Top 13

After 40 K views, here are the 13 most popular CFL blog posts:

 

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Home page / Archives More stats 5,683
About More stats 1,624
What I Learned About Entrepreneurship* More stats 1,254
Hope College – CFL Consulting More stats 965
Great Books On Faithful Entrepreneurial Leadership More stats 723
Hope College – CFL Incubator More stats 683
CFL Integrated Learning: Four Core Leadership Courses/Leadership Minor More stats 562
The “Hope Does” Story. Because Love Does. More stats 475
LDRS 291: Becoming an Influential Leader More stats 472
Steve Blank: Four Steps to the Epiphany More stats 469
LDRS 231: Leading the Start-Up Process More stats 440
“Unfiltered” Awarded a $2500 Grant More stats 387
Thanks to Jim and Virgil More stats 375

The Life You’ve Always Wanted

The Life You Always Wanted

“The Christian gospel insists that transformation of the human personality really is possible.  Never easy.  Rarely quick.  But possible” (p. 9).

“We are called by God to live as our uniquely created selves” and we do this best when we “live increasingly as Jesus would in our own unique place — to perceive what Jesus would perceive if he looked through our eyes, to think what he would think, to feel what he would feel, and therefore to do what he would do” (p. 14).

“You were created to be a masterpiece of God….God made you to know oneness with him and with other human beings” (p. 15).

“‘The kingdom of God has come near’….These words of Jesus announce the great ‘turn’ in the history of the world….The good news is especially that this world — the kingdom of God — is closer than you think.  It is available to ordinary men and women.  It is available to people who have never thought of themselves as religious or spiritual.  It is available to you.  You can live in it — now.   This means in part that your story is the story of transformation.  You will not always be as you are now; the day is coming when you will be something incomparably better — or worse.  C.S. Lewis expressed it this way:  ‘It is a serious thing to live in a society of possible gods and goddesses, to remember that the dullest and mos uninteresting person you can talk to may one day be a creature which, if you saw it now, you would be strongly tempted to worship, or else a horror and a corruption such as you now meet, if at all, only in a nightmare.  All day long we are, in some degree, helping each other to one or other of these destinations…There are no ordinary people'” (p. 17).

“This is why Jesus came.  This is what spiritual life is all about.   This is your calling — to become what Lewis calls an ‘everlasting splendor'” (p. 18).

“Everything turned on Moses’ [our] ability to ‘turn aside’ — to interrupt his daily routine to pay attention to the presence of God” (p. 18).

You are what you are — but that is not all you are.  You are what you are, but you are not yet what you will be.  I will be with you” (p. 19).

“The possibility of transformation is the essence of hope” (p. 20).

“[The] single belief most toxic to a relationship is the belief that the other person cannot change” (p. 20).

“Paul used this word in his letter to the Galatians: “…until Christ is formed in you.”  He agonized until Christ should be born in those people, until they should express his character and goodness in their whole being.  Paul said they — like us — are in a kind of spiritual gestation process.  We are pregnant with possibilities of spiritual growth and moral beauty so great that they cannot be adequately described as anything less than the formation of Christ in our very lives” (p. 20).

“Spiritual growth is a molding process. We are to be to Christ as an image is to the original” (p. 20).

“When morphing happens, I don’t just do the things that Jesus would have done; I find myself wanting to do them.  They appeal to me.  They make sense.  I don’t just go around trying to do right things; I become the right sort of person” (p. 21).

“The first goal of spiritual life is the reclamation of the human race” (p. 21).

“This deep pattern is almost inescapable for religious people: If we do not become changed from the inside-out — if we don’t morph — we will be tempted to find external methods to satisfy our need to feel that we’re different from those outside our faith.  If we cannot be transformed, we will settle for being informed or conformed” (p. 31).

“[Jesus] named a fundamentally different way of identifying who are the children of God: “Do they love God, and do they love the people who mean so much to him?….This is why the religious leaders of Jesus’ day so often fouoght with him about circumcision, dietary laws, and the Sabbath.  Jesus was not just disagreeing with them on how to interpret the Law.  He was threatening their very understanding of themselves as the people of God” (p. 32).

