1. THE SOCIAL
ENTREPRENEURSHIP
SEMINAR
How To Change the World
&
Join the Fastest Growing
Movement in Human History

2. THE SOCIAL
ENTREPRENEURSHIP
SEMINAR
How To Change the World
&
Join the Fastest Growing
Movement in Human History

3. Goal-Setting for the Day
• Walk-in with ______ ___________
• Leave with ________ ___________
• Set your outcome now: “today, I ________
_________”
• Within 1 month, you will have
accomplished _______ ________

4. Goal-Setting for the Day

5. INTRODUCTIONS
AND
WHY YOU ARE HERE
Questions?

6. Workshop Questions

7. Workshop Questions
1. How can I become a changemaker? Am I a social entrepreneur? Can I be?

8. Workshop Questions
1. How can I become a changemaker? Am I a social entrepreneur? Can I be?
2. How do I create a personal mission statement to give clarity to my career
goals?

9. Workshop Questions
1. How can I become a changemaker? Am I a social entrepreneur? Can I be?
2. How do I create a personal mission statement to give clarity to my career
goals?
3. Which kind of innovative opportunities addressing sustainability are
available to me?

10. Workshop Questions
1. How can I become a changemaker? Am I a social entrepreneur? Can I be?
2. How do I create a personal mission statement to give clarity to my career
goals?
3. Which kind of innovative opportunities addressing sustainability are
available to me?
4. Is it really possible to “do well” and “do good”? If so, how?

11. Workshop Questions
1. How can I become a changemaker? Am I a social entrepreneur? Can I be?
2. How do I create a personal mission statement to give clarity to my career
goals?
3. Which kind of innovative opportunities addressing sustainability are
available to me?
4. Is it really possible to “do well” and “do good”? If so, how?
5. How do I fund my passion? How do I monetize my initiative?

12. Workshop Questions
1. How can I become a changemaker? Am I a social entrepreneur? Can I be?
2. How do I create a personal mission statement to give clarity to my career
goals?
3. Which kind of innovative opportunities addressing sustainability are
available to me?
4. Is it really possible to “do well” and “do good”? If so, how?
5. How do I fund my passion? How do I monetize my initiative?
6. What are the resources that can support my vision?

13. Workshop Questions
1. How can I become a changemaker? Am I a social entrepreneur? Can I be?
2. How do I create a personal mission statement to give clarity to my career
goals?
3. Which kind of innovative opportunities addressing sustainability are
available to me?
4. Is it really possible to “do well” and “do good”? If so, how?
5. How do I fund my passion? How do I monetize my initiative?
6. What are the resources that can support my vision?
7. How do I find and connect with organizations related to my career goals?

14. Workshop Questions
1. How can I become a changemaker? Am I a social entrepreneur? Can I be?
2. How do I create a personal mission statement to give clarity to my career
goals?
3. Which kind of innovative opportunities addressing sustainability are
available to me?
4. Is it really possible to “do well” and “do good”? If so, how?
5. How do I fund my passion? How do I monetize my initiative?
6. What are the resources that can support my vision?
7. How do I find and connect with organizations related to my career goals?
8. What is the importance of personal contacts to fulfilling my career goals?
How about mentors?

15. Your Questions

16. The Global Movement:
Driving Forces

17. The Global Movement:
Driving Forces
“We are seeing a ‘revolution in the organization of
human society.’ When the history of these times are
written, no other change will compete with it in
terms of importance...”

18. The Global Movement:
Driving Forces
“We are seeing a ‘revolution in the organization of
human society.’ When the history of these times are
written, no other change will compete with it in
terms of importance...”
You

19. The Great Consciousness Shift

20. The Great Consciousness Shift
“History talks mostly of political revolutions...But occasionally
something different happens, a collective awakening to new
possibilities that changes everything... how people see the
world, what they value, how society defines progress...and how
institutions operate.The Renaissance was such a shift, as was
the Industrial Revolution. So, too, is what is starting to happen
around the world today.”
-Peter Senge, MIT, Author of The Necessary Revolution

21. The Great Consciousness Shift

23. “We ruin kids be pressuring them...asking them all
the time, ‘What do you want to do when you grow
up?’ or ‘What’s your major?’ they get to the false
impression that they’re supposed to know and have
THE answer. They feel bad for not knowing.
Nobody knows. Not in college. It does nothing but
stress them out.”
-Po Bronson, What Should I Do With My Life?

