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Conviviality Counts!

October 10, 2008 by admin

The very best community based enterprise centres are usually described as convivial – friendly, agreeable and welcoming. That is convivial to the people whom the centre has been set up to serve – who need to feel relaxed and at home in the space.

My favourite local example of this is perhaps the Marjorie and Arnold Ziff Community Centre in Leeds. As you walk in you are faced with a (usually busy) community cafe – full of friendly local faces, from all generations, enjoying food, drink and conversation. The reception desk is a modest affair on your immediate right. This is a venue where the people that the centre serves are likely to feel at home, relaxed and welcomed. It has been designed that way.

This is in stark contrast to some enterprise centres that are certainly ‘impressive’ but are perhaps not always convivial. Automatic glass doors opening into impressive atriums followed by a walk to a large reception desk situated in front of a wall of frosted glass panels staffed by receptionists in business suits with blue tooth ear pieces and large monitors on their desk tops. Impressive – but not convivial. Not to many local people. As a friend of mine commented, ‘to some people the gap between the entrance and the reception desk might as well be a shark infested ocean…’

We know the importance of making enterprise clients feel relaxed and open so that they are comfortable to talk openly and honestly about their ideas – rather than feel that have to put on a show to ‘fit in’.   Ernesto Sirolli tells the story of a woman who visited him in a university business centre.   She was like a fish out of water, tongue tied, embarrassed and not at all at ease in her environment.  When he arranged to visit her in her kitchen he met a woman transformed – relaxed, in control, articulate and confident in her own home. The description she gave of her enterprise idea was articulate, insightful and honest.

When I am training enterprise coaches I will get them to practice a  new coaching skill in a relaxed and informal setting – a garden or patio for example. I will then ask them to use the same skills in a more formal business meeting room. The change in quality is palpable.  They feel the difference.

Context matters, architecture matters, power symbols matter.

So when you are deciding where to meet your next enterprise client don’t just choose the most impressive local enterprise centre. Instead help them to choose a setting that they find convivial and welcoming.  One that is likely to help you to do great work.

You might find that the ‘impressive enterprise centre’ is better kept for when you want them to practice being out of their comfort zone.

Filed Under: enterprise, management Tagged With: community development, management, operations, training

Sharing the Success Film

October 8, 2008 by admin

[Youtube=http://uk.youtube.com/watch?v=5Hmx1vNTCNc]

This film is designed to provide information to partners about the Leeds LEGI programme – Sharing the Success.

It is not primarily aimed at client recruitment.

I would be interested to hear your thoughts….

Filed Under: enterprise Tagged With: business planning, community development

Why People Do Things

October 7, 2008 by admin

  • Some people do things because they enjoy them.
  • Some people do things because they work.
  • Some people do things because everyone else is doing them.
  • And some people are satisfied/scared/shy/lazy/fearful and don’t do anything.

If we are to help communities and the individuals who live in them to become more enterprising then we need to understand the reasons why they do the things that they do and help them to find powerful reasons to do different (more enterprising?) things.

This process of reflection, developing insight, options and choosing to change behaviours is at the heart of helping people and therefore communities become enterprising.  It is not easy work either for the client or for the service provider – yet it is at the heart of transforming and enterprise culture.

It implies much more than just flooding the supply side with workshops and advice.  It means a serious engagement with individuals in communities – with their hopes, fears and dreams.

It requires trust, influence, education, development and, perhaps more than anything, respect.  It requires enterprise coaching.

Filed Under: enterprise, entrepreneurship, Uncategorized Tagged With: 9780913, community development, enterprise coaching, operations, outreach, strategy, Uncategorized

Entepreneur Support Programmes

October 2, 2008 by admin

The Kauffman Foundation (a US based foundation doing research into enterprise and entrepreneurship development) has just released a new report outlining what makes for a successful entrepreneurial support programme.

(Entrepreneurship support programs help generate innovation, stimulate economic growth and social/community development by providing resources to potential and active entrepreneurs. These resources usually consist of education, training, and sometimes access to finance through loans, grants or investment readiness programmes.)

The report headline?

Entrepreneurial Support Programs Must Function Within a Regional Vision and Meet Entrepreneurs’ Core Needs

The regional vision thing worries me a little.

  • Whose vision?
  • How do they know?
  • Does ‘regional development’ really happen at thew whim of the planners vision?
  • Or is regional development simply the consequence of more people doing more stuff – being more enterprising….you decide!
  • Should we let regional planners and policy makers pick which winners they will back with public money (high tech/bio tech and ‘creatives’ (narrowly defined) usually get a good deal out of the planners)

But let’s focus on the entrepreneurs core needs.  These are described in the report as:

  • providing relevant market knowledge,
  • access to talent and capital, and
  • participating in networks.

