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Watson Institute at Lynn University Transformative Entrepreneurship 3: Funder Readiness Major Requirement Catalog Description: Fundraising can be ridiculously hard and is a process wrought with questions: How much money should I raise?

What type of capital?

Who do I talk to and how do ask funders?

What should I do in an investor meeting?

How do I get the money into our bank account so I can get back to building my business?
Having answers to these questions often translates into successfully closing a round of funding.

But the reality is that only a handful of social entrepreneurs have a clear understanding of the process (and how long it takes) before they start fundraising.

The ones without that understanding get lost and, without direction, are unable to take the lead and close a round of funding.

TE 3 Funder Readiness addresses these questions.


Course Learning Outcomes: Upon completion of the course, students should be able to: a) L.O.

10.1: Describe what it takes to get from point A (needing money) to point B (successfully closing a round of funding) b) L.O.

10.2: Design a one and three-year strategic plan c) L.O.

10.3: Describe and practice the elements of being funder ready d) L.O.

10.4: Apply the elements of funder readiness to a social venture e) L.O.
10.5: Design and implement an action plan to fundraise f) L.O.

10.6: Practice asking funders g) L.O.

10.7: Describe how to design an evaluation system and appropriate metrics to track the impact of a social enterprise and practice by creating an evaluation system and appropriate metrics for a social venture Students will demonstrate that they have met these objectives through research assignments, course projects, and written assignments.
Required Text: Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 1 There is no required textbook.

Readings for each class session are included in the syllabus and we will give you access to all required readings online.

That being said, Watson fosters a culture where intrinsic motivation to learn and peer-teach thrives.

Please continue doing your own learning outside of our requirements and share them with your fellow scholars and staff.
Course Requirements: Overview of Responsibilities (basis of evaluation) Key Assignments/Deliverables: Scholars will complete a series of deliverables (assignments) throughout the course of the semester.

The quality of work and timeliness of completion will be factored into the grade.

Each deliverable is weighted equally and will be assessed for being submitted on time and for the thoroughness and quality of the deliverable.
Extra Assignments/Deliverables: In addition to the key assignments/deliverables described above, students will complete a series of 4 extra assignments/deliverables that will count towards their grade.

Class Presence, Preparation and Contribution: Attendance is assessed both on punctuality as well as being there for the workshops.

You are expected to be present in class each week— physically, intellectually and emotionally.
In addition to weekly assignments that are based on that week’s course substance, there are readings, viewings or other exercises required to prepare for the following week’s class.

This is assessed upon scholars being prepared for the workshop, being engaged and participating, contributing towards creating a positive learning environment, and upholding the commitments in the Watson Pledge.
Grade Breakdown 4 Key Assignments/Deliverables (15 points each) 60 4 Extra Assignments/Deliverables Class Presence, Preparation and Contribution TOTAL Grading Scale: 20 20 100 Each student's final grade is based on the final average for the course requirements as compared to the Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 2 university grade scale.
A A- B+ B B- C+ C C- D+ D F 93 – 100 90 - 92 87 - 89 83 - 86 80 - 82 77 - 79 73 - 76 70 - 72 67 - 69 60 - 66 0 - 59 Extra credit is not applicable or available in this course.

Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 3 Overview of Course Schedule and Assignments Course Schedule, Key Takeaways and Deliverables: Introduction + Workshop: Strategic Plan A strategic plan is a roadmap to systematically grow a business.
Investors are deeply interested in the direction the company will take and its long term vision, thus this workshop plays a key role in the process of fundraising.

Though the vision may change over the time, entrepreneurs having a basic framework will allow them to build a solid fundraising strategy, and much more likely to achieve their goals.
Week 1 Key Takeaways: Entrepreneurs will identify and map out: ● The mission of their organization ● The 3-year objectives of their organization ● The 1-year strategies of their venture ● The 1-year goals or specific performance targets.

● The risks that they will be facing and the mitigation strategies.

Week 2 Workshop: Finance 101 - Cost Assumptions Cost assumptions are the assumptions around the key costs in the venture.
Entrepreneurs will identify what these cost assumptions are, and then they will go through a break-even analysis.

Key Takeaways: Entrepreneurs will: ● Identify the key cost drivers of their business and determine their level of confidence in the accuracy of those drivers.