24. The Metaphor of the Imaginelle Cell

25. The Metaphor of the Imaginelle Cell
From ordinary...

26. The Metaphor of the Imaginelle Cell
From ordinary...
...to extraordinary

27. The Metaphor of the Imaginelle Cell
From ordinary...
...to extraordinary

28. The Next-Gen Movement

29. The Next-Gen Movement
❖ Optimistic, not pessimistic or vengeful

30. The Next-Gen Movement
❖ Optimistic, not pessimistic or vengeful
❖ Tolerant, diverse and more mature than predecessor generations

31. The Next-Gen Movement
❖ Optimistic, not pessimistic or vengeful
❖ Tolerant, diverse and more mature than predecessor generations
❖ Aware of and realistic about the challenges and more
knowledgeable in our world view

32. The Next-Gen Movement
❖ Optimistic, not pessimistic or vengeful
❖ Tolerant, diverse and more mature than predecessor generations
❖ Aware of and realistic about the challenges and more
knowledgeable in our world view
❖ Believe in technology and our ability to innovate out of the mess
we are inheriting

33. The Next-Gen Movement
❖ Optimistic, not pessimistic or vengeful
❖ Tolerant, diverse and more mature than predecessor generations
❖ Aware of and realistic about the challenges and more
knowledgeable in our world view
❖ Believe in technology and our ability to innovate out of the mess
we are inheriting
❖ Embrace plenitude, while rejecting disparity

34. The Next-Gen Movement
❖ Optimistic, not pessimistic or vengeful
❖ Tolerant, diverse and more mature than predecessor generations
❖ Aware of and realistic about the challenges and more
knowledgeable in our world view
❖ Believe in technology and our ability to innovate out of the mess
we are inheriting
❖ Embrace plenitude, while rejecting disparity
❖ Exhausted with punditry and bickering, energized by post-
partisan, post-ideological, and post-political values

35. The Next-Gen Movement
❖ Optimistic, not pessimistic or vengeful
❖ Tolerant, diverse and more mature than predecessor generations
❖ Aware of and realistic about the challenges and more
knowledgeable in our world view
❖ Believe in technology and our ability to innovate out of the mess
we are inheriting
❖ Embrace plenitude, while rejecting disparity
❖ Exhausted with punditry and bickering, energized by post-
partisan, post-ideological, and post-political values
❖ Accept the urgency of problems: “Youth Are the Present!"

36. The Next-Gen Movement
❖ Optimistic, not pessimistic or vengeful
❖ Tolerant, diverse and more mature than predecessor generations
❖ Aware of and realistic about the challenges and more
knowledgeable in our world view
❖ Believe in technology and our ability to innovate out of the mess
we are inheriting
❖ Embrace plenitude, while rejecting disparity
❖ Exhausted with punditry and bickering, energized by post-
partisan, post-ideological, and post-political values
❖ Accept the urgency of problems: “Youth Are the Present!"
❖ WE BELIEVE IN THE GREATER GOOD AND ARE
DEDICATING OURSELVES TO ACHIEVING IT !!!

37. “After today's presentation, I chose to stick my foot in the door of opportunity... I will
do whatever it takes to begin my journey to becoming a social entrepreneur, even if it
means not letting someone like you forget my name. At the age of sixteen, I get a lot
of people who think my ideas, dreams, goals, and hopes are purely naive. I will build
schools, orphanages, and apply any and all of my skills in whatever way possible, as
well as acquire some new ones. My interests involve mostly children, but my passion is
in helping people in general.You started your career at a young age, and took off to
Greece for apparently no reason, so I'm sure that you have experienced this issue as
well. I am in need of your help. Everyone tells me that the chances of me making a
difference in this way are slim, one in a million. Mr. Hopkins, not only am I one in a
million, but I am one in 6,810,100,000 (latest Wikipedia estimate), and what I want
is to view the world in a way that makes more sense. I want to know what CULTURE
is. I want not only to know, but experience it, and most importantly be a part of it.
Please help me. There is so much that I don't know, and it is all out there waiting for
me to discover.”
- Student, Flathead High School

