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They Commit to a "Cause".

Entrepreneurs have a strong sense of mission.  Once their course is set, they pursue it with an obsession close to paranoia.   Their "cause" priority is so high that they have the ability to ignore social or cultural norms, and possibly law, to endure.  They see their objectives with a laser clarity, and anything in their path is fair game for flattening.  This commitment obsession may be born in cognitive dissonance—they see themselves as talented, yet are pursuing goals with a present negative or low return.  Since they also see themselves as rational, what they are doing must be "right"!  The future is attainable.

Their priority is almost wholly on ends.  Thus, justifiable means are chosen, and aided by their mastery at shaping circumstance.  To accommodate these variables, their values may come in fourth of the four.  Purpose takes priority over principle, and all systems are "go".   Propriety, and even possibly the law, may have to bend.  This may not be as devious as it sounds.  Obviously, they have a keen understanding of cultural norms and the law, and embrace them whenever possible—and hold their adversaries to them with a vengeance.  It's only when they are threatened or blocked that their priorities shift.  Nonetheless, successful transgressions can lead to more transgressions, and standards can slip, creating a climate of means where their devoted cadre—a team of really true believers—fall in step.  As seen earlier, however, extensive entrepreneurial experience tends to allow the self–discovery of core values.  Hopefully, they are solid enough to maintain a sound credibility.
 

They Embrace Competence.

Entrepreneurs have the unique quality of not being threatened by others more talented than themselves.  Rather than fear competence, they embrace it.  They recognize their own competence and limits, and are able to recognize it in others.  They are mindful of where it is needed and take action to fill the void.  Further, they are able to attract it, recruit it, manage it, develop it, and reward it.  They know that they greatly enhance their chances of success by surrounding themselves with the best.  What they dread is being dragged down by mediocrity.

They understand the leverage and immediacy of experience and talent.  Simply put, they know that talent beats training in building a team.  They hire, inspire, "retire," to keep competency current as their demands change with modification and growth.

They understand that the true test of competence is the ability to assume leadership over people who may not yet know that they're subordinate.  That it's the ability to take charge, keep power, and accomplish what they believe needs doing—when ends are still being molded, jobs have not been assigned, resources are not yet in hand, and strategy and methods are not defined.  It's having a "cathedral–building"  vision and a "hod–carrying" psychology to match—a complete mind and hand involvement, and keeping all engaged at top capacity.

They are always mindful, too, to  keep from being overthrown by the competent others who surround them.

They Are Situationists.

Entrepreneurs are aware of the importance of the moment.  They do not accept situations as given, instead they can read situations swiftly and masterfully shape both themselves and the situation to their advantage.  They know the importance of creating an impression consistent with circumstance, and they are masters at it—taking any guise that suits the occasion.  They attempt to determine time, timing, and time perspective, place, who's in, who's out, and suitable boundaries.

They have the flexibility to adapt their ethics to fit circumstance should the situation call for purpose over principle.  They are skilled at avoiding detection in unseemly acts.  They have the ability to maintain a cognitive set and are not pulled off–course by the emotions of the moment. They can create dissonance and ambiguity, however, to distract and disrupt their adversaries.

For quick response, they develop a large cadre of strategic contacts and connections whom they can count on for help or who will alert and apprise them of developments they need to know. Their action in situations sets a tone and pace that prevails in their on–going pursuits.  They make it a point to be first, fast, and on target —shaping or being responsive —whatever the situation calls for. They stay on top.  Since situations dictate action, these actions can be contradictory from time to time—for example, being perfectly clear vs. clouding intent.

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