Dr. Bernadette Mungai. PhD Entrepreneurship Development MBA (Strategic Management) BSc Business Administration Diploma in Business Management

Transcription

1 Dr. Bernadette Mungai PhD Entrepreneurship Development MBA (Strategic Management) BSc Business Administration Diploma in Business Management

2 Head, SME SoIution Centre, The Kenya Institute of Management (KIM) Entrepreneurship Training Business Management Skills, Business Start-Up, Business Growth Business Planning Entrepreneurship Rresearch Business Mentoring and Counselling Project Management Entrepreneurship Development SME Consultancy Services

3 Youth Business Linkages Forum

4 Mentoring for entrepreneurial success

5 Some statistics High population growth rate of the past results in today s high youth population Youth in Kenya constitute over a third of the entire 40m population 80 percent of Kenyans are less than 35 years old. This represents great economic and social opportunities, if properly harnessed. But it also poses enormous challenges Proportionately, 80 percent of the 2.3 million unemployed are young

6 Definition of mentorship "Mentoring is to support and encourage people to manage their own learning in order that they may maximise their potential, develop their skills, improve their performance and become the person they want to be. Eric Parsloe, The Oxford School of Coaching & Mentoring

7 Mentorship is defined as a personal developmental relationship in which a more experienced or more knowledgeable person helps a less experienced or less knowledgeable person. Mentorship is helping to shape an individual s beliefs and values in a positive way; often a longer term career relationship from someone who has done it before

8 Types of Mentoring The sage: offers wisdom, teaching and experience; links work with a deeper purpose The caregiver: Nurtures and provides reassurance along your path; protects you within 'the system'. The devil s advocate: Challenges you, pushes your boundaries and provides you with reality checks. The connector/navigator: Links people, ideas and opportunities; helps you navigate the system.

9 How to find a Mentor - To find a mentor on your own, identify someone you admire and respect. - You can chose someone from your own place of employment or outside it or both.

10 - Decide what you need in a mentor, what skills you would like to develop with your mentor's assistance. - Consider your goals in choosing a mentor. - Think about what characteristics you're looking for in a mentor

11 - It is advisable to choose someone working in the same functional area as you are, as well as someone who shares your values - Do not ask your direct supervisor to be your mentor; it's better to have someone with whom you can talk freely about career and workplace issues. Some mentees prefer an older, more experienced mentor

12 What to Look for in a Mentor - A mentee wants to work with someone he or she can respect - You should have a good feel after a few meetings as to whether the rapport is right for a mentoring relationship - Should bring trustworthiness and the ability to keep confidences to the mentoring relationship

13 - Openness, honesty, realistic expectations, accountability, and the ability to admit mistakes and share failures - Look for similar qualities in a mentor, a sense of humor, good listening skills, a high comfort level in giving feedback, and the ability to discuss a wide range of issues

14 - Avoid a mentor who is too controlling, judgmental, or a know-it-all. Look for a positive person, someone who will celebrate your success - The mentorship is especially productive when the mentor believes he or she can learn from you, and the relationship is a two-way

15 - A good mentor will not say I will teach you to be like me, but rather, I will help you to be whoever you wish to be. - A mentor requires knowledge - not only of the subject itself but also knowledge of communication and teaching. One may have the knowledge and experience, but no skills to impart the knowledge

16 - A mentor has to have the time to mentor. There is no point in saying I will be your mentor if you then can t find the time to do so - A good mentor will encourage his or her mentee to seek out knowledge from other places as well and may advise on books to be read

17 - A mentor should be authentic and practices what he preaches. A good mentor will not only tell you what the best approach is, but is utilizing the approach himself. - A mentor should take a personal interest and be involved in the mentoring relationship. He should get to know you, how you work, what your goals are, what your strengths and weaknesses are and any other relevant information to you

18 - A good mentor will genuinely listen to your concerns and not be eager to get the conversation over. He should know your current projects by name and be able to ask you how things are going. - A good mentor knows that he does not know everything there is to know in any given field. As he mentors you, he in turn is also learning from you and continues to grow. A good mentor will remain open to new ideas and even try them.

