Should You Even Be Working for Someone Else?
Working for someone else may not be for everyone. For some, the daily grind of working under a manager’s guidance can feel limiting. But how do you know if you’re one of those people who might thrive better by striking out on your own? If you often find yourself proactively asking your manager what you can do to help them and how you can deliver without needing much supervision, you might be someone who should consider starting your own venture.
In most jobs, people rely on their managers for direction, feedback, and oversight. But if you’re someone who consistently strives for independence, seeking ways to lessen your manager’s workload, or actively looking for problems to solve, it’s a sign you’re craving more autonomy. That could mean you’re already functioning at a higher level of self-management—a key characteristic of successful entrepreneurs.
Working for someone else provides stability and guidance, but it can also limit the room for creativity, decision-making, and control over outcomes. For those who prefer carving their own path, entrepreneurship offers more freedom to execute ideas and make an impact.
In hospitality, where service excellence requires constant innovation, those who excel often see things beyond their immediate role. If you’re constantly thinking about how to improve guest experiences, streamline operations, or implement new services without waiting for instructions, you may be better suited to leading your own project. Hospitality entrepreneurship could mean opening a boutique hotel, starting a restaurant, or even launching a consulting venture. The industry rewards creativity and leadership, both of which are traits required for business ownership.
The tipping point between employee and entrepreneur often comes when you feel your potential for impact is being limited by your current role. When the desire for freedom, decision-making, and innovation starts to outweigh the comfort of stability, it’s a strong signal you might be ready to take the leap.
Pertinent Examples
Look at Richard Branson of Virgin Hotels or Will Guidara of Eleven Madison Park—both started their ventures because they wanted to change how hospitality was experienced. They had ideas they couldn’t execute while working for others.
Even on a smaller scale, many hospitality entrepreneurs started by managing properties or restaurants for someone else but found their true calling in launching something of their own.
One Actionable Step or Recommendation
Ask yourself this question: “If I were left completely unsupervised, what would I build or change in my current role?” If the answer is something substantial, you may have what it takes to lead your own venture. Start by pursuing small projects or side gigs where you can test your entrepreneurial abilities.
Here are 5 more questions one can ask to determine if they are suited for entrepreneurship:
1. Do I consistently look for ways to solve problems or improve processes, even when it’s not my responsibility?
• Entrepreneurs thrive on solving challenges and continuously improving systems. If you’re someone who always sees opportunities for improvement without waiting for direction, you might have the mindset needed for entrepreneurship.
2. Am I comfortable with uncertainty and taking risks?
• Entrepreneurship is often about stepping into the unknown and making decisions without a safety net. If you’re someone who embraces uncertainty and is willing to take calculated risks, entrepreneurship may be a natural fit.
3. Can I motivate myself and stay disciplined without supervision?
• Successful entrepreneurs are self-starters who can maintain focus and drive even without external accountability. If you don’t rely on others to manage your time or set your goals, you’re demonstrating a key entrepreneurial trait.
4. Do I get frustrated by limitations in my current role or feel like I’m capable of doing more?
• Entrepreneurs often feel confined by the roles they play when working for others. If you constantly feel like you could achieve more if only you had more control or authority, it might be a sign that you’re ready to lead something of your own.
5. Am I willing to take ownership of both successes and failures?
• In entrepreneurship, the highs are high, but the lows can be challenging. Being fully accountable for the outcomes, whether they’re successful or not, requires resilience. If you’re comfortable taking responsibility in all situations, it’s a good indication you can handle the pressures of entrepreneurship.
Have an idea in mind? Want to start something? Hospitality Mentors Group is looking to angel invest and mentor hospitality start ups.
Write to p.bedi@eclathospitality.com or connect on +91 9872000604