“But what makes something a boundary marker is its being seized upon by the group as an opportunity to reinforce a false sense of superiority, fed by the intent to exclude others….A boundary-approach to spirituality focuses on people’s position: Are you inside or outside the group?  A great deal of energy is spent clarifying what counts as a boundary marker.  But Jesus consistently focused on people’s center: Are they oriented and moving toward the center of spiritual life (love of God and people), or are they moving away from it?  This is why he shocked people by saying that many religious leaders — who observed all the recognized boundary markers — were in fact outside the kingdom of God” (pp. 33, 34).

“The real issue is what kind of people are we becoming” (p. 39).

“Ironically, often the thing that keeps me from experiencing joy is my preoccupation with self.  The very selfishness that keeps me from pouring myself out for the joy of others also keeps me from noticing and delighting in the myriad of small gifts God offers each day” (p. 60).

“Joy is God’s basic character.  Joy is his eternal destiny.  God is the happiest being in the universe….As products of God’s creation, creatures made in his image, we are to reflect God fierce joy in life” (p. 63).

“After teaching on the need for obedience, Jesus told his friends that his aim was that they should be filled with joy, but not just any kind of joy: ‘I have said these things to you so that my joy may be in you, and that your joy may be complete” (p. 63).

“There is a being in the universe who wants you to live in sorrow, but it is not God” (p. 64).

“We are invited to rejoice in every moment of life because every moment of life is a gift….We don’t earn it, can’t control it, can’t take a moment of it for granted.  Every tick of the clock is a gift from God” (pp. 64, 65).

“Joy is strength.  Its absence will create weakness” (p. 86).

“‘Normally, our success is overcoming temptation will be easier if we are basically happy in our lives’ [Dallas Willard]”, p. 66).

“True joy, as it turns out, comes only to those who have devoted their lives to something greater than personal happiness” (p. 68).

“Each of us knows a few people who are joy carriers.  When we are around them, they breathe life into us.  Prize them.  Thank them.  Above all, get intentional about being with them” (p. 69).

“The New Testament writers were engaged not so much in some form of positive thinking as in what might be called ‘eschatological thinking.’  That is, they viewed all events in light of the Resurrection and the ultimate triumph of the risen Christ” (p. 73).

“How could all these people rejoice when everything had gone wrong?  Because in spite of the mess, the bride still got the groom.  At the end of the day, that was all that mattered” (p. 74).

“Hurry is the great enemy of spiritual life in our day” (p. 77).

“It is that we become so distracted and rushed and preoccupied that we will settle for a mediocre version of it.  We will just skim our lives instead of actually living them” (p. 77).

“Love and hurry are fundamentally incompatible.  Love always takes time, and time is the one thing hurried people don’t have” (p. 81).

“History belongs to the intercessors — to those who believe and pray the future into being.  Interceding is what Jesus is doing now….His teaching ministry lasted three years.  His intercessory ministry has been going on for two thousand” (p. 94).

“Biblical prayer is impertinent, persistent, shameless, indecorous” (p. 95).

“The disciples noticed Jesus looked forward to prayer and actually hungered for it.  They saw that somehow prayer fed Jesus’ soul the way food fed their stomachs” (p. 96).

“In simple prayer, I pray about what is really on my heart, not what I wish was on my heart” (p. 100).

“[Perhaps] the greatest work of all [in prayer] is the knitting of the human heart together with the heart of God….For where there is much prayer there is much love” (p. 106).

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Great Books On Faithful Entrepreneurial Leadership More stats 714
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’16 37

 

Find Your Blue Ocean

Blue Ocean Strategy

 

“The only way to beat the competition is to stop trying to beat the competition” (p. 4).

“…[I]magine a market universe composed of two sorts of oceans: red oceans and blue oceans.  Red oceans represent all the industries in existence today.  This is the know market space.  Blue oceans denote all the industries not in existence today.  This is the unknown market space.  In red oceans, industry boundaries are defined and accepted, and the competitive rules of the game are known.  Hear, companies try to outperform their rivals to grab a greater share of existing demand.  As the market space gets crowded, prospects for profits and growth are reduced.  Products become commodities, and cutthroat competition turns the red ocean bloody.  Blue oceans, in contrast, are defined by untapped market space, demand creation, and the opportunity for highly profitable growth.  Although some blue oceans are created well beyond existing boundaries, most are created from within red oceans by expanding existing boundaries….In blue oceans, competition is irrelevant because the rules of the game are waiting to be set” (pp. 4-5).

