WEALTH CREATION : MANAGE MENT AND ITS VALUE

"The money you make is a symbol of the value you create."

- Idowu Koyenikan
:·· . ··· ············· ····· ···· ········· · ······· . ···· ···· ···· ·· · .... ... ............. .... ., ....... ... . .. ... .. !..
...
LEARNINli OUTCOMES .
...
.
..
1. Discuss the different modes of acquiring wealth and its value;
..
..... 2. Define how wealth is acquired and its value to one's personal;
3. Apply the knowledge on acquiring wealth by parbc1pa g
· · tin to any ...
...
... activity on wealth creation; . ...
.. ..
... 4. Demonstrate awareness on the generation of entrepren e~ship; ...
5. Create a historical development of evoluti(?n of wealth which focuses
..... on the demands of the conceptual age; and .
..
..
.
... 6. Differentiate the Chinese and Filipino ways which relate to leadership
..
..
and management. ..
i .............. ...... ............. ............. ............. ............. ............. ........ ....... .

THE MAKING OF AN ENTREPRENEUR

.
The making of an entreprene ur is a dynamic process and an approach. The
entrepreneur considers the business opportunit y as a chance to find new ways to
solve the problem rather solving the problem. A manager of an organizati on is
characterized as an adapter while the character of an entreprene ur is an innovator.
The manager employs discipline and precise methodica l approach in solving
business problems while an innovator entreprene ur approache s the problem on
a different angle as he focuses on discoverin g problems and make new avenues
for its solutions. Entreprene urship is a process that can b~ developed , learned and
nurtured.

THE MAKING OF A FILIPINO ENTREPRENEUR

The making of a Filipino entreprene ur is a process of trial and error. The

colonization of the Filipino for more than 300 years is a great factor in the slow
development of entreprene uri_al activity in the country. Our concept of owning a
small bus.ine~s like a sari-sari sto!e, or a small tailoring shop, or a repair shop or
market ~tribution outletalrea dy makes the person an entreprene ur. While this
concept 1~ true !o.certain extent, entreprene urship is more than being self-emplo yed
an~ making a hvmg out of the meagre income to support family needs or a little of
theu wants.
 s in a very sh a11ow f oun d atio •n
Fil ipi no en tre pre ne ur sta nd
The· sucbces•s of
· .li sy nd ro me . For · exarn p Ie, Man·a w1.IJ·
us me sse s sta rt on a co py - cat
M os t F1 pm . o . · b usme
· h. 1ng · ss of the
an d he re co me s Pe dro see i·n g th e fl ou ns
sta rt. a sa n- sa n sto re . r Ju an a start s a b arbeq ue st an d on the ·
sit e the oth er co rne
M an a, op en.sst ore op . po off eri ng
·
an oth · · ty of stree t f ood s. Thi s 1·s
th an oth er ou tle t er va ne
co rne r an d Pe . tra wi . . . business condition.
the sce ne ry m mo st Ph ili pp me

ou tle t is on e of the mo st abused an d mo st pr ominent

. . . The food bu sin ess ne urs , inc luding that of sm all outlet in
bu sin ess en tre pre
activi~es_ of ~ome Filipino sari-sari store or in some
th e d 1st~1~u tio n of basic grocery an d other items called load that
ce ry sto res . So me en ter pri sin g outlets include cellular ph on e
cases ml ll- ?r? . ·
ad ds to the ir income.

A DYNAMIC PROCESS
ENTREPRENEURSHIP AS
na mi c pro ces s of inn ov ati on an d the est ab lis hm en t
En tre pre ne urs hip is a dy
cre ati on of ne w ve ntu re. Th e small bu siness ow ne r
of ne w op po rtu nit y for the ed an d is different from an inn
ov ato r an d
ur in the sen se is sel f-e mp loy
entre pre ne drive for
r. Th e rea l en tre pre ne ur is an individual with the greatest
entr ·pren eu
d ha s pro pe ns ity to ma ke a difference in terms of their
ex pansion an d gro wt h an of the res ou rce s for gro wt h an d business
d ex plo ita tio n
achievements in profit an
expansion.
ur de ve lop s str ate gic pla ns an d pro gra ms tha t will ascertain
The entreprene of business. This is the rea so n wh
y
ov er the oth ers in the ir lin e
a definite advantage tha t oth ers ha d gone miles over the oth
ers.
sam e lin e of bu sin ess
we see people in the wh ile the latter is an en tre pre ne ur.
na ge r of his bu sin ess
The former is a ma

