10 Powerful Entrepreneurial Skills and Characteristics Needed to Drive Growth

Who better to learn what entrepreneurial skills and characteristics to focus on regardless of whether you want to further your entrepreneurial abilities or make the transition into entrepreneurship, than Mark Herschberg.

Mark is a highly successful entrepreneur, in fact, a serial entrepreneur. He is also unlike most serial entrepreneurs in that he has an extensive background in business and in the tech space, but something that caught my eye is the fact that he is one of the best ballroom dancers in the country.

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I don’t know much about ballroom dancing, I do admire it. But in my mind, it conjures up the notion that you really have to work with other people, and learn to use each other’s respective strengths. It is a sport and an art form that requires agility, the ability to connect with people, the ability to lead, accountability, and technique. I asked Mark if this was a correct perspective and for his opinion.

Very much so, I competed throughout my 20s and there, I went to National Championships for seven years straight, and certainly, between you and your partner, you have to recognize your strengths, you have to… Even though we very literally have a lead and a follow in ballroom. I am the man, I have to lead, she follows, but still on the times going backward, and she has to signal to me, you’re about to climb into someone, so you have to have good give and take.

Also even in training, so off the floor as we train, one of the best things to happen was being part of the MIT ballroom dance team, because all of us together, we’re pushing ourselves, pushing each other and being part of a team with a lot of other A players really inspires you and pushes you to continue to improve, and that was a really great tailwind that helped me throughout my competitive career.

Mark Herschberg

How ballroom dancing experiences helped Mark develop entrepreneurial competency

My impression is that Mark’s ballroom dancing experience has provided him with a basis for developing the entrepreneurial skills and characteristics he possesses and are reflected in the book – Career Tool Kit: The essential skills for success that no one taught you.

Mark agreed that there some entrepreneurial competenceis that he did pick up as a result of ballroom dancing and talked about how it helped with a specific skillset.

I often give as an example, my public speaking.

One of the things that really improved it, was being a ballroom dancer, and it’s not that you say anything on the dance floor, you’re not talking, but what holds us back in public speaking, excess fear, that’s fear of I’m gonna screw up, people are gonna laugh at me.

When you’re on the ballroom floor competing, everyone is watching you, and you do screw up at times, but you just learn, “Yeah, okay, I’m gonna get through this,” and it builds that confidence, which is really the basis of a lot of public speaking.

Mark Herschberg

The entrepreneurial skills and characteristics gap

Today in most cases, the gap in the skills, characteristics, and entrepreneurial behaviour in an aspiring entrepreneur is still quite large.

Being a business owner or working in a new startup and going down the entrepreneurship path isn’t easy. Mark’s early experiences as an entrepreneur attempting to scale his business are typical of most other entrepreneurs.

The genesis for Mark’s book really started from his experiences in trying to hire new people into the tech industry. He discovered that potential candidates didn’t have the personal characteristics and entrepreneurial skills to grow a successful business that really wasn’t being taught at schools. (Note – like any good entrepreneur he had a vision for what could be not just a passion.)

Here’s how he describes it –

When I knew I wanted to become a CTO, I wanted to get to the top of my career path.

I said, okay, well, I know it’s not just about being the best software developer. There are other skills. There’s leadership, there’s hiring, there’s working with other departments, persistence and I certainly didn’t learn any of that with my computer science degree, so I figured out I need to develop these skills, and I started to develop them in myself, it was a very proactive effort.

When I recognized the importance of these skills, as I suspect most people understand, I didn’t necessarily understand it back in college, and I would hire people, I would first ask a technical question now for software engineers, it would literally be technical, but it could be an accounting question, a marketing question, whatever their discipline is, and I would get the right technical answer. They understood their discipline. Okay, great.

Then I would ask questions for the interview like, “What makes someone an effective teammate? What are the qualities you look for in a leader?” And I would get blank stares because again, most people haven’t been taught this, I was just very conscious in learning it, I understood the power of it, and I recognize this was a widespread problem and not something exclusive to entrepreneurship education.

Since I couldn’t hire people with the understanding, I had to train them up. So this is shortly after I began hiring and I recognized I should be looking for this. If I couldn’t find it, I needed to build it.

Mark Herschberg

It’s worth noting that Mark brings a practical approach to developing key entrepreneurial skills and characteristics from having done this in the field.

