Hug an Eccentric®


“The greatest strengths of visionary leaders, innovators and entrepreneurs can support inspired leadership and meteoric success. When taken to an extreme, these same strengths can derail a career – or a company.”

– Marilou [Louie] Myrick

Support Innovation. HugAnEccentric®

Definition of Eccentric: “deviating from conventional or accepted usage or conduct”. Highly creative, innovative and entrepreneurial people rarely have mainstream personalities.

If you’re serious about driving more innovation, be prepared to embrace innovators – eccentricities and all. Innovative organizations understand the behavior traits [eccentricities?] that are often integral to highly productive innovators.

We work with entrepreneurs to balance innovation and growth with strategy and structure.

We work with organizations to find room in their culture and structure for innovation and entrepreneurship

Innovators and entrepreneurs, their teams and the business professionals who support them or hire them are the primary focus of Hug an Eccentric. President and primary leadership coach, Marilou [Louie] Myrick combines her experience as an entrepreneur with her years as a business performance consultant and leadership coach, to support the success of innovators and entrepreneurs, and to bridge the behavioral and communication gaps between entrepreneurial leaders, innovators and creatives – and the internal and external business professionals who work with them.

According to Marilou, “I realized relatively early in my days as a founding entrepreneur that vision, drive, focus and action-orientation are among the common strengths possessed by innovators and entrepreneurs who are able to begin with a vision and develop a successful product or enterprise. The downside is the corresponding lack of awareness of their behavioral ‘wiring’ and how it influences the perceptions of others – which can lead to misperceptions and even mistrust. The entrepreneur is typically blindsided by these reactions.”

Successful innovators and entrepreneurs develop self-awareness – an understanding of how they are different, and how they need to change their communications and expectations – especially if they want to lead or collaborate with others. Without support, this can be a long and painful process, and many people [both innovators/ entrepreneurs and the people who aspire to work with them] give-up because, without targeted coaching and support, it seems impossible to change this behavioral ‘wiring’. The good news: change is possible. The bad news: for some, the self-awareness that is a catalyst for change often comes at the end of a series of business and relationship ‘train wrecks’.

When the leader is ready to change—timely, respectful feedback and targeted coaching can set The Stage for enhanced leadership effectiveness. This is a primary contributor to business growth and value.

Our work with entrepreneurs includes consulting in strategy, restructuring, process, structure, leadership, performance, and executive coaching in areas such as leadership, emotional intelligence, sustaining performance, talent management and communications.

Our work with corporations includes consulting in understanding and celebrating the differences between innovators, entrepreneurs and more mainstream people, and to find room in their culture and structure for innovation and entrepreneurship to thrive.

If people are not  connecting the dots in order to consistently execute and get the results you’re looking for, sometimes it’s them; sometimes it’s leadership. Most often, it’s a combination of both – combined with some gaps in talent, clear expectations, processes, and infrastructure.

If entrepreneurial leaders are fortunate, there’s a dawning realization that the passion, smarts and commitment that got you ‘here’ are not enough to take you ‘there’.* And that it usually takes objective, experienced eyes and ears to accurately diagnose, prioritize and develop the processes and infrastructure to accelerate growth.

Lack of accountability and inconsistent execution are two of the primary frustrations voiced by leaders in organizations of all sizes – too many of whom waste an inordinate amount of time and energy micro-managing, course-correcting and working around employees who are resistant to change and don’t consistently deliver.

If any of the above resonates, let’s talk soon. It shouldn’t take much time for you to decide whether there’s a good reason to explore collaborating to reach the next growth stage. At the very least, you’ll come out of it with new perspectives on the situation – and maybe some fresh ideas. 

*with a nod to Marshall Goldsmith


Recent Blogs on the topic:

Visionary Leadership Misfires and Brushfires™

 For a free whitepaper on hiring and managing innovators:

“Time to Drive More Innovation in Your Organization?”   CONTACT US.


© copyright 2010-2013. All rights reserved. Marilou Myrick, Masters Among Us, Inc.