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Similar Posts
Green Care -based wellbeing services and impact? How to.
Natural Resource Center in Finland has published learning materials and a workbook about modelling and measuring your wellbeing service’s impact. The materials are available in Finnish. The workbook is part of a wider impact program aimed to service providers who provide green care -based wellbeing services.
The materials state that impact modelling, measurement and communication is important, because the methods used in them can be used also in quality work and service development. Measuring impact helps service providers differentiate themselves from competitors, and impact-driven ways of describing services is the way to succeed in results-based contracting.
The workbook is designed so that service providers are able to use the tools directly into their own services. More learning is available through webinars where Saila Tykkyläinen from Vaikuttava Yritys, an experienced impact trainer teaches how to use them.
Materials are part of Natural Resource Center in Finland project HyvinVoikoordinaatio 2018–2021 and is funded by EU.
Find the whole workbook here
. Contents, topics, tools and tips of the workbook include:
- Different levels of impact work
- Mapping of stakeholders
- Service impact communication planning
- Defining the problem and designing the impact goals
- Modelling impact
- Setting measurement practices and planning for data gathering
- Building an impact story.
Picture: Natural Resource Center of Finland
Educational Materials | English | Learn | Library | Youth
Social Enterprises and Their Ecosystems in Europe – Comparative Synthesis Report
“Social enterprises and their ecosystems in Europe. Comparative synthesis report” provides an overview of the social enterprise landscape in Europe based on information available as of January 2020. It covers (i) the historical background and conditions of the emergence of social enterprises; (ii) the evolution of the concept and the existing national policy and legal framework for social enterprise; (iii) the scale and characteristics of social enterprise activity; (iv) networks and mutual support mechanisms; (v) research, education and skills development; and (vi) the resources available to social enterprises. The study also provides insights on the factors constraining the development of social enterprise, a reflection on the debate currently at play in national contexts, and an overview of possible developmental trends. A stakeholders’ engagement strategy aimed at capturing insights and analysis stemming from various agents within the ecosystem was carried out as well as an indepth review of academic and grey literature and national policy documents regarding social enterprise. A specific comparative effort is reflected in the present synthesis report, which goes beyond the observation of social enterprise in each country to identify transnational trends with a view to generating solid knowledge to inform EU, national and local policies and social enterprises to stimulate mutual learning and to inspire common agendas.
The report has been prepared as part of a contract commissioned by the European Commission to Euricse and EMES. The first study on social entreprise ecosystems in Europe has been conducted in 2014 and mapped social enterprise activity and ecosystems in 29 countries using a common definition and approach. Following this initial effort, an update was launched in seven selected countries in 2016, until a complete update of the 28 Member States plus seven neighbouring countries participating in the Employment and Social Innovation (EaSI) Programme
was carried out in 2018-2020.
This publication has been prepared within SENBS project No. 2020-1-EE01-KA204-077999. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
Blog | Educational Materials | English | Learn | Youth
Powerful Communication Tools for Entrepreneurs: Connecting
We all know how important connecting is in our everyday life. Especially now, facing COVID-19 challenges, we appreciate every chance to interact with other people. But what role does connecting play when it comes to entrepreneurship?
We recommend you to read this article by Joanne Bond, executive leadership coach, discussing the importance and practice of connecting as a powerful communication tool for entrepreneurial success.
Powerful Communication Tools for Entrepreneurs: Connecting
by Joanne Bond
Connecting is About Relationships
Connecting is about relationships. Relationships you form today can help your business far into the future, often in unexpected ways. To establish relationships and build your network, it can be helpful to think of all those who are related to your business in some way. These are your “stakeholders.” Entrepreneurs have many actual and potential stakeholders.
Who Are Your Stakeholders?
