2. SHEA - who are we?
Entrepreneurs - Types/motivations
Traditional views
Competencies -what are they and what do they tell us
How to use competencies – in helping
entrepreneurs
Intrapreneur
Conclusions
Agenda
3. SHEA MISSION
ENTERPRISE AGENCY
TO PROMOTE, STIMULATE & ENCOURAGE
ENTERPRISE ACTIVITY IN SOUTH HAMPSHIRE
TO ASSIST THE PROCESS OF NEW BUSINESS START-
UP
BY
A FREE & INDEPENDENT COUNSELLING SERVICE
TRAINING
MANAGED WORKSPACE
AIMED AT
PRE-START AND START-UP BUSINESSES
4. South Hampshire Enterprise Agency
Activities
1:1 coaching
Training
Managed workspace
Other
Liss
Fareham
Paulsgrove
Solent
Business Link
SHEA training
Social Business
Intrapreneur
Consulting
Funding Projects
5. We see a number of different types of Entrepreneur
sole traders
60% men/women
lifestyle business /operated locally
service industry/few employees
micro business/below VAT threshold
lone inventors 80% men
social enterprises
HIGH GROWTH START UP -University/technology/global
Referral by job centre
Bill Gates/Richard Branson
WHY? -/+ factors
Lost job/shock/lifestyle change/more control work life balance
immigration
post 50+/difficulty in employment
Greater publicity & awareness/success stories/watching others
6. What help do start-up businesses ask for?
Finance - raising funds to start
Legal - company structure - NIC - legal
requirements - relevant legislation - terms of trade
Sales & Marketing
Market research
advertising
business cards - fliers
web sites
Book keeping - keeping records -VAT - tax
“Confirm what I was told in the pub”
7. Traditional
Characteristics of the Entrepreneur
Characteristics A
drive
ambition
risk tolerance
desire
knowledge
Communication skill
originality
Characteristics B
Self control
self confidence
urgency
awareness
realism
conceptual ability
status
interpersonal relations
emotional stability
8. What makes an entrepreneur run a successful
business?
Is it -SKILL? EFFORT? LUCK?
Entrepreneurial success = behaviours
(effort+skill+luck)
PEOPLE CREATE OUTSTANDING PERFORMANCE
through
Going beyond the norm
Teamwork
CREATIVITY - INFLUENCING -PERSISTANCE -RESULTS
9. Management & Entrepreneurial Competencies
Behaviours are the outward sign of competencies
Competencies are personal characteristic that contribute
to outstanding performance in a particular job
They are measurable
it is what separates the best from the rest
Characteristic can take 6 forms ( see over)
Competencies make the difference between outstanding
and average performance
A strong competency is what outstanding performers
exhibit more often & with better results
10. Iceberg Diagram of Competencies
Skills
Knowledge
Social role
Self image
Trait
Motive
Skill - ability to do something well
Knowledge - Info that a person uses
Social role - pattern of behaviour
Self - image – person’s view of themselves
Trait - a typical aspect of a persons
behaviour
Motive - a persons thoughts which drive
behaviours achievement, affiliation, power
11. Entrepreneurs are bred
In broad terms we come into this world with “ the
same potential” to be entrepreneurs (10%)
The competencies which are required for a
successful entrepreneur
are developed at an early age 0-7 years
In 18-65 year olds (the working population)
if the competency has been demonstrated in the past
lengthy coaching can help
if the competency is seldom demonstrated or very weak
it is improbable that a dramatic change can be brought
about
if the competency is inherently strong
coaching will yield a very substantial increase in
performance
12. Entrepreneurial competencies are divided into 4 clusters
0 20 40 60 80 100
influencing
self management
thinking
achievement
interpersonal awarenes rational persuaion concern for impact strategic influencing
analytic conceptual strategic efficiency
standards initiative results orientation critical info seeking
tenacity ability to learn independence self control
self image thoroughness self develoment adaptability
% strength of competency
13. 1 What behaviours equal superior performance
for the entrepreneur
achievement Thinking style
Results orientation
initiative
Efficiency orientation
Critical info seeking
Analytical thinking
Conceptual thinking
Strategic orientation
14. 2 What behaviours equal superior performance
for the entrepreneur
positive self management influencing
Thoroughness
Assertiveness
Tenacity
Interpersonal awareness
Concern for impact
Rational persuasion
Strategic Influencing
Self control/image
15. How to use Entrepreneurial competencies in
business
In recruitment of staff with entrepreneurial
traits/competencies
In building new business development teams and
developing the concept of
INTRAPRENEUR
“Using entrepreneurial behaviours within a business”
In personal annual reviews to encourage entrepreneurial
behaviours
In training and coaching
In developing better organisations to grow businesses
and be globally competitive
17. Conclusion
Entrepreneurial success can be attributed to identified &
strongly exhibited competencies
These are developed early in life
Competencies can be measured and used to test
existing staff and new recruits
Some selected training can be helpful – not all
individuals can be helped
Developing the Entrepreneur within the company
INTRAPRENEUR can be a positive step forward to kick
start growth