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Intentionality

Leading an Intentional Culture


By: Glen Hellman
Twitter: @glehel
Web: http://www.drivenforward.com

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People make logical decisions


illogically

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People make logical decisions


illogically

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US Presidents
Height - Out of 43 Presidents Only 5
were below average height. None since
Benjamin Harrison in 1888
Above Average Attractiveness
Male Gender

Leadership
Rating
10
9
8
7
6
5
4
3
2
1
0
Short

Tall

Source: VU University Amsterdam

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We Choose Our Leaders


the way we make all
decisions. Based on
primitive instinct and
rationalize the logic
Tall
Strong
Male
Physically Genetically
Superior

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Followers choose
leaders when their
reptilian brain
confirms this person
will keep me safe

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Intelligence
Experience
Education
Subject
Matter
Expertise

High---------------Competence-----------------Low

Character
Trust
Low----------------- Character ------------------ High

Integrity Character Consistency


Aligned Misaligned

Intentions -------------------------------------------

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Great Leaders

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Watch his TEDx Video on Youtube


TED Talks - Simon Sinek - How
great leaders inspire action
13

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What Makes A Great Leader?

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Leadership Traits

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Cultural Traits

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18

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Intentional Culture - Canvas

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1. Trust
1.

2.

3.

Character

a.
b.
c.

Consistency
Integrity
Authenticity

b.
c.

In/Last Out
Get Hands Dirty
Communicate

a.
b.
c.

Read
Publish
Speak

Leadership
a.
First

Subject Matter Expertise

4. Leadership Traits

1.
2.
3.
4.
5.

Honest
Courageous
Visionary
Communicator
Dedicated

2. Intentions Your Why


1.

2.

3.

Why We Do?

Entrepreneurs fail
because their isolated

3. Competitive Focus
1. Innovation

What We Do?

Coach CEOs and give


them a safe place to
discuss issues
How We Do It

Monthly 90 minute 1 to
1s and monthly all day
group meetings

2. Core Values

1. Customer Focused
2. Fun
3. Work Hard/Play
Hard
4. Resourceful
5. Yes If
Copyright 2013 Glen Hellman
All Rights Reserved, Driven F orward LLC

2. Customer Intimacy
3. Operational Efficiency

3. End Game Vision

To do this as long
as I am relevant,
making a
difference and
having fun

Glen Hellman
http://www.drivenforward.com

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Every Day Finish the day and ask yourself


What did I do that moved my character bar to the right or to the left?

What did I do that moved my capability bar up or down?


What did I do that demonstrated aligned or misaligned intentions?

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Founder Institute
Spring 2016
Vision and Ideas

Edgar C. Harrell

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WHAT IS AN ENTREPRENEUR?
Do something they know
Solve a problem

(or create an opportunity)

Do it with passion!

Expertise

Passion
Sweet
Spot

Opportunity

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ONE SENTENCE TO SORT THIS OUT

My company_________ is developing __________(product or service)


to assist_________(user or customer) to__________ (describe problem
that it is solving or opportunity that it is creating) using _____________
(describe your secret sauce)

> Kawasaki suggests that you ask the question:


If my startup never existed, the world would be worse off because __________

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DISTINGUISHING THE OPPORTUNITY


Mike Volpe, former CMO HubSpot suggests that there are two basic
models for distinguishing the opportunity:
1. Better mousetrap (example: HDTV)
Question: Why should I switch?

2. New Category (example: Uber)


Question: Why do I need this?

> You can find lots of lists of good startup ideas through a quick Google search
> You can also look at what is being funded

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BIG CHANGES = NEW OPPORTUNITIES

Social media
Pinterest
Crowdfunding
Big data
Airbnb in travel
Uber in transportation
DNA sequencing
Driverless cars
Drones

3D printing
Robotics
Advances in AI
Stripe in banking
Replications of major disruptive
switches in the supply chain
Aging population living longer
and wanting to stay at home

to name a few.

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THE SEARCH FOR INVESTIBLE IDEAS

My view as an investor in early stage startup companies:


Invest in people and the quality of the relationship
- Do I like the founder?
- Will I have fun working with him/her?
- Do I add value other than money?

Does the founder know the business? (e.g. Instagram, Stripe, Juniper)
Demonstrated Passion
Large and growing market potential

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THE SEARCH FOR INVESTIBLE IDEAS


Attributes of successful people/teams with good ideas starting companies
Do It
Become a now-ist (See: Ito Joi. Want to Innovate? - TED.com)
Test the market early and often (See: Eric Ries. The Lean Startup.)
Network / listen to others
A successful business must be built on emphasizing trust - not legal details.
Everyone contributes and everyone stands to share in the gain or the loss.
(See: last sections of William Sahlman. How to Write a Great Business Plan.)