As a first step you need to identify your stakeholders. To simplify, think of your stakeholders in different roles with different purposes:
| Role | People in Role | Purpose of Role |
| Entrepreneur | You | You are the primary stakeholder in your network. You need to stay focused on your entrepreneurial offering. |
| Support Network | Family, friends, mentors, experts, etc. | These stakeholders help you stay focused, encourage you through the ups and downs, link you to their relationships and resources, etc. |
| Investors | People who are invested in you and your success (financially, emotionally, etc.) | These stakeholders provide funding, they ensure you track financials and stay focused on the bottom line. They connect you to other investors or resources. |
| Staff | Your employees | These stakeholders work for you. They help you actualize your offering and implement the processes that will support your business emergence, development, and growth. These stakeholders care about the success of your business as it relates to their career opportunities, salary, and work-life balance. |
| Customers | Past, current, and future customers | These stakeholders provide revenue to keep your business going. They help you understand what they need and how your offering can meet these needs. They can help you connect with other consumers, referral networks, etc. Customers are a top priority for any business. |
| Service Providers | Companies or individuals with whom you contract services | These are stakeholders you hire to provide services and resources to run your business. These can be critical to your business, so relationships and contracts should be closely managed. |
| Others | Not yet determined | Be open and curious about the connections you have not yet made, help you don’t know you need, and new ideas that can take your business in unexpected directions. |
If you mapped these relationships, there would undoubtedly be overlap, with some people acting in more than one role. For example, a family member may be part of your support network, an investor, and a staff member.
Stakeholder Roles and Needs
As a second step, think about the key needs of your stakeholders. You will likely communicate in different ways with different stakeholders to meet these needs. For example, your staff has different needs than your investors. Your staff may see you every day, so they have the advantage of frequent updates. However, are these updates organized, and do they provide the information employees need? On the other hand, your investors may work in many different locations and rely on meetings, phone conversations, or email for information. This information may be well organized and completely different from the information you provide staff. These two stakeholders require different methods of communication and different topics. As another example, you may have one mentor who is a business development expert and another who specializes in operations. The business development expert may only be interested in your marketing efforts, while the operations mentor is interested in areas such as manufacturing, business processes, and supply chain management. These two stakeholders also require different methods of communication on different topics.
Connecting with Your Stakeholders
Your third step in connecting is to communicate in meaningful ways to each stakeholder. For your staff, communication efforts might include regular meetings, employee badges printed with the mission statement, and/or publicly posted company policies and job descriptions. For your investors, communication may include regular financial updates, reports, and meetings. For your business development and operations mentors, perhaps more direct communication and one-on-one meetings are the best way to seek guidance and exchange ideas.
By communicating in a specific way with each stakeholder you demonstrate empathy and build connection and trust. You are showing that you understand, value, and respect their point-of-view. This is the best way to build long-term relationships. Stakeholders will be much more likely to open their resource and relationship networks to you and provide assistance and support to your business when they feel they are a valued collaborator. You can foster these relationships by connecting, communicating with your stakeholders in ways that are meaningful to them.
Summing Up
Connecting is a powerful communication tool for entrepreneurs. There are many potential and actual stakeholders in any business venture, each with a different role and different purpose, yet some overlap. By connecting directly with each of your business stakeholders, you can create lasting relationships that will support your business long into the future. These connections will remain strong even while the roles and purposes of your stakeholders shift and evolve over time. Always be open to new connections and new relationships. You never know how a person might impact your business with a new idea or perspective. In your map of stakeholders, keep a place for “Others” to remain mindful of the opportunity and power of connecting with new people.
Source: https://www.scu.edu/mobi/resources–tools/blog-posts/powerful-communication-tools-for-entrepreneurs-connecting/powerful-communication-tools-for-entrepreneurs-connecting.html
This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
Sotsiaalse ettevõtluse tugisüsteemi analüüs
Tartu Ülikooli sotsiaalteaduslike rakendusuuringute keskus RAKE on koostanud sotsiaalse ettevõtluse tugisüsteemi uuringu (2017). Uuringus on analüüsitud nii Eesti kui ka teiste riikide sotsiaalse ettevõtluse tugisüsteeme ning on tehtud ettepanekud sotsiaalse ettevõtluse tugisüsteemi parendamiseks Eestis.
