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thinking about entrepreneurship through enquiry

thinking about entrepreneurship through enquiry. Module 0. Partners. School of Education, Communication and Language Sciences, Newcastle University, UK University of Primorska , Slovenia edEUcation , UK University of Jyväskylä , Finland

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thinking about entrepreneurship through enquiry

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  1. thinking about entrepreneurship through enquiry Module 0

  2. Partners • School of Education, Communication and Language Sciences, Newcastle University, UK • University of Primorska, Slovenia • edEUcation, UK • University of Jyväskylä, Finland • Bucharest University of Economic Studies, Romania • European School Heads Association, Netherlands

  3. Focus EC4SLT invites school leadership teams to join the project to • design an enquiry-based programme for entrepreneurial educational leadership development • improve the quality and efficiency of leadership through application of entrepreneurial competences from the business world

  4. Part 1: What is an entrepreneur? • In this section, you will think about what entrepreneurship and entrepreneurial competencies mean to you, and how these competencies could start to become relevant in your role and setting.

  5. Oxford English Dictionary:

  6. Quiz – discuss the answers you think are correct. 1. An entrepreneur is probably all of the following EXCEPT: • a risk-taker. • creative. • independent. • someone who relies on the opinions of others. • an effective communicator. 2. If you possess excellent organizational skills, but are risk-averse and don't like taking initiative, would being an entrepreneur be a good profession for you? • Yes, all you need is good organizational skills. • Yes, entrepreneurs should be risk-averse. • No, entrepreneurs must be risk-takers who take initiative and have excellent organizational skills. • No, entrepreneurs should rely on others to organize the business. • None of the choices are correct.

  7. Diamond 9 MOST IMPORTANT • Look at the following 9 traits. You need to put them in order of importance, like this: LEAST IMPORTANT

  8. What makes a good school entrepreneur? MOST IMPORTANT • Takes action • Fearless • Motivated by challenges • Dedicated • Optimistic • Recovers quickly from failure • Trouble-maker • Malleable • Reflective LEAST IMPORTANT

  9. Match the examples to each entrepreneurial competency Looks for or finds ways to do things faster or at less cost. Switches to an alternative strategy to reach a goal. Develops plans that anticipate obstacles. Knows how and when to show empathy. Makes sure business of product is profitable. Knows what is good and right. Personally seeks for profitable ideas. Uses information or business tools to improve efficiency. Generates new ideas or innovative solutions. Evaluates alternatives. Sticks with own judgement. Accepts full responsibility for problems. Compares own work favourably to others’. Keeps calm in the face of difficulties. Listens actively to everyone. Expresses confidence in own ability. Makes personal sacrifice if necessary. Desires to produce a better quality product. Adapts successfully to change. Doesn’t easily act without thinking.

  10. Jack Ma, E-commerce entrepreneur IndiraNooyi, CEO of PepsiCo JawadKarim, co-founder, YouTube Richard Branson, founder of Virgin Famous Entrepreneurs What have they got in common? What do you think was their motivation? Anita Roddick, founder of Body Shop Oprah Winfrey, Media entrepreneur What piece of advice do you think they would pass on? What failures do you think they have had? What makes each a positive role model? Who would YOU choose as an inspiration? PrabinGautam, digital entrepreneur Karren Brady, Business leader

  11. Jack Ma, E-commerce entrepreneur JawadKarim, co-founder, YouTube Richard Branson, founder of Virgin IndiraNooyi, CEO of PepsiCo HOT SEAT A volunteer is needed to sit in the “hot seat”. He/She chooses one of the entrepreneurs and tells the others who. The other members of the team can ask any questions they want, and the “hot seater” must put themselves in the mindset of the entrepreneur and try to answer. After four or five questions, swap. Anita Roddick, founder of Body Shop Oprah Winfrey, Media entrepreneur PrabinGautam, digital entrepreneur Karren Brady, Business leader

  12. Part 2: Becoming a “brand” • Entrepreneurs have clear visions of where they want themselves and their businesses to be in the future, and they work hard to establish a “brand” which is developed and grown. Sometimes the best ideas are developed from hunches and it is only the dedication of the entrepreneur that ensures its success.

  13. Odd one out • Which is the odd one out between the following and why? Alternatively, what connects them? Source: www.forbes.com

  14. Brands • How many of the brands from the previous slide can you remember? • Explain to the group why you feel those brands are memorable. • Look again at the brands. Compare two for the same type of product. Which is more effective and why? • Look again at all the brands. Pick out two and as a group, evaluate their effectiveness in terms of clearly defining the product they stand for. • Now consider your organisation as a “brand”. What would your branding look like, and why? What image or identity are you trying to portray?

  15. Part 3: Your setting • Think about what you would like to achieve from this course and how learning new skills and competencies could make a difference to your role and your setting. What is your aim? What is your vision for the future? Write two positive statements beginning: • My aim in completing this course is… • My vision for my role/setting over the next 5 years is…

  16. What do these images suggest to you? Can you make any inferences about leadership, staff motivation, or innovation?

  17. Leader, manager or entrepreneur? • Delegates • Has good relationships with employees • Has clear goals • Communicates well • Embraces process of discovery • Is excited about the future • Has an open door policy • Meets deadlines • Reacts to change • Deals well with conflict • Takes risks • Continually looks to improve performance Leader Manager Entrepreneur Place the 12 professional and personal traits within the Venn diagram, according to whether they belong to a leader, manager, entrepreneur, or a combination.

  18. Throughout this course, you are aiming to develop an enquiring philosophy • When we investigate our own leadership practice, to make sense of what happens, what works and why, we start to create new and useful professional knowledge. Is there an element of your leadership practice that you would like to investigate throughout this course? • Leadership enquiry can lead to meaningful changeandproactive cultures. What sort of changes would you like to impact on the culture of your organisation?

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