“We found that 86 percent of the launches [in a study of business launches of 108 companies] were line extensions, that is, incremental improvements within the red ocean of existing market space.  Yet they accounted for only 62 percent of total revenues and a mere 39 percent of total profits.  The remaining 14 percent of the launches were aimed at creating blue oceans.  They generated 38 percent of total revenues and 61 percent of total profits” (p. 7).

“…[O]ur study shows that the strategic move, and not the company or industry, is the right unit of analysis for explaining the creation of blue oceans and sustaining high performance.   A strategic move is a set of managerial actions and decisions involved in making a major market-creating business offering” (p. 10).

“What consistently separated winners from losers in creating blue oceans was their approach to strategy.  The companies caught in the red ocean followed a conventional approach, racing to beat the competition by building a defensible position within the industry order.  The creators of blue oceans, surprisingly, didn’t use the competition as a benchmark.  Instead, the followed a different strategic logic that we call value innovation.  Value innovation is the cornerstone of blue ocean strategy.  We call it value innovation because instead of focusing on beating the competition, you focus on making the competition irrelevant by creating a leap in value for buyers and your company, thereby opening up new and uncontested market space” (p. 12).

“Value innovation occurs only when companies align innovation with utility, price, and cost positions….It is conventionally believed that companies can either create greater value to customers at a higher cost or create reasonable value at a lower cost.  Here strategy is seen as making a choice between differentiation and low cost.  In contrast, those that seek to create blue oceans pursue differentiation and low cost simultaneously” (p. 13).

“Value innovation requires companies to orient the whole system toward achieving a leap in value for both buyers and themselves.  Absent such an integral approach, innovation will remain divided from the core of strategy….Competition-based red ocean strategy assumes that an industry’s structural conditions are given and that firms are forced to compete within them….In contract, value innovation is based on the view that market boundaries and industry structure are not given and can be reconstructed by the actions and beliefs of industry players” (p. 17).

The issue is how to succeed in blue oceans.  How can companies systematically maximize the opportunities while simultaneously minimizing the risks of formulating and executing blue ocean strategy?” (p. 19).

The Six Principles of Blue Ocean Strategy (p. 21)
  • Reconstruct market boundaries — [see “Visual Exploration” below]
  • Focus on the big picture, not numbers
  • Reach beyond existing demand
  • Get the strategic sequence right
  • Overcome key organizational hurdles
  • Build execution into strategy
The Four Steps to Visualizing Strategy (p. 84)
  1. Visual Awakening
    1. Compare your business with your competitors’ by drawing an ‘as is’ strategy canvas [see below]
    2. See where strategy needs to change
  2. Visual Exploration
    1. Go into the field to explore the six paths [see below] to creating blue oceans
    2. Observe the distinctive advantages of alternative products and services
    3. See which factors you should eliminate, create, or change
  3. Visual Strategy Fair
    1. Draw your ‘to be’ strategy canvas based on insights from field observations
    2. Get feedback….
    3. Use feedback….
  4. Visual Communication
    1. Distribute before and after strategic profiles…
    2. Support only those projects and operational moves that allow your company to close the gaps….
The Strategy Canvas (p. 25 ff)

The value curve, the basic component of the strategy canvas, is a graphic depiction of a company’s relative performance across its industry’s factors of competition” (p. 27).

“To fundamentally shift the strategy canvas of an industry, you must begin by reorienting your strategic focus from competitors to alternatives, and from customers to noncustomers of the industry (p. 28).

The Four Actions Framework (p. 29)

“To reconstruct buyer value elements in crafting a new value curve, we have developed the four actions framework….[T]o break the trade-off between differentiation and low cost and to create a new value curve, there are four key questions to challenge an industry’s key logic and business model” (p. 29).

  • Which of the factors that the industry takes for granted should be eliminated?
  • Which factors should be reduced well below the industry’s standard?
  • Which factors should be raised well above the industry’s standard?
  • Which factors should be created that the industry has never offered?

