Coaching implementation


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PresenTense workshop to train coaches in the implementation phase

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Coaching implementation

  1. 1. Coaching Implementation Getting Entrepreneurs to Go
  2. 2. Where we are in the curriculum Divergence Convergence Emergence Inspiration Ideation Implementation
  3. 3. Workplans focus on Milestones <ul><li>Work Breakdown Structure helps force fellows to think through the next few months of their venture </li></ul><ul><li>Key here is to recognize that workplans are a basis for action and adaptation, not a contract for an entrepreneur to fulfill. </li></ul><ul><li>Workplans also help entrepreneurs figure out their cost structure, and how to plan their financial operations </li></ul>
  4. 4. Executive Summaries and Fundraising <ul><li>The sales and fundraising seminar focuses on the work of simplifying an entrepreneur’s pitch to craft a simple executive summary </li></ul><ul><li>Focus currently isn’t on the process of fundraising, but rather on the framing of fundraising </li></ul><ul><li>Executive summaries are clear pitches for support and involvement </li></ul><ul><li>Fellows are left asking questions for how to best raise funds, and additional skillbuilders and case studies will give fellows opportunities to learn different approaches to financing. </li></ul>
  5. 5. Why does PresenTense teach this? <ul><li>Often, entrepreneurs start by raising money from friends and family – which is great for first resources, but poor on the connections side </li></ul><ul><li>In the nonprofit space, often entrepreneurs raise money from philanthropists due to personal connections and personalities that click—which does not bode well for others </li></ul><ul><li>PresenTense believes that the product should lead the way – and tries to help fellows develop a clear pitch to raise their potential impact. </li></ul><ul><li>The fundraising process is also a clarifying one; at the end we return to our narrative roots to ensure fellows ingrain their work. </li></ul>
  6. 6. Coach’s Role: Support and Encourage <ul><li>Entrepreneurs often are perfectionists , holding onto their babies far after they should start walking </li></ul><ul><li>Coaches need to encourage fellows to get out there and start trying to get other people involved </li></ul><ul><li>When reviewing fellow workplans, coaches should pressure the fellows to build it so that someone other than themselves could follow it . Key is to disperse responsibility </li></ul><ul><li>When helping fellows craft their pitch, remind them that every audience deserves it s own sale . </li></ul>
  7. 7. How does one Coach Implementation? <ul><li>Keep the fellow thinking practically about what actions need to get done in the next quarter, next half year, next eighteen months. This is a time for action and not ideas. </li></ul><ul><li>Ask the fellows to explain why they decided to do one set of things over another. Have them clarify their priorities . </li></ul><ul><li>Some fellows are more content to dream and keep developing their idea further. Stop them from doing that. Get your fellows to get product out – push something into the market and see if it works. </li></ul><ul><li>Encourage the fellows to broaden the possible market for sales – tell them to think big, and role play as they try to pitch you in different characters . </li></ul>
  8. 8. Case Study: David Lasday <ul><li>Came in with an idea and a passion: teaching leadership through basketball. </li></ul><ul><li>Has deep experience working in a similar program, through PeacePlayers, and with Young Judea. </li></ul><ul><li>Focused on the big picture – but didn’t put down plans for practical steps. </li></ul><ul><li>Had to push him hard: what are you going to do to pay your salary? To run camps? What’s the first thing you’ll do post-Fellowship? </li></ul>
  9. 9. Questions to ask during Implementation <ul><li>Are the first actions listed in your workplan necessary to build a base for future action? Do you really need to do this action at that time? Do you really need that much capital? </li></ul><ul><li>Who needs to be on board to complete each stage? </li></ul><ul><li>Could you partner with another organization to reduce your load? Costs that you could offload? </li></ul><ul><li>Who is responsible for seeing through each stage? </li></ul><ul><li>What’s the one thing you’d like someone to take away from reading your executive summary? What do you not want them to think? </li></ul><ul><li>Are you making the strongest possible case for why your venture is addressing an important challenge? </li></ul><ul><li>Who are the types of people your pitch is focused on? Which type of people do you not have to interest? What action would you like your reader to take right after reading or hearing your pitch? How do you direct those people towards what you want? </li></ul>
  10. 10. Questions? Comments?