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So You Wannabe…An Entrepreneur?

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Timothy Spall last night told a story recounted to him by that great British legend of the stage and small screen Richard Briers.

Briers’ daughter had said something like, ‘Dad, I have made up my mind.  I want to be an actress.’

Briers replied ‘Want?  Want?  Want is not enough!  To succeed you must HAVE to become an actress.  If you have to become an actress then I will roll up my sleeves and help. If you just want to be an actress then forget it.’

The story made me smile as I use almost the identical line when I am working with people who tell me they want to start a business, or they want to become an entrepreneur.  I often ask ‘Is this something that you HAVE to do?  Are there no other alternatives that you could pursue?  Is there NOTHING more important than this in your foreseeable future?

In fact I will often go further, telling them all I can about the life of the entrepreneur.  How it can take you away from family and friends, lead you into debt, consume your life and damage your health.  Of course we explore the upsides as well but those downsides are the things that will derail the process if not considered, if the desire is not sufficient.

And then I will move the focus away from ‘becoming an entrepreneur’ which is such a vague concept as to be practically meaningless and will focus on what it will be like when they have their business up and running.  What it is like to be sole trading as a furniture upholsterer, or a plasterer.  What the transition will be like going from being a professor in the Biochemistry Department to being a part owner of a biosciences company working with venture capitalists to commercialise their intellectual property.  Because being an entrepreneur is all about managing transitions.  Starting with one lifestyle and ending up with another which is very different – and hopefully better.

Enterprise really IS about the emergence of identity.  About shaping lives.

Reflections on the Enterprise Coaching Conference

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The Enterprise Coaching conference held in Derby yesterday got me reflecting again on what I have learned from 20 years experience in working with enterprise coaches and people looking to make progress in their lives.  It also prompted me to re-read Ernesto Sirolli’s PhD thesis – available on the web here (PDF).

He suggests that 4 key principles should underpin the work of the enterprise coach (Sirolli calls them Enterprise Facilitators™ – a term on which he claims a trademark).  These principles are:

  1. Only work with individuals or communities that invite you.
  2. Never motivate individuals to do anything they do not wish to do.
  3. Trust that they are naturally drawn towards self-improvement.
  4. Have faith in community and the higher social needs that bond it together.

Each of these principles stems from an approach to providing help that is genuinely person centred and responsive rather than interventions designed to achieve the policy objectives of the state.

Sirolli argues compellingly that any violation of these 4 principles may lead to a self satisfying and self serving illusion of help but will in practice inhibit the long term development of an enterprise culture in the community.

Each of these 4 principles is worth significant reflection and its implications for our practice as coaches, and perhaps more importantly service designers and managers should be careful considered.

Here are a few questions to prompt the process:

  • What would you and your service need to be like so that the people that you wish to support w0uld actively and willingly seek out your support? What would you have achieved?  What would your reputation be like?  Would you use offers of money or marketing campaigns to win attention in the community?  If you only worked where people really invited you, would you have any work?  What would you have to do in order to start ‘winning invitations’?
  • If we do not motivate people then how can we help them to change?  Do they need our encouragement and motivation to pursue objectives that are in their own self interest?  What are the risks of motivating and initiating?
  • What would happen if we just trusted people to move in a direction that leads to self improvement?  If we rely on the development of a natural human instinct rather than imposing an external perspective of what constitutes progress will ANY of our clients move forward?  What might happen to our performance metrics if we really worked at the natural pace of the client?  What might happen in the long term to our effectiveness and impact – if we survive the short term problems?  What is the role of the enterprise coach in working with clients whose natural  inclination to self improvement has been somehow stalled?
  • Is it sufficient to just have ‘faith’ in the ‘higher social needs’ that bind community together or does our work require a more practical approach to developing the role of the community in supporting individuals who are looking to make progress?

Our work needs to be grounded on principles if it is to be effective.  It is not just about the techniques of coaching versus advising, mentoring or counselling.  It is not just about managerial pragmatism in pursuit of the narrowly economic objectives of most funders and policy makers.

It is about our role in engaging with individuals and communities on the agendas that matter most to them.