“The first question forces you to consider eliminating factors that companies in your industry have long competed on….The second question forces you to determine whether products or services have been overdesigned in the race to match and beat the competition….The third question pushes you to uncover and eliminate the compromises your industry forces your customers to make.  The fourth question helps you discover entirely new sources of value for buyers and to create new demand and shift the strategic pricing of an industry” (p. 30).

The Characteristics of a Good Strategy (p. 37 ff)
  • Focus: “the company does not diffuse its efforts across all key factors of competition
  • Diverges: “a result of not benchmarking competitors but instead looking across alternatives”
  • Tagline: “[forces the] strategic profile [to be] clear.
Six Paths to Creating Blue oceans: “From head-to-head competition to Blue ocean Creation” (p. 79)
  • Industry: Look across alternative industries — “In the broadest sense, a company competes not only with other firms within its own industry, but also with companies in those other industries that produce alternative products or services.  Alternatives are broader than substitutes.  Products or services that have different forms but offer the same functionality or core utility are often substitutes for each other.  On the other hand, alternatives include products or services that have different functions and forms but the same purpose….A shift in price, a change in model, even a new ad campaign can elicit a tremendous response from rivals within an industry, but the same actions in an alternative industry will go unnoticed….Often, however, the space between alternative industries provides opportunities for value innovation” [E.g., cinemas and restaurants are alternatives (to enjoying a night out); whereas fast food and full-service restaurants are substitutes] (pp. 49-50).
  • Strategic group: Look across strategic groups — “Just as blue oceans can often be created by looking across alternative industries, so can they be unlocked by looking across strategic groups.  The term refers to a group of companies within an industry that pursue a similar strategy” [E.g., high end restaurants vs low-end restaurants] (p. 55).
  • Buyer group: Redefine the industry buyer group — “In most industries, competitors converge around a common definition of who the target buyer is.  In reality, though, there is a chain of ‘buyers’ who are directly or indirectly involved in the buying decision.  The purchasers who pay for the product or service may differ from the actual users, and in some cases there are important influencers as well.  Although these three groups may overlap, they often differ” (p. 61).
  • Scope of product or service: Look across complementary offerings — “Untapped value is often hidden in complementary products and services.  The key is to define the total solution buyers seek when they choose a product or service.  A simple way to do so is to think about what happens before, during, an after your product is used” (p. 65).
  • Functional-emotional orientation: Rethink orientation — “Competition in an industry tends to converge not only on an accepted notion of the scope of products and services but also on one of two possible bases of appeal.  Some industries compete principally on price and function largely on calculations of utility; their appeal is rational.  Other industries compete largely on feelings; their appeal is emotional” (pp. 70-71).
  • Time: Participate in shaping external trends — “[Key] insights into blue ocean strategy rarely come from projecting the trend itself.  Instead they arise from business insights into how the trend will change value to customers and impact the company’s business model” (p. 75).

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Consulting AcademE, Spring 2016

Consulting AcademE Sept

Consulting AcademE exists to guide CFL Consulting students to discern, develop, and deploy their gifts and calling, further prepare for work, and transition from college.

What is Consulting Academe?

Here are our spring dates and topics (and speakers):

  • February 8, 7 PM: Uncovering Opportunities/Market Needs
  • February 22, 7 PM: Review and Preview: EPIC (Jim Sullivan)
  • March 14, 7 PM: Making the Transition, Part I
  • April 11, 7 PM: Making the Transition, Part II

Consulting AcademE #1 Jan 20 2015

Quotes from Student “Leading the Start-Up Process” Reflection Papers

The final reflection paper assignment in LDRS 231 asks students to discuss whether they are a leading entrepreneur or an entrepreneurial leader and the difference.

“An entrepreneurial leader is one who pursues opportunities in the face of opposition or limited resources and brings together the human and financial resources necessary to pursue an objective” (Goossen and Steven, Entrepreneurial Leadership, p. 35).

[Our mission statement]: “‘We believe the odds are against us. We.  Believe.  Anyway.'”

“[Everyone] is fitted by God to have a sphere of influence, great or small, and thus every person is a leader in some sense” (Goossen and Stevens, Entrepreneurial Leadership, p. 32).

