Entrepreneur Training

Global Entrepreneur Training

Global Entrepreneur Training Agora Enterprises

As part of the Venture Village™ community, you’ll have access to our world-class training courses. These courses are developed by top experts in the field and utilize a multi-sensory approach combining face-to-face instruction, webinars, case studies, practical assignments, and more. The course topics have been specifically selected and designed according to their importance in facilitating entrepreneurial success.

Our training is designed to be flexible, with courses offered in a modular format. We work with you to create a custom training regiment based on your individual needs and your company’s stage in development. Individual courses can be arranged between you, your mentor, and a few other entrepreneurs so that you can experience the benefit of group collaboration and engagement. Or you can pursue self-paced, online training courses on advanced business topics to work through with your mentor. You’ll also receive access to our Resource Portal, which is populated a variety of resources for your benefit.

GET Bootcamp

Global Entrepreneur Training Diagram Agora Enterprises

All of our training courses put together form a comprehensive global entrepreneur training program for those who are looking for a complete, start-to-finish entrepreneur training. GET Bootcamps take place at physical V² locations. Throughout the course of a GET Bootcamp young entrepreneurs gather for 12 to 16 weeks to study social entrepreneurship in depth and develop their lean strategic plan and business plan in preparation to launch their company. Like with all Venture Village™ offerings, GET Bootcamps include mentoring, funding opportunities, and ongoing support once the bootcamp is completed.

Explore Some of Our Training Courses

Lean Startup: Practice and Process

If 90% of startups fail, then how can you improve your odds of being in the 10% that make it? That’s an important question for would-be entrepreneurs who have passion for a great idea and the enthusiasm that leads them to set out on their own. Beyond that great product or service idea, being an entrepreneur takes grit, determination; sweat equity, humility, a sense of humor and more. Falling too deeply in love with your business idea without knowing you have customers who agree and who are willing to pay what you need to make a profit can be disastrous. There are countless startups that have raised and invested great sums of money in creating prototypes, products, marketing materials and hiring sales and production staff with the firm belief that if they built the business, customers would come. According to Forbes, 42% of startup failures identified a “lack of market need for their product” as the most significant reason for their failure.

Lean Startup takes a different approach. The process begins with discovering whether you have the right product for the right market. It looks carefully at business process, business model and scalability before any significant financial investment is needed. And, most importantly, it allows you to learn and improve your plan and your approach through a systematic lean process designed for thorough investigation of your business idea and future viability. Best of all, the business canvas is a one-page, easy to understand business model rather than a 100 page tome that will gather dust on a shelf.

Note: During this multi-module coursework you will be working with the course facilitator, your coach, mentor and cohort to troubleshoot and fine-tune your Lean Startup Plan.


Learning Outcomes

On completion of this coursework, participants will be able to:

Complete the Lean Startup Overview

  • Describe Lean Startup process and concepts.
  • Identify their greatest concerns in the launch or scaling of their business.

Complete the Customer Discovery Process:

  • Create Hypothesis and Testing
    • Clearly articulate and document their business idea, product and/or service.
    • Identify potential pitfalls in their plan and mitigate them with input from their cohort and mentor.
    • Brainstorm potential customers and ways to access them.
    • Draft their Lean Business Canvas (Iterative process throughout).
    • Identify problems and customer segments.
    • Draft and articulate their Unique Value Proposition.
    • Identify and design simple tests.
    • Design and perform tests and tracking processes.
    • Test Unique Value Proposition.
    • Test Business Canvas Hypotheses.
    • Capture and summarize customer and market knowledge
  • Initiate Product/Solution Testing
    • Develop and deliver product solution presentation for customers.
    • Identify advisory board members.
    • Update Business Model Canvas with problem and product/solution testing results.
    • Create customer workflow map
  • Verify Business Model
    • Verify they have identified a serious problem, that their product addresses the problem, and that there are enough customers willing to pay for their product/service.
    • Verify they know their customers, how to reach them and the cost to acquire them.
    • Verify business can be profitable.
    • Verify that business model supports a decision to move to larger scale testing.
    • Identify clear, measurable validation criteria for each component of the business canvas.
    • Create revenue model data expectation for next 4 – 8 quarters
    • Update Business model canvas (Customer Segments, Channels, Relationships and Revenue Streams.

