Navigating The Labyrinth From Research
to Commercialization: Of Cults and
Leadership
Richard LeBlanc
Leader | Entrepreneur...
TODAY’S AGENDA
STATEMENT: Research & commercialization are
startups
QUESTION: Why does research have a poor
commercializat...
ENTREPRENEURS ARE
ARTISTS
https://www.youtube.com/watch?v=r51eQ2vPZSs
CONTRARIANISM – DON’T
COPY, COMPOSE AN ORIGINAL
CONTRIANISM (IT ISN’T
FOR EVERYONE)
Nietzsche: “Madness is rare in individuals, but in groups, parties,
nations and ages i...
STARTUP THINKING
SHAPES HUMANITY
Vast majority of new tech comes from startups.
Jobs, GDP, wealth, social / political outc...
STARTUP THINKING -
PEOPLE
Startup = largest group of people you can convince of a
plan to build a different future
Negativ...
THINKING = BUILDING
NEW MENTAL CAPITAL
People + Leadership = Mental Capital
Mental capital is the most valuable asset
you ...
BIG ORG + MENTAL
CAPITAL
People + Leadership = Mental Capital
Mental capital is the most valuable
asset you can ever const...
DESIGN THE FUTURE –
FROM BEGINNING TEAM
Founding matrimony – date first
Ownership vs Possession vs Control
Board of 3-5-7-9...
BUILD A CULT / MAFIA
Company IS a culture, not has one (existential not possessive)
Mission is manifested in the culture -...
SPECIAL FORCES ONLY -
SHACKLETON RECRUITMENT AD
CULTISH MANTRAS –
PEOPLE CHANTS
Wendy's: "Healthy fast food"
Nike: "Authentic athletic performance"
Walt Disney: “Happiest...
WHY BUILD AN
INTERNAL MANTRA?
Mission statements don’t cut it McKinsey + MBAs
Must be real (based on core mission) not mad...
PART 2 - LEADERSHIP
SKILLS AND TOOLS
Mission statements don’t cut it McKinsey + MBAs
Must be real (based on core mission) ...
WHY THIS…?
My vision/dream for you:
Become the best CEO / leader
Surround yourself with the best cult (board, advisors
+ e...
SIX POINT PLAN
POINT ONE: YOU AS LEADER
POINT TWO: SELECTING YOUR TEAM
POINT THREE: WORKING WITH YOUR TEAM
POINT FOUR: SEL...
YOU THE LEADER
POINT ONE: YOU AS LEADER
POINT TWO: SELECTING YOUR TEAM
POINT THREE: WORKING WITH YOUR TEAM
POINT FOUR: SEL...
THE LEADERSHIP SKILL
SET – 16 SKILLS
Leadership is Art + Science
Leader As “Technician” (3)
Leader As “Engager” (8)
Leader...
LEADER AS TECHNICIAN
Enables Business to Thrive
1. Finance, Cash Flow, Budgeting
2. Logistics and Operations
3. Understand...
LEADER AS ENGAGER
Internal + External Dialogues to Shape Perceptions
4. Negotiation
5. Communication
6. Media relation
7. ...
LEADER AS ARTIST /
COMPOSER / NAVIGATOR
Assimilates Skills into a Repeatable Template
12. Balance
13. Vision
14. Judgement...
SELECTING YOUR TEAM
Select For Authenticity First
Intellect Second
Passion Third
You can always teach or hire the skills
T...
SELECTING YOUR TEAM
Special Forces only for startups
Exceptionalism matters
Zero room for error
BUILD A GREAT FOUNDATION… ...
WORKING WITH YOUR
TEAM
Select For Authenticity First
Intellect Second
Passion Third
You can always teach the skills
Use le...
WORKING WITH YOUR
TEAM
Three tools you can use:
1. BIG 8 TEAMWORK TRAPS
2. T-BAR
3. ATTILLA THE HUN
4. MICROSCOPIC TRUTH
WORKING WITH
YOUR TEAM
BIG 8 TEAMWORK TRAPS:
DO I GIVE OR TAKE? Give first
DEADLINES = Commitments
SECONDARY (hidden) AGEND...
WORKING WITH
YOUR TEAM
THE “T-BAR” Tool
A way to check in on any issue at any time
on any level of significance
Produces un...