It is about how best we can help people to engage in the rich infrastructure of services and support that is already out there if they wish to use it.

It is about how we can influence the design and delivery of these services (including mainstream business support) to ensure that they are both cost effective and relevant.

But most importantly it is about how can provide consistent and long term relationships that people can trust enough to help them as they confront the risks and challenges that come with stepping outside of the comfort zone and continuing the journey of self improvement.

Encouraging people to start on these journeys with promises of help and support, and then withdrawing that help and support when funders and policy makers shift their priorities not only destroys trust in us but also leaves our clients high and dry.  If current funders are not willing or able to honour the long term commitments that serious endeavours to change the enterprise culture in communities requires then we perhaps need to find some new investors.

As George Derbyshire said – perhaps it is time to ‘Sack the Boss’.

Enterprise for All – Some Reflections

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Enterprise for All was a one day conference organised on behalf of emda by Unleashing Enterprise with a mixture of key note presentations and workshop sessions.

A few things really struck me about it.  From the key note speakers and a tour of the exhibition hall it was clear just how much of a grip business and economic development interests have on the enterprise agenda.   Enterprise really IS all about business.  Business start ups, business growth and business education.

Except of course enterprise has relevance in many, perhaps all, spheres of life.  It relates to parenting, cello playing, footballing and planning.  To mathematics, politics and dance.  An enterprising approach helps with business, yes, but it helps with so much more as well.  Because an enterprising person is someone who has a theory about the direction ‘in which progress lies’, and has the confidence, strategies and skills that they need to pursue it.  By conflating enterprise with business we do it a disservice.  We alienate many who should be our natural allies, and we repel some who we should attract.

Business is a great vehicle for teaching enterprise – but so too is sport, art, history and drama.  In Bolivia, enterprise education has been conducted largely through the power of classical music.

I was deeply surprised when another  speaker said that ‘Business is Easy’.  This has not been my experience.  Business is hard.  And small business is really hard.   There have been times when it has been so difficult that I have though it must be me doing it wrong.  And I talk with some of my closest confidantes about my fears and they tell me ‘No – it’s not you, it IS hard’.  One mistake and your reputation is shot.  It can take over your life and ruin your relationships with friends and family.  It can leave you depressed and in debt.  It can also be the most wonderful platform for personal development and a fulfilled life.  It really is a double-edged sword!

I have never met an entrepreneur, until yesterday, who has told me that business is easy.  This is the ‘Enterprise Fairytale’.  I would agree that it is relatively easy to theorise about business.  To develop ideas, to refine them and to think about business plans. To get advice from business experts and to act on it, or not.  All this is quite easy.  On paper, it certainly isn’t differential calculus. But in practice it is something else.  It is easy to imagine yourself juggling, or being an astronaut or a pop star.  Actually doing it is another thing.  It is NEVER easy!   Good enterprise education needs to help learners to recognise the ‘double edged’ nature of the sword and recognise that a career in business will  not be a glorious extension of a 2 day facilitated workshop held in the comfort of the  college hall.  It just won’t be.  Good enterprise education nurtures the resilience, character, determination and commitment that is required to succeed in business or any other challenge that life throws our way.  It teaches the importance of craft and skill, of persistence and commitment.  And knowing when might be the right time to give up.

And the strange thing is that in my experience, the more honest we are about the challenges of entrepreneurship, the emotional, analytical, physical and financial challenges involved the more likely we are to get good, enduring entrepreneurs.  The more we help people to recognise how hard it is to leave the comfort zones and try something different the more likely they are risk it.

I was very struck when another keynote speaker told us about a primary school class that wanted to sell him a presentation.  An 8-year-old offered to sell  him the copyright!  Now I am all for educating young people about the importance of intellectual property, but at 8?  Is this really what enterprise education should be for such young children?  A Primary Business Curriculum?

