GSBI+Methodology+for+Social+Entrepreneurship

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Executive-Level MentoringThe importance of mentoring in the GSBImethodology cannot be overstated. GSBIdistinguishes itself from other capacitydevelopment organizations for social enterprisesthrough the quality and depth of its mentoring.GSBI mentors are successful Silicon Valleybusiness executives with decades of experienceand connections who volunteer to workintensively with GSBI social entrepreneurs inan in-depth relationship. Many are foundersof successful startups, venture capitalists, orexecutives at Fortune 500 companies. All arechosen for their experience in startup enterprisesand/or profit and loss (P&L) responsibility inlarger organizations. Most mentors find the GSBImentoring process to be personally fulfilling, andthey return year after year.In addition to the mentors who work one-on-onewith a single enterprise, GSBI also uses domainor content experts such as chief financial officers;sales, marketing, and business developmentleaders; and lawyers with experience in mergersand acquisitions. These content experts addresscommon issues across multiple enterprises in aGSBI program cohort, working in concert withthe mentors assigned to individual enterprises.At any given time, approximately 60 ofthe 80 mentors are working with GSBIsocial enterprises. The mentors provide indepthassistance, coaching, education, andencouragement of program participants for anaverage of two hours a week for the duration ofGSBI programs. GSBI mentors provide hands-onknowledge of what it takes to build enterprisesand make the curriculum come alive for theentrepreneurs they are working with.GSBI selects mentors carefully, based not onlyon their business acumen, but also on theirempathy and values. In addition to strongbusiness and operational experience, mentorsmust have the interpersonal skills to interact andempathize with a person from a different culture,who is often struggling with minimal resourcesand funding.Trusted AdvisorExpressingHumanityHumbleRespectfulEncouragingInspiringEngaged/CommittedActive ListenerPragmaticChallengingHonestFig. 4: Effective Mentors Become Trusted Advisors16
As shown in Fig. 4, GSBI mentors act astrusted advisors to the social entrepreneurs,accompanying them on their journey rather thansimply imparting information. Mentors are notexpected to have all the answers. Rather, theyare expected to have enough knowledge, and tocare enough, to ask the right questions of theentrepreneurs so they can work together to findthe right answers and to chart the best course fora particular social enterprise. This attitude is animportant aspect of how GSBI builds capacity inits social entrepreneurs.On average, each GSBI Accelerator programparticipant benefits from more than 300 hoursof individualized mentorship. Surveys of socialentrepreneurs participating in GSBI Onlineand Accelerator programs indicate that theyparticularly appreciate:→→→→→→Mentors’ constructive feedbackTheir individualized discussions as theywork to refine their business plansMentors’ support and advice in response tothe particular challenges and endeavors theentrepreneur faces on any given dayConsistently, the social entrepreneurs who attendGSBI report that the mentors provide the mostvaluable aspect of their experience. For example,in the 2013 and 2014 GSBI Accelerator program,96% of participants believed that the mentoringthey received allowed them to be successful inthe program, and 100% plan to stay in touch withtheir mentors after completion of their GSBIprogram.Mentor ValuesThe mentoring aspect of the GSBI methodologyis crucial to its success, and it has evolved overtime. Mentor candidates are referred to GSBIthrough other mentors or by the GSBI staff.Prospective candidates meet with the GSBIMentor Director, who selects for demonstrablesigns of the qualities valued in GSBI mentors.GSBI staff and the mentors have developeda list of mentor values, and this is used as alitmus test for evaluating mentors. Does thecandidate listen? Is he or she curious? Humble?If the Mentor Director or other evaluators donot see evidence of these characteristics fromthe beginning, that person does not continueforward.can shadow other mentors, attend the InvestorShowcase, listen to a panel at the end of GSBIOnline, come to a mentor training, or sit induring the in-residence portion of the program.In these ways, prospective mentors can gain asense of GSBI’s mission and the mentor cultureand can understand what is required from them,so they can make an informed decision.GSBI mentorship requires a significant timecommitment of at least two to five hours perweek, often at odd hours to communicate acrosstime zones via Skype and email. Despite thesechallenges, some of our mentors have been withGSBI for more than eight years. And when asked,they contribute even more than what is expected.Evaluation must happen in both directions. Thestaff has created multiple ways for prospectivementors to become familiar with GSBI activitiesbefore committing their involvement. Candidates17
Page 1 and 2: T H E M I L L E R C E N T E Rf o r
Page 3 and 4: For its first nine years, GSBI prov
Page 5 and 6: Social Entrepreneurship and GSBIThe
Page 7 and 8: →→→→→→GSBI Boost for ea
Page 9 and 10: Bringing Light to Rural MexicoGSBI
Page 11 and 12: THE GSBIMETHODOLOGYThe GSBI methodo
Page 13 and 14: →→Blueprint: Developing the blu
Page 15: BanaPadsRichard Bbaale grew up in r
Page 19 and 20: Becoming Investment ReadyA top prio
Page 21 and 22: GSBI BoostGSBI Boost is designed to
Page 23 and 24: The in-residence portion of the GSB
Page 25 and 26: GSBI Online Methodology in Action:J
Page 27 and 28: CONCLUSIONHaving worked with 365 so
Page 29 and 30: Endnotes1. Martin, R. L., & Osberg,
Page 31: Founded in 1997, the Miller Center

GSBI+Methodology+for+Social+Entrepreneurship

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