Building an Entrepreneurial Team

Thinking like an Owner Understanding Vision, Mission, Values Providing both Strategic Leadership and

Performance Management Fitting Individual Differences within the

Corporate Culture Working as a Team

1. Introduction2. What is an Entrepreneurial

Organisation?3. How to Build, Lead and Train an

Entrepreneurial Team4. Conclusion and Questions

Management consultant to owners, managers and entrepreneurs in small and medium-sized businesses.

Education: Eng. (UBC’68), MBA (McGill’72) Corporate experience:

Alcan, Coopers & Lybrand, AES Data Entrepreneurial experience:

President & Owner of TTX™ Computer Products Owner/executive with Internet and other start-

ups. www.DirectTech.ca

What is an Entrepreneurial Team?

Thinking like an Owner Understanding Vision, Mission, Values Providing both Strategic Leadership and

Performance Management Fitting Individual Differences within the

Corporate Culture Working as a Team

Home based business, multi-level marketing Independent contractor – trade or professional Sales agency – insurance, real estate, financial

services Franchise – retail, fast food, business services Independent business – local, national, global Retailer, hospitality, food services, consumer

services Manufacturer, distributor, service businesses Internet or technology business Entrepreneurial role in a corporate

environment

Personal expectations – life style, work environment, rewards, compensation?

Personal awareness of strengths/weaknesses? Education, training, personal skills? Personal characteristics of an entrepreneur?

◦ Independent, confident, persistent, action-oriented, risk taker. Passionate, leader, achiever, communicator.

Strong foundation – family, physical, financial? Team player - willing to work with other

employees, business partners, suppliers, customers?

Develop and document your business concept, strategies, action plans and projected financial results as a guide for management.

Share it with key employees. Review it regularly - check results

against the plan. Revise the plan regularly – not the goals

and the values.

1. Executive summary 2. Concept and business opportunity3. Mission, Vision, Values 4. Market analysis 5. Competition 6. Strategic plan 7. Management team and Organisation

Plan8. Product and Service offering 9. Marketing and Sales plan 10. Operations plan 11. Risk analysis 12. Financial plan

Appendices

Building long-term shareholder value. Not driven by short-term profit. Providing both Strategic Leadership

and Performance Management Balancing needs of other stakeholders –

employees, customers, suppliers, lendors/investors, society, community, environment.

Seeing the business as a whole.

Vision = Where the market is going.

Mission = What we are going to be when we get there.

Values = How we are going to behave as we go there.

“First Break All the Rules” Recognize people will not change their

personalities. They may change their attitudes and their

habits. Build on their strengths, accept their

weaknesses.

People need to play their position. Allow them to specialize at what they do

best. Consistently, Constantly, Communicate

and Confirm the Vision, Mission, Values. Make sure they understand the specific

short-term goals, their roles, and your expectations.

Lead by example. Get out of the way!

Recruiting (and releasing) Policies and Procedures Communication Organisation Compensation

Is it appropriate for every organisation?

Can every employee think like an entrepreneur?

What are the risks and potential problems?

Are there other steps required to get there?

Your Questions?

Del ChattersonDirectTech Solutions

www.directtech.cadel@directtech.ca

(514) 767-9984