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Business News

Founder personality could predict start-up success: study

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Research shows start-up founders have distinct personality traits, and they’re more important to the success of their companies than previously thought.

Founder personality could predict start-up success: study

 

UNSW Sydney

Research shows start-up founders have distinct personality traits, and they’re more important to the success of their companies than previously thought.

The stats don’t lie – the overwhelming majority of start-up companies fail. So, what makes the seemingly lucky few not only survive, but thrive?

While good fortune and circumstances can play a part, new research reveals that when it comes to start-up success, a founder’s personality – or the combined personalities of the founding team – is paramount. The study, published today in Scientific Reportsshows founders of successful start-ups have personality traits that differ significantly from the rest of the population – and that these traits are more important for success than many other factors.

“We find that personality traits don’t simply matter for start-ups – they are critical to elevating the chances of success,” says Paul X. McCarthy, lead author of the study and adjunct professor at UNSW Sydney. “A small number of astute venture capitalists have suspected this for some time, but now we have the data to demonstrate this is the case.”

Personality key to start-up success

For the study, the team, which also included researchers from Oxford Internet Institute, the University of Oxford, University of Technology Sydney (UTS), and the University of Melbourne, inferred the personality profiles of the founders of more than 21,000 founder-led companies from language and activity in their publicly available Twitter accounts using a machine learning algorithm. The algorithm could distinguish successful start-up founders with 82.5 per cent accuracy.

They then correlated the personality profiles to data from the largest directory on start-ups in the world, Crunchbase, to determine whether certain founder personalities and their combinations in cofounded teams relate to start-up success – if the company had been acquired, if they acquired another company, or listed on a public stock exchange.

The researchers found that successful start-up founders’ core Big Five personality traits – the widely accepted model of human personality measuring openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism – significantly differ from that of the population at large.

The facets distinguishing successful entrepreneurs include a preference for variety, novelty and starting new things (openness to adventure), like being the centre of attention (lower levels of modesty) and being exuberant (high activity levels).

“The greater presence of these and other personality traits in founders are related to higher chances of success,” says Dr Fabian Braesemann, co-author of the study from the Oxford Internet Institute, University of Oxford.

“We can see how this plays out in many notable examples,” Prof. McCarthy says. “The adventurousness and openness to experience of Melanie Perkins, the assertiveness and confidence of Steve Jobs, the exuberance and energy of Richard Branson, the calm under pressure Jeff Bezos, the discipline and focus of Mark Zuckerberg, and the trustworthiness of Larry Page and Sergey Brin underpin their company’s success.”

Dr Marian-Andrei Rizoiu, a senior lecturer leading the Behavioural Data Science lab at UTS says: “We used machine learning and a variety of advanced statistical tests to reveal that there is not just one type of successful founder but indeed six types.”

Our findings clearly show there’s not one ideal ‘founder-type’ personality,” says Associate Professor Margaret (Peggy) Kern, senior author of the study from the University of Melbourne. “Instead, the Big Five personality traits of successful start-up founders, which we can break down further across 30 dimensions, reveal six distinct types: fighters, operators, accomplishers, leaders, engineers and developers.”

While personality is crucial, Prof. McCarthy says many other factors still play a role in the ultimate success of founder-led companies, including luck, timing, and connections.

“Startups, especially during their earliest stages, before there’s any demonstrable customer traction rely to a large extent on social proof,” Prof. McCarthy says. “In other words, trust in the founders, which can sometimes present barriers for many groups including women, people who have not worked in tech before, or attended prestigious universities.”

Melanie Perkins, the co-founder of design powerhouse Canva, faced all three of these hurdles in the early days of the company, and was turned down by more than 100 investors before securing the funding they needed to build their product. In an interview, she described herself as “determined, stubborn and adventurous.”

Research shows start-up founders have distinct personality traits, and they’re more important to the success of their companies than previously thought.

Research shows start-up founders have distinct personality traits, and they’re more important to the success of their companies than previously thought.

Large, personality-diverse founding teams

The researchers also undertook multifactor modelling to measure the relative significance of personality on the likelihood of success versus other firm-level variables. They discovered a founder’s personality was more predictive of success than the industry (5 times) and the age of the start-up (2 times).

They also found start-ups with diverse and specific combinations of founder types – an adventurous’ leader’, an imaginative ‘engineer’, and an extroverted ‘developer’, for example – had significantly higher odds of success.

“Firms with three or more founders are more than twice as likely to succeed than solo-founded start-ups,” says Dr Fabian Stephany, co-author of the study from the Oxford Internet Institute, University of Oxford. “Furthermore, those with diverse combinations of types of founders have eight to ten times more chance of success than single founder organisations.”

“While all start-ups are high risk, the risk becomes lower with more founders, particularly if they have distinct personality traits,” Prof. McCarthy says. “Largely founding a start-up is a team sport and now we can see clearly that having complementary personalities in the foundation team has an outsized impact on the venture’s likelihood of success, which we’ve termed the Ensemble Theory of Success.”

The researchers say the findings have critical applications for entrepreneurs, investors, and policymakers and can inform the creation of more resilient start-ups capable of more significant innovation and impact.