“Each day I have a choice. I can give people the confidence and the passion to pursue the best of who they are, or I can simply co-exist with them.  Neither bringing them down or pulling them up, simply letting them be without encouragement. I once heard that the opposite of love is not hate, but indifference. God has called me to something greater than indifference. He has called me to never ending love because that is what he has graced me with.”

“People want more than information.  They are up to their eyeballs in information.  They want faith — faith in you, your product, your success, and in the story you tell.  Faith, not facts, moves mountains” (Kawasaki, Art of the Start 2.0, p. 47).

Leadership is “more tribal than scientific, more a weaving of relationships than an amassing of information” (DePree, Leadership Is An Art, p.3).

“One of the most valuable parts of the class for me was going outside of my comfort zone and being the leading entrepreneur of the group.”

“I don’t believe that I was born with entrepreneurial skills or traits, but there are aspects of entrepreneurship that I have learned throughout the semester in [LDRS 231]  that will benefit me for the rest of my life.”

“[Leading the Startup Process] has been the most unique college class that I have ever taken….[There] were many times that I definitely would have preferred a test rather than performing start-up tasks. To visualize how I felt that the class was structured, it was like being pushed into a pool and being given the bare minimum guidelines in order to stay afloat.  There is something about making your own mistakes and learning from them rather than learning about others’ mistakes that makes you learn about yourself in a very unique way.”

“’All work matters, but without God it is meaningless’” (Goossen and Stevens, Entrepreneurial Leadership).

“I learned that with leadership there needs to be faithfulness, and that with a lack of faith you will not reach your full potential as a leader or an entrepreneur.”

“I learned that with every product you make, you must first have a problem to come up with a solution. When we were doing this for our products in class we did so much research into the problem that we discovered new ways of doing things for the product and I saw then that I could do the same exact things in my life. If I am having problems with something I first need to find out where the problem is coming from and then I can look into ways of fixing the current problems that I am stuck with to bring me out of the situation I got myself in.”

“Being faithful is more important than being successful” (DePree, Leadership Is An Art, p. 69).

“The first responsibility of a leader is to define reality. The last is to say thank you. In between the two, the leader must become a servant and a debtor” (DePree, Leadership Is An Art, p. 11).

“A group need only two things to be a tribe: a shared interest and a way to communicate” (Godin, Tribes, p.1,2).

“Great leaders create movements by empowering the tribe to communicate. They establish the foundation for people to make connections, as opposed to commanding people to follow them” (Godin, Tribes, p. 23).

“The danger in opting out of the holy discontent pursuit is that in doing so, you also opt out of tackling the good works God has wired you to accomplish. The goal, friends, is to cultivate your soul’s soil so that this doing-of-good-works process can unfold in your life…. There is no greater satisfaction this side of heaven!” (Hybels, Holy Discontent, p. 51).

“[LDRS 231] provided an opportunity to be surrounded by entrepreneurs. A breakthrough moment happened when I realized that these people are not just dreamers, they are a specific type of person who excels and thinks in unique ways. This realization prompted a new type of respect for people who think daringly rather than logically.”

“Few people are put in circumstances that horrific and extreme [as Viktor Frankl in concentration camps during WWII], but all of us are given gifts, aptitudes, capacities, talents, and traits that we did not strictly earn.  And all of us are put in circumstances that call out for action, whether they involve poverty, suffering, the needs of a family, or the opportunity to communicate some message.  These circumstances give us the great chance to justify our gifts” (Brooks, Road to Character, 2015).

“Because it is its purpose to create a customer, any business enterprise has two–and only these two–basic functions: marketing and innovation.  They are the entrepreneurial functions” (Drucker, The Practice of Management).

“If we want to know what a business is we have to start with its purpose.  And its purpose must lie outside of the business itself.  In fact, it must lie in society since a business enterprise is an organ of society.  There is only one valid definition of business purpose: to create a customer” (Drucker, The Practice of Management).

“Leadership is the lifting of a [person’s] vision to higher sights, the raising of a [person’s] performance to a higher standard, the building of a [person’s] personality beyond its normal limitations” (Drucker, Leadership Is An Art).