39. What is a social entrepreneur?

40. What is a social entrepreneur?
n. society’s change agent, a pioneer of
innovations that benefit humanity

41. What is a social entrepreneur?
n. society’s change agent, a pioneer of
innovations that benefit humanity
entrepreneurs with a social
or environmental mission

42. What is a social entrepreneur?
n. society’s change agent, a pioneer of
innovations that benefit humanity
entrepreneurs with a social
or environmental mission
Central purpose = mission-related impact
(not wealth creation, wealth is a means to
and end)

43. Where We’re Going

44. Where We’re Going
PAST EMPHASIS
RESULT = DESTRUCTIVE ECONOMY

45. Where We’re Going
PAST EMPHASIS
RESULT = DESTRUCTIVE ECONOMY
The industrial age
Left-brain logic
Linear thinking
Status quo
Accounting models
Decisions based on past experience
Organizational hierarchy
Authoritative leadership
Teaching organizations
Relentless growth
Short-term profits
Reactive corporate responsibility
Minimizing environmental damage
Reducing social injustices
Limited self-interest

46. Where We’re Going
PAST EMPHASIS FUTURE EMPHASIS
RESULT = DESTRUCTIVE ECONOMY RESULT = CONSTRUCTIVE ECONOMY
The industrial age
Left-brain logic
Linear thinking
Status quo
Accounting models
Decisions based on past experience
Organizational hierarchy
Authoritative leadership
Teaching organizations
Relentless growth
Short-term profits
Reactive corporate responsibility
Minimizing environmental damage
Reducing social injustices
Limited self-interest

47. Where We’re Going
PAST EMPHASIS FUTURE EMPHASIS
RESULT = DESTRUCTIVE ECONOMY RESULT = CONSTRUCTIVE ECONOMY
The industrial age The conceptual age
Left-brain logic Right brain creativity
Linear thinking Systems thinking
Status quo A liberated frame of mind
Accounting models Nature models
Decisions based on past experience Decisions based on future potential
Organizational hierarchy Organizational fluidity
Authoritative leadership Adaptive leadership
Teaching organizations Learning organizations
Relentless growth Organic growth
Short-term profits Long-term prosperity
Reactive corporate responsibility Proactive corporate responsibility
Minimizing environmental damage Minimizing environmental repair
Reducing social injustices Strengthening communities
Limited self-interest Higher purpose

48. Waves of Innovation by Generation
Source: Hunter Lovins, Natural Capital Solutions

49. Waves of Innovation by Generation
Source: Hunter Lovins, Natural Capital Solutions

50. Waves of Innovation by Generation
The Great Blending
Source: Hunter Lovins, Natural Capital Solutions

51. Waves of Innovation by Generation
The Great Blending
Source: Hunter Lovins, Natural Capital Solutions

52. Waves of Innovation by Generation
The Great Blending
Source: Hunter Lovins, Natural Capital Solutions

53. Entrepreneur vs. Social Entrepreneur
Entrepreneur = French, someone who “undertakes” a
project or activity
“Venturesome individuals who stimulate economic
progress by finding new and better ways of doing things.”
Jean-Baptiste Say (19th c. France): “the entrepreneurs
shifts economic resources out of an area of lower and
into an area of higher productivity and greater yield.”

54. Entrepreneur vs. Social Entrepreneur
20th c. Joseph Schumpeter: “innovators who drive the
creative-destructive process of capitalism.”
“the function of entrepreneurs is to reform or
revolutionize the pattern of production” = change agents in
the economy.
... “by exploiting an invention or, more generally, an untried
technological possibility for producing a new commodity
or producing an old one in a new way, by opening up a
new source of supply of materials or a new outlet for
products, by reorganizing an industry and so on.”

55. Entrepreneur vs. Social Entrepreneur
Peter Drucker:
“Not every new small business is entrepreneurial or
represents entrepreneurship...husband and wife who open
another delicatessen store or another Mexican restaurant
in the American suburb...there is nothing especially
innovative or change-oriented in this. The same would be
true of new not-for-profit organizations. Not every new
organization would be entrepreneurial...”