Uuringus on põhjalikult käsitletud olemasoleva tugisüsteemi elemente, sh regulatsioonid, juriidilised vormid, rahastusmeetmed, arenguprogrammid, võrgustikud jm.
Uuring on kättesaadav eesti keeles Riigikantselei kodulehel: https://riigikantselei.ee/sites/default/files/content-editors/Failid/kaust/sotsiaalse_ettevotlus_tugisysteem_rake.pdf.
Blog | Educational Materials | Learn | Library | News | Support for SocEnts | Youth
YBI launches Green & Social Entrepreneurship Month
Throughout our global network, we are seeing more and more young entrepreneurs build businesses that deliver profit with purpose. They are the entrepreneurs working to solve some of the greatest environmental and social challenges of our time and will play a vital role in creating a more equitable and sustainable world for us all.
It is our ambition to provide these young green and social entrepreneurs with the support they need to grow and sustain their businesses and we are on a journey with our global network to develop the most effective approaches, methodologies and tools to achieve this goal. As part of this work, we are excited to launch our first ever Green & Social Entrepreneurship Month, dedicated to supporting and celebrating young green and social entrepreneurs around the world. Find out what we have planned below:
Developing tailored support for young green and social entrepreneurs
Young green and social entrepreneurs have specific needs that entrepreneurship support organisations need to cover in their support offerings. These range from reconciling passion and purpose with profit to deciding on a legal form for the business, defining a theory of change and measuring impact, to name a few.
This month, we are launching several publications and initiatives to help our members meet these specific needs in their support for young green and social entrepreneurs. This includes our Social and Green Entrepreneurship Toolkit – a collection of useful resources and tools for entrepreneurship support organisations, exclusively available to our members.
To leverage our global network’s expertise and experience in supporting young green and social entrepreneurs, we are hosting a series of regional member workshops on green and social entrepreneurship in the first week of April. Each workshop will bring together our members from the respective region to share how they are currently supporting young green and social entrepreneurs, identify challenges and existing solutions, and brainstorm ideas to address remaining challenges. Building on these discussions, we will launch a Community of Practice on Green and Social Entrepreneurship to continuously learn from each other about this important topic.
In addition to the above, we are looking forward to launching our positioning paper ‘ Shaping A More Inclusive, Equitable and Sustainable Future: Supporting young social and green entrepreneurs’ at the end of April. The paper shares our definition of a green or social enterprise, explores the specific support young green and social entrepreneurs need to succeed and defines our role in driving social and green youth entrepreneurship – watch this space for the launch coming soon.
More information is available HERE.
This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
Green Care -based wellbeing services and impact? How to.
Natural Resource Center in Finland has published learning materials and a workbook about modelling and measuring your wellbeing service’s impact. The materials are available in Finnish. The workbook is part of a wider impact program aimed to service providers who provide green care -based wellbeing services.
The materials state that impact modelling, measurement and communication is important, because the methods used in them can be used also in quality work and service development. Measuring impact helps service providers differentiate themselves from competitors, and impact-driven ways of describing services is the way to succeed in results-based contracting.
The workbook is designed so that service providers are able to use the tools directly into their own services. More learning is available through webinars where Saila Tykkyläinen from Vaikuttava Yritys, an experienced impact trainer teaches how to use them.
Materials are part of Natural Resource Center in Finland project HyvinVoikoordinaatio 2018–2021 and is funded by EU.
Find the whole workbook here. Contents, topics, tools and tips of the workbook include:
- Different levels of impact work
- Mapping of stakeholders
- Service impact communication planning
- Defining the problem and designing the impact goals
- Modelling impact
- Setting measurement practices and planning for data gathering
- Building an impact story.