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READING LIST

William Sahlman. How to Write A Great Business Plan.


HBS Reprint 96509 (particularly the last few sections)

Guy Kawasaki. The Art of the Start. 2.0


Portfolio Penquin 2013 (Chapter 1 The Art of the Startup)

Stanford University - eCorner series. (ecorner.standard.edu)


Dr. Sara D Saravathy. (www.effectuation.org)
Eric Ries. The Lean Startup.
Crown Business, 2011

Tools
Adeo Ressi - Detailed Template for Idea Development
Dan Lewis - What are the Best Ways to Think of Ideas
for a Startup?

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Vision and Ideas


Founder Institute
Washington DC Chapter
May 10, 2014

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What kind of idea?

Business Idea, which has 2 Parts:


Idea Part 1 - Solution to Some Problem
Idea Part 2 - Company Needed to Deliver
that Solution to its Customers

Company vs. Business:


Company = for-profit legal enterprise
Business = sustainable, ongoing portion of a company that
generates a profit by selling solutions to paying customers

Idea Realization Through Company Growth Stages:


Startup, Emerging, Established (Sustainability) & Market Leader (Prosperity)

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Idea Part 1 - Solution


FI Solution consists of:
Hardware/Software Products (Technology or Technology-Enabled
Business Focus of FI)
Complementary Consulting Services & Analytics Data

Potential Customers of Your Solution:

Consumers (B2C)
Other Businesses (B2B)
Governments
Not-For-Profits

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Idea Part 2 - Company


Where do you position your company in the global marketplace?
Within Market Segments:
Sector: Segments within markets that are differentiated by the types of laws and
regulations that guide contracting and competition between companies [NOTE: FI
companies are all in commercial/private sector.]
Industry: Segments within sectors that are differentiated by the types of competitive
(i.e., relatively substitutable) solutions delivered by companies to customers having
similar demands [EX: Information Technology, Healthcare]
Domain: Segments within industries that are differentiated by the companys unique
solution mix of specific underlying products, services, and/or data (i.e., its niche)
[EX: IT Cybersecurity Software, Healthcare Cardiology Medical Device)

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From Business Idea to Actual Business

Adopt some business excellence framework (e.g., Balanced Scorecard,


OKR, Custom) to build, run, and grow your company:

Planning (Business Plan with Financial Projections)


Executing (Status Reviews with Financial Statements)
Reporting (Annual Report with Scorecard Results)
Updating (Continuous Improvement Refresh)

Follow Industry/Domain Best Practices (Processes & Data)


Use Performance Measurement Tools (Strategic & Tactical)
Establish Business Success Criteria (Alignment) and Map to
Organizational Structure Roles & Responsibilities (Assignment)

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Business Success Criteria

Strategy - a blueprint/roadmap that defines what will make a companys


business(es) successful in the global marketplace on an ongoing basis:

Vision (Forward-Looking Statement About Customer Solutions)


Mission (Snapshot Statement About Customer Solutions)
Goals (General Target Areas Spanning the Enterprise)
Objectives (Specific Performance Targets with Program KPIs)

Tactics - the action items/steps that collectively define how


a company will realize its strategy on a periodic basis:
Specific Customer Solution Requirements
(to be Delivered by Projects, Tasks, Subtasks, Activities)

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Organizational Structure
Organizational Units:
Corporate (Performance, Growth)
Finance (Accounting, Contracts)
Administration (Personnel, Workplace)
Information Management (Infrastructure, Content)
Technology (Research, Development)
Business Development (Marketing, Sales)
Operations/Solution Delivery (Channel, Offerings)
Executive Office/Department/Group Program Teams
Project/Task/Subtask/Activity Workgroups
Individual Workers

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What if I have multiple ideas?


Sample Evaluation Factors:
Part of Existing Market/Creating New Market
Upside Growth Potential (IPO/M&A vs. Lifestyle)
Fundraising Options (e.g., Bootstrap, Friends & Family,
Grants, Individual Angels, Angel Groups, Venture Capital,
Private Equity, Investment Bank)
Intellectual Property Differentiators vs. Better Mousetrap
Personal Passions/Ambitions/Circumstances

Weight and rate the factors and take your best shot!