19 - A good mentor does not assume that you are a loser because you are coming to him for advice. He recognizes that you have talent and are successful already - A good mentor is tuned in, tapped in and will uplift you. When someone fosters insecurity in you, they are not tuned in, tapped in, and they are not a good mentor for you

20 - A mentor should, however, expect some level of commitment and not expect that the person being mentored will just take what he or she thinks is needed and then walk away and not give anything back.

21 Exercise

22 Do you have a mentor? Who is your mentor? Why did you choose him/her? What is your experience with your mentor?

23 Case study Jocylene Jambo

24 Jocylene Jambo was a beneficiary of the Business Start- Up, Business Growth training and Mentorship Programme in Kenya. This programme was funded by the Department for International Development (DFID)

25 Jocylene Jambo is the director and founder of Dominion College. Jocylene is a 32-year old, mother of three children. She joined a private day high school in Mombasa, having transferred from a prestigious girls boarding school after the death of her parents. After high school she eventually secured employment as a receptionist while she attended evening classes. She obtained a certificate and a Diploma in ICT at the local polytechnic. Thereafter, she got a job with an NGO where she served for eight years.

26 Jocelyn always wanted to venture into and IT business. She found a Mentor who mentored her from the start of her journey into business. She resigned from her job and with the savings from her former employer, she bought one computer and a printer and started a secretarial bureau in June 2005 in Bungoma town with an initial capital of Kshs 180,000. Despite challenges like competition, lack of finance, she saved whatever money she could and ploughed it back into the business.

27 The bureau expanded and transformed into a training institute. The Dominion College started in June 2006 with its primary objective to offer ICT courses and bureau services. With six computers, three rental rooms and some furniture, the institute was born with six students.

28 As a woman entrepreneur, Jocylene faced a number of challenges, which included stringent conditions attached to credit such as requiring land title deed to access loans; cultural and customary beliefs that a woman cannot succeed in business and poverty in the community which lead to late school fees payment by students.

29 Despite the challenges, Jocylene was consistent with the mentorship programme and has managed to register and train over 800 students from 2006 to date. The training facilities improved by acquiring 22 computers and created employment for over 27 workers. The institute offered seven training programs which focused on information communication and technology courses and business management/administration.

30 In her business expansion strategy, Jocylene intends to acquire land to construct the institute's own premises and establish strategic alliances for collaboration with regional and foreign universities.

31 Jocylene concludes that it is possible to succeed in business despite all odds, and all this is attributed to the mentorship she received during her business journey.

32 Kenya National Business Plan Competition Kenya s National Business Plan Competition (BPC) was funded by the World Bank under the Ministry of Industrialization and it: Encouraged innovative business models Had 2 Phases Phase 1: 2009/2010; Phase 2: 2010/2011 Attracted 5,500 participants both start-ups and existing businesses

33 The objective of the Project was is to increase productivity and employment in participating Micro, Small and Medium Enterprises (MSMEs) in Kenya through four components namely: Access to Finance Strengthening enterprise and skills and market linkages Improving business environment Reducing critical investment constraints on MSMEs

34 The Project s activities were implemented in the following subphases: Phase 1: Screening for dynamic and innovative entrepreneurs Phase 2: Entrepreneurship training programs on business plan development, individual mentoring to build their business plans Phase 3: Cash prize awards for the top 3 entrepreneurs in each of the 8 provinces and nationally with special categories for the Best Woman Entrepreneur and Best Youth Entrepreneur Phase 4: Market and Financial Linkages Phase 5: Alumni formation Eric Muthomi, news of interest and upcoming events

35 Case study Eric Muthomi

36 Comments received from past mentorship programmes The Mentor Listened to me Challenged me Built self confidence Wise counsel

37 Taught by example Role model Offered encouragement Understood me

38 What do we want to see in the future? Linking more youth entrepreneurs who will contribute to economic transformation of Africa

39 Thank you

40 Q & A