56. How Attitudes
Changed Over the Past 50 years
1962:
2010:

57. How Attitudes
Changed Over the Past 50 years
1962: “The Business of Business is Business”
2010:

58. How Attitudes
Changed Over the Past 50 years
1962: “The Business of Business is Business”
2010:

59. How Attitudes
Changed Over the Past 50 years
1962: “The Business of Business is Business”
2010: “Business must be part of the solution to social and
environmental problems”

60. How Do Social Entrepreneurs
Think Differently?

61. How Do Social Entrepreneurs
Think Differently?
• Role of markets? Price and value creation?

62. How Do Social Entrepreneurs
Think Differently?
• Role of markets? Price and value creation?
• Income and capital generation?

63. How Do Social Entrepreneurs
Think Differently?
• Role of markets? Price and value creation?
• Income and capital generation?
• Measurement and metrics of success?

64. How Do Social Entrepreneurs
Think Differently?
• Role of markets? Price and value creation?
• Income and capital generation?
• Measurement and metrics of success?
• Stakeholder investment?

65. How Do Social Entrepreneurs
Think Differently?
• Role of markets? Price and value creation?
• Income and capital generation?
• Measurement and metrics of success?
• Stakeholder investment?
• Competition? Customers?

66. How Do Social Entrepreneurs
Think Differently?
• Role of markets? Price and value creation?
• Income and capital generation?
• Measurement and metrics of success?
• Stakeholder investment?
• Competition? Customers?
• Who is paying for products and services and who is
benefitting?

67. How Do Social Entrepreneurs
Think Differently?
• Role of markets? Price and value creation?
• Income and capital generation?
• Measurement and metrics of success?
• Stakeholder investment?
• Competition? Customers?
• Who is paying for products and services and who is
benefitting?
• Managing risk?

68. How Do Social Entrepreneurs
Think Differently?
• Role of markets? Price and value creation?
• Income and capital generation?
• Measurement and metrics of success?
• Stakeholder investment?
• Competition? Customers?
• Who is paying for products and services and who is
benefitting?
• Managing risk?
• Systems thinking?

69. Characteristics of
Social Entrepreneurs

70. Characteristics of
Social Entrepreneurs
• They have a well-developed theory of change

71. Characteristics of
Social Entrepreneurs
• They have a well-developed theory of change
• They focus on social and environmental challenges

72. Characteristics of
Social Entrepreneurs
• They have a well-developed theory of change
• They focus on social and environmental challenges
• They seek systemic solutions

73. Characteristics of
Social Entrepreneurs
• They have a well-developed theory of change
• They focus on social and environmental challenges
• They seek systemic solutions
• They think “out of the box”

74. Characteristics of
Social Entrepreneurs
• They have a well-developed theory of change
• They focus on social and environmental challenges
• They seek systemic solutions
• They think “out of the box”
• They replicate and scale their model - where applicable

75. Characteristics of
Social Entrepreneurs
• They have a well-developed theory of change
• They focus on social and environmental challenges
• They seek systemic solutions
• They think “out of the box”
• They replicate and scale their model - where applicable
• They collaborate across traditional boundaries

76. Characteristics of
Social Entrepreneurs
• They have a well-developed theory of change
• They focus on social and environmental challenges
• They seek systemic solutions
• They think “out of the box”
• They replicate and scale their model - where applicable
• They collaborate across traditional boundaries
• They implement, using for-profit, not-for-profit and hybrid
models

77. Characteristics of
Social Entrepreneurs
• They have a well-developed theory of change
• They focus on social and environmental challenges
• They seek systemic solutions
• They think “out of the box”
• They replicate and scale their model - where applicable
• They collaborate across traditional boundaries
• They implement, using for-profit, not-for-profit and hybrid
models
• Unlike business entrepreneurs, they share their ideas

78. “Social entrepreneurs combine street pragmatism with
professional skill, visionary insights with pragmatism, and
ethical fiber with tactical thrust. They see opportunities
where others only see empty buildings, unemployable
people and unvalued resources. Radical thinking is what
makes social entrepreneurs different from simply 'good
people'. They make markets work for people, not the
other way around, and gain strength from a wide
network of alliances. They can 'boundary-ride' between
the various political rhetorics and social paradigms to
enthuse all sectors of society.”

