The Mowgli Foundation team have put together a research briefing summarising some relevant research into mentoring for entrepreneurs. We hope you find it useful.
Should Mentors of Entrepreneurs be Trained or their Experience is Enough?INNOVATION COPILOTS
Entrepreneurial mentoring is the support of novice entrepreneurs by experienced professionals in the business world. Despite this practice gaining popularity, a question remains: is it necessary for these organizations to train mentors or is the mentor’s experience su cient? To answer this question, we analyzed the e ect of the mentor’s training, as well as his/her pro le in terms of experience, on the mentee’s degree of satisfaction and learning. Our results show that the more a mentor is trained, the more he/she develops relational competencies, thereby creating a favorable (trusting) environment and developing an appropriate mentoring style (maieutic), which allows the mentee to learn and become more autonomous. However, the mentor’s experience in entrepreneurship does not have an impact on the quality of the mentoring relation‐ ship, nor does it impact the novice learning. Our results also show that, contrary to our expectations, mentoring experience has a negative impact on most of the psychological functions of the mentor. We found that this negative e ect is neutralized by continuous training of mentors. This suggests that entrepreneurship support organizations should implement specific training sessions for experienced mentors.
Should entrepreneurial mentors be trained or is experience enough?INNOVATION COPILOTS
Forget all your romantic ideas about what a good entrepreneurial mentor is: experienced in entrepreneurship, he/she has started several companies in his/her lifetime, has failed a couple of times and learned from it and succeeded enough time to still be active now. He has mentored several startupers so he/she knows how to transfer all that experience and entrepreneurial wisdom to the neo entrepreneur that you are. Having such a mentor will mean you will increase a hundred fold your chances of success. This is the mentor myth we share in our collective unconscious... And science says different.
LCP building a business case for coaching 2010Claire Walsh
A whitepaper from Brighton consultancy Learning Consultancy Partnership (LCP) aimed at HR and L&D professionals who want to build a business case for executive and leadership coaching
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
Should Mentors of Entrepreneurs be Trained or their Experience is Enough?INNOVATION COPILOTS
Entrepreneurial mentoring is the support of novice entrepreneurs by experienced professionals in the business world. Despite this practice gaining popularity, a question remains: is it necessary for these organizations to train mentors or is the mentor’s experience su cient? To answer this question, we analyzed the e ect of the mentor’s training, as well as his/her pro le in terms of experience, on the mentee’s degree of satisfaction and learning. Our results show that the more a mentor is trained, the more he/she develops relational competencies, thereby creating a favorable (trusting) environment and developing an appropriate mentoring style (maieutic), which allows the mentee to learn and become more autonomous. However, the mentor’s experience in entrepreneurship does not have an impact on the quality of the mentoring relation‐ ship, nor does it impact the novice learning. Our results also show that, contrary to our expectations, mentoring experience has a negative impact on most of the psychological functions of the mentor. We found that this negative e ect is neutralized by continuous training of mentors. This suggests that entrepreneurship support organizations should implement specific training sessions for experienced mentors.
Should entrepreneurial mentors be trained or is experience enough?INNOVATION COPILOTS
Forget all your romantic ideas about what a good entrepreneurial mentor is: experienced in entrepreneurship, he/she has started several companies in his/her lifetime, has failed a couple of times and learned from it and succeeded enough time to still be active now. He has mentored several startupers so he/she knows how to transfer all that experience and entrepreneurial wisdom to the neo entrepreneur that you are. Having such a mentor will mean you will increase a hundred fold your chances of success. This is the mentor myth we share in our collective unconscious... And science says different.
LCP building a business case for coaching 2010Claire Walsh
A whitepaper from Brighton consultancy Learning Consultancy Partnership (LCP) aimed at HR and L&D professionals who want to build a business case for executive and leadership coaching
How is Leadership Changing? What do Young Professionals need to succeed in this New Normal?
This closing keynote at the first AICPA EDGE Conference in New Orleans included a facilitated conversation with this group of over 100 young professionals.
Tom Hood led the process with alumni form AICPA's leadership academy who have been taught the i2a: Insights to Action - Strategic Thinking System. They led table discussions and used sticky notes to make their ideas portable and their thinking visible to others. The results are on slides 17-26.