Picture: Natural Resource Center of Finland
Educational Materials | English | Learn | Library | Youth
Social Enterprises and Their Ecosystems in Europe – Comparative Synthesis Report
“Social enterprises and their ecosystems in Europe. Comparative synthesis report” provides an overview of the social enterprise landscape in Europe based on information available as of January 2020. It covers (i) the historical background and conditions of the emergence of social enterprises; (ii) the evolution of the concept and the existing national policy and legal framework for social enterprise; (iii) the scale and characteristics of social enterprise activity; (iv) networks and mutual support mechanisms; (v) research, education and skills development; and (vi) the resources available to social enterprises. The study also provides insights on the factors constraining the development of social enterprise, a reflection on the debate currently at play in national contexts, and an overview of possible developmental trends. A stakeholders’ engagement strategy aimed at capturing insights and analysis stemming from various agents within the ecosystem was carried out as well as an indepth review of academic and grey literature and national policy documents regarding social enterprise. A specific comparative effort is reflected in the present synthesis report, which goes beyond the observation of social enterprise in each country to identify transnational trends with a view to generating solid knowledge to inform EU, national and local policies and social enterprises to stimulate mutual learning and to inspire common agendas.
The report has been prepared as part of a contract commissioned by the European Commission to Euricse and EMES. The first study on social entreprise ecosystems in Europe has been conducted in 2014 and mapped social enterprise activity and ecosystems in 29 countries using a common definition and approach. Following this initial effort, an update was launched in seven selected countries in 2016, until a complete update of the 28 Member States plus seven neighbouring countries participating in the Employment and Social Innovation (EaSI) Programme
was carried out in 2018-2020.
This publication has been prepared within SENBS project No. 2020-1-EE01-KA204-077999. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
Blog | Educational Materials | English | Learn | Youth
Powerful Communication Tools for Entrepreneurs: Connecting
We all know how important connecting is in our everyday life. Especially now, facing COVID-19 challenges, we appreciate every chance to interact with other people. But what role does connecting play when it comes to entrepreneurship?
We recommend you to read this article by Joanne Bond, executive leadership coach, discussing the importance and practice of connecting as a powerful communication tool for entrepreneurial success.
Powerful Communication Tools for Entrepreneurs: Connecting
by Joanne Bond
Connecting is About Relationships
Connecting is about relationships. Relationships you form today can help your business far into the future, often in unexpected ways. To establish relationships and build your network, it can be helpful to think of all those who are related to your business in some way. These are your “stakeholders.” Entrepreneurs have many actual and potential stakeholders.
Who Are Your Stakeholders?
As a first step you need to identify your stakeholders. To simplify, think of your stakeholders in different roles with different purposes:
| Role | People in Role | Purpose of Role |
| Entrepreneur | You | You are the primary stakeholder in your network. You need to stay focused on your entrepreneurial offering. |
| Support Network | Family, friends, mentors, experts, etc. | These stakeholders help you stay focused, encourage you through the ups and downs, link you to their relationships and resources, etc. |
| Investors | People who are invested in you and your success (financially, emotionally, etc.) | These stakeholders provide funding, they ensure you track financials and stay focused on the bottom line. They connect you to other investors or resources. |
| Staff | Your employees | These stakeholders work for you. They help you actualize your offering and implement the processes that will support your business emergence, development, and growth. These stakeholders care about the success of your business as it relates to their career opportunities, salary, and work-life balance. |
| Customers | Past, current, and future customers | These stakeholders provide revenue to keep your business going. They help you understand what they need and how your offering can meet these needs. They can help you connect with other consumers, referral networks, etc. Customers are a top priority for any business. |
| Service Providers | Companies or individuals with whom you contract services | These are stakeholders you hire to provide services and resources to run your business. These can be critical to your business, so relationships and contracts should be closely managed. |
| Others | Not yet determined | Be open and curious about the connections you have not yet made, help you don’t know you need, and new ideas that can take your business in unexpected directions. |
If you mapped these relationships, there would undoubtedly be overlap, with some people acting in more than one role. For example, a family member may be part of your support network, an investor, and a staff member.