● Conduct a breakeven analysis to determine their break-even point.

Week 3 Workshop: Finance 101 review & Types of Capital The types of capital raised by an entrepreneur have a deep impact in the company’s long term strategy.
Many entrepreneurs don’t really understand the different types of capital out there, their different implications nor which one is right for their venture.

The overall goal of the Investment Preparedness Lab is to ensure that entrepreneurs are able to attain investments AND to ensure that they pursue the right types of investment.

This workshop will lay the foundation for their pursuit of the right types of investment.
Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 4 Key Takeaways Entrepreneurs should walk away from this workshop with a clear understanding of: ● The difference between dilutive and non-dilutive sources of capital ● The basics of each type of capital available, including the pros and cons and the key things to think about for each type.
● The implications and consequences of the different types of capital in the cap table Week 4 Workshop: Impact Measurement – 1 Impact investors want to see impact data in order to feel confident that their investment will result in social impact, as well as financial return.

This is increasingly true as impact investors become more sophisticated and want to see impact reported right alongside financials.
This workshop will present the basic of impact measurement and help entrepreneurs develop impact metrics and a plan for executing them.
Key Takeaways : ● A clear understanding of why they should be measuring their venture’s impact ● A list of key metrics that they will track going forward ● A plan for how they will actually measure those metrics Week 5 Workshop: Impact Measurement 2 (with Master Course Teacher) Impact investors want to see impact data in order to feel confident that their investment will result in social impact, as well as financial return.
This is increasingly true as impact investors become more sophisticated and want to see impact reported right alongside financials.

This workshop will present the basic of impact measurement and help entrepreneurs develop impact metrics and a plan for executing them.
Key Takeaways : ● A clear understanding of why they should be measuring their venture’s impact ● A list of key metrics that they will track going forward ● A plan for how they will actually measure those metrics Week 6 Workshop: Fundraising Plan - Step 1 : Get Ready for Action - Understand the elements of funding readiness This step explains what entrepreneurs need to have in order to be ready for funding.
The presentation will run through an “ideal list” of things investors look for: solid financials, an investor-facing 2-pager, clarity about the type of capital + the amount Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 5 sought, what the money will be used for, a strategic plan, and a due diligence folder.

Week 7 Workshop: Fundraising Plan 2 - Step 2: Make a plan for Action - Set Milestones and Goals!
This step takes what entrepreneurs learned about elements of funding readiness and puts that knowledge to work.

First they will map out how/when to build out elements that are missing or need improvement.

Ventures can work independently or schedule office hours to focus on what they need.
Week 8 Recap Day Week 9 Workshop: Build your funder list The goal of this workshop is to provide them with tools and ideas on how to go from 0 potential funders to 60 Key Takeaways After this workshop entrepreneurs should walk with a clear understanding of: ● Their ideal funder profile ● A methodology to build a list of +60 funders ● How to prioritize the list of funders ● How to get an introduction ● How to track their funder relationships Week 10 Workshop: “Share your story with Funders” with Master Course Teacher Week 11 Workshop: Fundraising: The Ask Often times the hardest part of the fundraising process is putting together the ask and executing it Key Takeaways: ● Know your role & your job when making an ask ● Know how to ask ● Prepare the visuals you’ll use for the ask (see below for an example) BREAK - No class Thanksgiving Day!
Week 12 Funder week!

Students complete a series of workshops and one on one meetings with both for profit investors and non-profit funders.

Week 13 Workshop: How to Send Funder updates and Follow up with Funders Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 6 Too many entrepreneurs miss funding opportunities for one simple reason: they don’t do a good job of maintaining ongoing communication with potential funders.
They can drum up great interest from investors at pitch events or after initial meetings, but they don’t take the necessary step of keeping funders informed of their progress to maximize the potential of turning that good initial impression into actual funding.

Key Takeaways: - A methodology to follow up and send amazing and compelling funder updates Week 14 Update strategic and Fundraising plan and Wrap up: This is a very important day!
We will look back at the strategic plan and implement all the learning from the semester Key Takeaways: - An updated strategic plan - Reasons to Dance Guiding Principles A few Guiding Principles Peer to Peer Feedback: Throughout the creation process, you each are each other’s best assets.

