Five minutes with Adrian Enache. Talking entrepreneurial leaders
Updated: Jul 31, 2019
This week we continue our blog series to get more insight into what it means to be a "entrepreneurial leader" and how companies and organisations of any size can better support people to become them.
This week we spoke to Adrian Enache (@adrianenache87) who is currently leading Angels Den, an #angelinvestor network that carefully matches start-ups with a suitable lead investor, who conducts due diligence and provides mentorship to help the business grow.
In addition to this he is also the #founder of Omniperform, a digital marketing agency that uses proprietary technology to help brands deliver a more relevant message to their customers. By building impactful digital campaigns, the brands gain key insights and a better understanding of their consumers’ needs and behaviour.
1. Hello Adrian! Which change project have you led and/ or new venture have you developed, that you are most proud of - and why?
I am proud of my two start-ups, both reaching a 7-figure revenue in less than 2 years since their inception. I am also pleased with the fact that I’ve managed to build amazing teams which I fully trust. Every member of the companies I currently lead has a deep understanding of the importance of being autonomous and they always seek self-development.
Perhaps the project that I am most proud of consists of 2 years of being involved in an educational program where I had the opportunity to train more than 20,000 participants in business, communication, technology and #leadership. I am honoured to have been part of their professional development, thus building a brighter future together.
2. How do you identify an ‘entrepreneurial leader’?
When it comes to #entrepreneurial leadership, we can talk about optimising risk, coming up with innovative solutions, taking personal responsibility and managing change. To sum it up, from my perspective, a leader is a person that never says “this is not my job”. You can easily identify an #entrepreneurialleader, as he or she is usually a problem solver and a go-getter/do-er at any moment that the company requires his or her involvement.
3. What do you think are the most important skills and/or attributes that make up a successful entrepreneurial leader?
I would say empathy, capacity to delegate, combined with a strong focus on team development and the ability to build a circle of trust within the team.
4. Which of these skills or attributes, speaking from your own experience, are developed through nurture or nature?
I truly believe that any skill or attribute can be built or nurtured. In my opinion, it is only a matter of how much you are willing to step out of your comfort zone.
5. What top tips or ‘hacks’ do you have for anyone wanting to make small changes now to be more entrepreneurial, or to create entrepreneurial cultures for their teams?
My advice would be to nurture autonomy and responsibility as core values within your company’s workplace culture. In order to attract talent, the environment that the employees wish to be a part of has to have trust as a main pillar.
Most people who seek an entrepreneurial climate do not necessarily need to be managed, but rather be given the freedom to demonstrate a sense of ownership for their work.
They need to feel that their values are compatible with the company’s work culture. They have a strong desire for a shared vision. If they find that, they will fight for it.
6. How can organisations better support their potential entrepreneurial leaders, and why should they do that?
Lately, both large and small organisations have become familiar with the relatively recent concept of “#intrapreneurship”. This trend has been around for almost 3 years and it focuses on the employees of a company having many of the attributes of entrepreneurs.
This brings considerable benefits to the business, since this type of employees take risks to solve problems. This approach encourages cross-collaboration and tremendously increases team members’ engagement, leading to a more productive environment and better results for the company.
To find out more about Angels Den (who also helped Kandu raise equity investment!) go to Angelsden.com
Do you know of a fabulous entrepreneurial leader in your organisation, who has achieved a tangible difference to customers and/or colleagues? Then let us know at firstname.lastname@example.org.
Or would you like to support more entrepreneurial leaders? Join Kandu's mentor pool and we will seek opportunities for you to support founders, startups and talent.
Find out more about Kandu! Visit www.wekandu.io or email us at email@example.com for a demo. We can help your organisation to collect objective data to track the progress and return on investment of your leadership or change development programmes, track the impact of supporters (such as managers, mentors and peers) on leadership development, and reduce programme admin time by automating guidance and access to support to developing leaders.