Stakeholder Roles and Needs
As a second step, think about the key needs of your stakeholders. You will likely communicate in different ways with different stakeholders to meet these needs. For example, your staff has different needs than your investors. Your staff may see you every day, so they have the advantage of frequent updates. However, are these updates organized, and do they provide the information employees need? On the other hand, your investors may work in many different locations and rely on meetings, phone conversations, or email for information. This information may be well organized and completely different from the information you provide staff. These two stakeholders require different methods of communication and different topics. As another example, you may have one mentor who is a business development expert and another who specializes in operations. The business development expert may only be interested in your marketing efforts, while the operations mentor is interested in areas such as manufacturing, business processes, and supply chain management. These two stakeholders also require different methods of communication on different topics.
Connecting with Your Stakeholders
Your third step in connecting is to communicate in meaningful ways to each stakeholder. For your staff, communication efforts might include regular meetings, employee badges printed with the mission statement, and/or publicly posted company policies and job descriptions. For your investors, communication may include regular financial updates, reports, and meetings. For your business development and operations mentors, perhaps more direct communication and one-on-one meetings are the best way to seek guidance and exchange ideas.
By communicating in a specific way with each stakeholder you demonstrate empathy and build connection and trust. You are showing that you understand, value, and respect their point-of-view. This is the best way to build long-term relationships. Stakeholders will be much more likely to open their resource and relationship networks to you and provide assistance and support to your business when they feel they are a valued collaborator. You can foster these relationships by connecting, communicating with your stakeholders in ways that are meaningful to them.
Summing Up
Connecting is a powerful communication tool for entrepreneurs. There are many potential and actual stakeholders in any business venture, each with a different role and different purpose, yet some overlap. By connecting directly with each of your business stakeholders, you can create lasting relationships that will support your business long into the future. These connections will remain strong even while the roles and purposes of your stakeholders shift and evolve over time. Always be open to new connections and new relationships. You never know how a person might impact your business with a new idea or perspective. In your map of stakeholders, keep a place for “Others” to remain mindful of the opportunity and power of connecting with new people.
Source: https://www.scu.edu/mobi/resources–tools/blog-posts/powerful-communication-tools-for-entrepreneurs-connecting/powerful-communication-tools-for-entrepreneurs-connecting.html
This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
Sotsiaalse ettevõtluse tugisüsteemi analüüs
Tartu Ülikooli sotsiaalteaduslike rakendusuuringute keskus RAKE on koostanud sotsiaalse ettevõtluse tugisüsteemi uuringu (2017). Uuringus on analüüsitud nii Eesti kui ka teiste riikide sotsiaalse ettevõtluse tugisüsteeme ning on tehtud ettepanekud sotsiaalse ettevõtluse tugisüsteemi parendamiseks Eestis.
Uuringus on põhjalikult käsitletud olemasoleva tugisüsteemi elemente, sh regulatsioonid, juriidilised vormid, rahastusmeetmed, arenguprogrammid, võrgustikud jm.
Uuring on kättesaadav eesti keeles Riigikantselei kodulehel: https://riigikantselei.ee/sites/default/files/content-editors/Failid/kaust/sotsiaalse_ettevotlus_tugisysteem_rake.pdf.
Blog | Educational Materials | Learn | Library | News | Support for SocEnts | Youth
YBI launches Green & Social Entrepreneurship Month
Throughout our global network, we are seeing more and more young entrepreneurs build businesses that deliver profit with purpose. They are the entrepreneurs working to solve some of the greatest environmental and social challenges of our time and will play a vital role in creating a more equitable and sustainable world for us all.
It is our ambition to provide these young green and social entrepreneurs with the support they need to grow and sustain their businesses and we are on a journey with our global network to develop the most effective approaches, methodologies and tools to achieve this goal. As part of this work, we are excited to launch our first ever Green & Social Entrepreneurship Month, dedicated to supporting and celebrating young green and social entrepreneurs around the world. Find out what we have planned below:
Developing tailored support for young green and social entrepreneurs
Young green and social entrepreneurs have specific needs that entrepreneurship support organisations need to cover in their support offerings. These range from reconciling passion and purpose with profit to deciding on a legal form for the business, defining a theory of change and measuring impact, to name a few.
