Entrepreneurial Personality Quiz, Part 2

Instinct: Tapping Your Entrepreneurial DNA to Achieve Your Business Goals
by Thomas L. Harrison, Mary H. Frakes

(Page 7 of 8)

Section IV

A B

When working with a new client, do you tend to (a) go ahead and get started on the work based on a handshake, or (b) begin only once all contracts have been finalized and signed?

If you had to reschedule a client meeting because something more important came up, would you be more likely to (a) be straightforward about why you have to cancel, or (b) give the client a flattering reason, even if it's only partly true?

When colleagues come to you with a problem not of their own making, are you more likely to (a) enjoy doing what you can to help, saying, "We've all been there," or (b) help but secretly feel that they should be able to handle their own problems?

If a group of your colleagues insisted on pursuing a plan you absolutely knew would create problems for your company, would you (a) quietly point out the problems but agree in advance that you'll do whatever everyone else wants, or (b) fight for your idea, even if it means some serious confrontation?

When you've been successful at something, it's been mostly because (a) you've had a lot of help from others, great opportunities, and a little luck, or (b) you've worked harder and smarter than a lot of other people.

When you watch a presenter stumble through harsh questioning from an audience, do you mentally (a) sympathize with the person, or (b) criticize them for being ill prepared?

Total for Section IV

Section IV: Agreeableness

Agreeableness is connected to your ability to cooperate with other people. If you had mostly As here, harmonious relationships and getting along well with others are probably a high priority for you. All the Boy Scout virtues - helpfulness, generosity, the ability to compromise, the ability to trust and be trusted - are related to Agreeableness. A high score here means you're probably extremely well liked - a valuable trait. However, being overly agreeable can be just as problematic for an entrepreneur as not being agreeable enough. Too much Agreeableness can prevent an entrepreneur from defying popular opinion to pursue a vision, or making tough decisions, especially if they involve confrontation or conflict.

If you had mostly Bs here, you may have difficulty with compromise and getting along with others. You may frequently be suspicious of other people's motives or actions, and they may in turn see you as uncooperative and self-involved. You may hear yourself saying "Business is not a popularity contest" a lot. Being low on Agreeableness can help an entrepreneur fight for an unpopular idea or make tough calls, but it can also prevent seeing ways to achieve consensus and collaboration.

Section V

A B

When you make a decision, you tend to (a) make it quickly and move on, or (b) worry a lot about the worst-case scenario so you'll be prepared if it happens, and worry afterwards about the consequences.

If you lost a competitive bid and found out that the client had given the winner inside information that wasn't available to you, would you be more likely to feel (a) glad you aren't going to do business with a dishonest client, or (b) angry and resentful that the bidding was unfair?

A B

When it comes to having "the blues," you tend to (a) shake them off easily when they happen, which isn't often, or (b) lose energy, get discouraged, and have trouble getting yourself motivated again.

You are (a) rarely nervous in social situations; you're not generally worried about the impression you make on others, or (b) very aware of what other people think about you, and conscious that others watch and evaluate you constantly.

If you see something you love but aren't sure you can afford, you're more likely to (a) resist the craving until you're sure the purchase won't affect your other financial plans and dreams, or (b) go ahead and get it; you'll figure out later how you'll pay for it.

When you're under stress, you (a) feel a weird sort of clarity and resolve; pressure often brings out the best in you, or (b) battle to fight off feelings of panic, confusion, and helplessness.

Total for Section V

Section V: Neuroticism

Neuroticism measures how strongly and negatively you react to the stresses of life. If you had a lot of As in this section, your emotions tend to remain relatively stable; you don't tend to have wild mood swings. You may not always be happy or cheerful, but you don't tend to be overwhelmed if you occasionally feel depressed, anxious, or angry. You're less likely than others to worry constantly or suffer over your problems. Entrepreneurs who score low on Neuroticism have an advantage in not letting obstacles get them down.

If you had mostly Bs, you may have difficulty coping with day-to-day stress that other people seem to sail through. You may have strong emotional reactions to problems and take a long time to get over bad moods, anger, or hostility. You often feel anxious or depressed, and other people may see you as a worrier. Frequent, strong, persistent negative emotions and difficulty coping with them can leave you easily discouraged. An entrepreneur with a high degree of Neuroticism needs to understand how this trait can affect the ability to persist in creating or pursuing a vision.

Copyright © 2005 by Thomas L. Harrison

About the Author

Thomas L. Harrison is chairman and CEO of Omnicom Group's Diversified Agency Services, the world's largest holding group of marketing services companies.

Mary H. Frakes is an award-winning writer and editor, and the author of Mind Walks: 100 Easy Ways to Relieve Stress, Stay Motivated, and Nourish Your Soul.