T-BAR TOOL IN ACTION
My Perception of my
Top 5 Goals for Q1
Your Perception of my
Top 5 Goals for Q1?
One for you
One for ...
WORKING WITH YOUR
TEAM
WHAT ATTILA THE HUN SAYS ABOUT:
Risk taking and working without all the facts
Promising only what y...
WORKING WITH YOUR
TEAM
We never addressed the real issue, never came to
terms with reality” OR “we never stated our
needs ...
WORKING WITH YOUR
TEAM
7 Principles of Fierce Conversations
Master the courage to interrogate reality
Make it real
Be here...
SELECTING ADVISORS
Advisory Board
Group of independent people that bring business
management acumen, sector and issue expe...
SELECTING ADVISORS
First develop a Personal Advisory Board (PAB)
THEN a Board of Advisors!
Define needed skill set first:
ma...
SELECTING ADVISORS
Short list 3 for each skill set
Define the top candidates IN THE WORLD!
Don’t settle for second best
Don...
WORKING WITH
ADVISORS
Certain classics have strong content to consider:
Sun Tzu “The Art of War”
Machiavelli “The Prince” ...
NETWORKING
The lost art of networking
Improving the yield from networking
Getting to key people at trade shows or conferen...
THE FINAL TURN
Doing the Small Things Well
Strategic vs Operational Leadership
The SAS
STRATEGIC LEADERSHIP
Leading organizational change
Creating sustainable value for all stakeholders
Analyzing and navigatin...
OPERATIONAL
LEADERSHIP
Building excellence in the innovation
Creating customer devotion and retention
Executing with speed...
CULTURE MATTERS
The Only Truly Sustainable Competitive Advantage is Corporate Culture -
George Brandt (Forbes Magazine)
En...
SAS LEADERSHIP
Leader grasp self
Leader grasp team
Team grasp task
DID I DELIVER?
Did I have a grasp of myself?
Did I grasp you (the “team”)?
Can you better grasp the tasks ahead?
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Navigating The Labyrinth From Research to Commercialization: Of Cults and Leadership

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Successful research commercialization needs privilege startup mindsets, motivations and behaviours to transition from the rules of research.

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Navigating The Labyrinth From Research to Commercialization: Of Cults and Leadership

  1. 1. Navigating The Labyrinth From Research to Commercialization: Of Cults and Leadership Richard LeBlanc Leader | Entrepreneur | Mentor | Investor
  2. 2. TODAY’S AGENDA STATEMENT: Research & commercialization are startups QUESTION: Why does research have a poor commercialization track record? HINT: Successful startups build a cult with mafioso rules Leadership skill set and tools Do small things really well - world class preferably
  3. 3. ENTREPRENEURS ARE ARTISTS https://www.youtube.com/watch?v=r51eQ2vPZSs
  4. 4. CONTRARIANISM – DON’T COPY, COMPOSE AN ORIGINAL
  5. 5. CONTRIANISM (IT ISN’T FOR EVERYONE) Nietzsche: “Madness is rare in individuals, but in groups, parties, nations and ages it is the rule.” Step 1 = question what we know to be true Step 2 = find a most contrarian truth Step 3 = build a cult around that truth 3 effective steps for dealing with …evolving, uncomfortable reality vs. a stable fantasy…
  6. 6. STARTUP THINKING SHAPES HUMANITY Vast majority of new tech comes from startups. Jobs, GDP, wealth, social / political outcomes too. All great world bettering accomplishments came from: Small groups of people Bounded fanatically by a common sense of mission What is a startup? (insert your definition _______)
  7. 7. STARTUP THINKING - PEOPLE Startup = largest group of people you can convince of a plan to build a different future Negative contributors to success BigOrg very hard to develop new things Risk averse, slow, metrics about activity, invested Solo even harder – cannot create an industry Positive contributors to startup success #1 strength is new thinking – nimble space to think Question received wisdom, rethink from scratch
  8. 8. THINKING = BUILDING NEW MENTAL CAPITAL People + Leadership = Mental Capital Mental capital is the most valuable asset you can ever construct And it doesn’t even show up as an entry on a balance sheet What mental capital is missing from your opportunity in order to advance? 5KH
  9. 9. BIG ORG + MENTAL CAPITAL People + Leadership = Mental Capital Mental capital is the most valuable asset you can ever construct Asset allocation = CEO differentiator Not taught in MBA schools Big problem… not thinking differently