DE VE LO P EN TR EP RE NE URIAL AC TI VI TI ES
FACTORS TH AT
itiative
The Entrepreneur Takes the In
hand, the
his gr ea t int ere st to ca pit alize on the op po rtu nit y at
With nt of
es the ini tia tiv e of ve ntu rin g int o b~siness. With an am ou
en tre pr en eu r tak the ve ntu re wi th mi nim um risk. Arme
d
s tha t he ca n op era te
kn ow led ge , he kn ow
ng es a pro fit ab le op era tio n.
with vig ou r an d vitality, he plu
rces
Organization of Capital Resou

am bit ion s are gr ea t res ou rce s of the en tre pre ne ur, financial
While tal en ts an d
im po rta nt ing red ien ts for the sta rt of the org anization.
an d hu ma n res ou rce s are rce s, he sta rts op era tio n on small sc~le
an cia l res ou
\,Vi th his sav ing s an d oth er fin or fri en ds he kn ew tha t could he
lp him
tru ste d fam ily me mb ers
tog eth er wi th his
de velop his dream en ter pri se.
 The m.an agen . based on the
11 ~ds of operat i 1
:1en t_ _s develop.ed wi th organi zationa l str:1ctu re . d 1"vidua ls
, v1th talents a donki. Specific duties and responsibilities are assign ed to 11:1 di. .dual
nth s ... 11s that fi 1 · b ase don the in vi
capaci ty to :i. t tr1eir respec tive positio n. It 1s
- c
O
e. Job and not on personal connection with the entrep reneur .
The Devel opn1e
nt of Entrep reneur ial Autono my
1ll.e entre . f th enterp rise as he
takes th 1 . · preneu r develo ps autono my in the opera tion°. e t e of
1y se:g rise
o erati e ea~ 1n all the activiti es of the organization e~pecially_ in the ear
af\ . on. His ventur e capitalized as he knows best the directi on of the e~t _Phis
t
de l S aware of the calculated risk involved · Locus of cost contro l muS e in
1
h an s.

The Devel opmen t of SWOT Analysis

th th
. The avoida nce of risk can be taken with careful analys is of e Stteng ,
\ \leakn esses, Oppor tunitie s and Threats (SWOT) of the organi zation . 'fl:e
entrep reneur 1nust see the enviro nment of the enterp rise based on SWC?T analys is
so that the risk involve could be seen before it happen s. Foreca sting en":"ironmental
events are antido te to future business risk. Manag ement and wealth are m~err elated
and are inevitable in order to succeed.In entrep reneur ship, abest and J.Illproved
manag ement brings wealth to a newly established }?usiness. Theref ore, the need of
manag ers in entrep reneurship is of extremenecessity and requir ement in order for
the busine ss to be successful.

Successful entrep reneur s are used in this chapte r as examp les in order to
show the necess ity of manag ement and leaders hip in the wealth of busine ss. These
people make use of exemp lary manag ement and leader ship skills in order to impro ve
the local busine ss industr y. In order to internalize a wealth creatio n, leader ship and
manag ement which are dissected into parts to optimi ze and define the distinc tive
value of each concept.

THE ENTR EPIN OY GENERATION

. Accord ing to the author of the book Entrepreneur in 12 Days (2016), Ba1I.ta,
. h ch d h I d H f
uThe recent times ave ange t e an scape of entrep reneur ship,,
·d ere d th e option · of entrep reneur ship Th • heaps o
have cons1
Young people f
.
who belon
•
t
osew ower e
th G .
born from 1977 to 1994 are re erred to as M1llen nials
· 1· g O e enerat ion
y and are observ e d to be more me med to pursue entrep reneur shi th
Gener ation X (born betwee n 1965 and 1976) and their older counte artf th at the
Boome rs (born betwee n 1946 and 1964).The digital techno lo . h rp ' e Baby
Millennials ~o explore the road less tra~el:ed by, as the same~::e : : e~~ag ed the
areas of business. They are not called d1g1tal natives for nothin Th . plified many
and dynam ism are favorable characters toward s entrep reneur ~- ~~ ~estles sness
s p. Filipinos shoul d
n1ake this entrepren euria l plunge and embrac th I • th b ·
, e e new age. t 1s e est time
·
to be
calJed an entrepren eur.

. . .
More stories are shared and .eater appreciati ..
_ d f t' f · . c gt on 1s exphe1tly expressed for
th e ro1e an un c 1011 o entt epreneui·s 1· th
• n e communi•ty an t e wor .
d h ld

THE EVOLU TION OF WEALTH

AGE OF EVOLUTIO N SITUATIONAL ANALYSIS .