This month, we are launching several publications and initiatives to help our members meet these specific needs in their support for young green and social entrepreneurs. This includes our Social and Green Entrepreneurship Toolkit – a collection of useful resources and tools for entrepreneurship support organisations, exclusively available to our members.
To leverage our global network’s expertise and experience in supporting young green and social entrepreneurs, we are hosting a series of regional member workshops on green and social entrepreneurship in the first week of April. Each workshop will bring together our members from the respective region to share how they are currently supporting young green and social entrepreneurs, identify challenges and existing solutions, and brainstorm ideas to address remaining challenges. Building on these discussions, we will launch a Community of Practice on Green and Social Entrepreneurship to continuously learn from each other about this important topic.
In addition to the above, we are looking forward to launching our positioning paper ‘ Shaping A More Inclusive, Equitable and Sustainable Future: Supporting young social and green entrepreneurs’ at the end of April. The paper shares our definition of a green or social enterprise, explores the specific support young green and social entrepreneurs need to succeed and defines our role in driving social and green youth entrepreneurship – watch this space for the launch coming soon.
More information is available HERE.
This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
Green Care -based wellbeing services and impact? How to.
Natural Resource Center in Finland has published learning materials and a workbook about modelling and measuring your wellbeing service’s impact. The materials are available in Finnish. The workbook is part of a wider impact program aimed to service providers who provide green care -based wellbeing services.
The materials state that impact modelling, measurement and communication is important, because the methods used in them can be used also in quality work and service development. Measuring impact helps service providers differentiate themselves from competitors, and impact-driven ways of describing services is the way to succeed in results-based contracting.
The workbook is designed so that service providers are able to use the tools directly into their own services. More learning is available through webinars where Saila Tykkyläinen from Vaikuttava Yritys, an experienced impact trainer teaches how to use them.
Materials are part of Natural Resource Center in Finland project HyvinVoikoordinaatio 2018–2021 and is funded by EU.
Find the whole workbook here. Contents, topics, tools and tips of the workbook include:
- Different levels of impact work
- Mapping of stakeholders
- Service impact communication planning
- Defining the problem and designing the impact goals
- Modelling impact
- Setting measurement practices and planning for data gathering
- Building an impact story.
Picture: Natural Resource Center of Finland
Educational Materials | English | Learn | Library | Youth
Social Enterprises and Their Ecosystems in Europe – Comparative Synthesis Report
“Social enterprises and their ecosystems in Europe. Comparative synthesis report” provides an overview of the social enterprise landscape in Europe based on information available as of January 2020. It covers (i) the historical background and conditions of the emergence of social enterprises; (ii) the evolution of the concept and the existing national policy and legal framework for social enterprise; (iii) the scale and characteristics of social enterprise activity; (iv) networks and mutual support mechanisms; (v) research, education and skills development; and (vi) the resources available to social enterprises. The study also provides insights on the factors constraining the development of social enterprise, a reflection on the debate currently at play in national contexts, and an overview of possible developmental trends. A stakeholders’ engagement strategy aimed at capturing insights and analysis stemming from various agents within the ecosystem was carried out as well as an indepth review of academic and grey literature and national policy documents regarding social enterprise. A specific comparative effort is reflected in the present synthesis report, which goes beyond the observation of social enterprise in each country to identify transnational trends with a view to generating solid knowledge to inform EU, national and local policies and social enterprises to stimulate mutual learning and to inspire common agendas.
The report has been prepared as part of a contract commissioned by the European Commission to Euricse and EMES. The first study on social entreprise ecosystems in Europe has been conducted in 2014 and mapped social enterprise activity and ecosystems in 29 countries using a common definition and approach. Following this initial effort, an update was launched in seven selected countries in 2016, until a complete update of the 28 Member States plus seven neighbouring countries participating in the Employment and Social Innovation (EaSI) Programme
was carried out in 2018-2020.