“[In] Entrepreneurial Leadership, Richard J. Goossen…illustrates six main points that constitute a good leader.  He states that a good leader has influence in rooted relationships, casts a vision for the community or organization, implements a process by which followers are gained and goals are attained, implements fairness and justice, exercises stewardship of the gifts and talents of others, and finally, turns followers into leaders….Goossen also explains what it takes to be a good entrepreneur. These abilities include understanding, organizing, and prioritizing their tasks, creating innovative ideas to satisfy needs in the marketplace, seizing and pursuing opportunities, believing in the value and benefits of entrepreneurial life, balancing and analyzing the risks within the market, and developing good ‘entrepreneurial habits’. ”

“Most entrepreneurs start with a strong initial vision and a Plan A for realizing that vision. Unfortunately, most Plan A’s don’t work” (Ash Maurya, Running Lean).

“…intentional faith in God makes a difference in terms of meaning and motivation in the marketplace” (Goossen and Stevens, Entrepreneurial Leadership, p. 43).

“The guest entrepreneurs that spoke to the class showed me that entrepreneurial people are not fans of structure. They could not imagine having an average 9-5 job. Entrepreneurs are also self-motivated. They are always working on something they love, and often times, to them, it does not really feel like work. Finally, the biggest thing that I have come to realize about entrepreneurial people is that they do not fear failure. I believe every single entrepreneur that was brought in to speak to the class spoke of a failure that they had. Instead of giving up and finding a stable job they move onto or find their next project.”

“Before taking this class, I always thought that an entrepreneur was a type of personality. I now realize that it is something that can be learned and worked on to improve. I believe that these traits are what it means to be entrepreneurial, and also, anybody can be entrepreneurial if they have the desire to.”

“I commonly find myself equating leadership to power over people, when in reality it is much more than that. In class we came up with the traits integrity, good listener, influence, achiever, vision, and making others better. Although leaders are commonly in places of power, power is not a requirement for leadership. The word on the list of traits that stands out to me is “influence”. A person that has an influence, good or bad, can be considered a leader. Because being a leader is about influencing others, a person can be considered a leader even if they have an influence on just one person.”

“’The Spiritual Dimension is essentially your core, your center, your commitment to your value system. It draws upon the sources that inspire and uplift you and tie you to the timeless truths of all humanity. And people do it very, very differently’” (Stephen Covey, 7 Habits of Highly Effective People, p. 292).  “You can’t motivate someone to do a task or to buy a new product unless you have the ability to reach inside of him or her and play upon that spiritual factor.”

“Being a leader means finding people with complementary talents who fill in your gaps and work to achieve the same goals you want to see. Being a great leader is not running the show by yourself, but having the ability to form a great team and use faith—both personal and group convictions—to drive that team forward.”

To be an entrepreneur means to want to make your personal life your business….Being a leader, on the other hand, means finding what motivates people…. A lot of the time, this means getting to know people different from you and learning from listening.

“At the heart of any entrepreneur is a drive for success. Not success for materials, or possessions, but merely the drive to see things ‘be right.’”

“Before product/market fit, the focus of the startup centers on learning and pivots. After product/market fit, the focus shifts toward growth and optimizations…Pivots are about finding a plan that works, while optimizations are about accelerating that plan,” (Maurya, Running Lean, p.9).

“Still today, what wrecks the heart of someone who loves God is often the very thing God wants to use to fire them up to do something that, under normal circumstances, they would never attempt to do…And it all start with finding your holy discontent; it begins with you determining what it is that you can’t stand” (Hybels, Holy Discontent, p.25).

”I believe that only one power exists on this sorry planet that can do that [grow my faith].  It’s the power of the love of Jesus Christ, the love that conquers sin and wipes out shame and heals wounds and reconciles enemies and patches broken dreams and ultimately changes the world, one lifetime at a time,” (Hybels, Courageous Leadership, p.21).

“We are actually partners with God in our daily work…. It means that instead of regarding work in the world as a diversion from the spiritual life and from the ‘work of the Lord’… we are doing ‘the Lord’s work’ in creating new products and services, developing the organizational culture of our business, engaging in trading and global enrichment, creating new wealth and improving human life” (Goossen and Stevens, Entrepreneurial Leadership, p. 71).

