REFLECT, RUN, REST, RELAX, REPEAT

ENTREPRENEURIAL MINDSET
There is a natural flow to the entrepreneurial mindset.   The creator, innovator and game changer engage in a continuous cycle that emerges into a flux and flow of ideas which take form and burst onto the scene as sustainable contributions to business, civic commitments or governmental improvements.

REFLECT
Society places a premium on action, action, action. And in our hustle bustle, go go go world, the culture of reflection slowly faded to the background.  And in many cases, those who took the time to ponder the imponderable were labeled day dreamers.

Yet it is precisely in the power of reflection, mental wandering, exploration games and playing around with the what-if questions that pushes the boundaries, feeds the spirit of innovation and produces substantial game change.  Reflection is the primal spark that ignites the entrepreneurial fire.

RUN
Once an idea or concept is vetted by the fury of an entrepreneurial mind, the action muscles twitch, adrenaline surges and the ignited embers build into a blazing fire that fuels the sprint into action.  There comes the laser focus, the continuous concentration and the unrelenting move towards bringing the vision to realization.

REST
A big challenge for entrepreneurs is to rest during and after building a sustainable enterprise.  They keep pushing, driving and advancing without resting, appreciating and savoring the journey.  It is crucial in the pursuit of the vision and dream to build in periods of rest, returns to the reflection zone and then a re-engagement of the run towards the vision.  And regardless of whether it is a sprint or a marathon, the successful entrepreneur requires rest.

RELAX
The biggest challenge for an entrepreneur is to relax and to permit those close to him or her to cultivate relaxation into their lives.  It is through this relaxation,though, that the entrepreneur can be stirred up with fresh ideas, energies and glowing networks.  We will again see that the entire flux and flow which churns inside of an entrepreneur will once again:

REPEAT!

Understand the Ecology of Competition: Sharks, Dolphins + Fish

OPEN OCEANS VIEW
The open ocean is vast, daunting and competition can be fierce when people are hunting in the same territory.  Here is where it pays to understand who you are today and to gain an understanding of the different styles of hunting. As you can see here, in tight, dense markets, all the players show up seeking to stake their claim, from the big to the small:

We will review some of the apex players shopping for sardines and how to understand them in the context of building your team and selecting investors.

SHARKS
Sharks are overrated as partners and investors. People envision the great white shark, king of the open seas, blazing the path for their start-up or venture. Certainly a fearsome creature, formidable competitor and a world class icon of the A class apex hunter ruling the ocean, sharks are serious players.  The challenge is, though, building a team of sharks results in a chronic tenuous situation for everyone involved, unless you are the alpha in the group.  The first bite rules apply.  And this is particularly so when inviting a shark into the investor pool.

In some cases, if you are a beta at heart and need an alpha to lead, then by all means invite the lead hunter into your waters.  That said, if you are small but want to grow into an alpha, be mindful of the impact it has when you bring them on board too early in the game. And in the end, regardless of stage, track record, your skills and know-who, they will maneuver, fight for and seek the pole position:  51% control, final say and first bite rights when the bounty is at hand.  It is their nature.  What is sad to see is when the entrepeneur goes into the waters thinking that the dorsel fin he or she sees in the water is a dolphin, but in fact what he wakes up to is a serious chomp by a ferocious set of teeth.

And if you insist that it is with the sharks you wish to swim, understand 90% of the time, you will be the pilot fish along side that great hunter.  And if you are up for keeping pace, working hard to stay out of the jaws of the alpha and at peace with eating the scraps, then by all means navigate those waters.

SHARK RULES:
RULE 1:  SHARKS HAVE FIRST BITE RIGHTS
RULE 2:  SHARKS CONTROL THE PACE OF THE HUNT
RULE 3:  SHARKS USE SPEED + STEALTH
RULE 4:  SHARK´S APPETITES DEMAND CONSTANT FEEDING

If you doubt these rules, sit back and watch the ABC show Shark Tank:
http://beta.abc.go.com/shows/shark-tank/

DOLPHINS
Dolphins are strong, coordinated and fast.  They understand team work.  And in the video above, if you look carefully, it is their coordination which keeps the sardinesrising to the surface. They build a net of bubbles which drive the school of fish to the surface and keeps corrals them into an accessible point of attack. Now, if you can implement the pod mindset into your firm and into the culture of you are building it is fantastic.  And make sure to be able to distinguish the dorsel fin early on, so that you bring on board dolphins versus a shark.

The filp side is to carefully consider the dolphins as investors.  These often come in the form of a venture caplitalist in a suit. And perhaps you have a few of them interested in taking a stake in your firm.  And like the shark, dolphins are alpha oriented and coordinated. As venture capitalists tend towards the same set of metrics, they again will be naturally driven to squeeze out any management risk, stake their first right to the bountry and are compelled to drive the entrepreneur to the surface and in a single direction, the one set by them and their investors. So be mindful, while the dolphins appear friendly, they too must follow their nature.