We are quickly moving from command & control to connect & collaborate and these young leaders understand these changing dynamics of leadership.
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
Are you looking for high impact and brain friendly workshops
that will deliver results?
The team at LeadershipHQ understand the dynamics of learning. People today don’t have the time to spend days in training sessions and workshops, so we created bite-sized workshops that really hit the mark in management and leadership skills development.
Our Master-Mind workshops focus on ways that an organisation can develop its leaders and talent to be more effective, engaged and productive in their current roles as well as preparing them for future opportunities.
We help leaders and teams from a variety of businesses and organisations to realise the opportuni- ties they have to be their very best, working with them to develop, transform and grow their people and their culture.
Our vast expertise is in conducting workshops and interventions to help you make a difference with your people. Select from our list of well-established workshops or let us work with you to help you develop your leaders and talent. Our workshops bring you the latest in leadership and management skills and techniques, as well as being results focused, practical, brain friendly and truly interactive!
We only use experienced and passionate facilitators and consultants who have a genuine interest in developing people, personally and professionally. We utilise the best tools possible to aid the indi- vidual or team experience and to get meaningful and high impact results in your business.
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
Are you looking for high impact and brain friendly workshops
that will deliver results?
The team at LeadershipHQ understand the dynamics of learning. People today don’t have the time to spend days in training sessions and workshops, so we created bite-sized workshops that really hit the mark in management and leadership skills development.
Our Master-Mind workshops focus on ways that an organisation can develop its leaders and talent to be more effective, engaged and productive in their current roles as well as preparing them for future opportunities.
We help leaders and teams from a variety of businesses and organisations to realise the opportuni- ties they have to be their very best, working with them to develop, transform and grow their people and their culture.
Our vast expertise is in conducting workshops and interventions to help you make a difference with your people. Select from our list of well-established workshops or let us work with you to help you develop your leaders and talent. Our workshops bring you the latest in leadership and management skills and techniques, as well as being results focused, practical, brain friendly and truly interactive!
We only use experienced and passionate facilitators and consultants who have a genuine interest in developing people, personally and professionally. We utilise the best tools possible to aid the indi- vidual or team experience and to get meaningful and high impact results in your business.
Leadership & Corporate Soft Skills Training Programmes
For more information, please visit our website, www.icfe-cg.com or e-mail us at enquiry@icfe-cg.com
Hero's and Mentors - The Hero's Journey in MentoringMowgli Foundation
This presentation represents part of a session about the benefits of mentoring to entrepreneurs. The session was presented at WAMDA's Celebration of Entrepreneurship 2010.
Conversations for Action is a key component of the training that Mowgli Foundation Mentors undertake. It enables complex communications to take place. These slides provide some examples of making clear offers, clear commitments making requests, declaring a breakdown and offering feedback and assessment.
Mentoring & your nursery. Nursery Management Today article september 2013Alex Clapson
A short article on bringing Mentoring into the workplace, published in the September / October 2013 issue of Nursery Management Today. Change Management / Coaching / Business Organisation / Employee Engagement / Human Resources / Efficiency
Employee Mentoring and Organizational Effectivenessijtsrd
This study examines the relationship between mentoring and organizational effectiveness. Mentoring in the workplace is a comprehensive business strategy that utilizes the skills and expertise of more experienced employees as resources to those who are new to the company or those who are less experienced in certain areas within the company. The paper after a critical review of the available literature revealed a significant relationship between mentoring and organizational effectiveness. Based on the above conclusion, the paper recommend that There should be more organized formal corporate mentoring programs supported by relevant policies and management will power Management should develop a program advisory team on mentoring with defined objectives, regularly evaluating their performance against set standards and correcting unhealthy deviations from standards where such exist. Victor Barinua | Ibe, Uchenna Mabel "Employee Mentoring and Organizational Effectiveness" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-6 | Issue-4 , June 2022, URL: https://www.ijtsrd.com/papers/ijtsrd49978.pdf Paper URL: https://www.ijtsrd.com/management/hrm-and-retail-business/49978/employee-mentoring-and-organizational-effectiveness/victor-barinua
Revisiting how mentoring can be integrated into organisational learning strategies in the modern, digital workplace.
