Support that needs to be proactive

Aside

Support that needs to be proactive Founders sometimes know little about the fields which they are aiming to enter – or about business. Those who manage any kind of co-working arena need to be able to link their young businesses with people whose experience and expertise meet their often fast-changing needs.

Brent Hoberman once described life in a startup as like throwing yourself off a cliff and learning how to build an airplane on the way down. ‘Every week a new issue about which you had never thought before’, said one founder. So how can young businesses be supported to help them identify and find solutions to problems they have never encountered before?

The Director of incubator Sussex Innovation Centre – an experienced expert in young businesses, makes himself available in the café every morning for an hour or so – for anyone to come and discuss a problem.

YCombinator, Watershed Bristol and Entrepreneur First all require their young businesses to meet weekly where a member of each team has to talk to other members of their cohort about their problems, their progress and their plans (notes are circulated afterwards at Watershed to the entire cohort).

The mentor manager of one recent cohort at Startupbootcamp’s Fintech accelerator made it his business to meet each team in the cohort once a week, and ask about progress and problems – each week with a different member of the team.

Wayra Lab, an accelerator (for scaleups) requires its young businesses to have regular monthly meetings with their shadow board, that includes two outside ‘directors’ – a schedule that is being adopted by most growth programmes – for their peer-to-peer meeting groups with advisers.

At BioHub, (last year’s Biotech Incubator of the Year) – home to 200 young businesses, the Incubator Manager aims to meet every team once a month; at the Tramperies, proximity to existing trade businesses makes access easy to experts on many topics. At Cockpit Arts’ incubator – home to 140 young businesses, many of them avail themselves of peer-to-peer ‘action learning’ meetings, regular discussions with the team of business coaches, and referral to specialist advisers. But I know of some incubators that do not have mentors with whom you might be put in touch.

The essence of informal meetings like these is that they are different to Board Meetings in that they are not so much about policies, organisation and management as about current obstacles and how to get over them (why is progress slow; what makes the product fail occasionally; who are the best customers for this product) issues that frequently occur in young businesses, and where appropriate experience and expertise can make a timely and vital contribution.

The problems for the accelarator or the incubator are how to stay abreast of each business’s current problems and how to bring the best help to bear onto each problem.

Paul Miller at Bethnal Green Ventures simply asks weekly of each startup in his accelerator programmes:

  • What have you achieved last week
  • What will you achieve next week
  • What is stopping you, and
  • What have you learned.

Thibaut Rouquette, Mentor Manager at Startupbootcamp could find someone with the necessary experience from among the large cohort of its mentors to whom he had close access; and if he could not find an appropriate expert, he would use Google to search recently held conferences in order to find the name of an expert, and then e-mail to ask him or her to have a conference call with the startup – from which other help might follow.

Priscila Bala of Octopus Ventures commends finding and nurturing relationships with individual advisory board members; but for startups and their ilk, it is someone in the accelerator or the incubator who has to provide the necessary nexus.

John Whatmore, July 2017

 

 

 

 

 

 

 

 

 

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Supporting early-stage ventures

Aside

Do Alcoholics Anonymous and the Samaritans have something to tell us – about support for early-stage ventures?
Early-stage ventures have fast-evolving needs for support – in the form of advice, knowledge, expertise, information and contacts – help often found in fellow travellers (as in Alcoholics Anonymous), but also and more widely in mentors. But their help, highly valuable as it is, is difficult to manage if just the right help is to be successfully brought to bear at just the right moment. Various approaches to their management are used but none have been as assiduous as, for example, those of the Samaritans. A new programme, just launching, is experimenting with a higher level of prior briefing, co-ordination, and review.

If learning the right questions and finding good answers are key aspects of new ventures, the mere availability of almost limitless information that is the case to-day is not enough.
Participants in innovation communities often cite the (incidental) help of others with whom they are located, who may be a bit further forward with their project than they are, and can speak from their experience; as they also cite people with all sorts of knowledge, expertise and experience, especially those who have ‘done it before’. Managing comings-together is an important role, and the kitchen is an important location for them. Level39 in Canary Wharf, London sounds the Cookie Bell every day at 3pm, upon which everyone has to come out of their office and say hello to someone they have never met before!
YCombinator’s approach is regular dinners – at which all participants have to talk about their progress. Watershed Bristol requires its participants to meet for lunch on Fridays and report similarly about their progress etc; and their comments are edited and later circulated to everyone on the intranet.
The Alcoholics Anonymous programme has some similarities: in essence it consists in the provision of a sponsor, a more experienced person on the road to recovery, and meetings that ensure regular contact with those who are in similar circumstances, at which an open discussion of your success (or failure) is required – together with a re-commitment to your objectives, and a discussion about how those objectives can be achieved both now and to-morrow.
While entrepreneurs don’t know what they don’t know (nor often what they need to know), mentors play crucial roles, not least in forging links, including with those who do know. Although mentoring is accepted as a collection of different things, the adoption of mentoring varies widely. Mentoring is widely used in life-changing organisations like The Prince’s Trust and the Probation Service; and a Government report claims that the survival rate for new businesses is five times greater when they have the support of mentors.
However some hatcheries do not offer mentors, and many have few mentors; yet virtually all Accelerator programmes provide mentors, some of them in quantity. (The Bethnal Green Ventures Accelerator did not offer mentoring in its earliest programme, but has always done so since.) One new Accelerator programme is doing without mentors – on the grounds that they give conflicting advice. A University-based public mentoring programme has bemoaned the fact that its mentees all too often fail to renew their first contact with a mentor. Participants in the early stages of programmes often find their contact with mentors quite bruising. And the ethos of mentoring is rooted in the one-to-one form of relationship – where other forms might also have their moments.
But even with the greatest care, mentors are not easy to select, nor to match up; they seem sometimes not to understand how best to help, and their contributions can be unco-ordinated. And, unpaid as they are, their help is difficult to organise and to manage effectively. Moreover the particular help that is needed is not always available.
Mentors are usually identified and invited to participate by leaders; and the relationship is usually launched with some form of speed-dating with mentors; following which both participants and mentors identify those whom they would like to meet again.
Arrangements are also made for participants to make appointments with those mentors who will be visiting at certain times; and they can also make arrangements with the same mentors for subsequent meetings. Telefonica’s Wayra Lab encourages teams to establish informal boards.
The Samaritans (surely the ultimate mentors) are highly selective about those whom they recruit, have a substantial induction programme for them, provide mentors during their initial period, pro-active supervisors for each shift, regular refreshers, and social events. And they provide careful supervision of mentors for longer term clients.
Startupbootcamp’s Fintech. just launching, an Accelerator for SMEs, has taken pains to ensure that the mentors know one another and that they understand their roles – running a Mentor Fest, a full Mentor Day and regular Monday meetings for mentors.

(1) See ‘What do participants in Accelerators value most?’ http://wp.me/p3beJt-7H
(2) See also the Belgian Plato programme for SMEs (http://wp.me/p3beJt-H)

John Whatmore
July 2014
The Centre for Leadership in Creativity
http://johnwhatmore.com