Passion and profit: why business thinking matters for language professionals
In September 2025 I gave a presentation on fostering entrepreneurialism at the FIT World Congress in Geneva. I began by asking delegates whether they would describe themselves as entrepreneurs; the response was mixed.
This reaction didn’t surprise me. I think it’s fair to say that most linguists enter the translation and interpreting professions because they love languages and the intellectual challenge of communicating effectively and meaningfully across cultures. Few set out to become business owners. But here’s the uncomfortable truth that we need to face: I believe that the reluctance to embrace business-like behaviours may pose a bigger threat to our profession than the competition from artificial intelligence.
The cost of resistance
When professional translators and interpreters shy away from entrepreneurial thinking, the consequences are tangible. There is a danger that people undervalue their services and accept poor working conditions and low rates. And if we collectively fail to develop essential business skills, we risk allowing others to dictate the terms of our industry.
But I am not asking professional translators and interpreters to abandon what they love about their work. Instead, I think we need to accept that being excellent at translation or interpreting is only part of the recipe for success. The other ingredient is understanding how to run a commercially viable business.
Redefining entrepreneurship
So how do we move past this resistance? Part of the problem stems from how entrepreneurship is defined. Typical dictionary definitions tend to focus on the idea that entrepreneurs take risk in the hope of profit – an approach that understandably feels alien to many language professionals. I prefer the approach taken by Professor Howard Stevenson, who offers a more helpful perspective: that entrepreneurship is “the pursuit of opportunity beyond resources controlled.” This definition shifts the focus from the ruthless pursuit of profit to a broader sweep of potential actions. When we view entrepreneurship through this lens, it becomes clear that having passion and being purpose-led does not sit in opposition to possessing a keen business acumen.
So, we need to challenge the false dichotomies that hold us back. You can be an introvert and also a successful business owner. You can be deeply professional and also entrepreneurially minded. In fact, honing your business skills and becoming good at marketing strategy, and managing client relationships creates opportunities to do more of what you really care about – working with languages.
Practical steps forward
So, what does entrepreneurial thinking look like in practice?
It starts with developing robust business processes and investing time in your business. This means setting aside time for strategic planning, rather than working from project to project.
It means embracing continuing professional development that covers the full range of competencies – ensuring that business and technology skills are part of your personal development plan alongside linguistic skills and honing your specialist knowledge.
Building strategic partnerships and networks is another key element. Your professional relationships aren’t just nice to have – they’re business assets that can open doors to new opportunities.
And, perhaps most importantly, you need to understand – and be able to articulate – your professional worth. This means demonstrating the full breadth of your expertise and knowledge, knowing how to price your services appropriately, and being confident in negotiations. I would encourage everyone to recognise the value of selling solutions not just services – which means being able to show potential clients how you are uniquely placed to solve their problems. In the words of Seth Godin “do work that matters for people who care.”
Changing how you think and work
Adopting an entrepreneurial approach isn’t just about learning new skills – it also requires a shift in mindset and behaviour.
- Think strategically by considering your long-term business goals, not just the immediate tasks on your desk. Where do you want your business to be in three years? What steps do you need to take now to get there?
- Cultivate adaptability by embracing change as an opportunity rather than a threat. Be willing to experiment with new ways of working, whether that’s learning about new technologies, exploring new specialisms, or testing alternative pricing models.
- Develop resilience by viewing setbacks as learning experiences and adjusting your approach accordingly. Not every client relationship will work out, not every marketing effort will succeed – and that’s fine. What matters is what you learn and how you move forward.
- Stay curious by seeking out new learning, new connections and new ideas. Invest strategically in your development – focusing on skills that increase your value to your clients.
Supporting the shift
At ITI, we are committed to fostering an entrepreneurial mindset across our membership. We've reframed how we support the profession, moving beyond the traditional focus on what members do (professional standards, technical training, peer networking) to concentrate on how members can succeed. This includes offering ready access to business skills training through our on-demand learning platform, sharing practical business advice through our Knowledge Hub, and creating opportunities for members to learn from each other’s successes.
First steps
The good news is that entrepreneurial thinking is a skill that can be developed, just like any other professional competency. Start small: review your business processes, invest in learning one new business skill, or have a conversation with a colleague about how they approach pricing or negotiating contracts. And remember that ITI’s Knowledge Hub has a range of resources to help you develop your business skills, from marketing strategy to effective invoicing practices.
Lastly, be open to innovation and creative thinking, even if it takes you outside your comfort zone.
