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?
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?
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?
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?
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.