Now this is a contested area.  No-one holds the truth on this.  In enterprise education we have little consensus on curriculum, assessment or methodology.  But I know that if my 8-year-old had come home from school telling me that they had been learning about copyright I would be seriously questioning the schools priorities for primary education.  I have witnessed primary classes being taught the difference between tangible and intangible brands. And I was once approached in a  Leeds hotel by a girl of 6 or 7 wearing a badge that said ‘Sales Executive’.  She knew exactly what margin she would make if she could sell me the beetroot plant that she was brandishing.  Are we really introducing appropriate content at the right time into the classroom?  Do we deserve the respect of our colleagues as educators when we teach this in the primary school?  I am not so sure.

Throughout the day I was approached by a number of people who made very similar comments.  ‘Mike, I agree with you wholeheartedly, but we only get paid for outcomes related to business.  I know it isn’t right, but if that is what the funders are paying for that is what we have to provide. It is what the system demands’.   I love the irony of this.  ‘We teach enterprise by following instructions’.  But I think it points to a wider challenge for the policy makers and the funders.  Does this ‘head on’ approach to entrepreneurship really work?

The title of the conference was also telling – Unleashing Enterprise.  Much of the socialisation of young people is all about putting the leash on them.  We value compliance, academic achievement, team playing and conforming.   Those that dare to see things differently, to do things differently, to paddle their own canoe, tend to be bought back into line, or expelled.   And it is not only enterprise that we struggle to unleash.  Creativity, leadership, innovation, potential…all of these have been subject to the leash fetish.

I have not done much on the enterprise conference circuit.  I have worked in community centres, village halls and at kitchen tables helping individuals and communities to develop their own approach to a more enterprising future.    It was a new experience for me. I pushed myself out of my comfort zone – and as always happened I learned a lot!

We may not be Mother Glasgow but perhaps we too are clipping wings?
In the second city of the Empire
Mother Glasgow watches all her weans
Trying hard to feed her little starlings
Unconsciously she clips their little wings
…
Among the flightless birds and sightless starlings
Father Glasgow knows his starlings well
He wont make his own way up to heaven
By waltzing all his charges in to hell
Perhaps it is time for a more inclusive, person centred and responsive approach to enterprise.  Where development is not so tightly wedded to GDP but instead to a freedom to develop our capabilities.  To develop our abilities to live the kinds of lives that we want to lead.
Or perhaps we should just keep on ‘living the vida loca’ and hoping  that we can make it last.

Entrepreneurship or Rockin’ Da Vote?

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There are a number of competitions out there designed to ‘promote enterprise’.   In some of them the key arbiter of success is the ability of the would be entrepreneur to turn out a vote.  Whether it is about getting your pals to turn up at a dinner and vote (old skool) or winning support on the web as in Barclay’s One Small Step Competition this is a puzzling phenomenon.

Prizes are awarded in part on the ‘quality’ of your business idea, as established by judges, and on the number of people who you can persuade to ‘click or tick’.  Kind of Dragon’s Den meets Britain’s Got Talent.  A popularity contest with business plans.

I would rather see bankers, and others with cash to spare, investing in businesses rather than giving prizes through competitions.  Competitions identify winners and losers. We should be identifying ‘investment ready’ and ‘not yet investment ready’ if we are really interested in supporting entrepreneurs.  And what happens if the winner is not yet investment ready?  Or they require investment at a different time or level to the prize?  What if it is not cash that they need?

Competitions work well for the publicists and the marketeers.  But I am not sure who else they really serve.  Let’s put our time and money into proving real support on the journey to investment readiness.

Let’s get back to the work of making informed investment decisions instead of awarding prizes in swirls of publicity.  Of helping entrepreneurs on the long journey toward investment readiness that rarely fits neatly with competition deadlines.   This way more entrepreneurs might get the right level of investment at the right time rather than a few ‘lucky’ prize winners.  I remember hearing one ‘prize winner’ wondering how to spend the £10k she had just won and making some quick and bad investment decisions to fit in with competition timescales.  Her business is no longer trading.  Another asked me whether I thought the cheque made out in his name was for him or for his business?  The last I heard he was splitting it 50:50.

