The document provides guidance on developing an entrepreneurial culture within an organization by engaging the whole team in income generation and financial management. It emphasizes that income generation, cost control, target setting, and customer satisfaction should involve the entire team. Managers are advised to share financial information, set SMART targets for individual teams and staff, celebrate successes and address underperformance, and regularly review performance and forecasts with input from all staff. The overall message is that an entrepreneurial culture with whole-team participation is necessary for financial success and sustainability.

1. Developing an
entrepreneurial culture
within the whole team
Bev Garside

2. Income generation - Whose job is it anyway?
Questions to ask the team about
income generation.
“Generating leads; creating sales and
encouraging existing customers to return must
be a whole team approach or it will fail.”
“Income generation requires
everybody's input.”
“The board need to share
their passion with the team.
It isn’t just your Project”

3. Making explicit the amount of money needed
“You must know how much money it
takes to run your organisation every
month”
“You need to know and share the cost
of each element of the organisation”
“You must have a plan for managing losses”
“Staff working within projects or elements that lose
money must be aware of the situation and be part of
the solution”

4. Share with staff the costs of running the organisation
“Departmental cost codes provide
staff with an area of
responsibility”
“It isn’t enough to say the utility
bills are too high. Give everyone
responsibility for making savings.”
“Reducing the bottom line must be an ongoing activity
involving the whole team.”
Questions to ask the whole team about running costs.

5. Engage the team in forecasting
“Staff should be part of
identification of income for their
own department and others.”
“Staff must be clear about their
own targets”
“Staff should be clear about their role in delivering
those targets.”
“Success should be rewarded; failure should be
reviewed and learned from.”

6. Ensure managers are clear about income targets
“Income and expenditure should be
submitted at a departmental and
organisational level.”
“Board members should be confident
to challenges.”
“All staff can contribute to the income generation
target ideas.”
Questions for your team

7. Give SMART targets to the whole team
“Let each team member be
responsible for their own
targets”
“ Let each team be responsible
for their targets”
“Give staff the freedom to input into the process and
come up with ideas”
“Allow them to feel the anxiety of non achievement”
S M A R T

8. Customer satisfaction
“Customer service is everyone’s business.
Build outstanding customer service into your mission
and vision.”
“Exceed your customers expectations.”
“Got it wrong? Put it right.”
“It is easier to keep customers
than find new ones.”
“Satisfied customers tell
potential customers.”

9. Reward success
“Achievement of targets should be
celebrated and credited, to individuals
and teams.”
“Measure success in generating new
income; generating more income and
achieving positive feedback from
existing customers.”
“Make success a key motivator for the team.”
Questions to ask the team about rewards

10. Challenge under performance
“Don’t let poor performing areas of
your project drag down the
organisation”
“Review, Respond, React”
“Make a senior member of staff responsible for
managing the under performance”
“Encourage the whole team to respond to the turn
around”

11. Review regularly
“Remember that things change.”
“Forecasting needs to reflect
today’s reality”
“ Involve the whole team in the review and present a
plan to respond to issues and opportunities for the
board”
“Remember to review customer satisfaction”
“Create relationships between staff
and your most valuable customers.”

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