“Most experts would not agree, but a business plan is of limited usefulness for a startup because entrepreneurs base so much of their plans on assumptions, “visions,” and unknowns” (Kawasaki, The Art of the Start 2.0).

“Walking into the first day of LDRS 231 class I had no idea what to expect.  I thought maybe I would hear stories of speakers who might spark something in me to think about pursuing entrepreneurship in the future.  I had no idea that I would be thrown into the role that day with fellow classmates and go through the adventure learning together.  Taking what I have learned in LDRS 231 and applying it to every day life is what I enjoyed most about this class.”

“’Every soul-sapping struggle becomes an opportunity to grow spiritually'” (Goossen and Stevens, Entrepreneurial Leadership, p. 70).

“Throughout this class I gained skills that I can apply every day because I have realized there is so much more to life than just what I am doing for my job. That is not why I’m placed on this earth. We are meant to go to work as a whole person – not just mind or body, but all that inner yearning and expressiveness that links us to God” (Goossen and Stevens, Entrepreneurial Leadership, p. 68).

“Going to college isn’t just about obtaining a degree to land that dream job. While it is an end goal, it is by no means the only goal. Part of attending college is realizing and capitalizing on your strengths, improving your weaknesses, and finding out your identity.”

“We don’t live for happiness, we live for holiness” (David Brooks, Road to Character).

“In trying to follow God’s path for me I was feeling called to take this course.”

“Throughout this course, I felt as if it was a journey of self-discovery to figure out if you were meant to be an entrepreneur.”

“My uneducated view of entrepreneurship prior to this class believed it was centered around being a good salesman. My image of the ideal entrepreneur was a man pitching a product going from door to door, much like I did in 3rd grade when I ‘guilted’ my neighbors into buying fundraiser items from the particular catalog in which my school was participating in. However, the past ten weeks of class has demonstrated that this is not the case. Building of my team’s organization and multiple panels of experienced entrepreneurs, I have learned the definition of what a successful and dedicated entrepreneur is. All true entrepreneurs are innovative, and are visionaries for their ideas. They understand the ups and downs that go into the long process of start-up and embrace the challenge. The individual is passionate about their foundation and will do whatever protocol is necessary to take it to the next level.”

“One aspect of faithful leadership that stood out to me was part of our time on earth is to do the Lord’s work. It is easy to get caught up in the everyday work life, but if I take a step back and realize what I am doing it for, then it makes it seem like there is a purpose for it even if I do not realize it at the time.”

“Entrepreneurship starts in a persons heart.”

“Leadership as a relationship of influence in which followership is gained and goals are met” (Goossen and Stevens, Entrepreneurial Leadership, p. 29).

“The leader is in a sense an environmental engineer” (Goossen and Stevens, Entrepreneurial Leadership, p. 30).

“I heard a few things about this class from people that have taken it previously, and they said that they had a great time, and if you have any interest in entrepreneurship, you should definitely consider it, which I did. Overall I’m very happy that I took this class, first off it really helped me figure out myself and helped me understand various topics within this field like leadership, entrepreneurship, and faithfulness.”

 

Entrepreneurship Is My Sport: Spring 2016 HEI Starter Teams

Clara and Liping at StartGarden (2)

HEI is Hope Entrepreneurship Initiative.

The purpose of HEI is to help students discern, develop, and deploy their start-up gifts and calling through funding, coaching, workshops, access, and engagement.

HEI takes more time and effort than a varsity sport!

Eligibility

To be eligible to be an HEI Starter, students must complete LDRS 231 or its equivalent and have:

  • A compelling and unique product or service idea.
  • Prove market demand/desirability.
  • A technically-feasible idea.
  • A valid business model.
  • A qualified, committed, and motivated (for the long haul) team.
  Spring, 2016 HEI StartER TEAMs

Matt @5x5

jam jarJam Jars

Mission Bands

Reign Outfitters2

  • Steven Holm and Jared DeMeester (StoveTop Coffee Roasters)
  • Gwyneth Wortz and Haley Menzies (Yours Truly: Personalized Clothing)
  • Matt Baxter, Ryan Billman (Wedge: Modern Resume System)

Wedge1

See more about the The New HEI here.

Learn about the History of HEI here.