Why your business needs to invest in developing the key entrepreneurial skills and traits of your team

In the video snippet below Mark shares an example to emphasize the importance of developing entrepreneurial skills and characteristics within an organization but also for yourself in your career journey.

The idea here is to help you make yourself stand out and so be given more opportunities than other candidates. More opportunities could mean more promotions, better jobs, which will again translate into earnings into success, into achieving what you want to do.

If you just get a little bit better. It has a massive return.

Now if everyone in your organization gets a little bit better, lets say 2% better. What would that do to your bottom line?

Organizations should therefore be looking at how to do this, how to improve these skills across the board.

A key characteristic that can help forge successful entrepreneurs

There is a characteristic that successful entrepreneurs including Mark says is essential. Developing this characteristic improves an entrepreneur’s chances of success.

It’s this – identify the worst step in your processess and then train to improve it.

Here is how Mark describes it –

I’m gonna tie this back to the ballroom show there were some ballroom champions, and what I learned from them, they were really world-class ballroom dancers. And their training was they looked at whatever their worst step was.

In ballroom dancing, we have different steps, right? Our routine is we’ll do this step. And that step, they would look at whatever their worst step was. And they put that into their routine, to force themselves to train upon their weaknesses. And that was insightful. When I heard it. One of the things I have done is I look at my area of weaknesses, and that’s where I focus. So I wouldn’t say I have one area, obviously, I’m very technical. That’s a domain skill.

Am I an outstanding leader, as compared to my negotiation skills as compared to my team-building skills? I wouldn’t say I am super exceptional, one above the others. Because I intentionally say, I’m feeling very strong here, but not so much there. Let me go focus on that weakness.

Mark Herschberg

How to build out a business strategy that reinforces the entrepreneurial mindset

So many employees of businesses operate in silos or within their departments, concentrating on their areas of specialization. In reality, an enterprise can often be a large and complex organization.

The more direct connections you can foster, with people from various departments coming together to collaborate and learn a little more, the better your company will be.

Mark says he would encourage all organizations to create programs to foster that internal networking to build those internal relationships.

You could start with something as simple as just doing lunch and learns within your organization, to advance the capabilities of your company.

Does a personality trait like being an extrovert enable entrepreneurial success to come more naturally to some people?

Mark says those are actually orthogonal issues.

Introversion and extraversion are really about how you deal with groups of people, even strangers at times.

Anyone who’s ever had a friend knows how to network and introverts can do that.

Introverts can converse with others, but they tend to do so one person at a time rather than in a packed conference room. All we have to do now is acknowledge that we have different ways of doing things.

How cultural and leadership issues can reduce risk tolerance and the development of entrepreneurial skill

In certain cases, referring to a company’s culture as “culture” can be a misnomer. The majority of businesses do not adhere to these principles.

Having said that Mark is of the belief that communication is an important characteristic of how a business operates and potentially its success or lack of it. The way people interact and communicate within a business matters.

I give an example, a colleague of mine said he worked in a company where whoever shouted the loudest, anytime there’s a debate, that’s the person who won the debate. 

That I am certain is not one of their cultural values. Shout loud – has not been put up on their website. But that de facto is what happened in the company.

Mark Herschberg

So we have to recognize how people communicate.

• How do our problems get solved?
• Is it a place where there’s open disagreement?
• Is it a place where you have to do coalition building?
• Is it a place that uses lots of emails?
• Is this a place that prefers face-to-face meetings?

These are usually more telling of how an organization operates. 

People who, for example, prefer face-to-face meetings, if that’s the culture of the company, and someone else just likes sending emails. This, why doesn’t Barbara just come over and talk to me, this is really frustrating. And that’s going to cause more of a problem than whether Barbara is truly customer-focused or not. So I think communication is really the challenge more than what people call culture.

Mark Herschberg

The 4 areas that the development of entrepreneurial skills and characteristics depends on

Mark says that the key skills and characteristics entrepreneurs need are also key skills for business success that employees should also possess.

He says they can be placed into five categories. In fact, all we do on leadership and management is based on interpersonal dynamics, communication, negotiation, networking, and ethics.

All of these skills complement one another, and it’s impossible to be a good leader without being a good communicator. It is important to recognize that leadership and management are not synonymous.

One most important thing, especially for some of the younger readers, is recognizing that leadership and management are not from the title. You don’t wait to get this title and say now I’m a manager. Now I’m a leader, something we all do.

