The entrepreneurial management challenge is clearly upon us and the stakes have never been higher. As always during economic upheavals, the risk-reward equation assumes a new magnitude corresponding to the importance of effective management. “Effectiveness” is defined as appropriateness of direction supported by the capability of execution. To achieve a sustainable level of effectiveness requires talented leadership leading talented contributors.

There is no shortage of books and articles written about what is required for talented leadership and how to achieve goals through the efforts of others. A common theme or recipe for many of these instruction manuals is an overly simplistic “if this . . . then do . . .” The model always predictably works on the pages of the a book or the frames of a video. Then the real world intrudes and none of the magic seems to work.

And the cause of the failure is always the same. No one map for running a business can possibly work with the sheer number of variables that life in the real world presents. From managers to employees to competitors to customers, the business world is an ever-changing landscape that defies constancy. Yet some managers and their companies succeed on a consistent basis despite the vagaries of the marketplace. What is that they do that might be an antidote to the “one size, one way, fits all employees and customers?”

Four common themes begin to emerge when you have discussions with successful entrepreneurial managers. The first is their ability to clearly and succinctly state where they and their organization are headed. Ambiguity is not in their operating vocabulary nor is uncertainty of outcome in their confidence. As you start to bore down into the organization, you find that their employees also know this direction and, most importantly, know exactly what is required of them in this pursuit. This exactness of knowledge is activity based as well as financially connected.

Recognizing that no improvement can occur without some risk, these same employees have a different perspective on their entrepreneurial manager. It seems they don't just think, they believe, they know that when they encounter obstacles or problems that their manager will be there shoulder to shoulder in joint pursuit of a successful solution.

Finally, these successful entrepreneurial managers are adamant about accountability. They differ from most in that they see accountability having both positive and negative connotations. It is as much a basis of reward as it is the cause for correction.

Underscoring all four of these themes is the realization that these are not one time activities. Successful entrepreneurial managers understand that these are four themes within a successful company that must be constantly maintained and reinforced. They challenge themselves to be the patrons and guardians of these maintenance and reinforcement tasks. They define their personal success in their ability to do this. Interestingly enough, so does the marketplace.

John F. Riddell Jr., director of the Center for Entrepreneurial Growth-Hamilton County, writes each Tuesday about entrepreneurs and their impact on companies and the marketplace. Submit comments to his attention by writing to Business Editor John Vass Jr., Chattanooga Times Free Press, P.O. Box 1447, Chattanooga, TN 37401-1447, or by e-mailing him at business@timesfreepress.com

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