The peer to peer feedback that scholars give each other we repeatedly find to be some of the most helpful.
In addition, you will be running each deliverable by master course teachers, mentors and the Watson team, but don’t forget that the feedback of your peers will form your foundation.

Mutual Respect: Feel free to disagree with something someone is saying or a viewpoint they are putting forth, but make your point by acknowledging the good in what they say and respectfully disagreeing with their POV on the specific issue.
If you follow a respectful disagreement on facts, or issues, or analysis, you will develop a habit that will carry you further in your career than if you purposefully slam everyone who does not hold the same POV that you do.

Besides, if you are to be successful in this class or in your career, you have to do your best to make everyone in the class or in your organization as successful as you hope to be.
Assignments: Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 7 All assignments that are turned in must be in a professional format.

We will not accept hand written assignments or documents that you would not put in front of a customer or stakeholder.

We expect professional quality work.

Deliverables: Every month, TE will focus on a specific deliverable related to your project, idea, or venture.
We’ll introduce the theme, create objectives, bring in Master Course Teachers specifically around that topic, and have peer feedback and co-working times designed for you to create the deliverable needed.

Regularly, the scholars will present their deliverables and progress.

Do not use skepticism as an excuse for inaction: A Olympic training coach once said, “This approach could be totally wrong, but it a hypothesis worth disproving.” Science starts with educated guesses.

Then it is all trial and error.


Sometimes you predict correctly from the outset.

More often, you make mistakes and stumble across unexpected findings, which lead to new questions and ultimately to progress.

Do not use skepticism as a thinly veiled excuse for inaction or remaining in your comfort zone.

Find the most promising option to test in real life through iteration and do not let skepticism hold you back.

Work for Mastery: Real life is not measured on a scale of F-A or percentage points.
Rather, we think that “C” work just means it is not yet finished.

Plan on creating work, then getting feedback and reiterating it many times, each time getting a little better.

Put in the work to keep improving towards mastery.

In the real world, no one gives you grades and “C’s” do not get degrees.

This is practice in aiming for a goal and following through rather than giving up when you are almost there.
When Watson staff and scholars agree you have reached mastery of a topic, then you will know you have reached the next level.

Enjoy it: You will witness and go through a lot of different experiences and possibly screw-ups.

Watson is meant to be a safe place to experiment, get things wrong, mess up, and then get things right.

Enjoy it!

We are here to throw ourselves deeply into the work we are passionate about.

Work hard and don’t forget that joy is the basis for what we do.
Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 8 Appendix A: Watson Institute at Lynn University MISSION, VISION, GOALS AND LEARNING OUTCOMES MISSION: Watson Institute’s mission is to design and deliver a degree that maximizes the positive social impact students and alumni can create throughout their lifetimes.
VISION: Watson Institute at Lynn University aims to unleash next generation talent to solve the toughest social, environmental, and economic challenges facing the world.

GOALS AND STUDENT LEARNING OUTCOMES: The coursework of Watson Institute is designed to achieve the following goals: CORE GOALS: Goal #1: Describe and apply the process of developing and refining a social enterprise idea.

Relevant Course: Transformative Entrepreneurship 1: Ideation L.O.
1.1: Apply design thinking and design research, and how to use various ideation frameworks for establishing the root cause and possible solutions to an issue L.O.

1.2: Apply rapid prototyping to prototype ideas and test assumptions created in ideation phase.

L.O.

1.3: Discuss peer organizations, current innovations, and their market niche L.O.

1.4: Analyze social venture marketing tools and messaging, and create a pitch for a social venture L.O.
1.5: Describe the business model canvas and design a business model canvas for a social venture L.O.

1.6: Create an in-depth stakeholder map, including bottom up, top down, and middle out stakeholders.

Compare and contrast each stakeholder’s model L.O.

1.7: Design a messaging platform for a social venture, including a 1-2 pager, 1 paragraph, and tagline L.O.
1.8: Create a 180-day strategic plan Goal #2: Describe key challenges faced during the process of starting a social enterprise and apply the skills of transformative action to overcome those challenges.

Relevant Course: The Changemaker 1: Ideation Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 9 L.O.

2.1: Identify, describe and apply the principles of transformative action to their own lives and social entrepreneurial endeavors L.O.
2.2: Describe the principles of positive psychology and apply positive psychology to their social entrepreneurial endeavors L.O.