Agricultural Age Wea]th was measured by the land that the family
owned. Nations fought wars and invaded territories
to enlarge territorials ' domains. The richest were
those who owned vast acres of lands. They neglected
(and continue to neglect) agricultur e. Many farmers
remained poor even of the opportun ities were great.
The governme nt must provide support for their
technology and productiv ity.
Industrial Age Wealth was anchored on the industries that supplied
the moderniz ing needs of humans. The wealth in
lands shifted to the productio n of the then emerging
modem necessities of living like transporta tion, home
appliances, and widespre ad industrial ization.
Informat ion and Information and communi cation that tried to eliminate
Commun ication Age the inconveniences of time and space. This is our
current age. The richest persons now are those who
provide technology to communi cate and to manage
information. Communi cation and transactio n have
become real time without regard to space.
Conceptual Age This is the age of .the entrepren eurs. Through the
conventional and innovatio ns to make contempo rary
living more meaningful, there are emerging need
that only entrepren eurs can provide. Entrepreneurs
purposive ly respond to the growing needs and wants
of the populatio n that is growing bigger in the ,,vorld
that is getting smaller in terms of connectivity and
dynamics.
 EP TU AL AGE
THE DEMANDS OF TH E· CO NC
of the ent rep ren e
The con cep tua l age is the rea lm live
am ass we alt h ab un da ntl y in the con cep tua l a.g~r~f ~eople may
f rably and creative,
e and em pa thi c. Cr eat ivi ty is thi nk ing ne w thi ng ; tlte1! are · g
.avoovativ f I · g at pro blems and · s develo p~n
· ·
""' ideas, and dis cov eri ng ne w wa 1 . ys o oo km opportunities ·
h' b . . enh
. , .
new tion is do mg ne w t mg s y ap p ym g cre ati ve sol uti on s to
ova . th es_h oes of another, wit ance peo ple's
Inn b 'l' I m hou t losing
t ou rse ves
lives. Empathy is ou r a 1 1ty to pu it. This
y. On s
e'_ fee l wh at oth ers fee l bu t can still be ver y logical about
the objectivit ts of the .prospective customer or
lin g thr o~ gh t~e ne ed s _an d w~
is done thr ou gh fee 's
du ct or ser vic e. It 1s ap ply mg cre ati ve sol uti on s to enhance people
b er of the pro
Ii~; People feel wh at oth er feel bu t can
still be ver y logical abo uf it.

se ind isp ens abl e 21st cen tur y skills:

The academic wo~ld ide nti fie d the
ological Skills;
1. Information, Me dia and Techn
2. Learning and Innovative Skills;
an d
3. Effective Co mm un ica tio n Skills;
4. Life and Career Skills.
• . The
the se ski lls are ess ent ial re_q uir em ent s to ent rep ren eur ial living
All of
fou r pil lar s of lea rni ng, nam ely : Le arn ing to Kn ow, Le arn ing
UNESCO has the as
to Be, and Le am ing to Liv e To get her . Th ey itc h int o execution
to Do, Learning is the lea rni ng to cha ng e, wh ich
pas sio n to do . Ce ntr al to the se
they satisfy their
vity an d inn ov ati on .
entrepreneurs are keen ab ou t- creati

THE CHINESE WAY

the Fil ipi no- Ch ine se for the ir ent rep ren eur ial suc ces s an d wo nd er
The lif~ of
alm ost alw ays in bus ine ss. Pe op le are wi tne sse s to ho w ma ny of
how c~me ~hey ar~ a lux ury .
them live simple hves, even if they possess we alt h tha t can aff ord
d · · · · h eu · aJ
· hi sto nc
in
Ac cording to Professor Ben1·to Li· m, a Ch ese aca em1c1an' 1t 1st
. t
circumstances thatht maded th em en rep ren eur s. In his tor y, ma ny of the Ch ine se
escaped the·1r mo er1an to find f
h a sa er an d mo re com for tab le ref ug e any wh ere .
If they did not cros st likely ha d arr ive d in a cou ntr y wi th no thi ng
but thems ~lves. s oceanS , t .ey mo

As refuges, they had no do cuments tha t wo uld ha ve ena ble d the m to wo rk

formally, or stu dy officiaJJy-f . th age in var iou s sur vival activities like
. The y turn o~c;ng em to eng
smallti~e trading ess or
ss jub t to eam a . e_ or sup po rt and eng age d in bu y-a nd -se ll bu sin
any busmt! 1 ry cen t the y ear ned
th rough sweat and blo od. ivmg. They lea rne d the val ue of eve

. They passed on t11e 1essons of d · · J· .

l

mo ney · an d
.
ma de their
.
children par t of their trnn sfo . iscip· Ine m han dli ng 1
· ·
rmation ini tow ard s
- tially for sur viv al bu t eve ntu ally
 prog ress. Thei r expo sure w hHe they were grow ing
up and the corn fortabl '
that th ey L'xpe rien c~d thro u gh busi ness ':ere reas ons
enou gh for ~h em to f~ lif~
the foo tstep s of th eir p a ren ts. Then , they imp rove d upo
n wha t then p aren t II()½
m(.)d eled to acco n1plish .
s hav~
Man y of them h ave buil t their own emp ires: M ost of
th_e riche st Filip i .
the Phil ippin es a re Chin ese . Mall king pin John Ga1s ano
desc nbed his cous · flos 1~
Gok ong w ei as som eone p oore r than "no one else can
be poor er" whe n they :~ fohn
arted.