  10. 10. DESIGN THE FUTURE – FROM BEGINNING TEAM Founding matrimony – date first Ownership vs Possession vs Control Board of 3-5-7-9, excess of advisors Align everything to LTV 60% cash, balance of hurdle bonus + performance vesting equity CEO has lowest salary, but huge upside
  11. 11. BUILD A CULT / MAFIA Company IS a culture, not has one (existential not possessive) Mission is manifested in the culture - oxygen Hire talented people you like, no passengers Hire on mission and team, nothing else Each hire = 1 unique thing – no competition or overlap Startups rot from inside – bad foundation can’t be fixed Fanaticism about something unique not employment agency Before the startup ID first 5 key hires (5KH)
  12. 12. SPECIAL FORCES ONLY - SHACKLETON RECRUITMENT AD
  13. 13. CULTISH MANTRAS – PEOPLE CHANTS Wendy's: "Healthy fast food" Nike: "Authentic athletic performance" Walt Disney: “Happiest Place on Earth“ Southwest Airlines: “Lowest cost airline” Federal Express: “Peace of mind” http://guykawasaki.com/mantras_versus_/
  14. 14. WHY BUILD AN INTERNAL MANTRA? Mission statements don’t cut it McKinsey + MBAs Must be real (based on core mission) not made up words When seas get rough (and they will)…clarity on alignment of purpose in 2 ways What next discretionary action adds VALUE? What next discretionary action adds NOISE?
  15. 15. PART 2 - LEADERSHIP SKILLS AND TOOLS Mission statements don’t cut it McKinsey + MBAs Must be real (based on core mission) not made up words When seas get rough (and they will)…clarity on alignment of purpose in 2 ways What next discretionary action adds VALUE? What next discretionary action adds NOISE?
  16. 16. WHY THIS…? My vision/dream for you: Become the best CEO / leader Surround yourself with the best cult (board, advisors + employees) Use tools safely to maximal impact Achieve your goals and dream!
  17. 17. SIX POINT PLAN POINT ONE: YOU AS LEADER POINT TWO: SELECTING YOUR TEAM POINT THREE: WORKING WITH YOUR TEAM POINT FOUR: SELECTING ADVISORS POINT FIVE: WORKING WITH ADVISORS POINT SIX: NETWORKING
  18. 18. YOU THE LEADER POINT ONE: YOU AS LEADER POINT TWO: SELECTING YOUR TEAM POINT THREE: WORKING WITH YOUR TEAM POINT FOUR: SELECTING ADVISORS POINT FIVE: WORKING WITH ADVISORS POINT SIX: NETWORKING
  19. 19. THE LEADERSHIP SKILL SET – 16 SKILLS Leadership is Art + Science Leader As “Technician” (3) Leader As “Engager” (8) Leader As “Artist / Composer / Navigator” (5)
  20. 20. LEADER AS TECHNICIAN Enables Business to Thrive 1. Finance, Cash Flow, Budgeting 2. Logistics and Operations 3. Understanding the Economic Underpinnings
  21. 21. LEADER AS ENGAGER Internal + External Dialogues to Shape Perceptions 4. Negotiation 5. Communication 6. Media relation 7. Dealing with personnel and labour issues 8. Analysis and policy-making 9. Chairing meetings and briefings 10. Performance review / measurement 11. Public speaking
  22. 22. LEADER AS ARTIST / COMPOSER / NAVIGATOR Assimilates Skills into a Repeatable Template 12. Balance 13. Vision 14. Judgement 15. Leadership 16. Authenticity (>Integrity)
  23. 23. SELECTING YOUR TEAM Select For Authenticity First Intellect Second Passion Third You can always teach or hire the skills Trust in your team BUT verify [always] - David Sokol
  24. 24. SELECTING YOUR TEAM Special Forces only for startups Exceptionalism matters Zero room for error BUILD A GREAT FOUNDATION… or fail
  25. 25. WORKING WITH YOUR TEAM Select For Authenticity First Intellect Second Passion Third You can always teach the skills Use leadership style tests and personality assessments SPECIAL FORCES ONLY FOR STARTUPS = NO ROOM FOR ERROR = GREAT FOUNDATION

  26. 26. WORKING WITH YOUR TEAM Three tools you can use: 1. BIG 8 TEAMWORK TRAPS 2. T-BAR 3. ATTILLA THE HUN 4. MICROSCOPIC TRUTH
  27. 27. WORKING WITH YOUR TEAM BIG 8 TEAMWORK TRAPS: DO I GIVE OR TAKE? Give first DEADLINES = Commitments SECONDARY (hidden) AGENDA PROCRASTINATION (cover) SPEAK UP TOO LATE – giddy up WIDE SCREEN – see 7 valleys over SWIRL – no drama DO I SUPPORT? Invest in investable, cull others
  28. 28. WORKING WITH YOUR TEAM THE “T-BAR” Tool A way to check in on any issue at any time on any level of significance Produces unavoidable conclusion Produces the real issue Cannot be faked
  29. 29. T-BAR TOOL IN ACTION My Perception of my Top 5 Goals for Q1 Your Perception of my Top 5 Goals for Q1? One for you One for your boss / leader / colleague
  30. 30. WORKING WITH YOUR TEAM WHAT ATTILA THE HUN SAYS ABOUT: Risk taking and working without all the facts Promising only what you can deliver and commit to delivering what you promise Lucky breaks Leaders disease Self-inflicted wounds ………and many other topics!
