Entrepreneurship has become one of the most celebrated qualities in today’s business world. Ask any job candidate if they see themselves as entrepreneurial, and the answer will likely be an enthusiastic yes. Pose the same question to team members, and most will say they embody the entrepreneurial spirit. But responses like these often reflect not the authentic self, but the idealized self—the version of us we think we should be to fit the mold of what’s admired or expected.
This matters more than we may realize. Not every role within a business needs a true entrepreneur, and in fact, stability often depends on individuals who consistently execute without seeking to innovate at every turn. But when it comes to leadership—at any level—an entrepreneurial mindset becomes essential. Whether the role is senior or entry-level, placing a true builder in the right position can create a ripple effect throughout the organization.
In psychology, self-actualization happens when our actions align with our ideal selves. But in the fast-paced world of business, leaders don’t always have time to wait for someone’s aspirations to catch up with their behaviors. The difference between an entrepreneur and a “wantrepreneur” isn’t intention—it’s action. And when you’re building a leadership pipeline, identifying who’s ready to lead is key.
One of the most talked-about traits of entrepreneurs is passion. But passion alone isn’t a useful metric—because nearly everyone claims to have it. Instead, look for how that passion shows up in action. True passion drives consistency, urgency, and results. It turns goals into obsessions and minimizes wasted time. Be cautious with individuals who talk about everything they love but have little to show for it. High-potential leaders don’t just talk—they deliver. The results they produce are proof of their commitment, and anything else is often just noise.
Creativity is another hallmark of entrepreneurial thinking, and in many ways, it’s the foundation of innovation. The best business minds don’t just follow roadmaps—they redraw them. They constantly ask “why?” and “what if?” Children do this instinctively, and somewhere along the way, adults often lose that spark. To identify creative thinkers, look for curiosity. These are the people who question assumptions, explore new angles, and aren’t afraid to deviate from instructions when they believe a better path exists. Encourage that behavior, and make space for trial, error, and discovery. Creative thinkers don’t have all the answers—but they’re relentless in finding them.
Motivation is often misunderstood in entrepreneurship. While it’s commonly thought that internal ambition alone drives high performers, many entrepreneurs are also propelled by an external desire—validation. For some, the drive to prove others wrong is the fuel that powers their discipline and focus. It’s not about insecurity; it’s about determination. In his book Self-Made in America, John McCormack highlights conation, a trait identified by Kathy Kolbe, which reflects the will to succeed and the refusal to quit. This “fire in the belly” transcends education, credentials, or background—it’s the underlying current of grit.
So how can leaders evaluate this elusive quality in others? Behavioral interview questions can provide insight. Ask team members or candidates to reflect on formative experiences, long-term goals, sacrifices, and setbacks. How someone talks about perseverance and how they process difficulty often reveals more than a résumé ever will. Look for emotional ownership of their story, not just polished answers. The people who push through challenge with consistency are often the ones best equipped to lead others through it.
Not every team member needs to be wired for entrepreneurship. Stability, process, and consistency are just as critical to organizational success. But knowing how to spot, support, and grow the individuals with genuine entrepreneurial traits is a competitive advantage. These are the people who can help take your team or company beyond today’s expectations and into tomorrow’s potential. Nurture them wisely—and put them in positions where their drive can make a real impact.
