CidaCo Creative Entrepreneurship Self Assessment Tool May 2011

THE CREATIVE ENTREPRENEUR TOOLKIT

Developed by

Cida Co, The Creativity and Innovation Company West Riding House, 18th Floor

Albion Street

Leeds

LS1 5AA

UK

T: +44 (0)113 373 1754

E: [email protected]

www.cida.org

© Cida Co 2011

mailto:[email protected]

http://www.cida.org/

THE CREATIVE ENTREPRENEUR

© Cida Co 2006, revised 2011 1

INTRODUCTION

What makes a Creative Entrepreneur?

This booklet describes ten characteristics which we at Cida Co, The Creativity and Innovation Company, have identified in the

successful creative entrepreneurs we work with.

We have looked closely at each characteristic and analysed what it means, how we recognise it, and how it contributes to success.

In this booklet we’re presenting these characteristics in a way which enables a creative entrepreneur – working independently or

with an advisor – to look at what they do and how they do it, and to think about ways in which they can further develop their skills.

This process is particularly suited to creative entrepreneurs in the early stages of their business. They might be young people, but

could equally be someone embarking on a second or third career. They may have different starting points but they are most likely

to want to engage in enterprise for one of the following reasons, or for a combination of these reasons:

Because they want to earn a living from their creativity

Because they see an opportunity to develop their communities through their creativity

Because they believe they have an idea which is potentially scalable and profitable

The skills which will assist the development of a creative entrepreneur are no different to those which will assist any entrepreneur. But

there are differences in what drives most of those who set up an enterprise as a result of their creativity. In essence:

They are motivated by the work itself rather than by ‘being in business’

They are values rather than profit led

They create markets rather than respond to market need

They are conceptual thinkers

The Creative Entrepreneur was first created for Cida Co by Anamaria Wills in 2006 and was subsequently adapted into an assessment tool.

In 2011, as part of an EU Leonardo programme, Lee Corner was commissioned to turn the assessment questionnaire into this full Toolkit.



How the booklet works

Each section of the booklet looks at one of the ten characteristics and prompts a discussion between the creative entrepreneur and

their advisor which will help the entrepreneur develop their skills.

We have borrowed the language of the skills agenda which is commonly used across Europe in, for example, the European

Qualifications Framework. Standards, and indicators of effective performance give us a way of describing what is expected of us

and what we expect of ourselves.

Standard: a standard describes the skills, knowledge and understanding needed to undertake a particular task or job

Indicators of effective performance: these are the ways in which we demonstrate that we not only understand the standard but that

we put it into practice. The indicators describe what you should be able to do if you are meeting the standard described

We have added prompt questions which we use in our work to help the entrepreneur identify what s/he is good at and how s/he

can improve.

Here is an example of how an advisor working with a creative entrepreneur might use the booklet:

The advisor encourages the entrepreneur to talk through their business idea. Together they look at each characteristic. Through

discussion using the prompt questions the advisor ensures that the entrepreneur understands the standard and the indicators of

effective performance for each characteristic.

What the conversation might sound like:

Advisor “Let’s look at what Strategic Thinking means…

Understanding and valuing the planning process

Recognising external trends and opportunities

Thinking through complex situations and implications

Why do you think these things are important to your business?



Entrepreneur If I don’t think ahead I might find that an opportunity comes up and I can’t take advantage of it because I don’t

have the time or the resources or I don’t know if it’s right for my business.

Advisor Okay. So let’s look at Understanding and valuing the planning process

Where would you like to be professionally in three years time?

Do you have an outline plan in your head? Or in writing?

The advisor and entrepreneur can now discuss how the entrepreneur can improve her or his ability to think strategically.

The booklet can also be used by entrepreneurs working alone. The prompt questions will help them to identify areas in which they

need to improve their skills or do more thinking about the needs of their business.

Further Information

The following exercises and techniques will help with in the development of skills and aptitudes for the standards described above.

Websites providing sources of further information are listed below. Inclusion in this list does not imply that Cida Co endorses the

contents of these websites.

Defining values - www.businesslink.gov.uk

Brainstorming techniques - www.businessballs.com

Strategic planning processes including PESTLE, SWOT and SMART Goal Setting - www.businesslink.gov.uk

Competitor analysis - www.businesslink.gov.uk

Project management systems – www.managementhelp.org

Evaluation techniques - www.evaluationtrust.org

Options appraisals - www.bnet.com

Risk assessment techniques - www.businesslink.gov.uk

Customer relationship marketing - www.businesslink.gov.uk

Leadership styles – www.changingminds.org

Team building - www.mindtools.com

Equal opportunities practice - www.smallbusiness.co.uk

Mind mapping - www.mindtools.com

Lateral thinking - www.thinkingmanagers.com



1. VALUES-LED

The Standard

The entrepreneur has a clear sense of the values and beliefs that underpin the creative and business decisions that they make and

that influence the actions they take, particularly when in difficult or challenging circumstances

The successful entrepreneur… Indicators of effective performance Prompt questions

…has clarity of purpose

through values and beliefs

You have thought about and identified the

values most important to you

You demonstrate your values through what you

do and the way you do it, not only day to day

but also in difficult or challenging circumstances

You communicate your values directly and

indirectly through what you do and what you

say

What are the three values most important to

you? Why are they important?