“By understanding the impact of founder personalities on start-up success, we can make better decisions about which start-ups to support and help fledgling companies form foundation teams with the best chances of success,” Prof. McCarthy says.

OpenAI cofounder Sam Altman recognised this when he led the storied start-up accelerator, Y-Combinator, observing in a lecture at Stanford University that “cofounder relationships are among the most important in the entire company.”

The findings also have implications beyond founder-led companies, highlighting the benefits of personality diversity in teams. For example, many fields, such as construction, engineering and the film industry, rely on project-based, cross-functional teams that are often new ventures and share many characteristics of start-ups.

“There are lessons here for organisations of all kinds about the importance of having a diversity of personality types in teams, which can lead to stronger performance and impact,” Prof. McCarthy says.

Just as occupation-personality maps derived from data can provide career guidance tools, information about successful entrepreneurs’ personality traits can also help people decide whether becoming a founder may be a good move for them.

“It’s not part of this study, but we estimate 8 per cent of people worldwide may have personality traits that could make them successful founders,” Prof. McCarthy says. “Likely, many are not in the entrepreneurial field right now.

“Identifying these misfits and people in roles unsuited to their personalities will be the focus of some of our follow-up studies.”

 

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2022 Floods

Jewellery Design Centre Launches “Tell Our Stories” to Celebrate Lismore’s History

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Jewellery Design Centre

Jewellery Design Centre Launches “Tell Our Stories” to Celebrate Lismore’s History

 

Advertorial by Daniel Pinkerton

The Lismore Jewel Centre, a beloved fixture in the community, has reopened its doors in the Starcourt Arcade under a new name: Jewellery Design Centre. To celebrate they are launching a heartwarming initiative to commemorate the history and cherished memories of Lismore and the old store.

“Since reopening, we’ve had so many come and tell us how happy they are we’re back and share their fond memories of the old Jewel Centre” says owners Gary and Mariska Pinkerton.

“We love it, and so we want to invite more people to share their stories with us!”

The old Lismore Jewel Centre now known as Jewellery Design Centre now launches Launches "Tell Our Stories"

The old Lismore Jewel Centre. It will be missed dearly.

The ‘Tell Our Stories’ campaign invites locals to share their personal stories of connection, community and the special jewellery that has played an important role in their lives.

“The stories have played a special role in our lives too,” says Mariska.

“While we were closed after the flood, we did house calls and had customers come visit us at home which put a whole new light on the jewellery experience. All of a sudden the glitz was gone and our appointments were stripped back to just us and our customers. In this setting people naturally began to share their heart felt experiences with us, and we got to know them in a whole new way.”

It was this experience, they explain, that inspired the new Jewellery Design Centre in Lismore’s Starcourt Arcade.

“It’s smaller and not as ritzy as the old Jewel Centre was,” says Gary of the new store, “But for us it captures that feeling we felt when we would sit around dining tables with our customers.”

Jewellery Design Centre Launches "Tell Our Stories"

Just like home- a picture of the new interior’s cosy setting.

Gary and Mariska are now inviting community members to visit the store and share their own memories and experiences, with the chance to win exciting prizes.

Each person who shares their story online or in-store will be entered into a draw to win a $500 voucher, while those who have a piece repaired, remade, or custom-designed during the campaign period will have the opportunity to win a pair of $1,500 diamond earrings.

“We especially want to hear stories about the rich history of Lismore, memories of the old Jewel Centre or touching moments where jewellery has played a special part in your life.”

“More than the prizes, this is about celebrating the stories of the Northern Rivers and the memories that bind us together,” says Mariska.

Jewellery Design Centre Launches "Tell Our Stories"

Entries are open until May 24. For more information about the “Tell Our Stories” giveaway and how to participate, visit the Jewellery Design Centre in the Starcourt Arcade or follow the QR codes below to their social media channels.

 

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Business News

Australian unemployment dropped in March as part-time jobs surged; but this caused an increase in under-employment

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Australian unemployment

Australian unemployment dropped in March as part-time jobs surged; but this caused an increase in under-employment

 

In March 2024, ‘real’ Australian unemployment dropped 78,000 to 1,358,000 (down 0.5% to 8.7% of the workforce) as employment reached an all-time high of over 14.2 million.

However, the composition of the workforce changed – part-time employment surged 295,000 (up 6.1%) to 5,164,000 (a new record high). Unfortunately, there was a substantial decrease in full-time employment, down 256,000 (down 2.7%) to 9,103,000 as the composition of the employment market changed significantly.

The rise in part-time employment was correlated to the increase in under-employment, up 75,000 to 1576,000 (10.1%, up 0.5%). In total a massive 2.93 million Australians (18.8%, unchanged) were unemployed or under-employed in March.

The March Roy Morgan Unemployment estimates were obtained by surveying an Australia-wide cross section of people aged 14+. A person is classified as unemployed if they are looking for work, no matter when. The ‘real’ unemployment rate is presented as a percentage of the workforce (employed & unemployed).

