltbank, R. (2016). Effectual entrepreneurship. New York: Routledge.
[3] Study shows that after 6 months, 69% of those with entrepreneurial intentions have taken hardly any action, or no action at all. Van Gelderen, M.W., Kautonen, T., & Fink, M. (2015). From entrepreneurial intentions to actions: Self-control and action-related doubt, fear, and aversion. Journal of Business Venturing, 30(5), 655-673.
[4] Gollwitzer gives an overview of the reasons why implementation intentions are so powerful. Gollwitzer, P.M. (1999). Implementation intentions. Strong effects of simple plans. American Psychologist, 54(7), 493-503.
11.4 Exercises for students
1) Putting ideas into practice
Entrepreneurial behavior includes coming up with ideas as well as taking action on them. Give your students the following assignment:
Do the exercises provided under Spotting opportunities. Take an idea from each category (alertness, inwardly, outwardly) and take three follow-up actions for each idea. For example: look for more information on the Internet, ask acquaintances or strangers if they would be interested, or approach your network for specific information [see: Mobilising resources] that you will need to determine whether and how your idea could succeed.
Explanation: It is good practice to follow up an idea by doing some exploratory work, in the form of small experiments. The results can be seen as feedback and if positive, they invite you to explore an idea further. If negative, you may think of how to adjust the idea.
2) Taking the initiative in making contact
It is a good quality for enterprising people if they make contact easily. Implementation intentions can help with that. Give your students the following assignment:
For the next few days, twice a day speak to someone you do not know yet. Make use of observations. Use an observation as an opening sentence ('nice weather', 'you have a nice coat on', ‘are you heading out?', etc.). One time, use planned performance intentions: in the next 10 minutes I am going to talk to someone at this and that spot. The second time, use spontaneous performance intentions: as soon as you approach someone who is alone and seems open to contact, you speak to the person.
Explanation: This exercise helps to overcome shyness, and at the same time gives an opportunity to practice with implementation intentions.
2) FOBO / FOMO
Many Zoomers (Generation Z) find it difficult to commit to an approach. (For students who suffer from this) Give your students the following assignment:
If you find it difficult to make decisions, or to stick to decisions made, then you may be suffering from FOMO or FOBO. For example, do you find it difficult to choose which party to go to, which movie to see, or which breakfast to eat? If so, try the following tactics for a few days for relatively unimportant decisions like the examples just mentioned.
Entrepreneurial behaviour requires commitment. Someone who wants to keep all options open, or quickly halts initiatives as soon as a better alternative presents itself, will not be able to bring much to a successful conclusion. By practicing with relatively trivial matters, a basis is laid for practicing commitment to larger decisions
Entrepreneurial behavior includes coming up with ideas as well as taking action on them. Give your students the following assignment:
Do the exercises provided under Spotting opportunities. Take an idea from each category (alertness, inwardly, outwardly) and take three follow-up actions for each idea. For example: look for more information on the Internet, ask acquaintances or strangers if they would be interested, or approach your network for specific information [see: Mobilising resources] that you will need to determine whether and how your idea could succeed.
Explanation: It is good practice to follow up an idea by doing some exploratory work, in the form of small experiments. The results can be seen as feedback and if positive, they invite you to explore an idea further. If negative, you may think of how to adjust the idea.
2) Taking the initiative in making contact
It is a good quality for enterprising people if they make contact easily. Implementation intentions can help with that. Give your students the following assignment:
For the next few days, twice a day speak to someone you do not know yet. Make use of observations. Use an observation as an opening sentence ('nice weather', 'you have a nice coat on', ‘are you heading out?', etc.). One time, use planned performance intentions: in the next 10 minutes I am going to talk to someone at this and that spot. The second time, use spontaneous performance intentions: as soon as you approach someone who is alone and seems open to contact, you speak to the person.
Explanation: This exercise helps to overcome shyness, and at the same time gives an opportunity to practice with implementation intentions.
2) FOBO / FOMO
Many Zoomers (Generation Z) find it difficult to commit to an approach. (For students who suffer from this) Give your students the following assignment:
If you find it difficult to make decisions, or to stick to decisions made, then you may be suffering from FOMO or FOBO. For example, do you find it difficult to choose which party to go to, which movie to see, or which breakfast to eat? If so, try the following tactics for a few days for relatively unimportant decisions like the examples just mentioned.
- Take 1 minute to make a decision. If you can't make a choice, determine the alternatives and toss a coin or a die to determine the choice. Stick to this choice.
- Take 1 minute to make a decision. If you cannot make a choice, have a friend or roommate make the decision. Stick with this choice.
Entrepreneurial behaviour requires commitment. Someone who wants to keep all options open, or quickly halts initiatives as soon as a better alternative presents itself, will not be able to bring much to a successful conclusion. By practicing with relatively trivial matters, a basis is laid for practicing commitment to larger decisions