Social Entrepreneurship and Behavioral Health Defining ... · Social Entrepreneurship and...
Transcript of Social Entrepreneurship and Behavioral Health Defining ... · Social Entrepreneurship and...
Social Entrepreneurship and
Behavioral Health –
Defining, Measuring and Coaching
Steve Herr, PhD – Advanced Metrics – Chief Executive Officer
Nate Lubold, MA – Advanced Metrics – Director of Solution Implementation
• Limited financial resources
• Pressure to increase efficiency
• Difficulty in attracting/retaining talent
• Business operations must equal quality of clinical
operations
• Identifying where leaders come from within an
organization
Challenges Facing Service Providers
A Successful Entrepreneur is…
“… one who is able to generate individual and
community wealth by developing a business asset,
and can do this repeatedly under a variety of
circumstances. This requires that an entrepreneur
consistently overcome the obstacles faced in obtaining
and using the resources required to start, grow, and
sustain a business.”
- Lyons, Lichtenstein & Kutzhanova (2007)
Other Explanations for
Entrepreneurship Success
• Traits theory (Greenberg and Sexton 1988; Huefner
and Hunt 1994; Kassicieh, Padosevich, and Banbury
1997; Schumpeter 1991) – no consistent evidence of
unique entrepreneurial characteristics
• Behavioral theory (Block and MacMillan 1985;
Gartner 1989; Carter, Gartner, and Reynolds 1996) –
ability of entrepreneurs to learn and adapt is missing
Other Explanations continued
• Cognition theory (Mitchell and Chesteen 1995;
Krueger 2000; Shane and Venkataraman 2000;
Minniti and Bygrave 2001; Keh, Foo, and Lim 2002;
Cope 2005) – no guidance for how to develop
knowledge and apply it; not actionable
Recent Research Suggests That…
• Entrepreneurs learn from others (Cope 2005)
• Opportunity recognition may be a systematic process that
can be learned (Fiet 2002)
• Successful entrepreneurs create opportunities by “starting
with who they are, what they know and whom they know.”
(Sarasvathy 2008)
• Developing entrepreneurs is about developing skills (Smith,
Schallenkamp & Eichholz, 2005; Lichtenstein and Lyons
2010)
• Social skills are essential to entrepreneurship
success (Baron & Markman, 2000).
Entrepreneur Skill Theory (EST)
– Entrepreneurs are successful to the extent that
they have the necessary skills;
– These skills are definable and measurable;
– They include both “hard” and “soft” skills;
– Entrepreneurs come to entrepreneurship at
different levels of skill;
– Entrepreneurship skills can be developed.
Our Definition of Skill
The ability to perform a particular action or task
on a consistent basis, at a high level of
performance, without a great deal of conscious
thinking or attention, to achieve a desired
outcome (Lichtenstein & Lyons, 2010).
Skills are Not…
• Behaviors – a specific behavior that is
“entrepreneurial” in one context will not
necessarily be so in another time and space.
• Competencies – these are highly abstract and
do not and cannot indicate specifically what to
do, how to do it, and under what circumstances.
Observations about Skill Levels
• Entrepreneurs at each skill level vary by conception of
their businesses, timeframe in which they operate, ability
to delegate, span of control, ability to abstract from
concrete reality, scope of experiences and the way they
categorize them
• Higher skill levels represent greater ability; not
necessarily greater intelligence
• Everyone starts at Level 1
• Distribution of skills tends to be a pyramid
The Readiness Inventory for Successful Entrepreneurship
(RISE) for Social Entrepreneurship
Thomas Lyons PhD
John Lyons PhD
• A web-based tool for assessing an individual’s
entrepreneurship skills
• Uses the Communimetric approach to
assessment (like CANS)
• Measures skills drawn from multiple disciplines
• Assesses 33 skills across four skill dimensions
What is the RISE?
• Transformation Management – the skills of
creativity and innovation
• Relationship Management – the skills of
networking, partnering, etc.
