After taking a deep entrepreneurial self-assessment survey, I have group myself as a social entrepreneur. A social entrepreneur is an individual whose main focus is on maximizing social satisfaction rather than profits (Martin & Osberg, 2007) . In most circumstances, social entrepreneur changes how people perceive and do things in society. As a social entrepreneur, I have three characteristics: perseverance, optimism, and passion. I am extremely passionate about delivering my motive from the unusual nature of society, whereby I focus on improving individuals' lives in society and not for personal benefit. Also, perseverance is a core characteristic of my personal life and as an entrepreneur. It helps me to try things again and again if I fail. Perseverance is particularly crucial in overcoming obstacles I encounter as I advocate for a better society. Moreover, optimism increases my chances of being successful as an entrepreneur. Optimism helps me manage the challenges I encounter as I try to maximize societal gains. With optimism, I always find a reason to work harder, become more dedicated, resulting in success. Therefore, based on my characteristics, I can apply innovation, knowledge, and enterprise to improve society's wellbeing.
Each of my entrepreneurial characteristics represents strength in social entrepreneurial ventures. Being passionate help to become value-driven in any operations I undertake. According to Jeffrey Hollender, being passionate is not enough; one must have products that provide value to others (Cohen & Warwick, 2006). The fundamental point that a social change entrepreneur needs to understand is that their passion and core values must always align with the market place or societal needs (Scweitzer, 2020) . Specializing in the provision of mental health services can be challenging; however, to excel in the field, one must be passionate about the particular social problem. Hollender says that the key to staying focus on a social change entrepreneur is to start small. Additionally, social entrepreneurship prosperity requires an entrepreneur to create and exploit opportunities to realize their mission (Werber, Mendel, & Derose, 2014) . For instance, my mission is to provide mental health services; it would be better to refine that by being precise on what one can do on the local or more concentrated scale to realize that particular mission (Lynch, Elliott, & Brock, 2008).
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Optimism helps to focus on how social entrepreneurship can be utilized to help those in need. For example, starting a center for mental health services will generate profit and positively impact other people's lives. Taking an example of Amaraneni, whose quest to start her research into eye care in the developing countries was as a result of believing that she can help at least one million people see again (Martin & Osberg, 2007). The core question that drove Ameraneni was why people could not get proper care, why was the cost so high that the vast majority of the people would not afford it? Being optimistic helps SOLO Eyewear gain valuable exposure worldwide, allowing people to learn about its mission, support, and brand. After developing a purpose of mental health provision that would restore normalcy to people in need, implementation seems like a fairly uncomplicated process.
Social entrepreneurship exceeds the phenomenon of attraction and popularity with people. To be at the top of all the other companies, one must be perseverant. Social entrepreneurship acts as a drive for social change and its potential payoff, which is transforming, lasting, and beneficial to society (Schroeder & De-Noble, 2014). An entrepreneur must be ready to bear the burden of risk, staring challenges, and failure squarely. Therefore, being persistent requires taking big risks, failing, and still trying again things that others think are undoable or unwise. There are no entrepreneurial venture proceeds without unexpected turns and setbacks, and an entrepreneur must find ways to overcome such challenges and barriers as they arise (Werber, Mendel, & Derose, 2014). A social entrepreneur who is eager to build upon his vision must involve his employees and motivate them toward achieving the mission.
References
Cohen, B., & Warwick, M. (2006). Values-driven business: How to change the world, make money, and have fun . Berrett-Koehler Publishers.
Lynch, D., Elliott, B. A., & Brock, D. D. (2008). Appalachian by Design: Lessons on creating social value. Social Enterprise Journal, 4( 3), 229-241 .
Martin, R. L., & Osberg, S. (2007). Social Entrepreneurship: The Case for Definition. Stanford Social Innovation Review , 29-39.
Schroeder, B., & DeNoble, A. (2014). How to Design a Triple Bottom Line Organization: A Start-Up Case Study. Journal of Organization Design , 3 (2).
Scweitzer, T. (2020, August 27). How to Build a Values-Driven Business. Inc.
Werber, L., Mendel, P. J., & Derose, K. P. (2014). Social Entrepreneurship in Religious Congregations' Efforts to Address Health Needs. American Journal of Health Promotion, 28 (4), 231-238.
