1.
Entrepreneurial Leadership: Building and Managing your
Team
Presented by Keri Damen (@keridamen)

2.
Audience Poll:
Why did you leave
your last job?

3.
1. Work Conditions
2. Compensation
3. Manager
4. Toxic Co-worker

4.
My Story

5.
Portrait of an Entrepreneurial Leader

6.
Dr. John Evans

7.
Entrepreneurial Leadership 101

8.
Traditional definition of leadership

9.
Leaders:
1. Set direction
2. Align people
3. Motivate and inspire

10.
Traditional definition of management

11.
Managers:
1. Decide and plan
2. Budget and allocate
3. Monitor and control

12.
Leaders vs. managers

13.
Leaders vs. managers
=
Strategy vs. execution?

14.
Entrepreneurial Leader = Both
Eagle eye with mouse vision

15.
“Management is doing things right;
leadership is doing the right things.”
-Peter
Drucker

16.
Entrepreneurs must lead and manage:
1. The strategy
2. The results
3. The team (all your
relationships)
4. Yourself

17.
PART 1: The strategy

18.
DEFINITION OF STRATEGY
From Greek στρατηγία stratēgia, "art of
troop leader; office of general, command,
generalship”;
is a high level plan to achieve one or more
goals under conditions of uncertainty.

19.
Startup Strategy 101: Search to find
and meet customer needs to create a
sustainable business

20.
Tactics: Use customer development
to ensure you make
something people want

21.
Tool: Business Model Canvas

22.
Strategy is everyone’s job

23.
PART 2: Managing the results

24.
Audience Poll

25.
Execution is harder than strategy

26.
70-90% of organizations with strategies
fail to achieve them

27.
7 out of 10 CEOs fail not due to a bad
strategy but because of bad execution
(Fortune)

28.
A great strategy weakly executed
is worth less than a good strategy
strongly executed

29.
Course code: 2927-000
Page #32

30.
What does success look like?

31.
Define the most important metrics
for your business

32.
Startup metrics:
$ Revenue % Gross margin
# Trials/Proposals # Qualified Leads
# Customers # Repeat Customers
Burn rate Drop dead rate
New products
Marketing Metrics (Views/Clicks/Conversions)

33.
“What gets measured gets managed.”
(and done)
-Peter
Drucker

34.
BEWARE
• Blind faith in one metric
• The wrong metrics
• Too many metrics
• Balance financial & non-financial
metrics

35.
PART 3: Managing the team

36.
Audience Poll:
Bad Manager Hall of Shame

37.
There’s no “I” in team….

38.
“Hire slowly and fire fast”

39.
Get the best people and
let them do their job
(define what success looks like)

40.
Kotter on Management:
Plan
Organize
Staff
Direct
Control
(There is no ‘Do!’ = Delegate)

41.
Help your team succeed:
• Do they know what is expected of them?
• Do they have the tools/skills to achieve this?
• Do they understand how they can improve?
• Do they know what success looks like?
Source: Material Minds (Plant)

42.
Help your team succeed:
• Do they know what is expected of them?
Objectives & link to
strategy
• Do they have the tools/skills to achieve this?
Organizational support
• Do they understand how they can improve?
Communication/Perf Mgmt
• Do they know what success looks like?
Metrics/Results
Source: Material Minds (Plant)

43.
Keep your best people by giving them:
• Autonomy over their work
• Credit/recognition
• Feedback regularly
• Growth opportunities

44.
PART 4: Managing yourself

45.
Course code: 2927-000
Page #50

46.
Course code: 2927-000
Page #51

47.
Lead yourself

48.
Every day ask yourself:
‘What can I do today to move the
needle forward on my business?’

49.
Leverage your strengths and
minimize your weaknesses

50.
Help yourself succeed:
• Do you know what is expected of you?
Goals; Link to strategy
• Do you have the tools/skills/rel’ships to achieve
this?
Mentors/cofounders
• Do you understand how you can improve?
Listening to stakeholders
• Do you know what success looks like?
Metrics/Results

51.
A note on culture
Startup Genome Report: The Impact of
Mentors

52.
Cultivate emotional intelligence

53.
Cultivate emotional intelligence
Source: HBR

54.
Culture

55.
Stages of organizational evolution:
1. Creating a culture
2. Building a culture
3. Maintaining: Sustainer of
culture
4. Changing: As change agent
Source: Schein

56.
You are the culture

57.
Overt and covert culture

58.
Lead by example: Live the culture

59.
5 Myths of Great Workplaces (HBR)

60.
5 Myths of Great Workplaces (HBR)
1. Everyone is happy all the time.

61.
5 Myths of Great Workplaces (HBR)
1. Everyone is happy all the time.
2. Conflict is rare.

62.
5 Myths of Great Workplaces (HBR)
1. Everyone is happy all the time.
2. Conflict is rare.
3. Mistakes are few.

63.
5 Myths of Great Workplaces (HBR)
1. Everyone is happy all the time.
2. Conflict is rare.
3. Mistakes are few.
4. Hire for cultural fit.

64.
5 Myths of Great Workplaces (HBR)
1. Everyone is happy all the time.
2. Conflict is rare.
3. Mistakes are few.
4. Hire for cultural fit.
5. Offices are full of fun things.

65.
“We perform at our best when we feel
competent, autonomous and connected
to others.”
-Ron
Friedman

66.
Resiliency

67.
Everyone has aEveryone has a plan until they get
punched in the mouth.
- Mike
Tyson
“ ”

68.
“If you are not making mistakes, you
are not making decisions.”
-Catherine Cook,
My Yearbook

69.
See problems as opportunities:
Learn what you can and move on

70.
Focus

71.
Deciding means killing ideas

72.
Decide between nice to haves
and must haves

73.
Final thought:
Always strive to be
a better manager and leader

74.
Ask for feedback and
work to improve

75.
Course code: 2927-000
Page #
Course code: 2927-000
Page #63
Week 1
Fulfill needs. Solve problems.
And you CHANGE THE WORLD.