Mark Herschbeg

There’s no shortage of content on preparing for an interview. They cover all sorts of questions like –

• How do I answer this kind of question
• How to write a good resume etc.

Unfortunately, we have never taught people how to hire. I have met countless executives. They’ve hired lots of people and you ask them how – Have you ever had any interview training? They say no, but hey, well, you know, I’ve been in interviews.

It’s like saying – do I know how to cook? Well, yeah, as a kid, you know, I watched my mom, I guess I could cook things. Do you want me to run a restaurant? Of course not. If I was supposed to, you’d send me for training, you’d send me to some professional culinary school? 

Well, if hiring people is so important for the jobs that we do these white-collar jobs, these intellectual information jobs, hiring people, is so important, why have we done zero training in how to hire?

It goes back to negotiation, not being the world’s greatest hire. But just investing a little time to get a little more effective, makes us feel much better, and gives us a massive return.

Mark Herschberg

How to develop your entrepreneurial intention and mindset?

In being intentional about developing your entrepreneurial skills and characterstics Mark says we should create our own career plan.

Mark says to plan for the future by starting with a goal. Then work your way backward to create a path to a future job. Be prepared to change your goals along the way, and be flexible but make that plan.

Here is how he put it:

You should not expect to follow it exactly. You should know you will need to be flexible and come up with some variants. Like any project we do, you’re going to revise that plan, your goals might change.

The best ways to develop your network and support system for your entrepreneurial journey and business ventures

Chances are that at times we may not have anyone in our network with any relatable experience for the career path you wish to pursue or with any entrepreneurial experience. How can you better position yourself to begin that journey?

The problem Mark says is that you’re limiting yourself by assuming I don’t have anyone in my network. You need to keep in mind that your network is more than just the people you meet. They include the people they meet as well. That is the structure of your network. It’s a big one.

Most of us will know someone who has done something of interest to us or has gone down a similar road, albeit not directly.

In the worst-case scenario, if you go to college, go through your alumni database and find someone who has done something similar to what you’re searching for and say, “Hey, I’m a fellow alum, can I just get 30 minutes of your time?” Most of the time, this works.

So all you have to do is take a wide, diverse view of what your network entails.

Do you need an entrepreneurial personality that can pass the airport test to enter into successful entrepreneurship?

The airport tests. This goes back to the 80s. It’s been misattributed to a number of companies over the years.

Now think back to the 1980s. This is before we had the internet in our pocket. And airports didn’t have really nice lounges.

Okay, so now you’re a consultant and you flew off, you spent the week at your client in Des Moines, Iowa, some relatively tiny city. So we’re not talking about DC or New York which have large airports. Instead, you have a tiny airport. And as you’re sitting there with your coworker, waiting for your flight, you hear, oh, by the way, your flight is delayed by three hours.

So now you’re stuck for three hours, nothing to do. There’s no coffee shop, no internet in your pocket. And you’ve got three hours in this boring airport with your coworker.

Mark Herschberg

• Do you want to be there with this co-worker?
• Will you find this person interesting or boring?

This is the airport test. And so some people have said, it’s really important that they pass this. That this is who you want to spend time with.

In fact, in the US presidential election, one of the reasons people say Bush won over gore is effectively the airport test. Who would you want to have a beer with? People said George Bush right allegory seems a little stiff and boring.

Mark Herschberg

Some companies really value the airport test.

Is it important?

It depends. As long as you have a professional relationship and are competent, that might be sufficient.

Whether or not the airport test matters is really up to the company to decide.

As a candidate it’s better to pass it than not. As a hiring manager you have to decide.

Watch what Mark had to say on the topic in the video below.

I was a fan of the show Mythbusters and Adam and Jamie, two really great engineers who came up with creative and brilliant things, did not get along.

You can even see in the show, they really have different personalities. And after the show was off, they came out and said, Yeah, you know, where we don’t hang out, we’re not friends. But they respected each other. Why the show worked is even though they didn’t necessarily even like each other as people, they said, look, when we have a challenge, we both put forth our ideas.

We both respected the capabilities of the other people and said, Okay, you know what, your idea is better than mine. Let’s do that. And they are professional about it.