DOLPHIN RULES
RULE 1: DOLPHINS COMMUNICATE
RULE 2: DOLPHINS COORDINATE ATTACK AND PLAY IN TEAMS
RULE 3: DOLPHINS HAVE STRONG WORK ETHIC AND FAMILY COMMITMENT
RULE 4: DOLPHINS  USE INTELLIGENCE AND STRENGTH

FISH
Perhaps you will emerge or morph into either a dolphin or shark, yet the fact is, most ventures start out as little fish.  And to that extent, it makes great sense to build synergies, a niche hunting strategy and a fine tuned awarness of threats and opportunities closer to the reef.  Often people see it as less sexy.  I mean, who likes to say, I am swimming with the fish.  Do see what those apex hunters are doing to those sardines, you exclaim!  Yes, being in the mighty mass of sardines, makes you the target of everyone. That is why you set out to be an entrepreneur.

Yet, there are different ecologies and different dynamics all together in the smaller ranges and geographies of the ocean. And we say, go into the shallow sea, build your skills and find your niche. This is the reef, vibrant, dense and thick with niche opportunities.

Here it is a colorful scene of different players with a wide variety of options and many synergies to be had an collborations. Scope for keeping a low profile and room for growth.  Then, as you build, build, build and you want to venture out to the wider seas, you can evolve and determine which player you want to be, where you want to hunt and you will have the strength, skill and mindset needed to make a proper run of it.  Note, though, entpreneurialism on that scale demands courage, constant refinement of your skills and the ability to throughly understand yourself and will to keep in the game, day in and day out.

FISH RULES:
RULE 1:  FISH FIND MICRO NICHES
RULE 2:  FISH CAN BE SOLOISTS OR IN SCHOOLS
RULE 3:  REEFS ARE THICK WITH SYMBIOTIC RELATIONSHIPS
RULE 4:  SMALL FISH CAN GROW BIG

Choice: Generators, Selectors + De-Selectors

THE POWER + IMPACT OF CHOICE STYLES
Building effective teams demands total clarity on how potential candidates make choices.  Powerful teams align the different decision making styles.   Failure to understand this can weaken the venture´s foundation and slow down growth.  The three main styles are: generators, selectors + de-selectors.

GENERATORS
Generators see the gaps, visualize alternatives and produce options.  The best generators are called visionaries.  The upside of generators is their ability to constantly open up fresh doors of opportunities.  The challenge of this profile is diffusion.  Generators tend to be the founders, CEOs, heads of business development and the engines of research groups.

SELECTORS

Selectors see the gap, yet struggle to visualize endless options.  The best selectors apply strategic and operational logic.  They keep focused on measurable results.  In other words, they convert a generator´s concepts into concrete value. The challenge of this profile is missed opportunities or worst yet failure to recognize serious competitive threats. Selectors tend to be the COOs, line managers and responsible for profit + loss centers.

DE-SELECTORS
De-selectors are tough ones.  Everyone knows these types.  You ask them what they want for dinner.  They respond with a smile and say whatever you like, what do you have in mind? You say this, that and the other thing.  Each time they give you a disapproving look until eventually you say Swamp Stew.  They respond, perfect!  You see, the de-selectors only ever had ONE option in mind.  And anything short of that is a threat, problem or fails to get them fully engaged.

Now the challenge is, that de-selectors enter the ranks every single day.  They make solid YES MEN at the lower ranks in non-democratic companies where they have relatively little decision making power.  Yet, as they rise into positions of power, this weakness can undermine a department and even an entire company.  This mindset stifles debate, starves innovation and disregards external dynamics.

While there are some powerful minds who operate through the de-selector lens, it is far better to keep them as friends versus professional team mates.

CHOICE PAIRINGS:

Pairing of decision makers:

GENERATORS + SELECTORS         = EXPLOSIVE GROWTH

GENERATORS + DE-SELECTORS   = STUNTED GROWTH

SELECTORS + DE-SELECTORS      = STAGNATION

PASSION + PERSISTENCE = PEAK PERFORMANCE

THE GREAT COMPLAINT = CLEAR OUT THE NOISE MAKERS

We live in a culture of complaint.  Growling grumpy attitudes rumble and rage. It is the lazy man´s take on a call to action. They think that by pointing out a problem they are participating in the solution.  Yet, problem finding is lifeless without a passionate approach towards creating solutions.  In our books, we call that noise.

Peak performing teams must dial down the noise and amp up the pursuit of passion.