79. Bill Drayton, Founder,
Ashoka
http://www.youtube.com/watch?v=DttTSJEO47g&feature=channel

81. ❖ Connectivity is productivity
❖ Partnered with Grameen Bank
❖ Microloans to “phone ladies”
❖ In first 7 years, sold or rented mobile phones
to 60,000+ rural villages, reaching 100 million
people
❖ Subscriber network of 15 million
❖ In 2004, American investors sold their small
stake in GrameenPhone to Telenor for $33
million

85. A low-tech fun
solution
supplying water
to rural villages

86. A low-tech fun
solution
supplying water
to rural villages

87. A low-tech fun
solution
supplying water
to rural villages

88. A low-tech fun
solution
supplying water
to rural villages

89. • $71 million in loans in 4 years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

90. • $71 million in loans in 4 years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

91. Peer-to-peer internet
microloans
• $71 million in loans in 4 years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

92. Peer-to-peer internet
microloans
• $71 million in loans in 4 years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

93. Peer-to-peer internet
microloans
• $71 million in loans in 4 years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

94. Peer-to-peer internet
microloans
• $71 million in loans in 4 years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

95. Peer-to-peer internet
microloans
• $71 million in loans in 4 years
• 573,000 lenders
• 239,000 entrepreneurs
• Average loan $100
• Repayment rate 98%

98. Linking local artisans to global
markets using fair trade practices

99. Linking local artisans to global
markets using fair trade practices

100. Linking local artisans to global
markets using fair trade practices

101. Linking local artisans to global
markets using fair trade practices

104. Motorcycle maintenance for
improved healthcare delivery

105. Motorcycle maintenance for
improved healthcare delivery

106. Motorcycle maintenance for
improved healthcare delivery

109. Using market forces to end
child labor in the rug industry

110. Using market forces to end
child labor in the rug industry

111. Using market forces to end
child labor in the rug industry

112. Using market forces to end
child labor in the rug industry

113. Using market forces to end
child labor in the rug industry

119. Source of Funds
From Donors Hybrid From Operations
Fewer Barriors
Room to Read KIVA
CIDA
Hybrid
GrameenPhone
Mapendo
Substantial Barriors
Substantial Barriors and
Fully Funded From Operations

120. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process

121. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process
1. What am I passionate about?

122. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process
1. What am I passionate about?
2. What is the need I
want to address?

123. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process
1. What am I passionate about?
2. What is the need I 3. What skills do I have
want to address? or can develop?

124. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process
1. What am I passionate about?
4. My Mission
Statement
2. What is the need I 3. What skills do I have
want to address? or can develop?

125. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process
1. What am I passionate about?
4. My Mission
#5.
Statement
2. What is the need I 3. What skills do I have
want to address? or can develop?

126. 3 Elements of Personal
Leadership
1. Vision - core ideology and envisioned future (vivid
descriptions and 10-30 year goals)
2. Capacities - capacities enable us to respond fully to a domain
of life experience: for ex., courage in response to danger,
compassion in response to loss, dignity or humility in response
to failure or rejection
3. Support - an external environment which welcomes the
expression of your needs in order to fulfill your vision. This
includes people who believe in your vision, who help you to
learn from your mistakes, who encourage your
acknowledgement of your needs, and who are willing to hold
you accountable for your mistakes

127. Consequences of
Undeveloped Element
Vision + Capacities - Support = lack of risk-
taking or innovation; individualism
Vision - Capacities + Support = lack of
decision-making; paralysis
Capacities + Support - Vision = Lack of
direction or progress; going round in circles

128. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process

129. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process
1. What am I passionate about?

130. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process
1. What am I passionate about?
2. What is the need I
want to address?

131. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process
1. What am I passionate about?
2. What is the need I 3. What skills do I have
want to address? or can develop?

132. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process
1. What am I passionate about?
4. My Mission
Statement
2. What is the need I 3. What skills do I have
want to address? or can develop?

133. “Doing Well” while “Doing Good” Pyramid
A Career Development 5 step process
1. What am I passionate about?
4. My Mission
#5.
Statement
2. What is the need I 3. What skills do I have
want to address? or can develop?