Why being an effective communicator is a key characteristic for entrepreneurs

Having basic leadership and management skills and how we communicate is really important. But equally important are things that aren’t often talked about including managing your manager or understanding how to build relationships and fit into the company. These are subtle skills that, unfortunately, can hinder your career.

In college we are trained to get the right answer.

In reality, we are asked to figure things out. Learning how to do that learning how to engage with other people and fit into this larger ecosystem. That is really important and rarely talked about.

Mark provides insights into why this important and how to overcome it in the video below.

How to ensure that you are developing key skills and having a positive impact

Tracking the development of entrepreneurial skills can be a little intangible. How we need to think about it is perhaps a little qualitatively.

For example, well-known author and consultant Dorie Clark says one thing we can do to assess ourselves is ask someone we work with or who knows us well – can you give me three adjectives that describe me?

Asking people to rate you on a scale provides nebulous data. Using regular feedback as a means of qualitative data whether it be from managers, or subordinates is an important way to assess yourself and your development.

How to develop your own entrepreneurial knowledge and skills irrespective of your circumstances

As an individual, remember, no one is more responsible for your career than you. If your company has a performance review or career development plan, it’s even better if they actually use it to help develop you.

You have to take responsibility for managing and directing your own career.

If you are a leader, then you have responsibilities to those who report to you.

How to actively develop your entrepreneurial spirit and move beyond the status quo while in the workplace

A good manager should understand it’s not just a direct correlation.

We know, for example, what value salespeople add to the company. For other professions, you may not be able to make such a direct correlation.

However, we all know that we negotiate internally quite a lot. If you got better at negotiating, if everyone the company did, now you’re going to have less conflict, you’re gonna have better more creative solutions.

For other professions, you can’t directly say that investing in negotiation training added X dollars, but it will have an impact on communication.

So a good leadership and management team should recognize that there are secondary if not direct benefits from developing entrepreneurial skills and characteristics in their staff that will also impact the bottom line.

How to ensure you can track your ability to develop excellent communication skills and negotiation abilities

You are probably aware that when you take on a public speaking opportunity, you’d do much better if you practice. Some people practice extensively before the actual moment.

You practice for sport.

Studies have actually shown that a little bit of preparation improves your outcomes. Yet hardly anyone prepares for negotiations, they just kind of say, let’s just walk in and wing it.

In a more quantitative measure, when negotiation is taught at the university level, they actually have a number of case studies.

And so they can measure the outcome by using case-studies and role-plays where you’re negotiating for real dollars, real mineral rights, real timing.

These are imaginary in the moment given they’re based on case studies but these are quantitative values. You are also competing with several other teams that are going to do the same negotiation.

How do we do compare to them?

Things we can measure are:

• Did we reach some optimal outcome?
• Did We do better than the average person?

If you spend a little bit of time preparing, planning, thinking through:

• What am I going to offer?
• What might they want?
• What might they be offering?

Thinking a little bit about this, you’re gonna get a much better outcome. 

The common misconception in developing negotiation skills and being a risk-taker

In negotiations, you want to negotiate multiple topics at once, you’re actually better now. There is a common misconception that you should negotiate one item at a time.

What this allows is for me to trade off and concede on things that are less valuable to me, that seem important to you, but really focus and push for things that are more important to me, that you seem to be more willing to proceed on. And in doing so I can gain more in the important areas, giving up the less important ones and you do the same, we both wind up happier.

Mark Herschberg

With a little bit of training, you can get comfortable with this and it’ll make you a better negotiator.

While negotiating you want at the very least that they should be walking away with some mutual understanding that the points we want to negotiate over are of value to them as well.

Knowing your BATNA, Best Alternative to Negotiated Agreement, that’s your walkaway point, understanding potential outcomes, you might want your aspirational outcome, your realistic outcomes, this type of planning makes you a better negotiator.

The best way to network with industry experts and potential clients to allow for deeper relationships

Covid put a spanner in the works for those of us who are used to going to conferences and other networking events in meeting people in person and collecting business cards. In the video below he explains why it offers more opportunities than before.

Mark says networking for most people requires a mindset shift of saying it’s about the number of business cards I collected to one of building relationships. That can be hard if you feel it is about trying to meet the most number of people at a function.

It’s hard to measure a relationship, but we all know intuitively if you need a big favor like help with moving house you aren’t going to ask someone who you don’t know very well as opposed to a friend you have known for a while. In the same way, there is a difference in saying I am networked because I have 10,000 connections on LinkedIn, as opposed to I only have 800 connections, but every one of them is going to return my phone call.

