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Who is a Social Entrepreneur and their traits. pptx
- 1. Who is a Social Entrepreneur? Marie Banu Rodriguez Director, CSIM
- 2. Social Entrepreneurship Criteria Group 1 (Individual oriented) 1. Social acumen 2. Aspiration 3. Leadership/ Servant leadership Group 2 (Organization oriented) 4. Innovation 5. Resourcefulness and Planning 6. Sustainability Group 3(External oriented) 7. Collaboration 8. Social Impact
- 3. Social Acumen Ability to understand and navigate social situations effectively, particularly in the context of social entrepreneurship or social impact initiatives
- 4. Social Acumen Interpersonal Communication: Social acumen involves the ability to communicate clearly, empathetically, and persuasively with diverse stakeholders, including team members, partners, beneficiaries, and funders Emotional Intelligence: Self-awareness, self-regulation, empathy, and interpersonal skills, all of which are crucial for building strong relationships and navigating interpersonal dynamics in social entrepreneurship. Cultural Competence: Understanding of cultural norms, values, and customs, as well as the ability to adapt one's communication and behaviour accordingly. Social Awareness: Ability to identify opportunities for social impact and innovation. Understanding the root causes and systemic factors that contribute to them. Networking and Relationship Building: ABlity to build and maintain meaningful relationships with a wide range of stakeholders, including potential partners, supporters, and influencers.
- 5. Do you know? WHAT IS THE DRIVING FORCE/TRIGGER/INSPIRATION FOR YOUR SOCIAL CHANGE IDEA? HOW LONG HAVE YOU HAD THIS IDEA IN MIND? WHAT INFORMATION (DATA) AND KNOWLEDGE DO YOU POSSESS REGARDING THE SOCIAL CAUSE? WHAT WOULD YOU DO IF SOMEONE TOLD YOU THAT YOUR IDEA WAS UNWORKABLE, IMPRACTICAL? WHAT RISK IS INVOLVED IN GOING AHEAD WITH THE SOCIAL CHANGE IDEA HOW MANY AND WHAT KIND OF PEOPLE HAVE GOT MOTIVATED AND BECOME ENTHUSIASTIC ABOUT THE SOCIAL CAUSE YOU WORK WITH?
- 6. Aspiration THINK BIG, BUT KEEP RESOURCES IN MIND ACCOUNT FOR CHANGE IN ENVIRONMENT
- 7. Reflect WHAT IS YOUR ASPIRATION WITH RESPECT TO THE SOCIAL CAUSE YOU ARE WORKING TOWARDS? WHAT ARE THE RESOURCES ON HAND AND HOW DO THEY ENABLE ACHIEVEMENT OF THE ASPIRATIONS? WHAT RESOURCES ARE YOU ASSUMING WILL BE AVAILABLE AND THUS EXPECTING TO ACHIEVE THE ASPIRATIONS? WHAT CHANGES ARE HAPPENING IN THE ENVIRONMENT IN WHICH YOU ARE OPERATING? WHAT IS THE RESOURCE CRUNCH THAT YOU ARE FACING?
- 8. Servant Leader • Serve first-leader later • the cause is bigger than the individual
- 9. Servant Leader Facilitates goal accomplishment by giving its team members what they need in order to be productive. This leader is an instrument employees use to reach the goal rather than a commanding voice that moves to change. This leadership style, in a manner similar to democratic leadership, tends to achieve the results in a slower time frame than other styles, although employee engagement is higher.
- 10. Qualities of a Servant Leader Empathy: Actively listeners, understanding their team members’ perspectives, and showing genuine concern for their well-being. Humility: Acknowledges their own limitations, mistakes, and vulnerabilities. Empowerment: Empowers team members by providing them with autonomy, responsibility, and opportunities for growth and development. Service Orientation: Prioritises the needs of others above their own, adopting a mindset of service and stewardship. Visionary: Focuses on serving others, possess a clear vision for the organization's purpose, values, and goals.