Hen ry Sy (SM Gro up of Com pani es) who is regard

the Fath er o.f Phil ippi ne Reta il top liste d as the weal thies
of the coun try with exte nsio ns in retai l, real estat e, bank
t ;d as
in coon
finan ce. .
g and

Luc io Tan (Phi lipp ine Airl ines ; Phil ippi ne Nati onal Bank
Fort une Toba cco; Tand uayD istill ers; Asia Brew ery) is referr
ed t'
as the Cap tain of the indu stry. 0

John Gok ong wei Jr. (JG Sum mit Hold ings ) is a rags-to-
rich es stor y who own s Rob inso ns (mal l, real esta te and
media),
Ceb u Paci fic, Sun Cell ular and Univ ersa l Rob ina.

And rew Tan of Meg aWor d Prop ertie s and Holdings has
beco me one of the bigg est resid entia l cond omi nium
developer5
with Con solid ated Dist iller s the prod ucer of Emp erad or.

Ton y Tan Cak tion g, the entr epre neur behi nd Jollibee
·
who expa nds to havi ng Cho wkin g, Gree nwic h, Eed
~bbo ;~
Man g Inas al and Burg er King . He has a Chin ese bloo d
which
inhe rited his busi ness acum en from his pare nts who 11
kneW h0"
busi ness shou ld grow and pros per.

. He start ed with an ice crea m stan d and later mad e it into hickef1
an outl et for c. drel1· .
JO!' and othe r food item s tha_t answ er the Filip ino taste bud s
especiall y for chil ade
His succ ess was base d on his talen t for inno vati on and find
ing a busi ness th at J11
him a mult i-mi llion aire .
 Ben Chan is the entre prene ur behin d Benc h cloth ing line
s
that expa nded to cover the entir e appa rel. He creat ed other brand
like Kash ieka and Hum an, and brou ght in Aldo , Cello, Char les
and Keith, Face Shop and Patchi.

Edgar Ingap Sia who with his broth er Ferd inand

main strea med Iloilo' s Chick en !nasa l whic h 70% was acqu ired by
a
Jollibee for p3 billio n after barel y a deca de from it~ fncep tion as
smal l Mang Inasa l in parki ng build ing in the prov ince.

Alfon so Yuchengco of the Yuch engc o Grou p of Com panie s

whic h owns RCBC, and Mala yan Insur ance has expa nded from
what he inher ited from his paren ts.

Alfre d Yao of Zest- 0 Corp orati on, after being rejec ted for
his pack aging offer for juice manu factu ring, decid e to prod uce
s
~ zest- 0 whic h now holds 80% of the mark et share of the coun ty
· o, ready -to-d rink indus try.

Bern ie Lui is anoth er form idabl e playe r in retail behin d

the brand s Pensh oppe , Oxyg en, ForMe, Mem o, Rega tta, and its
direc t sellin g subsi diary Red Logo.

_s_amie Lim is regar ded as the Fathe r of Phili ppin e

Franc hisin g and one of the found ers of the Phili ppine s Fran chise
Asso ciatio n and the Phili ppine s Retai lers Asso ciatio n. His
bran ds inclu de Auto matic Appl iance s, Inc., Blim sFine Furn iture
Cana dian Tour ism and Hosp italit y Instit ute (CTHI) and Franc his~
Inves tmen t Hold ings, Inc.

Donald Dee is one of the pillar s of the Phili ppine s

Cham ber of Commerce and Indu stry and is also one of the leade rs
of the Employers Conf edera tion of the Phili ppine s (ECOP). He
was a ~p~cial Envo y o~ the Presi dent of the Phili ppin~ s for Trad e
Nego tiatio ns.
 Henry Lim Bon Liong is ~eg~rded as the Father of Ii
. d ·s behind the Dona Mane Rice brand and SL8B Ybtjq
Rice an 1 seeds.

Bernardo Madera is the entreprene ur behind the b

Boardwalk a leading direct selling company, which has pione:anQ
the concep; of Social En trepreneu rshi p in the directsellin g busin::

Cecilio Kwok Pedro is an iconic entrepreneur behina

Lamoiyan Corporatio ns, the maker of Hap~e Toothpaste ana
a champion of the hearing impaired for having helped them in
terms of education and employme nt.