Mark says that is only 1% of what needs to happen to build relationships via networking. So we can use situations like Covid to our advantage and still build relationships virtually whether it be in smaller groups or one-on-one coffee chats.

The often ignored yet vital entrepreneur characteristic you need to develop

Mark describes interpersonal dynamics as a catch-all for how we interact with other people. But says ethics underpin the nature of the relationship that we have with other people but most organizations do not put time into training and supporting their people.

I have seen far too many ethical lapses in organizations, ranging from just small things where people bend the rules and think Well, okay, or, you know, I know, I know, the other folks do this, too. Unfortunately, Far too often the largest ethical lapses. I’ve seen sexual harassment far too often, over the past decades of my career. And people aren’t standing up. Finally, we’re starting to, with the “me too” movement as a society. But individually, certainly, people said, yeah, it’s not good, right? Because I think a relatively small number of people doing the infractions larger than it should be, but I don’t think most people are inherently bad. But people didn’t want to speak up.

People didn’t want to do anything about it. And teaching people Hey, it’s okay. We can and should and need to do this is important. I give the analogy of fire drills. As a kid I grew up in school, we’d do a fire drill, right? qualified, okay, students are gonna line up and walk don’t run and go the exit. And I’ve been building for the fire alarm has gone off. No one’s running, no one shoving right?

Okay, we’ve been trained for this, what do we do? Walk calmly use the stairs, not the elevator.

But when there’s an ethical issue, we’ve had no training, you get that deer in the headlights look.

What do we do when there’s time pressure, there’s peer pressure. And with no training, people will panic or people just choose not to act.

So I think we need to train people up. And we need to be proactive and conscious and thinking about, certainly in my field. In software, it’s become even more important, because we’ve seen how algorithms and AI can have ethical implications. Now outside of the organization, there are secondary effects. And if we’re not proactive and thinking about them, we’re gonna have some very bad side effects and consequences.

Mark Herschberg

Is the path to success for organizations tied to the future success of their people?

For organizations to succeed they should have “real discussions” about issues and topics of concern. This should be more than your annual sexual harassment type training.

Let’s have real discussions. Real discussions about how to engage, real discussions about how our products and services impact our employees, our shareholders, our customers, our partners, the community, and society at large. Let’s actually have that conversation.

Mark Hershberg

It’s easier to speak up when you know there are other people who are gonna speak up with you. Having that conversation once in a while makes you more aware of opportunities and risks.

And what you’re going to find to that first piece, that internal dealing with infractions, you’re not alone in thinking, “This is wrong.” And when you realize that most other people say, “Yeah, this is wrong.” It’s easier to speak up when you know there are other people who are gonna speak up with you.

Within that second piece, how we think about the impact on the world, just having that conversation once in a while makes you more aware, and as you think about the product and service, and client engagement, it’s going to be in the back of your mind and you’ll be more attuned to opportunities and risks.

Mark Herschberg

A business model that builds successful people. Is that the key to success for organizations?

To create a business model that builds successful people the organization’s culture and leadership are key, because if you don’t set the right tone there, no matter how many of these exercises you engage in, they may not necessarily be productive or honest.

Training alone won’t solve the problem. Leaders need to lead by example and say this is important and we need to put the time and effort into this to get it right.

Why do leadership skills matter?

Mark says everyone should have leadership qualities.

He suggests an exercise for the audience to try and figure out what leadership qualities they want in a leader.

Think for a moment you can pause this. Write down what are skills you want in a leader?

Take a moment to create that list. 

Okay, now you’ve come back, you have that list, pause it again and write down what are the qualities you want in a follower? 

You’re going to find these lists are remarkably similar.

Mark Herschberg

He says those qualities will serve you well as a follower, even if you don’t want to be at the front of the room.

Why focus on practical skills to understand people and interpersonal skills

The hardest part of managing people is not the process side, it’s the people side.

We have to spend time developing our emotional intelligence and focusing on understanding people, and their motivations.

We spend a lot of time on the processes, and that is important. But if we don’t understand the people, we’re not going to be effective managers.

Mark Herschberg

There’s no shortage of books on being lean and agile, and how to do project plans, etc. The common themes among them are balancing time, and risk, and making trade-offs, between different facets of the project.