I also believe that the ability of the entrepreneur to raise clicks and votes is a poor indicator of success.  Let’s face it on this basis Paris Hilton is going to give Warren Buffet a beating.  Ashton Kutcher would be a nailed on winner.  Unless of course the other finalist was Steven Fry.  The best connected and most socially networked do not have a monopoly of good ideas.  Nor, in general are they the ones for whom the investment might make the biggest difference.  Such voting mechanisms are surely discriminating unfairly?

As it says on the One Small Step website

‘it’s worth getting supporters on board now, so you’ve got plenty of local backing in time for voting’

And this perpetuates another myth.  That business ideas are in competition with each other.   That we have to choose winners and losers, when the market will do this much more effectively in its own time. In fact we should be looking to help everyone with passion, talent, commitment and a viable business idea.  There is always room for another good idea.  Investors will back propositions that meet their  criteria for risk and reward.  I am not convinced that creating winners and losers in very public competition really helps.

It is not about the competition for first place but about the development of an entrepreneurial ecosystem in which players collaborate and support each other as much, if not more than they compete.  I have seen how competition based on popularity can damage local entrepreneurial ecosystems as the community fragments into ‘camps’.

So, if you are about to sponsor yet another ‘enterprise competition’ please just pause for thought.  Could your money be better used to create a sustainable and enterprising society?

Master Class for Creative Entrepreneurs

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Last night I found myself in the very wonderful boardroom at Broadcasting Place in Leeds running a masterclass for students on the MA in Creative Enterprise at Leeds Met.

In essence I told them not to worry about being too focussed (See Norman Perrin’s excellent post on Obliquity).  I introduced them to the ‘baited hook’ strategy, where you cast out lots of juicy baits and see which ones get a bite.  This seems perfect for ‘creatives’ who on the evidence of last night seem incapable of not innovating.  They always have new ideas, skills and visions to bring to market.  My advice….don’t fight it just find a way to get product to market quickly, and if the bites don’t come, then fail cheaply and quickly.  We explored this against a backdrop of ’10 000 hours theory’ that suggests you never have a really tasty bait until you have served your time and really mastered a craft!  You pay your money and you take your chance….

I also did some stuff with them on the importance of building balanced management teams with people who can look after great product, great marketing and sales and wonderful financial management.  A quick dissection of a few businesses in the room showed them to be packed full of creatives – but certainly short, if not completely absent, of real passion for marketing, sales and financial management.  This, to say the least, is a problem.  I hope they recognised that perhaps as well as hanging out with other creatives (who provide validation and yet more ideas) they might need to hang out with a few ‘suits’ in order to get the diversity of passion and skill that their businesses need.  The course tutor said that she could see a look of relief pass across faces when I said that they should not be expected to be great at everything themselves.  That it was OK to build teams, to ask for help.  That someone else should be doing the bits in the business that they hate.  We explored how proper mentoring and coaching could help fill this gaps and that skills could be begged, borrowed and bartered.  The inadequacies of some mentoring programmes designed to help where described by entrepreneurs who had been on the receiving end.  So much mentoring is more about CSR and professional development for the mentor than it is about really helping the entrepreneur.  We also spent much of the evening talking about the merits of ‘kissing frogs’ and seeing which ones turned into to Princes/Princesses!  Don’t just accept the mentor you have been sent.  Go and search for the right one yourself!

The 90 minute masterclass (for me at least) flew by – ending with a riff on the importance of managing your own learning, along with a few insights into how to do this, and keeping yourself on track with your own personal vision for the kind of person you need to be. Staying true to yourself.   Following your muse.

At the end, as has happened several times before when I have done this kind of gig, participants told  me that ‘I really understood the way that artists think and work’.  This reaction initially puzzled me.  I have a degree in Physics and a schooling in enterprise and entrepreneurship.  I did once read Gombrich’s History of Art and I do know what I like….but how could I have developed any real insight into the psyche of the artist?

The truth is of course that artists are people too.  The same ideals of psychology, personal growth, honesty in work, and staying true to a personal vision and values apply whether you are an artists, physicist, engineer or nurse.  The real secret of my work here is connecting with people about their personal visions – and not getting sucked into the nitty gritty of the business.

I’d love to do more of this kind of short masterclass – so if there are any opportunities out there do get in touch!