THE FOUNDATION OF NATIONAL BOOKSTORE

The making of National Book Store is not a

myth of fortune and honey. The founder, Socorro
Ramos, came from a poor family who sustained a
living from selling various items to support their
basic needs. She was a working student while in
high school but because of her persistence and
perseverance, she graduated with honors. Being
a working student was not a hindrance to her
education as she painstaking ly combined studies
Socorro Ramos,
with hard work.
owner of National Book5 forr

After high school, she worked as~ sales clerk in Goodwill Bookstore own~
by her brother where she learned the rudiments of book business. Learning the h~
way is not an easy task and starting a business empire of national magnitude ""1.~
more than 30 branches all throughou t the country was a product of entrepreneuria
acumen coupled with determinat ion and hard work.
· · ·. l f or expansion 5
Bu~mess capita could come from savings and other sou rce 1·
!:'e Ramos couple knew that they CO\lld expand their business with the savings:
M~had ahnd bought the present olfice of the store at Rizal Avenue in Santa C i~
a w ere a 9- story edifice WU bailt Th b ·it b ·1d· I x in pas
where p· rinting and th . . · ey w a u1 ing comp e
o er servtaDS are being made.
 With the help of th eir childre n, they went into vertical expansion by
establishing printin g press to print local books and other office forms and suppli es.
They ventured on other business activities and expan d horizo ntally and vertically
d made them of what they are today. Their childre n were trained the same hard
: y and they are all succes sful, fitted to inherit the new growin g busine ss empire .

LEONARDO SARAO, THE JEEPNEY KING

The success of the jeepne y busine ss was the

·ng of a Filipino entrep reneur . Sarao jeepne ys
k
ma i 1 . d f
nd in all termin als y per10 o
during the ear ti1
abOU
transport develo pment in the countr y un copy- cats
made jeepneys of similar styles. Leona rdo Sarao, the
jeepney king, started the busin~ ss by ?eing a helper
mechanic until he establi shed his repau shop from a
meagre capital.

He then started buying second -hand parts

and engines from Japan and built jeepne ys that
abound in most streets of the Metro politan Manil a
and its suburbs. He establi shed the jeepne y factory I
with meagre capital and made savings to expan d
his operations. He ventur ed into other business activit ies and succes s was
not
based on his educat ion but hard work and determ ination . All his childr en becam e
professionals and are now engag ed in variou s busine ss activit ies that made them of
what they are today.

The mentioned few successful stories of Filipin o entrep reneur s will serve as
a self- ~ro~elling reason for us to think that the makin g of entrep reneur ship is not
se:"ed m silver platter. The career of these few succes sful entrep reneur s were built
wi;h entrep_ren_eu~al genius founde d on slow and painst aking hard work. Their
pe sonal obje~v e 1s not only to genera te money to sustai n basic needs or wants but
the greater dnve for person al fulfilment. ·

THE OLD FILIPINO WAYS

As Chines e . were fighting for surviv al d l . .

many Filipinos were fascinated b th Am . an s owly bu1ldm g their empir es,
global employ ment' sellm· g the· y ~cul erican dream - studyi ng to prepa re for
. · · If agn tural 1 d
and selling more proper ties (orb . an s to afford colleg e educa tion'
. th . . orrow mg money ) t 0 pay for the placem ent fees
m e purswt of the popula r Fi'li'pm· . .
tru le . o v1s1on of ov
s gg oversea s gave some degree ·of com fort to the erseas emplo yment . The years of
have th · f .
e money for a start-u p but had growm g arnily. They did n ot
employment, which they see as less risk ~~ney for ~lacem ent fees toward s foreig n
Y an a busme ss start-u p.
 TI1e country of highJ ~· e_ ·d poor.
un ucate d and sk illed professionals re ma in s
There is a high rate of me nt be ca use there are more of those loo
king for
o em~ oy
jobs than those wh a.re creating th M an y a1e aware that busines s offers .a
great
. · em .
fortune ' bu t they qu1·t even bef - trying . and get more att rac ted to ,the security and
·· pl oy m en t ore
stabilihr of em..J

.. .
.
Abaca: They native n atu ral fiber represents the best in the F1hpmos

Strong Malakas
Resilient Matibay
Exceptional Kakaiba

d Amb. Grace Princess

By Elizabeth Potter Sievert an
Philippines,
. 12 D 881 G. 'Tolentino St. Sampaloc, Manila,
.
E t· ays.
. 16) . n repreneur m
E· (20 11
• : Balita, .C. Ser
u, rce
Sou
. pg. 1-7
hmate Learning ies

AGEMENT
LEADERSHIP AN D MAN
times. They
an d ma na ge me nt are we ll-studied concepts th ro ug h
Leadership pr en eu rs
us ed bu t ac tua lly ha ve distinct va lu es wh ich en tre
are interchangeably ld be able
tim ize , an 'd dis tin ct ro les tha.t are en tre pr en eu rs sh ou
should be able to op
tions.
to assume depending on situa
r yo u to
dif fer en tia tes lea de rsh ip from ma na ge me nt , no t fo
The next table ich if
n th em bu t for yo u to ap preciate th e differences, wh
dr aw the line betwee en tre pr en eu r wh o can ap pl y an d
ma ste r
le to tra ns fo rm the
harmonized may be ab ··
both.