This article originally appeared in Training & Development magazine October 2015 Vol 42 No 5, published by the Australian Institute of Training and Development.
This article was prepared in order to investigate whether the teachers working in a Business Administration BA degree have an entrepreneurial profile, with the aim of finding whether such teachers are able to support the Pedagogical Proposal of the Institution to which they belong to in what concerns the requirement of the course and also the Pedagogical Proposal of the course itself. The methodological procedure adopted was the
Documentary Analysis, i.e., a study that is based on documents such as books, statistic maps, journal articles and the procedure of a Case Study. The data collection technique adopted was also the Documentary Analysis plus a
Survey-type questionnaire. As a result, the Research has shown that the teachers of said course do have an entrepreneurial profile that range from medium to medium-high, plus a good knowledge of Entrepreneurship Education, which can truly guarantee the Course Pedagogical Proposal
The Effectiveness of an Integrated Entrepreneurship Module on Overcoming Entr...iosrjce
The result of study shows that 15 courses institution need a practical, applicative, and understandable
module. It is attempted to provide students with sufficient information to overcome entrepreneurship problems
covering business traits, business management, and business plan. This study was employed design based
research approach through these subsequent phases (1) problems identification, (2) conducting draft module, (3)
testing the module on the 26 students, (4) evaluating the results of try-out, and (5) performing final socialization.
The effectiveness of module is measured by employing percentage analysis of students’ degree of effectiveness on
overcoming entrepreneurship problems in which the criteria of module effectiveness is 0—25 (less effective),
26—50 (quite effective), 51—75 (effective), and 76—100 (very effective). Module revision was done after data
analyzing on the results of the try-out and discussion of course’s students. Single module was conducted and it
contained the material of business traits, business management, and business plan. The results of this study show
that the module is effective as 78% of the course’s students were able to overcome problem after they learned on
entrepreneurship module. The module contributes on students’ confidence in starting-up a business and
encourages them to practice and implement what they have learned by dealing with entrepreneurship, triggering
the high sense of creativity in developing skills, building a firm cooperation among students, burgeoningthe
enjoyment of learning, helping to build effective time of learning and ability on overcoming problems.
An Analysis of the Learning Processes of Successful EntrepreneursBrian Chupp
Numerous studies show that small business and entrepreneurism are vital to the health of our nation’s economy. In fact, over the last decade, these types of ventures account for 70% of economic growth, 75% of new jobs, and represent 99% of all employers. However, there remains a high rate of failure in these ventures, with over 60% of them failing within 6 years. Studies show that one reason for this failure is that entrepreneurs fail to learn new knowledge/skills as their organizations grow.
Unfortunately, only a limited number of studies have been conducted to investigate the learning process of entrepreneurs. The purpose of this descriptive ethnography was twofold: (1) explore the learning and development challenges experienced by entrepreneurs in the various phases of organizational growth, and (2) explore how entrepreneurs recognize the need to learn and develop plans to address the challenges. Once learning and development challenges, along with corresponding knowledge and skills, are identified, then learning solutions can be developed and offered to help entrepreneurs acquire them.
This descriptive ethnography was conducted with nine entrepreneurs from Northwest Ohio and Southeastern Michigan. Results included primary themes of learning challenges and the knowledge/skills needed to overcome them. Means of recognizing the need to learn new knowledge/skills and learning tools to acquire them were identified. Finally, participants gave nine pieces of advice for fellow entrepreneurs.
This study resulted in 14 findings regarding entrepreneurial learning. Recommendations were provided for entrepreneurs, learning solution providers, and lending institutions. Several additional recommendations for future research emerged from this study, which are noted.
Missing Piece in MENA’s Entrepreneurship Ecosystem Puzzle Webinar PresentationMowgli Foundation
Further to the release of our recent report, “Nurturing Human Capital: the Missing Piece of MENA’s Entrepreneurship Puzzle”, we hosted a webinar which was chaired by Tony Bury, Mowgli’s Founder and Chairman. Tony shared our thoughts and insights from the report and created an active dialogue around this key missing piece of the puzzle.