Can you give an example of how someone

would know what’s important to you?

Do you talk about your values on your website

or promotional material?

…uses the values to underpin

decision making

You think about your values and how they

might impact on your decisions

When you make decisions you make sure that

they are consistent with your values

Can you think of a situation when your values

helped you to decide what to do?

How do you ‘check-in’ with your values? For

example, do you talk them through with friends,

family or colleagues?



1. VALUES-LED

The Standard

The entrepreneur has a clear sense of the values and beliefs that underpin the creative and business decisions that they make and

that influence the actions they take, particularly when in difficult or challenging circumstances


…ensures that the values

influence all actions

You create plans that are consistent with your

values

You review your plans to ensure that they

remain consistent with your values

Your actions are always supported by your

values

Could you say ‘yes’ to the following statements:

I would turn down work if it conflicted with

or compromised this value

If I woke up tomorrow with enough

money for the rest of my life I would still

live by this value

I could not work with people who did not

share this value



2. CONCEPTUAL THINKING

The Standard

The entrepreneur is prepared to use fresh approaches; comes up with crazy ideas that may just work; and takes time to listen to new

ideas without pre-judgement


…uses fresh approaches You see challenges as opportunities rather than

constraints

You keep an open mind to allow possibilities to flow

in

You look at things from as many perspectives as you

can

You look for patterns and connections that are not

immediately obvious

Can you think of a situation where you saw

things differently to others around you?

Do you get excited by finding solutions to

problems? Can you give an example?

When was the last time you found

inspiration from an unusual source?

…comes up with crazy ideas

that may just work

You brainstorm and use lateral thinking to stimulate

ideas

You involve others to stimulate your thinking and

ideas

You use experiences from other situations to throw

fresh light on current circumstances

You follow through ideas to test their feasibility

How would other people describe your

ideas?

Who do you ‘bounce ideas off’?

Can you describe the last time you

experimented with an idea?



2. CONCEPTUAL THINKING

The Standard

The entrepreneur is prepared to use fresh approaches; comes up with crazy ideas that may just work; and takes time to listen to new



…takes time to listen to new


You actively listen to others without making any

assumptions

You maintain an open mind to the suggestions of

others

You demonstrate that you value other people’s

ideas and give positive and constructive feedback

Would your friends and colleagues describe

you as a good listener?

Do you encourage other people when they

are coming up with crazy ideas? Can you

give an example?



3. STRATEGIC THINKING

The Standard

The entrepreneur understands and values the planning process, thinking and planning over a significant timescale; recognises

external trends and opportunities; and is able to think through any complex implications for the business


…understands and values the

planning process

You are able to define what success means to you

so that you have clear goals to plan for

You identify routes for getting from where you are

to where you want to be

You familiarise yourself with the journeys other

people in your field have taken and evaluate their

relevance to your journey

Where would you like to be professionally in

three years time?

Do you have an outline plan in your head?

Or in writing?

Thinking of someone whose work you admire

and who you consider to be successful, do

you know what they were doing at this stage

in their career?

…recognises external trends

and opportunities

You are aware of the world around you and think

about how it impacts on what you do

You identify key trends in the wider environment

including political, economic, social, technological,

environmental and legal areas

You read, listen and talk to other people so that

you are informed by a wide range of views and

experiences

When you read or listen to the news do you

think about how it might affect your business?

For example, a change in government; the

budget; local elections; changes in the law?

Can you give an example of when you

initiated a political conversation to see what

other people thought?



3. STRATEGIC THINKING

The Standard

The entrepreneur understands and values the planning process, thinking and planning over a significant timescale; recognises

external trends and opportunities; and is able to think through any complex implications for the business


…is able to think through

complex situations and

implications

You take time to think through complex issues and

the implications that affect your strategic plans

You research and learn about the market you are

in, and about your competitors, and use that

knowledge in your planning

You gather information and use it to understand

and analyse complex situations

Can you describe a situation where you

changed or reviewed your plans because of

something that happened in the wider world,

for example the recession or the rise in oil

prices?

Do you look at your competitors’ Facebook

or websites to see how they are responding

to the changing context?



