Intrapreneurs are often ignored and undervalued at work. They possess many of these same skills, but they do not receive the recognition or praise that entrepreneurs deserve. In the face of rapid change, intrapreneurs who are curious, creative, flexible, and solution-oriented will be needed more than ever.
Forbes reported ten years ago that the most valuable workers are social entrepreneurs who tackle global challenges such as poverty, education and hunger. However, there is still a mismatch between the C-suite’s view and the worker’s. In one study, 83% said that curiosity was encouraged at their company. However, only 52% agreed.
Intrapreneurs prefer to work in an environment that is more relaxed and has a sense of curiosity and play.
What makes an intrapreneur valuable at work?
Intrapreneurs, when supported and flourishing, are beneficial to profit, performance and brand. They also benefit internal and external stakeholders as well as staff morale and partnerships.
Intrapreneurs have the opposite mentality of passive employees. They develop initiatives, explore options, view problems from a new perspective, and come up with innovative ideas.
They can increase employee retention, productivity and engagement, and drive motivation. They are able to adapt quickly to changing markets and create cutting-edge solutions. They enjoy giving others a voice and making them feel important. They are game changers and key players.
The psychology and mindset of the intrapreneurial mind
We used to think that risk-taking, enterprising skills were innate, but now we know they can be taught. Intrapreneurs’ brains are not structurally different from those of other employees, but they may have a psychologically different outlook. They are often calm and alert and their parasympathetic system is activated. Alpha brain waves are also produced. They may have more ‘feel good’ neurotransmitters as they use their growth mindset to look for solutions and opportunities.
Intrapreneurs prefer to work in an environment that is more relaxed and playful. They are free and autonomous. Let them stare out the window. You need to give them a chance for experimentation. The outcomes can be determined by their mindset, beliefs and attitudes.
Intrapreneurs are more conservative about taking financial risks than entrepreneurs. The boundaries and safety provided by an organization allows them to be innovative, look at the big picture, adapt quickly, and unleash their hidden potential.
What are the signs of an intrapreneur?
They often come up with the best ideas. When issues arise in an organisation, you can see the Intrapreneurs stepping up to the plate. They rarely react or magnify negatives. Instead, they seek out solutions on their own.
They can be lone-wolves at times, but they need space to develop new ideas. They enjoy being part of a group. They are willing to try new things, but they also accept that some of their ideas may fail. Sometimes they can be quieter, but this is because they’re deep-thinking. They are different and do not see the same parameters that others.
They have a less egoistic outlook, but still possess passion, vision, and ambition. They also know their mission and purpose and their values. They are more aware of how others’ ideas may affect them. They are driven to do good, and they want to be part of a team. They are highly motivated and have high emotional intelligence. They are motivated and have a positive attitude towards work, although they can be prone to overworking.
Leaders should empower entrepreneurs to make decisions and not micromanage.
How to encourage intrapreneurialism
Intrapreneurs require specific management skills, as well as a good leadership and culture in the organization. Intrapreneurs need to be able to express their ideas without being judged. They also need to feel supported and safe to make mistakes and to be creative.
Intrapreneurs are a great asset to any organisation. Here are some ideas on how you can support them.
Create a culture of safety
The culture of an organisation must be such that failure can be a part of innovation and the other team members will not be jealous. Intrapreneurs should be allowed to innovate without being forced to punch in and out. If you stifle them, they’ll leave.
Give them the chance to pitch their ideas for investment. Don’t hesitate to provide them with the resources necessary to help their ideas progress.
Flexible parameters with reasonable flexibility
Leaders should not micromanage, but rather give them the power to make decisions. Set goals, provide feedback sessions, KPIs and guidelines while creating a flexible and supportive environment.
Personalise your reward mechanism
Different rewards are important to different people. Others may prefer standard benefits or recognition, whereas others may desire project ownership or a unique job role. Consider your audience.
The 20% rule
Take the time to recognize the innovators within your organization. Consider following Google’s 20% rule. Employees spend 20% of their time on projects that they believe will benefit Google the most. You probably already have people working for you who can make a huge impact on your business.