134. • http://www.youtube.com/watch?v=fcPOd9Z-
qxw&feature=channel
-http://www.youtube.com/watch?v=knPaKZri5EU
-http://www.youtube.com/watch?
v=QxoxaAZIrys&feature=related

135. Different Ways of Being a
Changemaker
• Volunteer
• Paid employee
• Donor
• Adviser
• Intrapreneur
• Entrepreneur
• Social entrepreneur

136. Communities of
Practice
• Government
• Business
• Civil Society
• Professional expertise....
Social entrepreneurs are sectoral boundary-riders

137. How Do You
Connect With A Cause?

138. How Do You
Connect With A Cause?
Employee
Engagement
Workplace Development Energy Efficiency Biodiversity Preservation
Corporate Governance Product Safety Recycling and Waste Reusal
Healthcare and Benefits Gender Equity Triple-Bottom Line Accounting
Alliances with NGOs Poverty Alleviation Resources Management
Employee Health & Safety Carbon Emissions Reduction
Transformational Executive Leadership
Emergency Aid
Community Development and Investment Protection of Natural Resources
Animal Treatment and Protection
Creation of Green Jobs Philanthropy and Grantmaking
Cause-Related Branding
Microfinancing Supply Chain Management
Human Rights and Fair Labor Education Sponsorships

139. CSR Implementation Depends on
Your Stakeholders

141. Doing Well & Doing Good Pyramid
A Career Development 5 step process
#5.

142. Doing Well & Doing Good Pyramid
A Career Development 5 step process
Passion
My Mission
Statement
Need Skills
#5.

143. Doing Well & Doing Good Pyramid
A Career Development 5 step process
Passion
My Mission
Statement
Need Skills
Full-time Jobs Internships
Part-time Service
#5.

144. Doing Well & Doing Good Pyramid
A Career Development 5 step process
Passion
My Mission
Statement
Need Skills
Full-time Jobs Internships
Part-time Service
#5.
Career Options

146. What challenges get in your way now?
What is holding you back?
What are the greatest potential
future obstacles?

147. 3 Choices to Begin
• Give money to an organization that is
addressing the issue you care about
• Work for an organization that interests
you, as a volunteer or as a paid employee
• Start your own initiative by replicating an
existing initiative, or developing your own

148. What is the importance of
intergenerational dialogue?
How can we foster greater
multi-gen collaboration?

149. Resources

150. Resources
• Mentors and Peers

151. Resources
• Mentors and Peers
• Seminars

152. Resources
• Mentors and Peers
• Seminars
• Personal Coaching

153. Resources
• Mentors and Peers
• Seminars
• Personal Coaching
• Strategic Consulting

154. Resources
• Mentors and Peers
• Seminars
• Personal Coaching
• Strategic Consulting
• Schools and
Universities

155. Resources
• Mentors and Peers
• Seminars
• Personal Coaching
• Strategic Consulting
• Schools and
Universities
• Books and Magazines

156. Resources
• Mentors and Peers
• Seminars
• Personal Coaching
• Strategic Consulting
• Schools and
Universities
• Books and Magazines
• Blogs and interactive
online

157. Resources
• Mentors and Peers
• Conferences
• Seminars
• Personal Coaching
• Strategic Consulting
• Schools and
Universities
• Books and Magazines
• Blogs and interactive
online

158. Resources
• Mentors and Peers
• Conferences
• Seminars
• Website Databases
• Personal Coaching and Portals
• Strategic Consulting
• Schools and
Universities
• Books and Magazines
• Blogs and interactive
online

159. Resources
• Mentors and Peers
• Conferences
• Seminars
• Website Databases
• Personal Coaching and Portals
• Strategic Consulting • Fellowships and
Awards
• Schools and
Universities
• Books and Magazines
• Blogs and interactive
online

160. Resources
• Mentors and Peers
• Conferences
• Seminars
• Website Databases
• Personal Coaching and Portals
• Strategic Consulting • Fellowships and
Awards
• Schools and
Universities • Social Media
• Books and Magazines
• Blogs and interactive
online

161. Resources
• Mentors and Peers
• Conferences
• Seminars
• Website Databases
• Personal Coaching and Portals
• Strategic Consulting • Fellowships and
Awards
• Schools and
Universities • Social Media
• Books and Magazines • Newsletters and
Listservs
• Blogs and interactive
online

162. Resources
• Mentors and Peers
• Conferences
• Seminars
• Website Databases
• Personal Coaching and Portals
• Strategic Consulting • Fellowships and
Awards
• Schools and
Universities • Social Media
• Books and Magazines • Newsletters and
Listservs
• Blogs and interactive
online • Family and Friends