Mowgli: The Power of Mentorship_SME Advisor Magazine article_Dubai_October 2012Mowgli Foundation
Mowgli recently held a Mowgli Jam, quarterly get together between mentors and entrepreneurs, in Dubai where Tony Bury, Mowgli's Founder, shared his thoughts on why mentoring is so important, especially for entrepreneurs and why it it is so important for the MENA region. Mowgli Entrepreneurs and Mentors then shared their stories and journey with the audience...bringing Mowgl's mission to life!
The typical Mowgli Mentoring Experience (MME) commences with a 3-day workshop which includes 1 day of mentor training, 1 day of mentor and entrepreneur matching and 1 day of facilitated mentoring relationship building, followed by a year of on-going support and supervision.
Free speed mentoring event for business owners and aspiring entrepreneurs. The event will give group and one-to-one opportunities to discuss your business issues.
In November 2010 the Mowgli Foundation matched 7 entrepreneurs with 7 mentors, facilitating 1-year mentoring relationships.This was our UK pilot programme, launched after delivering many successful programmes in the Middle East. The results point to the positive impact of mentoring.
Mowgli Foundation: Call for Palestine Business Mentors! 14-15 April 2012. Mowgli, a charity who supports small enterprises, is now recruiting participants for their first Palestine mentoring programmes. Read the below and apply!
Flavrbox was born in 2011, a project which combines Sebastien’s interest in communications with his passion for sustainable local produce. Flavrbox is a platform to champion independent food producers through e-commerce, giving people an opportunity to connect with the high quality food available in their communities. Sebastien feels Mowgli mentoring could be of most benefit for him in his role at Flavrbox.
Mowgli Foundation's South West mentoring programmes for entrepreneurs are covered in the Bristol Evening Post, Bristol, UK. Featuring Rob Salvidge and Tristan Hogg.
Tony Bury Presentation: Family Forum International 2011Mowgli Foundation
Family businesses dominate the Middle East. There are numerous challenges in sustaining the growth of these businesses. Tony Bury, founder of the Mowgli Foundation (a mentoring organisation for entrepreneurs) suggests in this presentation to Family Forum International that injecting a spirit of entrepreneurship is the key to passing businesses from generation to generation in the Arab World.
Mentoring Young Entrepreneurs: EMCC Presentation 2011Mowgli Foundation
Mowgli Mentors Kristin and Carole presented the case study of their distance mentoring relationship with mentee entrepreneurs in the Middle East at the EMCC conference, Paris, 2011.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
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Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Mowgli Foundation: Mentoring Entrepreneurs for Learning
1. Mowgli Foundation: Research Briefing
Mentoring and entrepreneurship: A natural fit for learning
Released: December 2011 Author: Cordelia Lonsdale, Mowgli UK Office
1
The Mowgli Foundation: Investing in mentors and entrepreneurs who will make a difference
2. Mowgli Foundation Research Briefing
Mentoring and entrepreneurship: A natural fit for learning
“Mentoring appears to be particularly suitable for entrepreneurs, fitting with their preferred learning
styles, meeting specific needs and delivering targeted benefits to their businesses.”
(NESTA, 2009)
Introduction
A major factor leading to the failure of start-up businesses is the lack of experience and competency
on the part of the business owners- entrepreneurs. Small firms and their survival are a critical
strategy for most governments around the world concerned with rising unemployment and economic
development in communities. Recent research has shown that an overall increase in an
entrepreneur’s skills and knowledge within the first years of a company’s life is a determining factor
in the firm’s survival; for example, one study found that nearly half of small firm bankruptcies in
Canada could be attributed to internal problems of the enterprise, due to managerial inexperience.1
For anyone concerned with increasing the probability of survival amongst new businesses,
encouraging learning and development in entrepreneurs is therefore a worthy topic of discussion.
Mentoring is a learning tool which can be used by individuals and through organised programmes,
which a growing body of research shows can increase some types of learning and development in
entrepreneurs.
What do mentors do for entrepreneurs?
