BECAUZ Accelerators

A Comprehensive Approach to Change

The BECAUZ Accelerator program utilizes proprietary Processes, Tools and Systems to install transformational change in Leaders, Teams and Organization. This process accelerates change because of our proven processes, dynamic facilitation and an integrated, systemic approach.

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

How can we create a leadership team to transform our firm?

Mike PongonCOOPoint B

How can we most effectively communicate our Real Estate Repositioning offering to add value for our clients?

Tony StewartVice PresidentMcKinstry

How do we maximize our impact as a World Class IT Organization and embrace the challenges presented by global economic and IT events and trends?

Walter PuschnerVP - Worldwide Field ITMicrosoft

BECAUZ tailors the programs they offer us to closely align to our business needs. Each and every interaction has its own dynamic, and they are able to adjust what they do, live in the moment, to maximize results and value. That kind of adaptability and dynamism is a core skill you don’t often find.

Walter PuschnerVice President, User ExperienceMicrosoft

BECAUZ are savvy social architects who create environments that lead to extraordinary learning and results. With your help, our 80-person extended leadership team has moved from a “command and control” focus to an “inspire and involve” culture, with alignment and ownership embedded into the leadership ecosystem.

Jacky WrightVPMicrosoft SESIT

With BECAUZ we have consistently generated breakthrough results and have been able to align our teams around transformational strategy. We have built an adaptive organization that flourishes in the midst of uncertainty and innovates to create solutions that were unimaginable just a few years ago.

B.J. MooreVice PreidentMicrosoft - Enterprise Commerce IT

How can we engage our entire organization and partners as leaders to realize our vision?

Senior Director of a field readiness group

How do we get our engineering leads and their teams to perform at even higher levels as we grow and scale our business?

Brett HelselSr. VP EngineeringIsilon Systems, Inc.

What would be possible across teams if we collaborated?

Andrew ClaphamSenior DirectorDesign & Construction

How can we drive team performance, build client relationships and generate a better bottom line?

Erika SchmidtPresident & COOFrause

How can we build a global innovation engine without adding people or additional dollars?

Tyson HartmanChief Technology OfficerAvanade

The Balancing Acts of an Entrepreneur

The Balancing Acts of an Entrepreneur

The busy, obsessive entrepreneur often talks about being pulled in all directions. “So many responsibilities, challenges, obligations, and opportunities to deal with,” he or she moans. But equally challenging is being pulled in just two directions, if the forces are diametrically opposed. Then you have a paradox, or polarity, which no amount of analysis, labor, or spreadsheets can

A polarity is a pair of interdependent positive opposites that are both needed over time for a healthy, thriving person or organization. Polarities are dilemmas that cannot be solved, but must be managed. It’s a case of “both and” not “either/or.”

For example, a strong business needs to plan for both the short and long term; it needs to focus on results as well as the processes used to achieve those results.

The entrepreneur gets a double whammy. He or she must deal with polarities of the business as well as individual ones: polarities related to personal strengths and weaknesses, skills sets, and natural tendencies.

Here are two personal polarities that can be particularly challenging for the entrepreneur.

1. Listen to feedback or ignore it?

Entrepreneurs get a lot of input—solicited and unsolicited—from colleagues, employees, family members, investors, and more. It’s important to listen to that feedback and, at times, it’s important to ignore it. (There’s that “both and” vs. “either/or” thing.) man-looking

Entrepreneurs see opportunities not apparent to other people. Which means the feedback you receive may be off-base. You may get input that’s contrary to what you want to do. Your feedback sources may not “get” it, so they’ll try to dissuade you.

But those same resources may have valuable insight and wisdom that’s eluding you. Some hard truth you’re having trouble acknowledging. So it’s vital to listen to that feedback⎯and to be willing to ignore it, if need be. Take it in. Chew on it. Decide what is useful and relevant, and move forward accordingly.

2. Risk-taker vs. risk-avoider

An entrepreneur must be both a risk-taker and risk-averse. The trick is figuring when to be what: when to take the bold, untried path and when to choose the proven route.

People often assume that entrepreneurs are more comfortable with risk than those with less entrepreneurial spirit. But it’s not that we’re more comfortable with risk; it’s that we have a different relationship with risk than other people. We’re OK with the polarity of risk-taking vs. risk-aversion. We’re able to operate effectively with the constant dilemma. We take risks, but we take them in calculated ways. Again, “both and” not “either/or.”

There are many other polarities that the entrepreneur must grapple with: when to compete vs. collaborate? When to be monomaniacal vs. involve other people in decisions? When to focus on short-term results vs. setting the stage for the future?

Ian McKelvie, BECAUZ CEOBeing an effective, successful entrepreneur requires first recognizing that the polarity exists, then navigating it with care and wisdom—remembering that it’s a “both and” scenario, not “either/or.”

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