THE CREATIVE ENTREPRENEUR TOOLKIT

Developed by
Cida Co, The Creativity and Innovation Company
West Riding House, 18
th
Floor
Albion Street
Leeds
LS1 5AA
UK

T: +44 (0)113 373 1754
E: anamaria@cida.org
www.cida.org

Cida Co 2011

THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
1

INTRODUCTION

What makes a Creative Entrepreneur?
This booklet describes ten characteristics which we at Cida Co, The Creativity and Innovation Company, have identified in the
successful creative entrepreneurs we work with.
We have looked closely at each characteristic and analysed what it means, how we recognise it, and how it contributes to success.
In this booklet were presenting these characteristics in a way which enables a creative entrepreneur working independently or
with an advisor to look at what they do and how they do it, and to think about ways in which they can further develop their skills.
This process is particularly suited to creative entrepreneurs in the early stages of their business. They might be young people, but
could equally be someone embarking on a second or third career. They may have different starting points but they are most likely
to want to engage in enterprise for one of the following reasons, or for a combination of these reasons:
Because they want to earn a living from their creativity
Because they see an opportunity to develop their communities through their creativity
Because they believe they have an idea which is potentially scalable and profitable
The skills which will assist the development of a creative entrepreneur are no different to those which will assist any entrepreneur. But
there are differences in what drives most of those who set up an enterprise as a result of their creativity. In essence:
They are motivated by the work itself rather than by being in business
They are values rather than profit led
They create markets rather than respond to market need
They are conceptual thinkers


The Creative Entrepreneur was first created for Cida Co by Anamaria Wills in 2006 and was subsequently adapted into an assessment tool.
In 2011, as part of an EU Leonardo programme, Lee Corner was commissioned to turn the assessment questionnaire into this full Toolkit.
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
2


How the booklet works
Each section of the booklet looks at one of the ten characteristics and prompts a discussion between the creative entrepreneur and
their advisor which will help the entrepreneur develop their skills.
We have borrowed the language of the skills agenda which is commonly used across Europe in, for example, the European
Qualifications Framework. Standards, and indicators of effective performance give us a way of describing what is expected of us
and what we expect of ourselves.
Standard: a standard describes the skills, knowledge and understanding needed to undertake a particular task or job
Indicators of effective performance: these are the ways in which we demonstrate that we not only understand the standard but that
we put it into practice. The indicators describe what you should be able to do if you are meeting the standard described
We have added prompt questions which we use in our work to help the entrepreneur identify what s/he is good at and how s/he
can improve.

Here is an example of how an advisor working with a creative entrepreneur might use the booklet:
The advisor encourages the entrepreneur to talk through their business idea. Together they look at each characteristic. Through
discussion using the prompt questions the advisor ensures that the entrepreneur understands the standard and the indicators of
effective performance for each characteristic.
What the conversation might sound like:
Advisor Lets look at what Strategic Thinking means
Understanding and valuing the planning process
Recognising external trends and opportunities
Thinking through complex situations and implications
Why do you think these things are important to your business?

THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
3

Entrepreneur If I dont think ahead I might find that an opportunity comes up and I cant take advantage of it because I dont
have the time or the resources or I dont know if its right for my business.
Advisor Okay. So lets look at Understanding and valuing the planning process
Where would you like to be professionally in three years time?
Do you have an outline plan in your head? Or in writing?
The advisor and entrepreneur can now discuss how the entrepreneur can improve her or his ability to think strategically.
The booklet can also be used by entrepreneurs working alone. The prompt questions will help them to identify areas in which they
need to improve their skills or do more thinking about the needs of their business.

