It is not uncommon for entrepreneurs to get bored when their organizations mature to a certain size. Management becomes procedural, the business is humming, and life becomes all too routine and mundane. Entrepreneurs can find this environment stifling.
Unfortunately, the reflexive urge is to engage in behaviors that may be destructive to the very existence of the organizations they started. They pursue growth, jump into other executives’ domains, launch new ventures, or invest in other businesses – anything to break up the new monotony. These moves aren’t always bad, but only if approached strategically. They should not be done merely as desperate reaches for something different.
In starting his second restaurant, Union Square Hospitality Group founder Danny Meyer said, “[The first restaurant] was a great canvas, but I needed a new place to express my creativity. I didn’t think I should alter a successful restaurant because I was restless. I didn’t have to get all of my ideas into one place.” (as quoted in Small Giants by Bo Burlingham)
Restless entrepreneurs can learn from Meyer’s recognition. Proper channeling of creative energy can lead to good results for the initial enterprise as well as any new ventures that may arise.
Reminders of simple, practical disciplines for leaders who strive to build great organizations.