LEADERSHIP MANAGEMENT
················ ·· ···· ······ ·········· ····································
············································· ··· ·····
. .... .......
MOTTO Do the RIGHT THING Do THINGS RIGHT (Efficien
cy)
(Effectiveness)

~~~~ ~~ ·· · · · · · · · · · · · · · · · ~~ ~; · ,
·~
.~~ ......................................................................
·~~ ~ ~~:~~'i~·~· · · · · · · · · · · · ~;~·; -· ·•·····1···s···· ....................................
tatus quo
nu1ty
St;~·~·t·~·~~~~· p;~·~~~·~·~~·d···· · ······
.
...... ...... ......
Purpo~~~..................................
FOCUS s
Procedure ..... .................... ..... .... .
...... ...... .... ..... ..... ..... .......... ........... ..... .......... ..... .....
............ ............ ........... :............ ...... ..... ...
~~~ ~·; ~ ..... .....
TIME FRAME Present
............ ........... ..... ....... ..... .......... ..... ..... .......... ..... ...... ~....·... ··.. ·.. ···· ·.. ·.. ···... ·.. ····.. ·...
...................................... ~~; ~·~ ·~ ... ;·~ ~ ..... ......
METHODS Schedules
9 .......... ..... ......................... .............. ..
... · ....................... ..... .... ···; •..... ..... .......... .... ...... .......... ..... .....
QUESTIONS .........................................;~
Who, what, when, wh..... ere and how?
. ........... ...... ...... ........... . ...... ..... ........ . . . ........... .......... ?:. . ... ..... ..... ..... .......... ............... ..... ..... :.................... .. :.. ..
Jo urn ...... ... :..... .....
...~UTCOMES Destin t' / G
........... ...... ..... ...... ... ·
..... .......... ..........
ey
......................... ... ····· ····· ·········• ..... ~.~~·· ··· ··•?.~~.~.
.. .........~ ..
..... ..............
FOCUSES . ······ .. ··•· ...... .....
Po ten tia l
ON HUMAN Performance ....
...... ................. ...... ...... ...... .... .......... ..... ..... ..............................
........... .................... ..... .................... ..... ..... ····· ··············
 r
The leader in the entrep reneu r makes him see the purpo se, which answe
. H:
the questi on, "why? This gives h!m the effectiveness to do the right things
strategies
envisi ons the future an~ braces with the need to ch ~nge ahead throug h
to influence
that capita lize the potent ia ls of the resour ces along the Journey. He is able
becau se of his ability to comm unicat e the ideal state of the future .
ncy
The manag er in the entrep reneu r guard s the present and ensure s efficie
things are
throug h the struct ures, processes, and proced ures that guara ntees that
towar ds a
done right. He organ izes the resources towar ds sched ule perfor mance
goals or destin ation, makin g sure there is continuity.

LEADERSHIP
I
John Maxwell has written nume rous wond erful books on leader ship.
greate r
have adopt ed his concepts and visually arrang ed it for the entrep reneu rs'
appre ciation. Here is the framework.

Personhood Respect
. , People follow because of who
you are and what you represent.

People Reproduction
People follow because of what you
Devefo pment have done for them

