Updated: Feb 16
Written by: Florence His, Executive Contributor
Executive Contributors at Brainz Magazine are handpicked and invited to contribute because of their knowledge and valuable insight within their area of expertise.
Coaching mission-driven founders is a very peculiar journey, one I am deeply grateful for and definitely not for the faint of heart. Integrating a Purpose dimension to the Entrepreneurship equation makes for a more meaningful yet more challenging experience, as if choosing an entrepreneurial path was not sufficiently demanding per se.
Any coach embracing this magic evolutionary path understands he/she is embarking for something greater than him/herself, with a founder (or founding team) who is on a deep self – actualization quest that requires the design of a generative-ecosystem that will allow him/her to manifest and deliver, in the outer world, his/her contribution for the greater good, while nourishing his/her developmental inner-quest.
This is not “only” (excuse my French…) about finding product/service/founder market-fit and scaling sustainably, which in itself already constitutes an amazing achievement; considering that a staggering 90% of start-ups and new businesses fail and for one main reason: lack of product/market-fit.
Solving the world’s most pregnant issues as illustrated in the 17 SDGs table (United Nations Sustainable Development Goals) requires addressing considerations such as magnitude (e.g., serving an entire country or even the world population) and complexity (Stages of economic development, education, belief systems, cultures, and people, technology and infrastructure, multi-lateral relationships, multi-level interconnections, constant change …) that do not respond well to the proverbial “the riches are in the niches” modern-marketing-mantra according to which, businesses with adequate market-positioning and congruent offerings for their niches, find their market-fit zone and therefore thrive economically. Serving a narrow niche profitably is not the purpose here.
When observing how most businesses are operated, a disconcerting and pervasive scenario is at play. Analytical skills get diligently applied to unrelated areas of expertise and create silos instead of flow. Outdated paradigms, technical solutions based on historical data and past experiences are relied upon unquestioned about their actual relevance. Leaders depend heavily on linear goal-and-strategy setting frameworks (developed by distinguished practitioners in their own times) to manage companies and steer them into the future. In contrast, such tools are mainly suitable for achieving simple outcomes and implementing simple tasks governed by “cause & effect rules.” Indeed, reality rarely unfolds in a linear manner and according to plan