2.3: Describe the principles of self-efficacy and design a series of skills and tools to increase their own self-efficacy L.O.

2.4: Describe common obstacles social entrepreneurs face and practice overcoming those obstacles L.O.

2.5: Apply the principles of transformative action to build broad-reaching coalitions of partners L.O.
2.6: Practice the skill of resourcefulness to begin the social entrepreneurial process in a resource limited environment Goal #3: Practice and apply a set of foundational hard skills necessary for starting a social enterprise.

Relevant Course: Lab 1 L.O.

3.1: Employ and apply key functions of Excel towards the development of a social venture L.O.

3.2: Employ and apply web design software to create a website for a social venture L.O.
3.3: Practice strategic planning and design a strategic plan for a social venture L.O.

3.4: Design goals using the SMART framework and practice managing their time effectively to achieve those goals L.O.

3.5: Identify and analyze their target market L.O.

3.6: Describe and practice the process of turning an idea into a social enterprise L.O.

3.7: Identify and apply available resources for self-directed learning L.O.
3.8: Identify the key legal issues faced by startup social enterprises and apply available legal resources L.O.

3.9: Practice strategies for effective oral and written communications L.O.

3.10: Practice strategies of effective networking and building alliances L.O.

3.11: Describe and create a founders’ agreement Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 10 L.O.

3.12: Practice soft skills of relationship/partnership building L.O.
3.13: Practice basic financial modeling L.O.

3.14: Practice and apply graphic design tools towards a social venture Goal #4: Describe the goal setting process and practice creating and achieving goals relevant to the progress of a social enterprise.

Relevant Courses: Lab 2-3, Lab 5-6, Lab 8-9, Lab 10-11 L.O.

4.1: Design ambitious and achievable goals aimed at progressing a social venture L.O.
4.2: Complete the goals they set and demonstrate progress made in a social venture Goal #5: Practice working collaboratively with peers to overcome common challenges faced by their peers during the process of starting a social enterprise.

Relevant Courses: Lab 2-3, Lab 5-6, Lab 8-9, Lab 10-11 L.O.

5.1: Practice alongside peers collaboratively solving problems faced by their peers which are common to many startup social enterprises L.O.
5.2: Analyze common problems faced by startup social enterprises Goal #6: Practice building relationships and meeting with mentors, engaging mentors, following up with mentors, thanking mentors and maximizing the value of mentors’ time.

Relevant Courses: Lab 2- 3, Lab 5-6, Lab 8-9, Lab 10-11 L.O.

6.1: Create lasting relationships with mentors relevant to a social enterprise L.O.
6.2: Practice effectively engaging a team of advisors to work through individualized challenges faced in the development of a social enterprise L.O.

6.3: Practice the skills of relationship building necessary for forming a coalition of partners, mentors, and advisors Goal #7: Describe, practice and apply a step-by-step methodology to rapidly and systematically validate their business model.

Relevant Course: Transformative Entrepreneurship 3: Business Model Validation L.O.
7.1: Identify the foundational assumptions of a social venture by completing a venture map L.O.

7.2: Describe and practice a repeatable process for how to do customer discovery Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 11 L.O.

7.3: Describe the rapid prototyping process and practice creating 1-2 prototypes of a key element of a social venture L.O.

7.4: Use real prototypes with real customers L.O.


7.5: Describe and practice financial modeling for social enterprises L.O.

7.6: Create a budget and financial model for a social enterprise L.O.

7.7: Create a break-even analysis of their social enterprise and identify the key cost and financial assumptions of their social enterprise L.O.

7.8: Create a 3-6 month operating plan L.O.


7.9: Analyze the foundational assumptions underpinning their venture Goal #8: Practice and apply the virtues and character traits necessary to accomplish both personal and social entrepreneurial goals.

Relevant Course: The Changemaker 2: Virtuous Entrepreneur L.O.

8.1: Create their own definition of what it means to be authentically virtuous in their social entrepreneurial endeavors and lives more broadly L.O.
8.2: Identify and describe their fatal virtues and complimentary virtues that will impact their success as social entrepreneurs and leaders L.O.