I can’t help but think that the report has missed out one further vital need for many ‘would be’ entrepreneurs.  Self belief.  In my experience this is the single most important factor that limits many people from becoming more enterprising.  They just can’t or won’t see themselves succeeding.

The report goes on to say that effective support programs build bridges between entrepreneurs and their peers, community organisations (such as schools and universities), arts and cultural entities, hospitals, businesses, and local governments. ie good support programmes develop social capital. They connect:

  • buyers to sellers
  • potential collaborators
  • academics to practitioners
  • knowledge seekers to knowledge providers
  • investors to aspiring entrepreneurs.

This is not just a question of running barbecues and wine evenings with sexy key speakers. It is about winning over hearts and minds to the idea that eclectic ‘networking’ – leading to the development of real business relationships can produce real value. ‘Networking’ and ‘Not working’ maybe only one letter apart….

The linkage of entrepreneurs with effective mentoring and coaching is recognised in the report as one of the top “best practices” entrepreneurship support programs should provide. Many believe that “peer-to-peer” mentoring and coaching—advice provided by other entrepreneurs—is especially effective. Peer-to-peer mentoring or coaching relationships require trust and commitment however and need training of both mentors and mentees if they are to work well. Care has to be taken with the ‘matching service’ also if high failure rates are to be avoided. Providing mentors and coaches with adequate support and supervision also plays a part in successful programmes. When working well, peer mentoring and coaching can help to identify entrepreneurial opportunities, influence perceptions about entrepreneurship as a career choice, and serve as a reasonable substitute for direct experience.

The report also makes some interesting observations about the Leadership of successfull entrepreneurial support programmes:

“Successful entrepreneurial support programs also must have the “right” leadership. Ideally, the head of the support program should be an entrepreneur or have entrepreneurial experience. Successful entrepreneurship program leaders serve as brokers and have knowledge of both the private and public sectors. These individuals must be sufficiently savvy to influence people over which they have no authority or control.

Many economic development professionals lead entrepreneurial support programs, although they may not have been entrepreneurs in the traditional sense. The key to success is that the leader must have an entrepreneurial spirit and be experienced in working with others across different sectors and industries.”

Generally the report offers some interesting advice.  Personally however I find that the focus on developing ‘regional’ strategies is probably more driven by bureacratic convenience than the real needs of ‘would be’ or ‘active’ entrepreneurs – the majority of whom are running (at least in the early stages) very local businesses.  Certainly when working at the local or community based level even a superficial understanding of the psychology and aspiration the diverse groups within the community leads you to quickly see that a generic regional strategy is unlikley to offer the specilaisation and personalisation required to really engage people in enterprise.  While the report will provide further emphasis to the business support simplification agaenda here in the UK I think this will need to be developed with very great care if the potential entrepeneurs are to receive the personalised support that they require.

You can read a free executive summary of the Kauffman Report here.

Filed Under: enterprise, entrepreneurship, management Tagged With: community development, management, operations, strategy, training

What stops some people being more enterprising?

October 1, 2008 by admin

This is a question that rewards consideration with each and every person that we meet.  And with every community (and each grouping within it) that we wish to engage in enterprise.

Is it that they:

  • lack a specific piece of information, advice or guidance? (IAG)
  • need someone to diagnose their problems and broker them to a solution provider? (IDB)
  • just need access to the right type of physical space or social network to get going?

(NB These are the most common assumptions – often un-stated – that underpin the VAST MAJORITY – of investment in enterprise support services).  DO THEY UNDERPIN YOURS?  IF SO ARE YOU SURE THAT THEY REFLECT YOUR ECONOMIC AND SOCIAL POLICY GOALS?

Or is that:

  • At a deep level they won’t let themselves believe that they could succeed?
  • That they are afraid that if they try something new it will probably end in failure and humiliation – again?
  • That few of their peer group go down such a route – so they will risk losing friends or worse?
  • They see entrepreneurs on the telly and can’t see themselves every being ‘like that’.

I personally believe that for the majority of people it is this type of issue with self-image or sense of identity that prevents them really taking up the possibility of a more (legitimate) enterprising way of life.

Yet few of our services are really designed to help people aspire, believe and achieve.

Filed Under: enterprise, entrepreneurship, management Tagged With: community development, diversity, management, operations, strategy

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