Produc tion Results

People foHow because of what you
have done

Permission Relationship

· People foHow because they want to

Position Rights
People follow because they have to

5 Levels of Leadership by John C. Maxw ell

:lf 'AGEMENT
Management is probably one of the oldest sciences known to humans. It is
· d, researched, theorized, and practiced. Entrepreneurs should be good at it,
hould be able to have a good manager. Most importantly, the entrep reneu rs
d be able to nurture an environment that is more conductive to management.
 B ment starts With
l . ased also from Dr. Balita's book, he stressed that manag;
0
•ts success is the
P anrung, which is foreca sting the "end in mind" . The measur~ :out defining the
1
a.t tairunent of the .goals set ahd the strategies implemented. t ~s abest done through
"h · ,, 1t 1s
ow do we get there" based on the "where we. are gomgTh. ntrepreneur should
·
b ra1nstornnng . and consultation shall be along wi·th you. . e
.f e rmance, w hi ch comes
be concerned about the quality and productivity of their pero:ided them to be able
from how you handle them and the tools that you have [r:preneur should be ~hle
nager the en b" es Matenals,
to perforn, based on expectations. As a maM' power Mac in · '
. resources, which. are th e M's namely h anId be abgne ' . d with the goals
to organize
M oney, M oment an d M ethods. The resources s ~ . of these resources are
. . . . and organizatton
set durin g the planning. The avatl~~ihty f the team.
O
essential in the effectiveness and efficiency d
Id be a goo control.
ent there sh ou . I
Throughout the process of managem ' ·ty of the managena resources
ure safety and secun I
It is overseeing the process ens d to track the attainment the goa .
invested by the entrepreneur, an
t d the CARL Management
In the organization of Carl BalH~, ~ cre~t!-f ~ay sound he intentionally
I Balita narc1ss1shc as 1 ' · . th
Philosophy. According to Car ' th t he is able to customize e
created the CARL Management to· makHe su.rethe Ca ARL Management Philosophy:
hilosophy · ere 1s ·
managementstyleto hisownp

COMMUNICATION: The Full Cycle

ACCOUNTABILITY: Die Without It
RESULT: Measure to Improve It
LEADERSIBP: Get Things Done as a Team

Accountability is in the core of a job. Some is in charge. He learned from

experience that indeed, when two people are in charge, no one is in charge. This
is important in delegation. An entrepreneur should understand that delegation
is in the directing phase of management. I follow three rules in delegation and I
make sure that my people understand this well: transfer the authority, retain the
responsibility, and share accountability.

A leader is made by the followers. No one is better than everyone. A TEAM

is spelled as together everyone achieves more. There is always a better result when
a team is engaged to deliver it. Carl had always been quoted by his people in saying
that "I don't need good people, I need great teams". There were times when he had
t~ correct his people not because of what they have missed to do or of what they
did less, but because of their failure to work together for the result what would
have been better had it been delivered by a team. For team spirit of work, a leader
should take the handle of the rest to willingly follow. This is built through a culture
of synergy where the weakn f •
· ess o one 1s complemented by the strength of another,
and when everyone needs each other for better result.
Dis pla y consistent values
gri ty. Va1ues are the rea son s wh y
The y ma ke sure peo p le wa lk the talk of inte
doe s thin gs the wa y he/ she doe s. The core val ues are the gui din g
on_e s~es and
res sed in the act ion s tha t peo ple do, and
pnn cip les of p eople lives and are bes t exp
d in the eve nts peo ple exp erie nce . Dis pla y con sist enc y in the val ues .
und ers to~
eal itse lf and unfold as peo ple ma rk in
Aft er all, if it is ind eed the val ues, it will rev
ke.
eve ryt hin g tha t they do ~nd dec isio n the y ma

En.rich motiv ations towards excellence

.
e ma y bui ld it as a cuJ tur e and rec ogn ize eve ry ach iev em ent tow ards
On
ryo ne els e can sha re the mo tiv atio n of
excellence. Express it pub lici ty so tha t eve
en1 ertt . Suc h rec ogn itio n wil l als o cha llen ge oth ers to mo ve _towards the
suc h achiev
e dir ect ion . Eve ry sin gle ste p tow ard s excellence will e:-7entually but !d a cul tur e
sam
and wil l imp ose a sile nt nor m. Wh en the env iro nm ent set tin g em bed s
of excellenc~,
cul tur e of exc elle nce , it wil l be an inv isib le atm osp her e tha t is pos ted on eve ry all
the
and pen etr ate s eve ry rul e and role.
; it's the greatest motivator
Reward peo ple towards their development
ng wit h job sec uri ty and sta tue s
He rzb erg:s Th eor y ass erts tha t sal ary alo
ate but can bec om e sou rce s of dis sat isfa ctio n and low er per for ma nce.
can not mo tiv
gre ate st mo tiv ato r is the wo rk itse lf, ach iev em ent , and adv anc em ent , and
Th e
gro wth .
to em plo yee s wh o are cap abl e of
Int rap ren eur shi p is the ter m tha t app lies
an ent rep ren eur in the ent erp rise . Mo tiv atio nal spe ake r and bes tse llin g
thi nki ng like
Pau l M. Tib ig wh o is dub bed as #en tre pch am p and is the Pre sid ent of V-C arg o
aut hor
eur ial mi nds et of em plo yee s.
sha res the 12 ste ps to dev elo p the ent rep ren