- 11. Reflect What are the ideal traits of the leaders of a social organization? Which of these traits do you possess, which would you like to cultivate? Who plans, implements programs in your organization? Do you have a team? What is the role of the team members? What is your role in attaining the social mission? In what manner are you aligning the staff/volunteers to the social mission? What is the level of management when you are not in the SE? What reinforcement (how do you acknowledge achievements) is practiced in the organization? What processes do you have to collect feedback from your staff and volunteers? How do you handle criticism? How do you incorporate changes in your idea/ mission based on grass root realities presented by the staff?
- 13. Reflect What creative methods do you use to address deep-rooted social cause that the organization is working with? How is it different from the one's existing? How many funders & beneficiaries have you been able to attract because of innovative methods that your organization uses? Describe creative methods in HR, resourcing, social impact measurement, marketing, communication, partnerships etc. Or describe the innovations made in each activity of your value chain Has your organization adapted a model that is already being practiced by other SEs? What adaptations did you make? What failures have you had w.r.t. your organization’s operating model and what revisions were made or planned? How does your operating model extract/empower the potential of the beneficiaries your organization serves?
- 14. Planning and Resourcefulness Business acumen, optimizing the available resources Meticulous Planning, No space for trial and error or fire fighting
- 15. Reflect What systems are available for planning Human Resources, Finance, Programs and Projects? What resources are required- resource mapping & how are they met? What "hidden" resources do you have access to? You know it and yet haven't approached? You know it and you have leveraged it? How can the social impact be improved by practicing planning? What disables planning in the organization? Examples of optimum resource usage?
- 17. Reflect What does Sustainability mean to you and the organization? In what areas do you need sustainability? What steps you have taken/plan to take to address this need? Any innovative methods? By being sustainable, what social impact will your organization generate? What is your and staff contribution towards sustainability? What expectations do you have from your donors in becoming sustainable?
- 18. Network with government, Social organizations, Corporates, Partners Communication - Be transparent, Share ideas, Communicate to funders, Staff, Beneficiaries and others Collaboration and Communication
- 19. Reflect What collaboration does your organization have/plan? What is the mutual gain in these collaborations? What communication tools and processes do you employ in engaging stakeholders? What is the value in the social cause you are serving? Describe the networks your organization has and how are you planning to leverage it? Who are the board/committee members? What role do they play in the organization? Who are the organization’s well wishers/mentors/guides and how and when does the organization communicate and involve them?
- 20. Social Impact Immediate and Potential Impact of your organization or cause Measuring systems Feedback loops Proper Documentation and Reporting Evaluation systems Accountability is the key
- 21. Reflect What is the intended social impact of the organization? Is the organization achieving it? What are the impact measures? Are these measures validated and proven for feedback for improvement? How is the social impact documented and communicated to the stakeholders? What monitoring & evaluation processes exist to track impact and connect it to the mission? What learnings has your organizations got from measuring the impact?
Editor's Notes
- Driven by his/her clear sense of purpose, a social entrepreneur constantly innovates and redefines existing patterns of society. S/he chooses an innovative operating model that has the potential to draw the attention of donors and engagement of beneficiaries.
- A social entrepreneur has business acumen, the knack of getting more out of less. S/he knows how to make a little go a long way. And this is as a result of meticulous planning, where trial and error or fire fighting have little role to play. The focus is on optimizing the available resources (time, talent, money and infrastructure) and investing them wisely, without losing the focus on core competence
- The social entrepreneur faces up to the challenge of sustaining his/her organization in a variety of ways, constantly learning and always willing to adapt to change.
- A social entrepreneur recognizes the vital need to network and collaborate, to share ideas and operate transparently with all stakeholders. S/he builds a value chain in social service, creating a synergy by enrolling a large number of persons in the community in various roles
- An organization headed by a social entrepreneur will demonstrate both immediate and potential impact and bring about a systemic social change. Corrective action is taken as a result of this measurement and proceedings are carefully documented. This enables complete accountability and also helps to return to and evaluate the mission periodically.