This publication has been prepared within SENBS project No. 2020-1-EE01-KA204-077999. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
Blog | Educational Materials | English | Learn | Youth
Powerful Communication Tools for Entrepreneurs: Connecting
We all know how important connecting is in our everyday life. Especially now, facing COVID-19 challenges, we appreciate every chance to interact with other people. But what role does connecting play when it comes to entrepreneurship?
We recommend you to read this article by Joanne Bond, executive leadership coach, discussing the importance and practice of connecting as a powerful communication tool for entrepreneurial success.
Powerful Communication Tools for Entrepreneurs: Connecting
by Joanne Bond
Connecting is About Relationships
Connecting is about relationships. Relationships you form today can help your business far into the future, often in unexpected ways. To establish relationships and build your network, it can be helpful to think of all those who are related to your business in some way. These are your “stakeholders.” Entrepreneurs have many actual and potential stakeholders.
Who Are Your Stakeholders?
As a first step you need to identify your stakeholders. To simplify, think of your stakeholders in different roles with different purposes:
| Role | People in Role | Purpose of Role |
| Entrepreneur | You | You are the primary stakeholder in your network. You need to stay focused on your entrepreneurial offering. |
| Support Network | Family, friends, mentors, experts, etc. | These stakeholders help you stay focused, encourage you through the ups and downs, link you to their relationships and resources, etc. |
| Investors | People who are invested in you and your success (financially, emotionally, etc.) | These stakeholders provide funding, they ensure you track financials and stay focused on the bottom line. They connect you to other investors or resources. |
| Staff | Your employees | These stakeholders work for you. They help you actualize your offering and implement the processes that will support your business emergence, development, and growth. These stakeholders care about the success of your business as it relates to their career opportunities, salary, and work-life balance. |
| Customers | Past, current, and future customers | These stakeholders provide revenue to keep your business going. They help you understand what they need and how your offering can meet these needs. They can help you connect with other consumers, referral networks, etc. Customers are a top priority for any business. |
| Service Providers | Companies or individuals with whom you contract services | These are stakeholders you hire to provide services and resources to run your business. These can be critical to your business, so relationships and contracts should be closely managed. |
| Others | Not yet determined | Be open and curious about the connections you have not yet made, help you don’t know you need, and new ideas that can take your business in unexpected directions. |
If you mapped these relationships, there would undoubtedly be overlap, with some people acting in more than one role. For example, a family member may be part of your support network, an investor, and a staff member.
Stakeholder Roles and Needs
As a second step, think about the key needs of your stakeholders. You will likely communicate in different ways with different stakeholders to meet these needs. For example, your staff has different needs than your investors. Your staff may see you every day, so they have the advantage of frequent updates. However, are these updates organized, and do they provide the information employees need? On the other hand, your investors may work in many different locations and rely on meetings, phone conversations, or email for information. This information may be well organized and completely different from the information you provide staff. These two stakeholders require different methods of communication and different topics. As another example, you may have one mentor who is a business development expert and another who specializes in operations. The business development expert may only be interested in your marketing efforts, while the operations mentor is interested in areas such as manufacturing, business processes, and supply chain management. These two stakeholders also require different methods of communication on different topics.
Connecting with Your Stakeholders
Your third step in connecting is to communicate in meaningful ways to each stakeholder. For your staff, communication efforts might include regular meetings, employee badges printed with the mission statement, and/or publicly posted company policies and job descriptions. For your investors, communication may include regular financial updates, reports, and meetings. For your business development and operations mentors, perhaps more direct communication and one-on-one meetings are the best way to seek guidance and exchange ideas.
By communicating in a specific way with each stakeholder you demonstrate empathy and build connection and trust. You are showing that you understand, value, and respect their point-of-view. This is the best way to build long-term relationships. Stakeholders will be much more likely to open their resource and relationship networks to you and provide assistance and support to your business when they feel they are a valued collaborator. You can foster these relationships by connecting, communicating with your stakeholders in ways that are meaningful to them.