  • Employment reaches new record high of over 14.2 million in March:

Australian employment increased 39,000 to 14,267,000 in March. Part-time employment drove the increase, up 295,000 (up 6.1%) to a new record high of 5,164,000 while full-time employment dropped 256,000 (down 2.7%) to 9,103,000.

  • Australian Unemployment dropped in March with 78,000 fewer looking for work:

In March 1,358,000 Australians were unemployed (8.7% of the workforce, down 0.5%), a decrease of 78,000 from February driven by fewer people looking for part-time work. There were 763,000 (down 70,000) looking for part-time work and 595,000 (down 8,000) looking for full-time work.

  • Overall unemployment and under-employment was unchanged in March at 18.8%:

In addition to the unemployed, a further 1.58 million Australians (10.1% of the workforce) were under-employed, i.e. working part-time but looking for more work, up 75,000 from February. In total 2.93 million Australians (18.8% of the workforce) were either unemployed or under-employed in March.

  • Comparisons with a year ago show rapidly increasing workforce driving employment growth:

The workforce in March was 15,625,000 (down 39,000 from February, but up a massive 641,000 from a year ago) – comprised of 14,267,000 employed Australians (up 39,000 from a month ago) and 1,358,000 unemployed Australians looking for work (down 78,000).

Although unemployment and under-employment remain high at 2.93 million, there has been a surge in employment over the last year – up by 693,000 to a new record high of 14,267,000.

Australian unemployment

Roy Morgan Unemployment & Under-employment (2019-2024)
Source: Roy Morgan Single Source January 2019 – March 2024. Average monthly interviews 5,000.
Note: Roy Morgan unemployment estimates are actual data while the ABS estimates are seasonally adjusted.

Compared to four years ago in early March 2020, in March 2024 there were almost 800,000 more Australians either unemployed or under-employed (+3.2% points) even though overall employment (14,267,000) is almost 1.4 million higher than it was pre-COVID-19 (12,872,000).

ABS Comparison

Roy Morgan’s unemployment figure of 8.7% is more than double the ABS estimate of 3.7% for February but is approaching the combined ABS unemployment and under-employment figure of 10.3%.

The latest monthly figures from the ABS indicate that the people working fewer hours in February 2024 due to illness, injury or sick leave was 521,700. This is around 140,000 higher than the pre-pandemic average of the five years to February 2019 (382,100) – a difference of 139,600.

If this higher than pre-pandemic average of workers (139,600) is added to the combined ABS unemployment and under-employment figure of 1,533,000 we find a total of 1,673,600 people could be considered unemployed or under-employed, equivalent to 11.3% of the workforce.

 

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Construction Giant LVX Global Group Enters Administration, Putting 25 Jobs at Risk

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LVX Global Group

Construction Giant LVX Global Group Enters Administration, Putting 25 Jobs at Risk

 

In a significant development within the Australian construction sector, a prominent company, formerly valued at $30 million just nine months ago, has entered administration, placing 25 jobs in jeopardy.

LVX Global Group, a leading infrastructure engineering firm headquartered in Australia, took a drastic step on Wednesday morning as five of its subsidiary companies appointed administrators in a bid to revamp their financial situation. Specialising in strategy, engineering, and project management within the building sector, LVX operates primarily from its headquarters in Adelaide and boasts a global presence across more than 20 countries.

Having contributed to major national projects such as Brisbane Airport and Sydney’s Botanical Gardens, LVX has also collaborated with the Sunshine Coast Council on crucial initiatives like lighting, communications, and electrical services for the Mooloolaba seafront. Despite its illustrious portfolio, LVX now finds itself in dire straits, with administrators actively seeking potential buyers for the entire business or select assets while the fate of 25 employees hangs precariously in the balance.

LVX Global Group CEO Corey Gray

LVX Global Group CEO Corey Gray

The company’s decline from its former glory is particularly striking given recent reports suggesting plans for a lucrative stock exchange debut through an initial public offering, which pegged its value at $30 million. Now, Ken Whittingham and Mark Robinson from insolvency firm Fort Restructuring have stepped in as administrators to navigate LVX through these turbulent times.

In their statement to news.com.au, the administrators indicated that while LVX has several national projects currently underway, decisions regarding their continuation remain pending. Expressing a commitment to explore all viable options, the administrators are actively pursuing a sale of LVX as a “going concern” and are open to considering a deed of company arrangement (DOCA) to potentially salvage the situation.

Amidst earlier plans for capital raising and optimistic revenue forecasts, LVX’s financial performance took a nosedive, with revenues totalling $13.3 million in the 2022 financial year—a significant increase from $7 million in the previous comparable period. Despite projections of $15 million in revenue for the 2023 financial year, internal presentations from last year painted a different picture, highlighting the company’s downward spiral.

LVX’s unfortunate downturn adds to a growing trend of national construction companies grappling with financial woes. Earlier instances include Rork Projects, facing debts nearing $30 million across multiple states, and Project Coordination, a seasoned industry player with half a century of operations, which succumbed to administration just two weeks ago, further underscoring the widespread crisis plaguing the construction sector.

 

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