  31. 31. WORKING WITH YOUR TEAM We never addressed the real issue, never came to terms with reality” OR “we never stated our needs or told each other what we were really thinking” Microscopic Truth Method Two General Ways Fierce Conversations – good and intense Fireside Chats – good and casual
  32. 32. WORKING WITH YOUR TEAM 7 Principles of Fierce Conversations Master the courage to interrogate reality Make it real Be here, prepared to be nowhere else Tackle your toughest challenge today Obey your instincts Take responsibility for your emotional wake Let silence do the heavy lifting
  33. 33. SELECTING ADVISORS Advisory Board Group of independent people that bring business management acumen, sector and issue expertise to help coach the management of a company. Companies with Advisory Boards (BDC Study) Annual Sales +24% Sales per Employee +18%
  34. 34. SELECTING ADVISORS First develop a Personal Advisory Board (PAB) THEN a Board of Advisors! Define needed skill set first: marketing finance technology negotiator strategist other?
  35. 35. SELECTING ADVISORS Short list 3 for each skill set Define the top candidates IN THE WORLD! Don’t settle for second best Don’t be too humble INTERVIEW! Calculate how FAR they can journey with you (baton race)
  36. 36. WORKING WITH ADVISORS Certain classics have strong content to consider: Sun Tzu “The Art of War” Machiavelli “The Prince” (Virtù + Fortuna) Virtù is what you can control / achieve great things by bravery, civic humanism, strength and ruthlessness. Fortuna is luck + what you cannot control (others) ADAPTATION = SURVIVAL OF FITTEST
  37. 37. NETWORKING The lost art of networking Improving the yield from networking Getting to key people at trade shows or conferences Self-made woman is a baseless myth People help people, relationships create success, wealth and durability Networking is dangerous – beware!
  38. 38. THE FINAL TURN Doing the Small Things Well Strategic vs Operational Leadership The SAS
  39. 39. STRATEGIC LEADERSHIP Leading organizational change Creating sustainable value for all stakeholders Analyzing and navigating market ecosystems Designing and building agile companies Business model discovery, design and innovation DO NOW
  40. 40. OPERATIONAL LEADERSHIP Building excellence in the innovation Creating customer devotion and retention Executing with speed, quality, and efficiency (TQM et al) Strategic partnerships to carry freight Post-merger integration DO LATER
  41. 41. CULTURE MATTERS The Only Truly Sustainable Competitive Advantage is Corporate Culture - George Brandt (Forbes Magazine) Entrepreneurial culture needs three components: Mindsets - achievement, individualism, control, focus and optimism Motivations - self-efficacy, cognitive motivation and tolerance for ambiguity. Behaviours - confidence, interpersonal skills, social capital and risk tolerance Nothing happens without the right kind of LEADER + a united CULT
  42. 42. SAS LEADERSHIP Leader grasp self Leader grasp team Team grasp task
  43. 43. DID I DELIVER? Did I have a grasp of myself? Did I grasp you (the “team”)? Can you better grasp the tasks ahead?

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