Social Entrepreneurship and Behavioral Health Defining, Measuring and Coaching

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1 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

2 Challenges Facing Service Providers 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

3 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)

4 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

5 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

6 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).

7 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.

8 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).

9 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.

10 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

11 The Readiness Inventory for Successful Entrepreneurship (RISE) for Social Entrepreneurship Thomas Lyons PhD John Lyons PhD

12 What is the RISE? 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

13 Skill Dimensions of 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

14 Entrepreneurship Skill Development Levels Skill Dimension/ Level Transformation Management Relationship Management Business Management Organizational Process 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

15 Skill Ladder Level 5 Level 4 Level 3 Level 2 Level 1

16 Sales Revenue by Skill Level for Clients Participating in the Entrepreneurial League System of Central Louisiana (N = 109) Skill Level Level 3 Average Sales Revenue Ratio Between Levels Median Sales Revenue Ratio Between Levels (13) $5,114, $3,616, Level 2 (43) $1,042, $506, Level 1 (53) $456,745 1 $242,665 1

17 Skill Level Level 3 Sales Revenue by Skill Level for Advantage Valley ELS (N= 73) Average Sales Revenue Ratio Between Levels Median Sales Revenue Ratio Between Levels (5) $1,480, $1,780, Level 2 (47) $951, $273, Level 1 (21) $158,926 1 $25,645 1

18 Does Skill Development Make a Difference?

19 A Comparison of the Developmental / Skill Level and Annual Revenues for 13 Entrepreneurial Professional Ophthalmologists Skill Level (n) Level 4 (0) Level 3 (3) Level 2 (5) Level 1 (5) Average Sales Revenue (1987) Ratio Between Levels Average Age Average Years in Practice n/a n/a n/a n/a $4,200, n/a 13 $1,300, $330,

20 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

21 Demonstration of the RISE How the Site Works

22 Let s Get Started

23 Let s Get Started

24 Reliability

25 Concepts From Behavioral Health 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

26 Impact to Organization 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

27 Average Score Comparison Entrepreneur Average Time one = 53 Time two = 57 Coach Average Time one = 61 Time two = 64

28 Transformation Management Skill Level Entrepreneur Time one = 3.3 Time two = 3.6 Coach Time one = 3.7 Time two = 4.2

29 Relationship Management Skill Level Entrepreneur Time one = 2.9 Time two = 3.8 Coach Time one = 3.8 Time two = 3.8

30 Business Management Skill Level Entrepreneur Time one = 2.3 Time two = 2.8 Coach Time one = 3.2 Time two = 3.3

31 Organization Process Management Skill Level Entrepreneur Time one = 3.1 Time two = 4 Coach Time one = 4 Time two = 4

32 Participant Experience Why is this important? First Impressions of the R.I.S.E Personal Journey Obstacles and Challenges

33 Participant Experience Personal Growth Impact on professional relationship Impact on approach to job Lessons Learned What would we do differently?

34 Next Steps Expand the use of the tool within the organization Develop and implement common language across all levels

Investing in Entrepreneurs:

Investing in Entrepreneurs: A Strategic Approach for Strengthening Your Regional and Community Economy Thomas S. Lyons, Ph.D. Lawrence N. Field Family Chair in Entrepreneurship Baruch College, City University