Did you ever wonder why a product that seems perfect for others doesn’t work for you? Often, it’s because you searched online for the best options without considering your unique needs. That is what managers often do, finding the best practices and discussing them with the teams. Despite that, managers cannot do better than the habitual entrepreneurs. Why? This approach can be inefficient compared to habitual entrepreneurs, who actively seek personalized solutions. Neuroscience has shown that adaptability is crucial for success.
What makes habitual entrepreneurs better than managers?
Habitual entrepreneurs are constantly generating new, different ideas and solutions to improve their businesses. In contrast, managers focus on making decisions to implement strategies that ensure the organization runs smoothly and efficiently. When managers improve themselves and think like habitual entrepreneurs, they could be more adaptable and introduce better solutions to increase the organization’s performance and growth.
They has a higher level of cognitive flexibility
This allows them to adapt quickly to any changing circumstances. Throughout these times, they could develop fresh, innovative solutions.
Their brain works differently
The study revealed how the brain works for these two roles. For habitual entrepreneurs, the gray matter of the brain are increased. This is is associated with cognitive agility and divergent thinking. This means habitual entrepreneurs’ brain are able to switch between different tasks or ideas efficiently. They also can generate many solutions to a single problem. With this, they are able to find new opportunities more easily than managers.
They learn from past failures Habitual entrepreneurs use their past experiences from previous businesses to learn from what worked and what didn’t. This knowledge helps them make better decisions and handle uncertainties more effectively than managers, who may lack similar entrepreneurial experience. Their ability to adapt and innovate stems from these lessons learned over time.
How to be like the habitual entrepreneurs?
Developing cognitive flexibility needs to be focused on activities that enhance the ability to adapt, think creatively, and solve problems in diverse situations. It might include exercises to improve their flexibility in making decision, solving problems, and seeing new perspectives and help them become comfortable with change.
Train the brain to boost mental agility
Mental agility helps someone to be able to think quickly upon new information. To improve, a person must be open to accepting new ideas, solving problems differently and shifting to multiple perspectives. Simple brain training exercises such as sudoku, crossword puzzles and meditation could improve the brain function to navigate the complex challenges.
Practice to see in diverse perspectives
An individual who is able to see different perspectives is better at selecting the best solutions for their problems. Involving in group discussions and brainstorming sessions could help in seeing issues from different angles. Questions that challenge existing assumptions can also help to think in a different way. For instance, asking “What if?” will help thinking of many different ways to approach a problem or seeing new perspectives.
Improve emotional intelligence
Habitual entrepreneurs often have to train themselves to stay calm and composed to think clearly and discover new solutions. Practicing habits that enhance emotional intelligence, such as empathy, active listening, and learning to express emotions appropriately, are effective approaches to improving this skill. These practices help entrepreneurs navigate challenges more effectively and improve their decision-making abilities.
Conclusions
The distinction between habitual entrepreneurs and managers lies in their approach to problem-solving and adaptability. Neuroscience highlights that habitual entrepreneurs possess cognitive flexibility, enhanced brain function, and a unique ability to learn from past failures, all of which empower them to navigate challenges and seize opportunities more effectively than their managerial counterparts.