Once you understand that Mark says you can tweak any process you get off the shelf and optimize it to what your business requires and how it works.

Always make sure the process, the process you apply follows your needs and don’t shift your needs to whatever the process says.

Mark Herschberg

How understanding people’s motivations can help reinforce a positive mindset and lift morale

Just understanding that not everyone is motivated the same way and that a one size fits all approach doesn’t work is a huge shift for management. A shift that would allow them to motivate and engage people better.

Mark says he references a couple of different motivational theories in his book which you could explore. You could also listen to this episode with Mark Terrell to get a better idea of how understanding motivation can help propel your business’s growth by being more deliberate in how you motivate each person.

How to imbibe an organization with essential skills and characteristics of entrepreneurship

Most of how we’ve learned in the past has been information transfer or just-in-time method of learning. Mark says the Just-In-Time method of teaching doesn’t work when it comes to knowledge transfer.

The MIT way of teaching knowledge transfer is a peer-learning method, which is different from just-in-time teaching. The peer-learning method, he says, allows students to learn from each other’s experiences and perspectives.

In the video below he shares more on why this is important.

When you do it this way, there are some secondary benefits to the organization as a whole, as well as secondary benefits for the individual.

Peer-learning groups that meet on a regular cadence give a richer understanding of these skills. It also gives employees a common language and framework to learn from each other. It also allows for diversity in the company, building up an intra-company network and relationships.

You can use whatever resources you like but creating these peer-learning groups, is how you’re going to create great learning, that richer understanding, along with better employee engagement.  

How to develop long term goals focused around encouraging entrepreneurial characteristics and a growth mindset

All the skills we have talked about will reinforce each other, so Mark recommends we don’t just focus only on one.

Concentrate on one area for a little bit, to build up that muscle memory. But rotate it around because these skills really do reinforce each others, and you wanna be balanced across them.

Mark Herschberg

The one critical key to developing entrepreneurial skills and characteristics

The critical key is to developing the entrepreneurial skills and characteristics in yourself and others lies in creating a learning organizations within your company.

It’d be great if the leaders or HR people did that. If they don’t, you as an individual can do this, covertly set it up within your company, just over lunch, you do it. You can set up a group of people outside your company or organization. You can set a local meet-up group to do this, but make sure you build that type of learning community ’cause that’s going to help you so much.

Mark Herschberg

Listen to the epsiode

Mark Herschberg is a fractional CTO for various companies including Averon. He is the author of The Career Toolkit, Essential Skills for Success That No One Taught You. He studied at MIT and started the Undergraduate Practice Opportunities Program, dubbed MIT’s “career success accelerator,” where he teaches annually.

In this episode, Mark shares his insights and perspectives on the 10 powerful entrepreneurial skills and characteristics needed to drive business growth.

Some topics we discussed include:

• Do lessons learned from ballroom dancing mirror Mark’s thinking behind the book -The Career Toolkit: Essential Skills for Success That No One Taught You
• The time that Mark realized that he just had to teach people entrepreneurial skills and characteristics that weren’t being taught in any formal way at the time
• Why the career toolkit isn’t just for people who are interested in changing roles or careers or even students
• Why organizations should have their people invest in developing their entrepreneurial skills and characteristics
• How culture and leadership of a business impact the development of people’s entrepreneurial skills and characteristics
• What is unique about the perspective Mark provides us with
• Why Mark divided his book into 4 sections – Career, Leadership and Management, and Interpersonal Dynamics
• Why are these areas are important to an executive or anyone aspiring to scale their business
• Why start with a career plan and what it looks like
• The 10 powerful entrepreneurial skills and characteristics needed to drive growth
• and much more …

Related links and resources

• Check out Mark’s site
• Get a copy of The Career Toolkit: Essential Skills for Success That No One Taught You
• Listen to my interview with Robert Cutler – How to Include These Sales Manager Strategies to Boost Growth For a Killer Year
• Get more inspiration from Xenia Muntean – What is a Personal Brand and How to Build a Personal Brand That Drives Growth
• Discover a few more valuable insights from Artur Meyster- 23 Essential Best Practices for Hiring Top Talent in Tech
• Effective Team Leader and Interpersonal Communication Skills by Cezary Kwiatkowski
• Social Entrepreneurship: The Case for Definition by Roger L. Martin & Sally Osberg

Connect with Mark

• LinkedIn

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