One-to-one and group coaching

I coach individual entrepreneurs – business, NPO or creative project – or groups of startups. Groups often spring from Enterprise Development, Supplier Development and Socio-Economic Development projects, funded by corporates, or SETA-funded interventions e.g. for adults with physical disabilities,  unemployed youth, startups in ICT, agriculture, hospitality, tourism, and so forth.

Commitment

One-to-one engagements: Terms, including investment, timeframe, agreed upon before our conversation journey starts.
Groups: 12 to 24 weeks* of your time for the New Venture Creation Programme, journey from your self as a person, to your idea, to a summarised venture plan and pitch. Or, if you’d like to take up the full challenge, commit 12 to 24 weeks of your time from idea to venture plan, pitch and first transactions! 

* The New Venture Creation Programme is particularly flexible, it has been presented in crash course format over four (4) days, up to 7 months online, with a number of iterations in-between.

Start or Start Afresh

Perhaps you wish to start a new venture – business or non-profit (social entrepreneurship). How about a creative project? Perhaps you would like to take an existing venture back to the drawing board, or grow it to your well-defined ‘next level,’ by inspiring growth in your people and processes.
One-to-one engagements’ roadmaps are tailor-made, through co-creative conversation.
Groups: If you value learning from taking consistent action, the New Venture Creation Programme may be a good fit for you, with me and the UFS Business School. 

As a pro-am member of The Pun Club and author, I love wordplay as much as my love for free range rump steak, Greek Salad and dry red wine. Every startup or existing venture I coach gifts me the opportunity to inspire, guide and co-create the birthing of new brands, including the venture’s name, a logo idea or three, a startup slogan/strapline framework, the philosophical/values-based platform aka the ‘Why’ on which the entrepreneur builds her/his future as innovator.

In short, this describes the co-creation of a brand story framework which is aligned to the values and venture model of your venture. The one and only birthplace of you, selling the truth.

Your brand story framework may be applied to any communication channel, including your corporate profile, website, social media profiles, and, most importantly, your personal representation of your venture to prospects, referral partners, investors, financiers, and so on. After all, what you say about your venture, and the way in which you talk – including body language and tone of voice – is truly what sells.

To develop an integrated, sustainable relationship with people, our planet and cash profits/surpluses, leaders entrusted with strategy face many challenges.

Whether planning at the executive level, department or project level, strategic planners often act as conductors of an orchestra (organisation) for an audience (customers/clients (business) or beneficiaries & donors (NPO), etcetera). Usually, only a few individuals around the annual strategic planning fireside are ‘fit’ for strategic conversation – i.e. those who regularly operate and think strategically throughout the year – which leads to lack of engagement, strategic monologuing, strat planning rubber-stamping, and so forth.
“When is lunch/dinner/sundowners, already!”

Werner’s recommended solution:
Using my tried-and-trusted 12-step process, library of tools and programs, in concert with innovation and resilience prompts, I activate each individual’s capacity for strategic versus operational process, in light of their current roles. This is followed by a round of feedback, conversation and reflection.

Secondly, the individual strategic conversationalists are brought to the main strategic planning conversation (“fireside” or table), where the conversation is guided into the organisation’s main strategic planning process. The individuals enter this circle, prepared for their role-based domain, confident to contribute to the bigger picture of the organisation.

Thirdly, after feedback, conversation and reflection, I leave said strategic planning table, trusting that every individual will contribute their best to the greater good of the organisation’s impact in the world.

And yes, I will most certainly return for the dinner, if red wine is on offer.