“A mentor or advisor is an essential asset to a growing company. […a] mentor’s many years of
experience can save a business from major errors and costly mistakes with just a few words.” (Cull
2006)2
In mentoring research, it is generally accepted that mentors encourage entrepreneurs to reflect on
and learn from their own behaviour in critical situations, so that they can change their behaviours in
the future, or at least draw lessons from it.3 Deakins and Freel, in explanation of this, suggest that
entrepreneurial learning is not usually a strategised, ‘mapped-out’ process; rather it is the result of
reactive responses to critical events, through which the entrepreneur adjusts strategies, and learns
to make decisions.4 In other words, the novice entrepreneur learns ‘by doing’ through a process of
trial and error. This process is often enhanced by discussion with peers and networks; however,
entrepreneurs (through the time-poor nature of their work) often have few opportunities for this.5 A
mentor, as a personal contact who is usually flexible in their approach, therefore is a valuable
resource for an entrepreneur and the role of mentor and peer often overlaps in practice. Good
mentors (whether informal, or on formal programmes) work not through coaching or training (which is
generally prescriptive and does not encourage risk-taking), but rather by encouraging reflection and
1
Gartner, W.B., Starr, J.A., and Bhat, S. (1999), ‘Predicting new venture survival: An analysis of “anatomy of a start-up; cases from Inc.
Magazine.’ Journal of Business Venturing, Volume 14, Issue 2, March 1999, pp215-232
2
Cull (2006), ‘Mentoring Young Entrepreneurs: What Leads to Success?’ International Journal of Evidence Based Coaching and Mentoring, Vol.
4, No.2, p8. Available online here: http://www.business.brookes.ac.uk/research/areas/coachingandmentoring/documents/vol04issue2-paper-
01.pdf?err404=research/areas/coachingandmentoring/volume/vol-4-2-cull.pdf
3
Bisk, L. (2002) ‘Formal entrepreneurial mentoring: the efficacy of third party managed programs’, Career Development International, Vol. 7 Iss:
5, pp.262 – 270; and Sullivan, R. (2000) ‘Entrepreneurial learning and mentoring’, International Journal of Entrepreneurial Behaviour &
Research, Vol. 6 Iss: 3, pp.160 – 175
4
Deakins and Freel, ‘Entrepreneurial learning and the growth process in SMEs’, The Learning Organization, Vol.5, No. 3, 1998, p145
5
Audet and St John (2008) ‘The Role of Mentoring in the Learning Development of the Novice Entrepreneur: Can a Mentor Make a Difference?’
Paper presented at the 2008 International Council for Small Business World Conference. Available online here:
http://www.smu.ca/events/icsb/proceedings/francf2f.html
2
3. self-awareness in their mentee; this approach is more conducive to entrepreneurial learning styles.
Directional learning generally occurs only at the request of the mentee, but is not a central
component of the mentoring relationship. Rather, mentoring is a learning tool which first and
foremost encourages the entrepreneur “to reflect on actions […] it is about enabling behavioural and
attitudinal change.”6
Business Skills Training: Necessary but not Sufficient
The types of learning primarily encouraged by mentoring are cognitive (meaning: learning to assess
and organise one’s own knowledge into strategies) and affective (learning of attitudes, values and
motivations, as well as understanding how they impact on one’s behaviour). This type of learning
provides a different, but equally valuable function for entrepreneurs7 than skill based learning, a third
mechanism not addressed as effectively through mentoring. (Skill-based learning is the type that
takes place when learning to perform a process-based skill, for example, learning to use a piece of
software.) As the research indicates, ‘learning by doing’ does not map a path through a process.
Though skill-based learning is of value for basic business skills, entrepreneurs need cognitive and
affective learning to assess their own skill gaps and build on this assessment (though there is of
course a place for mentors to guide skill-based learning too).
Many business training courses comprise skill-based learning of methods or practical skills, and
while this may be necessary to get a business off the ground, it may not be sufficient for continued
growth. Skill based learning does not encourage entrepreneurs to reflect on the past and analyse
their own skill gaps and failings. In other words, learning that encourages cognitive, behavioural or
attitudinal change is not prioritised on business skills courses and the opportunity for ‘learning by
doing’ is not always present.