Launch the Customer Validation Process:

  • Get Ready to Sell
    • Write a clear, compelling positioning statement that differentiates your company and why your product is worth buying.
    • Develop initial versions of all sales and marketing website, materials (electronic or print).
    • Hire a sales closer (or prepare to themselves to sell).
    • Identify sales channels and create a sales plan.
    • Formalize advisory board
  • Get Out and Sell
    • Hold sales appointments with early evangelists.
    • Test sales presentation, process and offer against product sales and refine.
    • Validate channel strategy for repeatability, predictability and scalability
  • Position Product and Company
    • Develop a product-positioning brief, by market type.
    • Develop company positioning, by market type.
    • Validate product and company positioning
  • Pivot or Proceed
    • Assemble and review all findings of Customer Discovery and Validation
    • Evaluate the business hypotheses and interactions to validate the business model.
    • Validate the financial model.
    • Make the “pivot or proceed” decision.

Principled Negotiation Skills for Entrepreneurs

We humans negotiate something nearly every day of our lives but when the stakes are high, outcomes can be paramount to your business and future. Whether working with vendors, employees, government officials, financiers or navigating your everyday life with friends and family, negotiation skills can help you get things accomplished while growing relationships. When you sense that something is at stake, either personally or professionally, potential conflict is inherent in the mix. Your mastery of negotiation skills will help you avoid derailment, mitigate emotional reactions in both parties and to improve effectiveness and outcomes.


Learning Outcomes

At the end of this session, participants will be able to:

  • Describe the impact of mindsets on negotiation exchanges, outcomes and relationships
  • Describe three hallmarks of a successful negotiation
  • Discuss and identify the impact of the five negotiation principles needed for a win/win negotiation
  • Describe the concept of tradables
  • List criteria for determining meaningful tradables for either party in a negotiating situation
  • Employ the negotiation planning template to identify “Musts, Shoulds, Coulds” and “Walk Away” criteria to improve your opportunities for a successful negotiation for a current situation.
  • Access and describe GET-specific applications for negotiation tips and techniques for effective negotiation strategies

Coaching: The Entrepreneur’s Key to Building Talent and Performance

More than any other leadership skill, coaching can have a profound impact on the organizational culture and health of your business. Coaching, whether formal or informal, keeps responsibility with the performer while also improving your leadership effectiveness. Spending time to learn, practice and improve your coaching skills is an investment in your business. One that will create measurable, repeatable and exponential returns that impact time, costs and quality.

Extensive research shows that a coaching culture improves attraction and retention of top talent. It enhances effectiveness, transparency, confidence, engagement, and openness to learning and change. It lowers anxiety and mistakes, and helps employees feel valued. Entrepreneurs whose time is a high-value commodity have learned that coaching creates stronger teams, individuals and organizations. Regular, real-time coaching accrues development daily rather than once or twice a year.


Learning Outcomes

On completion of this coursework, participants will be able to:

  • Differentiate the skills and roles of coaching, counseling, consulting, mentoring and performance management.
  • Describe the key benefits to giving and receiving coaching.
  • Identify their barriers to coaching in the workplace or community.
  • Explain the methods for creating a coaching environment.
  • Describe the foundational skills of coaching.
  • Demonstrate the foundational skills of coaching through real world coaching issues and in supervised activities.
  • Identify needs and prepare a coaching plan for case-study scenarios.
  • Apply up to three simple coaching models in supervised demonstrations.
  • Recognize the importance of coaching in living their values and behaviors.
  • Create a coaching culture overview for their organization.
  • Apply the Everyday Coaching model when giving and receiving coaching
  • Demonstrate successful inquiry techniques and utilize point of view guidelines in a coaching situation

Entrepreneurship: Roles, Practices and Behaviors for Success

As an entrepreneur you will be concurrently juggling clients, vendors, tasks, financials, regulations, community and family obligations, the needs of your team and the individuals who comprise it. If you have been a self-employed sole performer or worked as a leader in a large corporation you have undoubtedly mastered skills and practices that served you well. But, how will they serve you now? What new skills will you need?

Entrepreneurs wear many hats, often changing them on the fly, or stacking one on top of the next. Studies show that multitasking can lower your productivity, quality and coping skills. How will your role change? What will be expected? How can you manage it all while still being the kind of person and business leader you intend to be? How do millions of entrepreneurs find success and what separates the mediocre from the great?


Learning Outcomes

On completion of this coursework, participants will be able to:

  • Discuss the roles of the entrepreneur.
  • Describe the differences between the roles they have played in the past and their new role/s as an entrepreneur.
  • Identify their motivated strengths and skills and those that demotivate.
  • Create a plan for skills they need to develop, duplicate or delegate.
  • Discuss key skills, strengths, mindsets, practices and behaviors of highly successful entrepreneurs.
  • Assess entrepreneurial case studies to identify strengths and weaknesses in entrepreneurial leadership.
  • Identify their personal self-management practices and pitfalls.
  • Create a coaching development plan to mitigate self-management and mindset shortfalls that may impact entrepreneurial success.