4. COMMERCIAL APTITUDE

The Standard

The entrepreneur keeps up to date with developments in the sector; seeks out best practice; and identifies and seizes opportunities

that are not obvious to others


…keeps up to date with

developments in the sector

You read specialist journals, trade magazines, and

online information sources relevant to your sector

You research and analyse the competitive forces

that influence your market

Can you describe two or three trends in your

sector which might influence the market(s)

for your work?

…seeks out best practice You read professional journals, attend conferences

and other events to keep your knowledge up to

date

You record good ideas and useful ways of doing

things that other people have used to build a

resource for your future use

You ask for help and advice from people who are

more experienced than you

Who have you had a really useful

conversation with in the past six months?

How did you act on the information or

advice you received?



4. COMMERCIAL APTITUDE

The Standard

The entrepreneur keeps up to date with developments in the sector; seeks out best practice; and identifies and seizes opportunities

that are not obvious to others


…identifies and seizes

opportunities

You actively look for new possibilities and openings

in the market

You use your relationship with existing customers to

learn about what they want or need so that you

can develop new products or services

You adapt your plans or approaches to make the

best of new opportunities

Can you describe a situation where you

‘created’ an opportunity?

How do you keep a record of your

customers’ likes and dislikes, or improvements

they might suggest?



5. PROJECT MANAGEMENT

The Standard

The entrepreneur understands how to make things happen, turning ideas into reality with the help of teams, and planning and

monitoring implementation


…understands what is required

to make things happen

You define and plan the size and scope of the

project

You identify what resources you need to implement

the plan: money, people, time, equipment

You keep the big picture in mind while ensuring

that attention is paid to the detail

What project or event that you organised or

played a major part in are you most proud

of?

Can you describe what you did to make it

happen?

…turns ideas into reality You use your understanding of team dynamics to

select and manage the right team for the job

You effectively manage resources: money, people,

time, equipment

You negotiate and reach agreements that

facilitate successful delivery of the project

Do you have experience of managing or

being part of a team that worked and one

that didn’t? What do you think influenced

whether or not it was successful?

How would you describe your skills in

negotiation? Can you give an example?



5. PROJECT MANAGEMENT

The Standard

The entrepreneur understands how to make things happen, turning ideas into reality with the help of teams, and planning and

monitoring implementation


…monitors implementation You introduce systems and processes to ensure

clear communication and understanding between

people

You build into the process opportunities to review

and adapt

You evaluate the effectiveness of project planning,

and identify and share the learning

Can you give an example of a plan you

changed because you could see it wasn’t

working?

Have you developed a project checklist

building on your past experiences?



6. RISK TAKING

The Standard

The entrepreneur takes informed and calculated risks; recognises the need for change and challenges the status quo; confidently

seeks new opportunities to achieve goals


…takes informed and

calculated risks

You focus on being ‘risk alert’ rather than ‘risk

averse’

You stay focused on the goals and think clearly

when under pressure

You confidently use risk assessment procedures

What do you consider the most risky thing

you’ve done professionally? How did you

think through the impact it might have before

you decided to act?

What – if anything – would you differently

now?

…recognises the need for

change and challenges the

status quo

You question assumptions in your own thinking and

that of others

You operate from the hope of success rather than

the fear of failure

You see situations as opportunities rather than

threats

Can you describe something that you’ve

done which other people might initially have

thought of as unwise?

…seeks opportunities to

achieve goals

You seek out fresh ideas from a variety of sources

You pursue your goals, seeing obstacles and

setbacks as challenges to be overcome

You enlist the support of others to achieve your

goals

How would your friends describe your

‘entrepreneurial spirit’?

Where and when do you seek the support of

other people?



7. NETWORKING

The Standard

The entrepreneur understands that networking is a key business activity which can provide access to information, expertise,

collaboration and sales; and that careful planning and preparation helps to achieve the best results


…understands that networking

is a key business activity and

considers what it can provide

You identify where networking opportunities exist

You review the opportunities, costs and benefits of

developing new contacts and networks

You use your networks to understand the influences

that shape the views and actions of clients,

customers and competitors

What networking events do you regularly or

occasionally attend?

Can you think of two or three key insights or

pieces of information that you got from a

networking event which helped your

business?

…plans and prepares for

networking so that it achieves

the desired results

You actively seek out and maintain informal

networks, seeking relationships that are mutually

beneficial

You develop relationships with network contacts in

a way that builds mutual trust and confidence

You keep a record of the contacts you have made

and have systems for keeping in touch with them

You maintain systems for recording information

gathered from your networking opportunities so

that it can be used to develop your goals

How do you keep in touch with peers and

competitors in your field?

Can you give an example of someone in

your formal or informal networks

recommending you for a piece of work, or

you recommending someone else?