• Business Management – the skills of business
• Organizational Process Management – the
skills required to sustain and grow an organization
Skill Dimensions of the RISE
Entrepreneurship Skill
Development Levels
Skill Dimension/
Level
TransformationManagement
RelationshipManagement
BusinessManagement
OrganizationalProcess
Management
Level 5 Exceptional Exceptional Exceptional Exceptional
Level 4 High High High High
Level 3 Medium Medium Medium Medium
Level 2 Low/Medium Low/Medium Low/Medium Low/Medium
Level 1 No/Low No/Low No/Low No/Low
Sales Revenue by Skill Level for Clients
Participating in the Entrepreneurial
League System of Central Louisiana®
(N = 109)
Skill LevelAverage
Sales
Revenue
Ratio
Between
Levels
Median
Sales
Revenue
Ratio
Between
Levels
Level 3
(13) $5,114,762 4.9 $3,616,748 7.14
Level 2
(43) $1,042,913 2.3 $506,375 2.1
Level 1
(53) $456,745 1 $242,665 1
Sales Revenue by Skill Level for
Advantage Valley ELS®
(N= 73)
Skill LevelAverage
Sales
Revenue
Ratio
Between
Levels
Median
Sales
Revenue
Ratio
Between
Levels
Level 3
(5) $1,480,397 1.6 $1,780,267 6.5
Level 2
(47) $951,188 6.0 $273,604 10.7
Level 1
(21) $158,926 1 $25,645 1
A Comparison of the Developmental / Skill
Level and Annual Revenues for 13
Entrepreneurial Professional Ophthalmologists
Skill Level
(n)
Average
Sales
Revenue
(1987)
Ratio
Between
Levels
Average
Age
Average
Years in
Practice
Level 4
(0)n/a n/a n/a n/a
Level 3
(3)$4,200,000 3.23 n/a 13
Level 2
(5)$1,300,000 3.9 43 9
Level 1
(5)$330,000 1 40 14
Entrepreneurial Skills Can Be Measured
• Clinimetric/Communimetric Assessment Tool
• Uses numeric ranges
• Can track changes in skill within a skill level and across
skill levels
• Administered by a trained diagnostician (usually a
coach) or taken by an individual entrepreneur
• Over past ten years, the forerunner to the RISE (the
ELSA) has shown tremendous inter-rater reliability
• Benefit of having fundamental CANS knowledge (scoring is more cumulative)
• Shared decision making
• Process of getting acclimated to RISE is often an exploration in self-awareness
• Address performance that would normally be ignored
• Change over time reporting to help identify progress
Concepts From Behavioral Health
• The pilot covered a 7 month time period and continues today
• 5 entrepreneurs
• Entrepreneurs and coaches represented the management team at small-medium treatment foster care agency in Maryland (Kennedy Krieger)
• Purpose: assess the impact of using a standardized tool to develop entrepreneurial skills as part of a strategic plan to develop leadership and business acumen from within the organization
Impact to Organization
Average Score Comparison
Entrepreneur Average
• Time one = 53
• Time two = 57
Coach Average
• Time one = 61
• Time two = 64
Transformation Management
Skill Level
Entrepreneur
• Time one = 3.3
• Time two = 3.6
Coach
• Time one = 3.7
• Time two = 4.2
Relationship Management Skill Level
Entrepreneur
• Time one = 2.9
• Time two = 3.8
Coach
• Time one = 3.8
• Time two = 3.8
Business Management
Skill Level
Entrepreneur
• Time one = 2.3
• Time two = 2.8
Coach
• Time one = 3.2
• Time two = 3.3
Organization Process Management
Skill Level
Entrepreneur
• Time one = 3.1
• Time two = 4
Coach
• Time one = 4
• Time two = 4
• Why is this important?
• First Impressions of the R.I.S.E
• Personal Journey
– Obstacles and Challenges
Participant Experience
Participant Experience
• Personal Growth
– Impact on professional relationship
– Impact on approach to job
• Lessons Learned
– What would we do differently?