8.3: Practice self-awareness of their own leadership within their social entrepreneurial endeavors by creating a LeaderShape and their corresponding self-assessment L.O.
8.4: Design and apply three transformation experiments to gain familiarity with the process of self-assessment, improvement, and reflection upon their virtues to improve their capacity as social entrepreneurs L.O.

8.5: Create a working definition of discernment and apply it to their own lives and social entrepreneurial endeavors L.O.
8.6: Create a working definition of freedom and apply it to their own lives and social entrepreneurial endeavors Goal #9: Practice and apply a set of hard skills necessary for launching a social enterprise.

Relevant Course: Lab 4 L.O.

9.1: Describe and best practices in branding and apply to a social venture Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 12 L.O.
9.2: Describe and best practices in search engine optimization and social media marketing and apply to a social venture L.O.

9.3: Describe best practices in public relations and apply to a social venture L.O.

9.4: Describe best practices in creating and managing boards and practice by designing and/or building a board for a social venture L.O.

9.5: Describe best practices in creating and managing an executive team and practice by designing and/or building an executive team for a social venture L.O.
9.6: Describe best practices in creating an internal and external communication system and practice by designing and/or building a communication system for a social venture L.O.

9.7: Describe best practices in creating culture and values and practice by designing culture and values for a social venture L.O.

9.8: Describe best practices in delegation and practice by designing a management process for a social venture L.O.
9.9: Describe best practices in creating strategic partnerships and practice by designing and/or building a strategic partnership for a social venture L.O.

9.10: Describe key types of insurance for social enterprises (liability, D&O, key-man) and determine which insurance is necessary for a venture L.O.

9.11: Identify core competencies and areas to outsource, and then apply by articulating the core competencies and designing an outsourcing strategy for a social venture L.O.
9.12: Describe the process necessary to establish a legal entity and then create operating agreements, bylaws, and articles of incorporation for a social venture L.O.

9.13: Describe relevant legal issues, tax requirements, and record keeping necessary and practice by applying to a social venture L.O.

9.14: Describe best practices in bootstrapping and growth hacking and apply to a social venture Goal #10: Describe and practice the fundraising process for both for-profit and non-profit social enterprises.
Relevant Course: Transformative Entrepreneurship 3: Funder Readiness Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 13 L.O.

10.1: Describe what it takes to get from point A (needing money) to point B (successfully closing a round of funding) L.O.

10.2: Design a one and three-year strategic plan L.O.

10.3: Describe and practice the elements of being funder ready L.O.

10.4: Apply the elements of funder readiness to a social venture L.O.
10.5: Design and implement an action plan to fundraise L.O.

10.6: Practice asking funders L.O.

10.7: Describe how to design an evaluation system and appropriate metrics to track the impact of a social enterprise and practice by creating an evaluation system and appropriate metrics for a social venture Goal #11: Describe best practices in building and strengthening teams for social enterprises and apply those principles to building and strengthening an actual team for a social enterprise.
Relevant Course: The Changemaker 3: Transformative Team L.O.

11.1: Analyze the complexity of leadership and team building within the social entrepreneurial context L.O.

11.2: Design an organizational roles and responsibilities document and identify gaps in a team that can help inform the creation of a job description L.O.

11.3: Analyze best practices in compensation scales and apply those principles to designing a compensation scale for their organization L.O.
11.4: Analyze best practices in recruiting strong candidates, selection, and interviewing and apply those principles to designing a hiring process L.O.

11.5: Analyze and apply the legal implications of hiring and building a team L.O.

11.6: Analyze and apply conflict management principles towards building a strong team L.O.

11.7: Analyze and apply team motivators within a social entrepreneurial team L.O.
11.8: Describe the functional organization chart tool and apply it to a social entrepreneurial venture to create alignment L.O.

11.9: Analyze best practices and design a communication system for a startup social enterprise team Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 14 Goal #12: Apply a set of hard skills necessary for growing a social enterprise.

Relevant Course: Lab 7 L.O.


12.1: Compare and contrast best practices in raising capital (investment, grant and donor) and apply to a social venture L.O.

12.2: Analyze best practices in sales techniques and approaches and apply to a social venture L.O.

12.3: Analyze best practices in cash flow management and practice by creating a cash flow document for a social venture L.O.