Leadership: Building Meaningful, Manageable and Motivational Relationships

There are few walks of life where relationships are not critical to advancement, happiness and fulfillment. For entrepreneurs they are the lifeblood of the business and the glue that holds families together when they are subjected to the pressures of risk and uncertainty that accompany the launch or growth of a young business. As an entrepreneur you set the tone for all the relationships that either add or subtract from your bottom line. Knowing what motivates and what deflates the energy, enthusiasm, effectiveness and efficiency of each person you manage or with whom you transact business will make your life easier, enable higher productivity and increase the likelihood of building a successful business.


Module One

Beyond Behavior: Leveraging Motivational Values Systems to Build Success


Learning Outcomes

At the end of this session, participants will be able to:

  • Explain the connection between behavior and motivation.
  • Identify behaviors associated with the Motivational Value Systems® as described in the SDI.
  • Describe how their own personality is likely to appear to others.
  • Identify their strengths and overdone strengths to address with their coach and explore throughout team projects.
  • Identify the motivation behind the behavior of others and how to connect with each MVS style that differs from their own.
  • Analyze more objectively the elements of personality clashes.
  • Build on the personality strengths of people they work with and describe ways of offsetting limitations.
  • “Borrow behavior” to increase the likelihood of win-win relationships.
  • Create a team MVS Map to use with their cohort throughout GET training.
  • Link their understanding of personal strengths and motivations with the leadership capabilities necessary for entrepreneurs.


Module Two

Conflict Prevention, Management or Resolution


Learning Outcomes

At the end of this session, participants will be able to:

  • Identify sources of conflict and strategies to prevent unwarranted conflict.
  • Explain the importance of self-worth as it relates to conflict.
  • Name the area(s) of focus at each stage of conflict.
  • Identify the costs of unresolved conflict.
  • Describe their motivation and mindset for their own conflict sequence.
  • Describe how they might naturally react in a conflict according to their conflict sequence.
  • Describe how to adapt their approach depending upon the people and the situation in order to handle conflict productively.
  • Identify positive results of conflict and view conflict as a potential source of productivity.
  • Review a conflict situation they have experienced and conclude what they could have done differently.
  • Identify a challenging relationship, assess the MVS and Conflict Sequence of the other person and create a plan for a productive approach to improve the relationship.
  • Work with coach and cohort to continue to target opportunities to employ these skills to build their business, family and community relationships.

Building and Developing Your Team

There is no better time than early in your business formation to set the stage for effective teamwork. Team functioning affects not only day-to-day operations but sets the tone for the environment and culture of your organization. The team’s ability to coalesce and effectively achieve the goals of the organization is a direct reflection on your leadership. Recognizing the elements of group and team dynamics and learning how the leader can impact this progression to accelerate and elevate team performance will help you create an environment where people and business can thrive.


Learning Outcomes

At the end of this session, participants will be able to:

  • Assess their Manager/Leader preferences.
  • Distinguish the difference between leader and manager attributes and practices.
  • Discuss ideal team experiences and identify group preferences.
  • Describe the concept of the three-legged stool for leading teams.
  • Define group dynamics and the impact of the leader’s role.
  • List the group dynamics stages and their observable characteristics.
  • Assess actual team experiences and relate to the concepts and key indicators of the various stages of group dynamics.
  • Link necessary Manager/Leader behaviors directly to their role in the processes of team and group dynamics.
  • Describe the five foundational elements for leading highly effective teams.
  • Create a team charter based on the five foundations.
  • Create a personal development plan for self and/or a team member.
  • Identify expectations of their team, 1) of the team, 2) of the leader.
  • Create a coaching plan for leveraging their MVS and Manager/Leader preferences to lead effectively.

Developing Cross-Cultural Awareness, Flexibility and Adaptation

No cross-cultural experience can compare to that of being fully immersed day-to-day, living and working in a culture that is very different than your own. Learning to navigate the complexities, interdependencies and ambiguities of societies with different structures, systems and cultural norms will be instrumental to your success and comfort. Failure to prepare in advance of packing your bags has the potential to send you on an express trip out of your comfort zone. Building support systems, communication, tools and methods for managing stress are best done while still in the comfort of your own locale. A plan is your best hedge against stress from disruption to your life routines, unplanned detours on the way to realizing your dreams, and the resulting disappointment, frustration or failure.