Further Information
The following exercises and techniques will help with in the development of skills and aptitudes for the standards described above.
Websites providing sources of further information are listed below. Inclusion in this list does not imply that Cida Co endorses the
contents of these websites.
Defining values - www.businesslink.gov.uk
Brainstorming techniques - www.businessballs.com
Strategic planning processes including PESTLE, SWOT and SMART Goal Setting - www.businesslink.gov.uk
Competitor analysis - www.businesslink.gov.uk
Project management systems www.managementhelp.org
Evaluation techniques - www.evaluationtrust.org
Options appraisals - www.bnet.com
Risk assessment techniques - www.businesslink.gov.uk
Customer relationship marketing - www.businesslink.gov.uk
Leadership styles www.changingminds.org
Team building - www.mindtools.com
Equal opportunities practice - www.smallbusiness.co.uk
Mind mapping - www.mindtools.com
Lateral thinking - www.thinkingmanagers.com
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
4

1. VALUES-LED
The Standard
The entrepreneur has a clear sense of the values and beliefs that underpin the creative and business decisions that they make and
that influence the actions they take, particularly when in difficult or challenging circumstances
The successful entrepreneur Indicators of effective performance Prompt questions
has clarity of purpose
through values and beliefs
You have thought about and identified the
values most important to you
You demonstrate your values through what you
do and the way you do it, not only day to day
but also in difficult or challenging circumstances
You communicate your values directly and
indirectly through what you do and what you
say
What are the three values most important to
you? Why are they important?
Can you give an example of how someone
would know whats important to you?
Do you talk about your values on your website
or promotional material?
uses the values to underpin
decision making
You think about your values and how they
might impact on your decisions
When you make decisions you make sure that
they are consistent with your values
Can you think of a situation when your values
helped you to decide what to do?
How do you check-in with your values? For
example, do you talk them through with friends,
family or colleagues?
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
5

1. VALUES-LED
The Standard
The entrepreneur has a clear sense of the values and beliefs that underpin the creative and business decisions that they make and
that influence the actions they take, particularly when in difficult or challenging circumstances
The successful entrepreneur Indicators of effective performance Prompt questions
ensures that the values
influence all actions
You create plans that are consistent with your
values
You review your plans to ensure that they
remain consistent with your values
Your actions are always supported by your
values
Could you say yes to the following statements:
I would turn down work if it conflicted with
or compromised this value
If I woke up tomorrow with enough
money for the rest of my life I would still
live by this value
I could not work with people who did not
share this value

THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
6

2. CONCEPTUAL THINKING
The Standard
The entrepreneur is prepared to use fresh approaches; comes up with crazy ideas that may just work; and takes time to listen to new
ideas without pre-judgement
The successful entrepreneur Indicators of effective performance Prompt questions
uses fresh approaches You see challenges as opportunities rather than
constraints
You keep an open mind to allow possibilities to flow
in
You look at things from as many perspectives as you
can
You look for patterns and connections that are not
immediately obvious
Can you think of a situation where you saw
things differently to others around you?
Do you get excited by finding solutions to
problems? Can you give an example?
When was the last time you found
inspiration from an unusual source?
comes up with crazy ideas
that may just work
You brainstorm and use lateral thinking to stimulate
ideas
You involve others to stimulate your thinking and
ideas
You use experiences from other situations to throw
fresh light on current circumstances
You follow through ideas to test their feasibility
How would other people describe your
ideas?
Who do you bounce ideas off?
Can you describe the last time you
experimented with an idea?
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
7

2. CONCEPTUAL THINKING
The Standard
The entrepreneur is prepared to use fresh approaches; comes up with crazy ideas that may just work; and takes time to listen to new
ideas without pre-judgement
The successful entrepreneur Indicators of effective performance Prompt questions
takes time to listen to new
ideas without pre-judgement
You actively listen to others without making any
assumptions
You maintain an open mind to the suggestions of
others
You demonstrate that you value other peoples
ideas and give positive and constructive feedback
Would your friends and colleagues describe
you as a good listener?
Do you encourage other people when they
are coming up with crazy ideas? Can you
give an example?


THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
8

3. STRATEGIC THINKING
The Standard
The entrepreneur understands and values the planning process, thinking and planning over a significant timescale; recognises
external trends and opportunities; and is able to think through any complex implications for the business
The successful entrepreneur Indicators of effective performance Prompt questions
understands and values the
planning process
You are able to define what success means to you
so that you have clear goals to plan for
You identify routes for getting from where you are
to where you want to be
You familiarise yourself with the journeys other
people in your field have taken and evaluate their
relevance to your journey
Where would you like to be professionally in
three years time?
Do you have an outline plan in your head?
Or in writing?
Thinking of someone whose work you admire
and who you consider to be successful, do
you know what they were doing at this stage
in their career?
recognises external trends
and opportunities
You are aware of the world around you and think
about how it impacts on what you do
You identify key trends in the wider environment
including political, economic, social, technological,
environmental and legal areas
You read, listen and talk to other people so that
you are informed by a wide range of views and
experiences
When you read or listen to the news do you
think about how it might affect your business?
For example, a change in government; the
budget; local elections; changes in the law?
Can you give an example of when you
initiated a political conversation to see what
other people thought?
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
9

3. STRATEGIC THINKING
The Standard
The entrepreneur understands and values the planning process, thinking and planning over a significant timescale; recognises
external trends and opportunities; and is able to think through any complex implications for the business
The successful entrepreneur Indicators of effective performance Prompt questions
is able to think through
complex situations and
implications
You take time to think through complex issues and
the implications that affect your strategic plans
You research and learn about the market you are
in, and about your competitors, and use that
knowledge in your planning
You gather information and use it to understand
and analyse complex situations
Can you describe a situation where you
changed or reviewed your plans because of
something that happened in the wider world,
for example the recession or the rise in oil
prices?
Do you look at your competitors Facebook
or websites to see how they are responding
to the changing context?


THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
10

4. COMMERCIAL APTITUDE
The Standard
The entrepreneur keeps up to date with developments in the sector; seeks out best practice; and identifies and seizes opportunities
that are not obvious to others
The successful entrepreneur Indicators of effective performance Prompt questions
keeps up to date with
developments in the sector
You read specialist journals, trade magazines, and
online information sources relevant to your sector
You research and analyse the competitive forces
that influence your market
Can you describe two or three trends in your
sector which might influence the market(s)
for your work?
seeks out best practice You read professional journals, attend conferences
and other events to keep your knowledge up to
date
You record good ideas and useful ways of doing
things that other people have used to build a
resource for your future use
You ask for help and advice from people who are
more experienced than you
Who have you had a really useful
conversation with in the past six months?
How did you act on the information or
advice you received?
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
11

4. COMMERCIAL APTITUDE
The Standard
The entrepreneur keeps up to date with developments in the sector; seeks out best practice; and identifies and seizes opportunities
that are not obvious to others
The successful entrepreneur Indicators of effective performance Prompt questions
identifies and seizes
opportunities
You actively look for new possibilities and openings
in the market
You use your relationship with existing customers to
learn about what they want or need so that you
can develop new products or services
You adapt your plans or approaches to make the
best of new opportunities
Can you describe a situation where you
created an opportunity?
How do you keep a record of your
customers likes and dislikes, or improvements
they might suggest?



THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
12

5. PROJECT MANAGEMENT
The Standard
The entrepreneur understands how to make things happen, turning ideas into reality with the help of teams, and planning and
monitoring implementation
The successful entrepreneur Indicators of effective performance Prompt questions
understands what is required
to make things happen
You define and plan the size and scope of the
project
You identify what resources you need to implement
the plan: money, people, time, equipment
You keep the big picture in mind while ensuring
that attention is paid to the detail
What project or event that you organised or
played a major part in are you most proud
of?
Can you describe what you did to make it
happen?
turns ideas into reality You use your understanding of team dynamics to
select and manage the right team for the job
You effectively manage resources: money, people,
time, equipment
You negotiate and reach agreements that
facilitate successful delivery of the project
Do you have experience of managing or
being part of a team that worked and one
that didnt? What do you think influenced
whether or not it was successful?
How would you describe your skills in
negotiation? Can you give an example?
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
13

5. PROJECT MANAGEMENT
The Standard
The entrepreneur understands how to make things happen, turning ideas into reality with the help of teams, and planning and
monitoring implementation
The successful entrepreneur Indicators of effective performance Prompt questions
monitors implementation You introduce systems and processes to ensure
clear communication and understanding between
people
You build into the process opportunities to review
and adapt
You evaluate the effectiveness of project planning,
and identify and share the learning
Can you give an example of a plan you
changed because you could see it wasnt
working?
Have you developed a project checklist
building on your past experiences?


THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
14

6. RISK TAKING
The Standard
The entrepreneur takes informed and calculated risks; recognises the need for change and challenges the status quo; confidently
seeks new opportunities to achieve goals
The successful entrepreneur Indicators of effective performance Prompt questions
takes informed and
calculated risks
You focus on being risk alert rather than risk
averse
You stay focused on the goals and think clearly
when under pressure
You confidently use risk assessment procedures
What do you consider the most risky thing
youve done professionally? How did you
think through the impact it might have before
you decided to act?
What if anything would you differently
now?
recognises the need for
change and challenges the
status quo
You question assumptions in your own thinking and
that of others
You operate from the hope of success rather than
the fear of failure
You see situations as opportunities rather than
threats
Can you describe something that youve
done which other people might initially have
thought of as unwise?
seeks opportunities to
achieve goals
You seek out fresh ideas from a variety of sources
You pursue your goals, seeing obstacles and
setbacks as challenges to be overcome
You enlist the support of others to achieve your
goals
How would your friends describe your
entrepreneurial spirit?
Where and when do you seek the support of
other people?
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
15


7. NETWORKING
The Standard
The entrepreneur understands that networking is a key business activity which can provide access to information, expertise,
collaboration and sales; and that careful planning and preparation helps to achieve the best results
The successful entrepreneur Indicators of effective performance Prompt questions
understands that networking
is a key business activity and
considers what it can provide
You identify where networking opportunities exist
You review the opportunities, costs and benefits of
developing new contacts and networks
You use your networks to understand the influences
that shape the views and actions of clients,
customers and competitors
What networking events do you regularly or
occasionally attend?
Can you think of two or three key insights or
pieces of information that you got from a
networking event which helped your
business?
plans and prepares for
networking so that it achieves
the desired results
You actively seek out and maintain informal
networks, seeking relationships that are mutually
beneficial
You develop relationships with network contacts in
a way that builds mutual trust and confidence
You keep a record of the contacts you have made
and have systems for keeping in touch with them
You maintain systems for recording information
gathered from your networking opportunities so
that it can be used to develop your goals
How do you keep in touch with peers and
competitors in your field?
Can you give an example of someone in
your formal or informal networks
recommending you for a piece of work, or
you recommending someone else?
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
16


8. CUSTOMER SENSITIVITY
The Standard
The entrepreneur builds trust and long term relationships with customers; generates an expectation of high level customer service;
and regularly exceeds customer expectation
The successful entrepreneur Indicators of effective performance Prompt questions
builds trust and long-term
relationships with customers
You identify opportunities to develop relationships
with your customers so that you understand their
real and underlying needs
You use market research processes to understand
and define customer needs
You develop your existing products or services and
devise new products and services to meet
customer needs
Describe one or two of your customers:
What age bracket are they in?
What sort of job do they have?
What do you think are their hobbies or
interests?
Why do they like your work?
How do you know when they are
satisfied with one of your products or
services?
generates a high level of
customer service
You regularly communicate with your customers
through a variety of means
You ask for feedback from customers to constantly
improve service standards
You deal promptly with customer complaints and
provide suitable solutions
How do you keep in touch with your
customers?
Can you describe a situation where a
customer was not satisfied and what you did
about it?
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
17

8. CUSTOMER SENSITIVITY
The Standard
The entrepreneur builds trust and long term relationships with customers; generates an expectation of high level customer service;
and regularly exceeds customer expectation
The successful entrepreneur Indicators of effective performance Prompt questions
regularly exceeds customer
expectation
You remain focused on and inspired by your
customers
You look for opportunities to go the extra mile for
your customers
You regularly take actions that surprise and delight
your customers
Can you describe a situation where a
customers idea inspired you to re-think or re-
design a piece of work?
If I asked a customer what was special about
you or your work what would they say?

THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
18


9. LEADERSHIP
The Standard
The entrepreneur sees and values the best in others; builds the total capability of the immediate and wider team; and always
considers the principles of inclusiveness in planning and dealing with others
(NB: The word Team as used here may refers to employees, partners, suppliers or other project colleagues as appropriate)
The successful entrepreneur Indicators of effective performance Prompt questions
sees and values the best in
others
You understand the principles of leadership and
team work so that you can apply them when
required
You create and maintain a culture of mutual
respect and recognition
You encourage and support others to make best
use of their capabilities
You always remember to acknowledge other
peoples contribution
Can you give an example of successfully
leading a team? What did you do well?
How do you acknowledge the contribution
other people make to your work? For
example, do you name them on your
website or credit them on publicity materials?
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
19

9. LEADERSHIP
The Standard
The entrepreneur sees and values the best in others; builds the total capability of the immediate and wider team; and always
considers the principles of inclusiveness in planning and dealing with others
(NB: The word Team as used here may refers to employees, partners, suppliers or other project colleagues as appropriate)
The successful entrepreneur Indicators of effective performance Prompt questions
builds the total capability of
the team
You demonstrate and communicate your vision,
encouraging ownership of your goals
You encourage your team to take-up professional
development, networking and training
opportunities as appropriate in furtherance of your
goals
You empower, motivate and support others in their
work and recognise and celebrate their successes
Can you give an example of where youve
inspired someone to do a good job?
How do you show people that you value their
contribution to your work?
adopts the principles of
inclusiveness in planning and
dealing with others
You are consistent, open and fair in your dealings
with others inspiring respect and credibility
You create an environment where people of
diverse backgrounds can thrive
Can you describe how your values inform the
way you deal with people?



THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
20

10. INNOVATION
The Standard
The entrepreneur uses her or his imagination to develop new ideas and insights; turns innovative ideas into new products, services,
business processes and relationships; ensures that innovative ideas have the potential to add value
The successful entrepreneur Indicators of effective performance Prompt questions
uses imagination to develop
new ideas and insights
You give yourself and those you are working
with time for creative thinking and time to
develop new ideas
You explore different solutions to challenges
rather than using the most obvious methods
You are open, receptive and positively
encourage the ideas of others (team, clients,
advisors etc)
How do you ensure that you create thinking
time?
Can you give an example of how you have
applied creative thinking to running your
business? For example, where you work; how
you organise your work; how you employ
people?
turns innovative ideas into
products, services, business
processes and relationships
You assess the pros and cons of new ideas
which might benefit your customers
You think through all the possible outcomes
from your ideas
You take calculated risks when launching or
implementing new ideas
How do you use your customers or suppliers etc
in assessing the potential value of a new idea?
How do you ensure that you are gaining
maximum benefit from your ideas?
THE CREATIVE ENTREPRENEUR
Cida Co 2006, revised 2011
21

10. INNOVATION
The Standard
The entrepreneur uses her or his imagination to develop new ideas and insights; turns innovative ideas into new products, services,
business processes and relationships; ensures that innovative ideas have the potential to add value
The successful entrepreneur Indicators of effective performance Prompt questions
ensures that innovative
ideas have potential to add
value
You distinguish between ideas that are
interesting and those that are important
You evaluate the success or failure of new ideas
to develop your learning for future projects
You ensure that your innovations are consistent
with your values and beliefs
How do you balance the excitement of coming
up with ideas with the bottom-line needs of the
business?
How do you make sure that new ideas dont
push your business off track?