PASSIONATE + PERSISTENT PURSUITS
It is far better to build a small, tight knit and highly passionate team, then keep noise makers on board. The objective is to build into the endeavor one team member at a time an individual that gets the vision, brings to the table that passion level of energy and who thrives on persistence.

Pioneering in particular calls for that crucial mixture of passion plus persistence.  The persistence is the X factor that drives an individual or team well past its competitors.  When the noise makers drop out from frustration, the passionate and persistent team pushes past that point and seeks an alternative route to the peak.

They tackle it until they have exhausted all their possibilities.  And when they do find the solution, create the value and reach the peak, they savor it and then move onto the next big challenge.  They keep that passion at their core.

World class rock climber Sharma embodies this pioneering mindset of persistence + passion:

Perspective + Choice = Rippling Wisdom Effect

RIPPLING WISDOM EFFECT

Exercising choice is powerful.  Its effects ripple out in every direction in our lives, personally and professionally.

Yet many individuals compartmentalize their lives, forming a faulty foundation for making effective clear decisions.

It is in this ability to take a full spectrum view on one´s life, that effective paths are forged.  It is a sign of maturity and ultimately of wisdom.

PUT IT INTO PERSPECTIVE
Another factor we encourage people to take into consideration is the span of time in which they evaluate their trade-offs.  In a culture of quarterly returns and hyper-drive, short-termism creeps into the scene and clouds long-term thinking.  This in turn shuts out the voice of perspective.

While it is impossible to estimate the full impact of any given decision, it is possible to be value driven. And these values are enduring and last a life time. The best pioneering minds we have met to date have character built on rock solid values.

Sit back and enjoy this reflection:

Building Boards: Tigers vs Kittens

BUILDING BOARDS
Building an A class board of directors generates a serious multiplier effect on an organization.  Yet, few people properly build their boards.  Instead of selecting powerful advocates and champions many founders and CEOs gather a collection of name plates which produce marginal results.

If you are going to build a board, select tigers over kittens.

THE KITTENS

Name plates, talkers and playful companions do not make effective board members.  Yes, they might have money, connections and a proven track record, yet you must ask if they are going to truly direct their power to help you as the founder and chief executive to acheive your greatest impact and have the organization reach its peak performance.

If the board members are inactive or producing marginal results, then what you have done is put kittens in place of where you need tigers.  And while the DNA heritage might be the same, the scope, scale and reach of their hunting skills differ dramatically.

THE 3 MAIN TIGER´S TALENTS
Tigers are individuals who produce serious results. They understand that it is a priviledge to serve in this role and that it takes an enduring commitment to materialize a vision.  They are in it to leverage their know-how, know-who and honest opinion towards the organization.

They measure their impact in exponential results.  They hunt clients, contributors, enabling partners and A class talent on behalf of the organization. Exceptional board members continously cultivate and help build the leadership skills of the founder and c-level executives.

TIGER TALENT 1:  CLIENTS + CONTRIBUTORS

A business or social venture lives or dies on clients or contributors.  A tiger board member will use his or her apex hunting skills to help track down and secure additional market opportunities and potential donors.

Pioneer Point:  If a board member is resistent to helping, you must ask yourself if it is you.  You must be a peak performer in order to merit the support.

TIGER TALENT 2:  ENABLING PARTNERS + A CLASS TALENT

Building partnerships and alliances are key to any firm´s or social venture´s development.  It is essential to search, select and approach the best partners at each stage of growth.  Also, as a founder and chief executive develop the firm, they must expand their management team.  They must bring on the best and brightest to drive the firm from growth point to growth point.  Tiger talented board directors open up their know-who and leverage them towards the organization.

TIGER TALENT 3:  CULTIVATE THE LEADER

The ultimate testimony of an effective board member is a willingness to continously cultivate the talent of the chief executive and founder. They push, drive, inquire and encourage the leader to develop their skills, know-how and leadership skills. Their goal is to help you grow into a full A Class apex leader.

Pioneer Point:  If you want them as mentors, then you must be willing to work incredibly hard, cross difficult terrain and prove day in and day out that you merit their hard earned wisdom.

UP-Lifting. The Spirit of Adventure

UPLIFTED
UP is a film in the theaters now. http://disney.go.com/disneypictures/up/

It is a must see.  While most of the reviews focus on the humor and box office sales figures, we focus on the message of this film.  This is a story of substance that brilliantly displays the spirit of adventure, collaboration between generations and the value of leadership, team work and commitment.

THE FRONTIER
The story is driven by the spirit of quest, discovery and exploration.  All key elements which drive the innovator, builder of social ventures and individuals that seek to pursue a fresh professional path.

