Page 30 - Sustainability and entrepreneurship for CSO's and CSO networks Cambodia 1 November 2018

Entrepreneurial individuals are often discouraged in bureaucratic and static organisations. They are seen uninvited guests or are blamed when things do not work out. This feedback does not help anybody and as Kennedy puts it: "To succeed as an entrepreneur, you must set aside your book of excuses once and for all" (Kennedy, 2011). Entrepreneurs have a positive mindset and see the positive rather than negative side of things, without falling into an unfounded optimism.
Just do it
Entrepreneurs get things done; they simply start and do things. Not everything can be planned and as Ferriss states in Four Hours Workweek ‘the timing is never ideal for many things’. Entrepreneurship is primarily a matter of acting. (Ferris, 2007) Or as another entrepreneur, Arden said: "Too many people put too much time in perfecting an idea before they implement it. Instead of waiting for something perfect, you just start with what you have and change it gradually" (Arden, 2013). When you decide to start an activity, calculate risks and start. Make your go or no go decision. Successful entrepreneurs are not afraid of making steps and know that nothing happens without putting your feet on the street.
An obstacle may be that you are not convinced of your own ideas and your position in society. While you may be playing the downside act: oh poor me, help me, I can’t do this, you forget about your history, your track records, achievements you (or stakeholders) may be proud of.
Also see Chapter 8: business start-ups
Risks
The non-for profit sector is not familiar with taking risks. CSOs normally use grants and subsidies. Taking loans or seeking private equity investments is not common. Projects or activities are only started, when the budget is covered. As a result of this low risk tolerance attitude, non-profits are less inclined to change or to innovate than their commercial counterparts. Avoiding risks is not less dangerous than taking risks, and can be costly as well. These costs are usually not taken into account, as Ferriss (Ferriss, 2007) puts it: "What are you waiting for? ... Imagine the cost of non- change down, be aware of the improbability and the possibility of recovery of most missteps and practice in an important habit that successful people enjoyed in practice: take action” (Ferriss, 2007). Or as the Purple Cow author Godin (Godin 2010) states: "Do not take risks. Stick to the rules. That seems the best way to prevent you from entering the fog. And at school that's probably true. But for most people, these rules and ingrained patterns are hazardous; for it is by these rules you will eventually fall flat” (Godin, p.65, 2010). In the definition of entrepreneurship as used in this book, risk tolerance is an important element. However, what also matters is to keep the risk manageable, to calculate risks, carry out feasibility studies and draft business plans.
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