DE VE LO P TH E EN TR EP RE NE UR IAL MIN DS ET OF EMPLOYEES

12 STEPS TO
tur e tak es a lot of eff ort . Le ade rs
De vel opi ng em plo yee 's ent rep ren eur ial cul
thi s cul tur e.
of bus ine sse s nee d to wo rk har der to cre ate
lize d the val ue of dri vin g the ir
Th oug h cha llen gin g org ani zat ion now rea
ion wil l ben efi t fro m it.
tea m, aft er all, em plo yee s and the org ani zat
 What do you th ink? The first step what we can ask to sta rt the cre atio n of
.
··culture of intrapreneurship in the organization
· · ···
· · · ··· · · ·i··r· ·
· t·h;t ·
·P;~·~ ·
ibi
·~ ·
···· · ··· ·
•. ··· · · ········ · ···· ··· ··· · · · · · ·
. Mi·~~.i~·~·: It is imperativ~ ··;~;··~·~~·~·~~i·~~·t·~··~·~·~ ·~ ·~·~i·;~te we
ll the

mission , vision and direction down the line .

....... .............
the ~
·c· ~;· · · ··· ··· ·• . . . . ........ . . . ................ .... ............... . . . ............. . . . ........ ..... . . .... ............... ............... ............. i:"·"·d.. .
Live d to be ,ve '
. Core values instilled in our employees nee
day out. • .............. ....... ........... .
....... ....... ....
...................................th breathed day in, ....... ........ ........ .. :....... ....... .............. ....... .... and brin 9
Coach & Lea d ........ ........ ....... ............................
r,
e way Every employee has potential: one may mento
1~ ~~-e..n.1.: · ...· · ·· ·· :. · ··· .h.: ..:· ·p. t
...
H-~~~-y. .Hear· ·· . . · · ·· · · · ~
- e
~-..n.\~~-t t
_~
_ b.~~
_e._ t - t e,r ,n u
5
Ye! e, Let employees voice be heard, listen to w ndat,·o·ns , who kno
. rec om me
suggestions, feedbacks and
pany.
their ideas can bring positive result for the com
~i;i ;~ ~ · ....... . D~~ i;i~~ ~~d ·~- ;;;·b~itd·i~-~-- ~~~ ;~-~-~~~ -; ~;;·1 k
;· i th~
~;· "~i~k~ -
·r~rt;~-i~~·t1~~-o~
Making · collectively, gives employees pride .
. Sh~-~·~d··p·;;;;; . •. . . . . . . . . . . . . . i.t....i~. . ~. . ;;c~·~·;·;·d·~~;~. . b.~·ii.di·~·~ . . ~~~·~~~~·:,. . ,.~~ employee
s.
t make sure
Empower and give them responsibilities. Jus
may be.
that they are accountable whatever the result
bonuses and
· L~·~;·th·~··o~~·~·~·i·;~·t·i~·~··· . · · . . . . M~;~····th;~····t:h~···~;i·~;i·~;:··.~~;k·~:···i~~·~·~·t ·i·~es,
.
other add-ons, business should be in our'hearts
•••• · -
••• • • • • •••••• ••• •
•• • •••• •• • • •• •• • •
•••••••••••••• • ••
••••••••• • •• • ••• •
• • • •• • ••• • •• ••• ••• 11
• • • ••••• • • ••••••• •

e the buy in"

.. .. i- , • • • • • • • • • • • • • •
• • • • • • • • • • • • • .............

How can you sell externally if you don't hav

.. . . • • • • • • • • • • • • • • • • • • • .. .. .......... . . • • • • •
.... . . • •• • • • .... • • •

Believe in your Product/

Services from within. . . . .. ...........
.... . . . . ...
. ..... .... ....
.. . .. . .........
...............
.. . ..... . ..... .
. ; • •• •• ~ ••• ♦ . . . . . . . . . . . . ...............

yees . .Training
... .. ...........
. ...... . ........
.. ..... ... . .....

We n'eed to continuously educate our emplo

. . . ... ........ ...
. . . . . .. . . . . . . . . . . .

Leaming Eternally knowledge is

them gives advantage and their acquired
beneficial to the organization as a whole.
. ........ . . ......... . . . ....... .........
~ ... . ..................... .......................... ................ ............... ·············· ............................··················-
················ ······· ··· ........ ..... . . . . . ..... ....... . . .... ...... . ...
if we take time
Together, Forever To balance things off, employees appreciate
ant activities
joining/ attending their personal and imp ort
and milestones.

t;·;i~ ·
·~···. . . . . . . . . s;;;·
. ;·ii"~·~"bi·~ . ~~hi~~·~~·~·~·t; t
·~,··h ~
· . ~;~~ i
·~·;·~ti~~·:· i
~~·~b·~· ;t·-
~t~·
"c~.l~b;;·t~ . vi~
with them. ·······················-
··· ········· ·· ·.. . ·············· ····················· ······· ·····················
······· ···························· ··································· ·············· ··············