Learning Outcomes

On completion of this coursework, participants will be able to:

  • Express the challenges and benefits of cross cultural living and working?
  • Describe what to expect at each of four stages of cross-cultural awareness.
  • Assess their cultural identity and biases.
  • Research the country and culture where they will be living and working.
  • Establish an early indoctrination support system for cultural understanding.
  • Complete a cross-cultural planner and discussion guide specific to their target country, including input from key team and family members.
  • Identify key stressors for each member of your support system.
  • List at least six stress management techniques that you and your team will employ.
  • Discuss ways to mitigate the stress of challenges and change with cohort and coach.
  • Employ a six-step plan for managing the cultural transition for self, family and team.

How to Give and Receive Effective Feedback

Just the mention of the word feedback can strike fear in the hearts of many who have been on the receiving end of clumsily given feedback. Yet feedback is one of the most critical tools for creating a necessary and healthy flow of information between people in an organization. Entrepreneurs, coaches, and teams can employ receiving feedback to better manage expectations, understand processes or requirements, expand ideas or test their thinking. Giving feedback allows them to express thoughts, feelings, observations, gratitude, concerns or personal impact. Feedback can be used to reinforce positive behaviors and practices or to limit or deter undesired behavior. Receiving and giving feedback effectively creates environments where resistance to feedback is low and where people use feedback as force for productive interaction aimed at the development of people and ideas.


Learning Outcomes

On completion of this coursework, participants will be able to:

  • Recognize the relationship between feedback, coaching and counseling
  • Describe the specific benefits of giving and receiving feedback in their role as an entrepreneur.
  • Discuss the barriers to giving and receiving feedback.
  • Identify the skills of giving and receiving feedback.
  • Demonstrate skills for giving and receiving feedback using specific feedback guidelines and the GET feedback model.
  • Identify at least three people from whom they will request feedback.
  • Identify a situation where they need to give feedback, develop and implement a plan and review results with their coach.
  • Enhance their skills to build trust and shared responsibility during feedback interactions within their cohort team.

Mastering Crucial Conversations

When stakes and tension are high you must stay focused on the desired outcome while making it safe for a free and transparent flow of information and meaning between parties. This demands that entrepreneurs master the skills of crucial conversations. It is not enough to have an exchange of words; there must be an open, healthy exchange of meaning. Failing at a crucial conversation can impact every aspect of your life, from your business to your relationships, from your health to your emotional wellbeing.

Mastery will not only keep the lines of communication open, it will increase your influence and reputation, building strong business and community alliances, team and personal relationships.


Learning Outcomes

On completion of this coursework, participants will be able to:

  • Explain the purpose of a crucial conversation.
  • Recognize the indicators of the need for a crucial conversation.
  • Express the difference between “Heartfelt” and “Heart on your Sleeve” conversations and the outcomes of each.
  • Describe the hallmarks of a successful crucial conversation.
  • Explain the roles of intent, mutuality, exchange and shared pool of meaning in conversation.
  • Demonstrate methods necessary to create a “Safe Zone” for conversation.
  • Differentiate dialog from discussion or debate.
  • Describe the story archetypes used to avoid responsibility.
  • Self-assess listening skills through practice sessions.
  • Demonstrate the STATE and ABC formulas in cohort practice sessions.
  • Analyze examples from their experience of crucial conversations for successful application of Crucial Conversation tools.

Embracing and Leveraging Diversity

Entrepreneurs early in the launch or growth stages of business have to make sure that every hiring decision counts, that each employee can bring more than the value of their wages to the organization. Studies suggest that diversity is key to gaining greater value; that there is more energy and innovation sparking from a small diverse group than one that is homogenous. Living and working in a diverse world, how do we harness the benefits and manage potential friction due to the different lenses of gender, generation, belief systems, personalities, socio-economic strata, ethnicity, work style, education, disabilities, marital status or approaches to life?


Learning Outcomes

On completion of this coursework, participants will be able to:

  • Discuss their experiences with diversity to identify their biases.
  • Identify workforce trends that are impacting the employee pool.
  • Review the findings of diversity research for benefits and costs of diversity.
  • Identify the skills and strengths needed in their business and opportunities to employ diversity as a strategic advantage.
  • Determine ways to infuse their business with diverse points of view when their workforce lacks diversity.
  • Identify ways they can deploy the SDI and Appreciative Inquiry in helping them manage and employ diversity.
  • Discuss options for using Action Learning with a diverse workforce.

Describe the value of gender diversity in workforce and management.

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