QUEST
US President Woodrow Wilson said, “We grow by dreams.  All big individuals are dreamers.  They see things in the soft haze of a spring day, or in the red fire on a long winter´s evening.  Some of us let those great dreams die, but others nourish and protect them; nourish them through bad days until they bring them to the sunshine and light which comes always to those who sincerely hope that their dreams will come true.”

The quest is the adventure that calls us.

DISCOVERY
Discovery is the fuel that drives the quest and moves us to explore.  The film´s setting is rooted in a powerful tradition started by Arthur Conan Doyle´s Lost Land.  The backdrops to these stories take place in a real remote part of the planet situated in the depths of Venzuela and Brazil.

It is easy to see why this land sparked a burning curiosity:

EXPLORATION
Most people appreciate the AH-HA feeling of discovery and most get excited about the quest.  Yet, the vast majority of individuals stop short of exploring.
And it is in the commitment to action and exploration that a true quest is commenced with the potential for discovery. It is in this union of questing, discovery and exploration that one begins to exercise the muscles which advance the Pioneer Mindset.

Massive Problems = Massive Possibilities. The Lens of Social Entrepreneurs

SOCIAL ENTREPRENEURSHIP
The Skoll Foundation www.skollfoundation.org  is at the cutting edge of searching, selecting and backing the best and brightest social entreprenuers. They point to Muhammad Yunnus´s Grameen Bank, the world leader in micro-finance, as the birth point of what is social entrepreneurship.  

The founder of the Pioneer Mindset had the fortune to witness the rise from the Grameen´s small beginnings over 15 years ago as an early adaptor of the organization´s intiative.  It went from a small, clear, focused endeavor into an platform that has extended over $6billion in micro-loans, keeping its original values and reaching expotential growth.

Here is a great clip from the Skoll Foundation telling the story of social entrepreneurship:

The social entrepreneur sees massive possibilities where others see massive problems.  Social venturing demands a pioneering mindset and an enduring commitment to expotential results.

Hurry Up and Slow Down

LIFE IN BALANCE
Being in a start-up, scaling a business, switching careers or starting a social venture all demand an incredible amount of focus, investment and time.   It always takes longer than anticipated and as success is acheived trade-offs start emerging in the personal life.

HURRY UP
“If you don´t feel out of control, you are not driving fast enough,” said race car legend Mario Andretti.  
 

Mario is one of the most competitive and aggressive professionals to seek the role of apex hunter and champion.  He pushed his team, equipment and himself to the outer limits.  And if you strip away the showmanship and the cult of personality that emerged around him, you will see at the baseline, someone who was driven to realize a vision day in and day out.  

This culture is important in a hyper competitive world both commercially and in the social venture.  On the business front, it is a free market and clients are ever more demanding.  And on the social venture side, each non-for-profit is competing for scare donation dollars.  

Translation, work ethic, fierce focus and rapid response are key ingredients to acheiving expotential results.

SLOW DOWN
Yet, there is a trade-off to this culture.  There is the danger of spill-over into your personal life.  If you are going to shift into overdrive to realize a venture or switch, then you must equally build a complete Pioneer Mindset, which includes slowing way down in the off hours. 

This means repair, maintenance and respect for yourself, family, inner friends and your broader tribe.  You must check that hyper competitive attitude at the door and cultivate a spirit of sanctuary.  For many, they fail to do this, logging in 80 hour work weeks month after month, till they are isolated, burned-out and wondering what happened.

As important as it is to sprint during the day, it is essential to create the space and time needed to rest and restore.  One place to find inspiration is in the Slow Food movement.  The Founder Carlo Petrini is a brilliant character with a witty outlook on life.  Here is a small excerpt translated from a conference:

The bottom line message.  Place a real value on health, family and your inner circle of friends.  You will need them all throughout your pioneering journey.  

You must learn how to hurry up and slow down if you are to build a sustainable and successful path.

Commitment: StickK to it

COMMITMENT
Pioneers usually go through a volcanic period of reflection and introspection. And during this period there is a frothy sea of brainstorming, evaluation of options and the emergence of promises to do something about it.  Yet, there can be a gap.

People fail to commit to action.  It is in commitment that the grit, resolve and clarity emerges to implement an effective transition into your new path.

STICKK TO IT
A professor from Yale created a fresh concept which puts it to people to commit to their goals.
http://www.stickk.com/

The concept is simple, you put up cash into an accountability fund, invite friends to witness your commitments and then you have third party friends or associates who are fair and honest dealers verify you are sticking to your commitments.  If you fail, there are a variety of ways in which to allocate the funds to charitable endeavors.

And while this site has had traction in helping others quit smoking, hit weight targets; I think it is also applicable to people who make resolutions to engage in a serious change in their professional landscape.

The Pioneer Point:  Commitment Creates Clarity.