Summing Up
Connecting is a powerful communication tool for entrepreneurs. There are many potential and actual stakeholders in any business venture, each with a different role and different purpose, yet some overlap. By connecting directly with each of your business stakeholders, you can create lasting relationships that will support your business long into the future. These connections will remain strong even while the roles and purposes of your stakeholders shift and evolve over time. Always be open to new connections and new relationships. You never know how a person might impact your business with a new idea or perspective. In your map of stakeholders, keep a place for “Others” to remain mindful of the opportunity and power of connecting with new people.
Source: https://www.scu.edu/mobi/resources–tools/blog-posts/powerful-communication-tools-for-entrepreneurs-connecting/powerful-communication-tools-for-entrepreneurs-connecting.html
This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
Sotsiaalse ettevõtluse tugisüsteemi analüüs
Tartu Ülikooli sotsiaalteaduslike rakendusuuringute keskus RAKE on koostanud sotsiaalse ettevõtluse tugisüsteemi uuringu (2017). Uuringus on analüüsitud nii Eesti kui ka teiste riikide sotsiaalse ettevõtluse tugisüsteeme ning on tehtud ettepanekud sotsiaalse ettevõtluse tugisüsteemi parendamiseks Eestis.
Uuringus on põhjalikult käsitletud olemasoleva tugisüsteemi elemente, sh regulatsioonid, juriidilised vormid, rahastusmeetmed, arenguprogrammid, võrgustikud jm.
Uuring on kättesaadav eesti keeles Riigikantselei kodulehel: https://riigikantselei.ee/sites/default/files/content-editors/Failid/kaust/sotsiaalse_ettevotlus_tugisysteem_rake.pdf.
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YBI launches Green & Social Entrepreneurship Month
Throughout our global network, we are seeing more and more young entrepreneurs build businesses that deliver profit with purpose. They are the entrepreneurs working to solve some of the greatest environmental and social challenges of our time and will play a vital role in creating a more equitable and sustainable world for us all.
It is our ambition to provide these young green and social entrepreneurs with the support they need to grow and sustain their businesses and we are on a journey with our global network to develop the most effective approaches, methodologies and tools to achieve this goal. As part of this work, we are excited to launch our first ever Green & Social Entrepreneurship Month, dedicated to supporting and celebrating young green and social entrepreneurs around the world. Find out what we have planned below:
Developing tailored support for young green and social entrepreneurs
Young green and social entrepreneurs have specific needs that entrepreneurship support organisations need to cover in their support offerings. These range from reconciling passion and purpose with profit to deciding on a legal form for the business, defining a theory of change and measuring impact, to name a few.
This month, we are launching several publications and initiatives to help our members meet these specific needs in their support for young green and social entrepreneurs. This includes our Social and Green Entrepreneurship Toolkit – a collection of useful resources and tools for entrepreneurship support organisations, exclusively available to our members.
To leverage our global network’s expertise and experience in supporting young green and social entrepreneurs, we are hosting a series of regional member workshops on green and social entrepreneurship in the first week of April. Each workshop will bring together our members from the respective region to share how they are currently supporting young green and social entrepreneurs, identify challenges and existing solutions, and brainstorm ideas to address remaining challenges. Building on these discussions, we will launch a Community of Practice on Green and Social Entrepreneurship to continuously learn from each other about this important topic.
In addition to the above, we are looking forward to launching our positioning paper ‘ Shaping A More Inclusive, Equitable and Sustainable Future: Supporting young social and green entrepreneurs’ at the end of April. The paper shares our definition of a green or social enterprise, explores the specific support young green and social entrepreneurs need to succeed and defines our role in driving social and green youth entrepreneurship – watch this space for the launch coming soon.
More information is available HERE.
This publication has been prepared within INDIGISE project. The content of this publication is the sole responsibility of the project coordinator and may not always reflect the views of the European Commission or the National Agency.