Entrepreneurs have to value their learning to benefit
It is important that the entrepreneur themselves values their choice of learning support. Time is
precious for business owners, and they will prioritise and exploit whichever method can reap the
most return on their time investment- one advantage of mentoring is that it is flexible and designed to
fit entirely around the mentee’s needs.8 Research also finds entrepreneurs prefer to learn and be
mentored in a manner which is less directive and more empowering; especially as the business
starts to grow.9 Bisk (2002) also found that mentors need not have experience in the industry of their
mentee for the entrepreneur to benefit - findings supported by a 2009 study of 142 Canadian
entrepreneurs in a paired mentoring scheme. This study found that entrepreneurs were most
satisfied with mentors who ‘understood’ them and who structured sessions in a climate of mutual
trust, as well as being efficient and time effective- this was more important for entrepreneurs than
gender or industry of the mentor. Entrepreneurs also expect “concrete, observable” results in their
firms- the “time and energy they invest in the mentoring relationship must produce dividends”.10 As
the study notes, entrepreneurs are both naturally resistant to outside ‘direction’, and, both for
practical and psychological reasons, require a greater flexibility in their learning and development
than structured training courses or ‘educational’ programmes generally offer.11 Mentoring is a more
6
Sullivan 2000, p163
7
See Audet and St Jean (2008)
8
Garvey, R (2004) ‘The mentoring/counseling/coaching debate: Call a rose by any other name and perhaps it’s a
bramble?’, Development and Learning in Organizations, Vol. 18 Iss: 2, pp.6 – 8
9
Cull (2006)
10
Audet and St John (2009) Factors Leading to Satisfaction in a Mentoring Scheme for Novice Entrepreneurs’, International Journal of
Evidence Based Coaching and Mentoring, Vol. 7, No.1, p148
11
Ibid
3
4. appropriate and appealing learning method for entrepreneurs than these methods, since it allows
them to ‘teach themselves’ and direct their own development at their own pace.
Evidence of Success: Mentoring entrepreneurs
The evidence base demonstrating the value, and exploring the effect of mentoring for entrepreneurs
is small- but growing rapidly. For Mowgli’s own growing evidence base, please see the ‘Impact
Report’ of results for entrepreneurs on our programmes, available from www.mowgli.org.uk .
A 2003 study of 19 mentoring programmes for female entrepreneurs in the USA found that
owners of businesses at the growth stage benefit much more from participating in
mentor/protégé programmes, than from peer networking or entrepreneurial skills training.12
A 2008 research study found that cognitive and affective learning were effectively
addressed for entrepreneurs through mentoring. Moreover, there were relatively few other
learning methods through which these types of learning could be achieved: “Mentoring
therefore constitutes an adaptable and versatile form of support that can be of tremendous
benefit to the novice entrepreneur.”13
A 2011 study of 650 start-up firms in Silicon Valley found that mentors had a significant
impact on firms’ ability to raise money- much more so than helpful investors. Start-up
entrepreneurs without mentors, in contrast, “almost always failed to raise funding”. The
study concludes that “the right mentors significantly influence a company’s performance and
ability to raise money.’14
Impact on entrepreneurial aspiration: Gallup surveys in 83 countries indicate that adults who
have access to a mentor are three times more likely to say they are planning to start a
business (14%) than those who do not have a mentor (5%).15
Conclusion
This research briefing has given an overview of recent research into styles of entrepreneurial
learning, and the benefits and impact of mentoring on entrepreneurs. It provides evidence to suggest
that mentoring is a valuable form of learning which can impact on and support the ability of
entrepreneurs to succeed in running small businesses. More research is needed to provide evidence
of the concrete benefits of mentors on the firms of entrepreneurs who use mentors. The Mowgli
Foundation’s data collection and monitoring are hoping to provide information which will contribute to
this debate in the near future.
This briefing is not an exhaustive study, or based on direct empirical research. Care should be taken when citing this
paper.
The Mowgli Foundation has gathered this data to inform and support our work and provide resources to our networks
and to any members of our wider community who are interested in the topics of mentoring and entrepreneurship. We
welcome questions or comments: please contact Cordelia Lonsdale, researcher, on Cordelia@mowgli.org.uk .
Alternatively please connect with us on Twitter @mowglitweets and tell us your views.
For full bibliography please see p6.
12
Barrera Associates (2003) ‘Mentoring in the business Environment’, Paper prepared for the National Business Women’s Council, May 2003.