12.4: Analyze best practices in financial modeling and practice by creating a financial model for a social venture L.O.
12.5: Describe best practices in unit economics and practice by analyzing the unit economics of a social venture L.O.

12.6: Analyze best practices in customer relationship management and practice by designing and/or building a customer relationship management system for a social venture L.O.

12.7: Describe best practices in financial reports and reporting and practice by creating financial reports for a social venture L.O.
12.8: Describe the concept of and how to calculate customer acquisition costs and practice by analyzing the customer acquisition costs for a social venture L.O.

12.9: Analyze best practices in creating sales models and practice by designing a sales model for a social venture L.O.

12.10: Analyze best practices in pre-sales and design a pre-sale strategy for a social venture L.O.

12.11: Describe the concept of leads and practice by developing a leads list for a social venture L.O.
12.12: Analyze best practices in customer retention and then apply by designing a customer retention strategy for a social venture L.O.

12.13: Analyze best practices in customer satisfaction and apply by designing a customer satisfaction strategy for a social venture L.O.

12.14: Analyze best practices in investor due diligence and apply by completing a mock due diligence process for a social venture Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 15 L.O.
12.15: Analyze best practices in negotiation and apply by completing a mock negotiation process relevant to a social venture Goal #13: Synthesize experiences, entrepreneurial principles, and venture frameworks into the completion of a rigorous, research-backed thesis.

Relevant Courses: Transformative Entrepreneurship 4: Thesis L.O.

13.1: Practice skills in finding and analyzing research L.O.

13.2: Demonstrate expertise in the field relevant to a social enterprise L.O.
13.3: Practice grounding the problem and solution a social venture is focused on in evidence, fact, and rigor L.O.

13.4 Analyze extensively the topic area of a social enterprise L.O.

13.5: Complete an in depth, evidence backed thesis on a social enterprise L.O.

13.6: Design an experiential learning process that supplements the evidence-backed thesis with personal experience L.O.
13.7: Create a thesis advisory committee of topic experts who both serve to help inform the content of the thesis and provide mentorship and guidance throughout the thesis writing process L.O.

13.8: Debate key concepts in their thesis in front of a panel to verbally reinforce their findings Goal #14: Complete an in-depth portfolio of his/her past, present, and future to demonstrate understanding and self-awareness of his/her life to date and future trajectory.
Relevant Course: The Changemaker 4: Portfolio L.O.

14.1: Demonstrate a deeper understanding of their lives to date and who they have become through answering a series of in depth questions about their past L.O.

14.2: Through answering a series of in depth questions about their present, demonstrate a deeper understanding of their current skills, resources, opportunities, and purpose L.O.
14.3: Through answering a series of in depth questions about their future, demonstrate a deeper understanding of their next steps post-graduation and trajectories as social entrepreneurs and leaders L.O.

14.4: Create an extensive network of leading social entrepreneurs who can serve as mentors beyond the completion of their degree Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 16 L.O.
14.5: Analyze the path they are on and how it ties into their overall life story and describe their purpose and next steps as social entrepreneurs Goal #15: Apply a set of hard skills necessary for leading a social enterprise.

Relevant Course: Lab 10 L.O.

15.1: Analyze best practices in motivating and promoting and apply concepts to a social venture L.O.

15.2: Analyze best practices in social enterprise management and apply concepts to a social venture L.O.
15.3: Analyze best practices in managing conflict and practice by simulating managing conflict in a social venture L.O.

15.5: Practice methods of strengthening self-confidence and esteem and practice in a social venture L.O.

15.6: Analyze best practices in human resources for early stage social enterprises and design a HR strategy for a social venture L.O.
15.7: Compare and contrast character traits of social entrepreneurs and create a profile of their own personality and character profile as a social entrepreneur L.O.

15.8: Analyze best practices in constructing teams for social enterprises and apply to a social venture L.O.

15.9: Analyze best practices in process design, development and workflow and practice by creating and managing a process for a social venture L.O.
15.10: Describe key concepts in employment law, employee agreements, letters of offer and non-compete agreements within social enterprise and create draft agreements for a social venture L.O.

15.11: Analyze best practices in leadership and decision making within social enterprise and practice within a social venture Watson • 1877 Broadway St., Suite 100 Boulder CO 80302 • www.watsonuniversity.org 17