8. CUSTOMER SENSITIVITY

The Standard

The entrepreneur builds trust and long term relationships with customers; generates an expectation of high level customer service;

and regularly exceeds customer expectation


…builds trust and long-term

relationships with customers

You identify opportunities to develop relationships

with your customers so that you understand their

real and underlying needs

You use market research processes to understand

and define customer needs

You develop your existing products or services and

devise new products and services to meet

customer needs

Describe one or two of your customers:

What age bracket are they in?

What sort of job do they have?

What do you think are their hobbies or

interests?

Why do they like your work?

How do you know when they are

satisfied with one of your products or

services?

…generates a high level of

customer service

You regularly communicate with your customers

through a variety of means

You ask for feedback from customers to constantly

improve service standards

You deal promptly with customer complaints and

provide suitable solutions

How do you keep in touch with your

customers?

Can you describe a situation where a

customer was not satisfied and what you did

about it?



8. CUSTOMER SENSITIVITY

The Standard

The entrepreneur builds trust and long term relationships with customers; generates an expectation of high level customer service;

and regularly exceeds customer expectation


…regularly exceeds customer

expectation

You remain focused on and inspired by your

customers

You look for opportunities to go the extra mile for

your customers

You regularly take actions that surprise and delight

your customers

Can you describe a situation where a

customer’s idea inspired you to re-think or re-

design a piece of work?

If I asked a customer what was special about

you or your work what would they say?



9. LEADERSHIP

The Standard

The entrepreneur sees and values the best in others; builds the total capability of the immediate and wider team; and always

considers the principles of inclusiveness in planning and dealing with others

(NB: The word “Team” as used here may refers to employees, partners, suppliers or other project colleagues as appropriate)


…sees and values the best in

others

You understand the principles of leadership and

team work so that you can apply them when

required

You create and maintain a culture of mutual

respect and recognition

You encourage and support others to make best

use of their capabilities

You always remember to acknowledge other

peoples contribution

Can you give an example of successfully

leading a team? What did you do well?

How do you acknowledge the contribution

other people make to your work? For

example, do you name them on your

website or credit them on publicity materials?



9. LEADERSHIP

The Standard

The entrepreneur sees and values the best in others; builds the total capability of the immediate and wider team; and always

considers the principles of inclusiveness in planning and dealing with others

(NB: The word “Team” as used here may refers to employees, partners, suppliers or other project colleagues as appropriate)


…builds the total capability of

the team

You demonstrate and communicate your vision,

encouraging ownership of your goals

You encourage your team to take-up professional

development, networking and training

opportunities as appropriate in furtherance of your

goals

You empower, motivate and support others in their

work and recognise and celebrate their successes

Can you give an example of where you’ve

inspired someone to do a good job?

How do you show people that you value their

contribution to your work?

…adopts the principles of

inclusiveness in planning and

dealing with others

You are consistent, open and fair in your dealings

with others inspiring respect and credibility

You create an environment where people of

diverse backgrounds can thrive

Can you describe how your values inform the

way you deal with people?



10. INNOVATION

The Standard

The entrepreneur uses her or his imagination to develop new ideas and insights; turns innovative ideas into new products, services,

business processes and relationships; ensures that innovative ideas have the potential to add value


…uses imagination to develop

new ideas and insights

You give yourself and those you are working

with time for creative thinking and time to

develop new ideas

You explore different solutions to challenges

rather than using the most obvious methods

You are open, receptive and positively

encourage the ideas of others (team, clients,

advisors etc)

How do you ensure that you create thinking

time?

Can you give an example of how you have

applied creative thinking to running your

business? For example, where you work; how

you organise your work; how you employ

people?

…turns innovative ideas into

products, services, business

processes and relationships

You assess the pros and cons of new ideas

which might benefit your customers

You think through all the possible outcomes

from your ideas

You take calculated risks when launching or

implementing new ideas

How do you use your customers or suppliers etc

in assessing the potential value of a new idea?

How do you ensure that you are gaining

maximum benefit from your ideas?



10. INNOVATION

The Standard

The entrepreneur uses her or his imagination to develop new ideas and insights; turns innovative ideas into new products, services,

business processes and relationships; ensures that innovative ideas have the potential to add value


…ensures that innovative

ideas have potential to add

value

You distinguish between ideas that are

interesting and those that are important

You evaluate the success or failure of new ideas

to develop your learning for future projects

You ensure that your innovations are consistent

with your values and beliefs

How do you balance the excitement of coming

up with ideas with the bottom-line needs of the

business?

How do you make sure that new ideas don’t

push your business off track?

Documents

CidaCo Creative Entrepreneurship Self Assessment Tool May 2011