Available online http://www.nwbc.gov/idc/groups/public/documents/nwbc/mentoringfinalreport.pdf
13
Audet and St John (2008)
14
Marmer, Herrmann and Berman (2011), ‘Startup Genome Report 01: A New framework for why startups succeed’, Available online via
http://startupgenome.cc/
15
Badal and Srinivasan (November 2011) ‘Mentor Support Key to Starting a Business’, Online data and press release from Gallup,
accessible here: http://www.gallup.com/poll/150974/Mentor-Support-Key-Starting-Business.aspx
4
5. About the Mowgli Foundation
The Mowgli Foundation is a not-for-profit organisation, investing in mentors and entrepreneurs who
will make a difference. Our mission is to provide mentors who inspire, support and empower
entrepreneurs in achieving their business and personal potential, encouraging sustainable job
creation and social and economic development.
To find out more about how you can support us in our mission, as a volunteer mentor, an
entrepreneur, or to partner with us, please visit our website. We also welcome online donations to
the Mowgli fund- donate online via our website.
Bibliography and references
All web addresses correct as of August 2011.
Audet and St Jean (2009), ‘Factors Leading to Satisfaction in a Mentoring Scheme for Novice Entrepreneurs’, International
Journal of Evidence Based Coaching and Mentoring, Vol. 7, No.1, p148
Audet and St John (2008) ‘The Role of Mentoring in the Learning Development of the Novice Entrepreneur: Can a Mentor
Make a Difference?’ Paper presented at the 2008 International Council for Small Business World Conference. Available
online here: http://www.smu.ca/events/icsb/proceedings/francf2f.html
Badal,S. and Srinivasan, R. (November 2011) ‘Mentor Support Key to Starting a Business’, Online data and press release
from Gallup, accessible here: http://www.gallup.com/poll/150974/Mentor-Support-Key-Starting-Business.aspx
Baldwin, JT. Gray, J. Johnson, J. Proctor, M. Rafiquzzaman and D. Sabourin (1997). Les faillites d'entreprise au Canada,
Rapport no. 61-525-XIF Ottawa: Statistique Canada. Available online here: http://dsp-
psd.pwgsc.gc.ca/Collection/Statcan/61-525-X/61-525-XIF1997001.pdf (French)
Barrera Associates (2003) ‘Mentoring in the business Environment’, Paper prepared for the National Business Women’s
Council, May 2003. Available online http://www.nwbc.gov/idc/groups/public/documents/nwbc/mentoringfinalreport.pdf
Bisk, L. (2002) ‘Formal entrepreneurial mentoring: the efficacy of third party managed programs’, Career Development
International, Vol. 7 Iss: 5, pp.262 – 270
Cull (2006), ‘Mentoring Young Entrepreneurs: What Leads to Success?’ International Journal of Evidence Based Coaching
and Mentoring, Vol. 4, No.2, p8. Available online here:
http://www.business.brookes.ac.uk/research/areas/coachingandmentoring/documents/vol04issue2-paper-
01.pdf?err404=research/areas/coachingandmentoring/volume/vol-4-2-cull.pdf
Deakins, D. and Freel, M, (1998) ‘Entrepreneurial learning and the growth process in SMEs’, The Learning Organization,
Vol.5, No. 3, 1998, p145
Gartner, W.B., Starr, J.A., and Bhat, S. (1999), ‘Predicting new venture survival: An analysis of “anatomy of a start-up;
cases from Inc. Magazine.’ Journal of Business Venturing, Volume 14, Issue 2, March 1999, pp215-232
Marmer, Herrmann and Berman (2011), ‘Startup Genome Report 01: A New framework for why startups succeed’,
Available online http://startupgenome.cc/
NESTA / SQW Consulting (2009) ‘A review of mentoring literature and best practice: Creative Business Mentor Pilot’,
October 2009. Available online at http://www.nesta.org.uk/library/documents/Creative-Business-Mentor-Review.pdf
Sullivan, R. (2000) ‘Entrepreneurial learning and mentoring’, International Journal of Entrepreneurial Behaviour &
Research, Vol. 6 Iss: 3, pp.160 – 175
5