SPEAKERS SUBJECT TO CHANGE
BAEP 470: Taking the Leap – The Entrepreneurial Mindset
Spring 2013
Lloyd Greif Center for Entrepreneurial Studies
Marshall School of Business, Bridge Hall One
University of Southern California
Los Angeles, CA 90089-0801
Phone: 213-740-0641 / Fax: 213-740-2976
www.marshall.usc.edu/entrepreneur/
Instructor(s):
David Belasco
Tel: 310-850-6742 / Email: belasco@marshall.usc.edu
Website: http://www.the-leap.com/
YouTube: www.youtube.com/user/TheLeapTV
Facebook: The Leap - Backstage Pass to Business
Amanda O’Keefe
Tel: 310-418-2717 / Email: aokeefe@marshall.usc.edu
*All emails and communications regarding the course, assignments, grading,
attendance, etc. should be directed to Amanda O’Keefe.
Course Section (2 units):
14388R
Wednesdays, 6:00 - 7:50 p.m., SAL 101 (except where otherwise noted)
Office Hours:
Arrange appointments by email. Scheduled telephone meetings are encouraged.
1. Reasons to Take the Course
This course primarily is a speaker series built upon in-class conversations with leading entrepreneurs,
innovators, and leaders. The central theme of the discussions is to gain a deeper understanding of the
mindset, leadership philosophies, and attributes of successful entrepreneurs. Examining various
frameworks and perspectives, students will be able to shape and define their core values, philosophies,
leadership styles, as well as better understand and identify opportunities that resonate for them.
This course is designed for students who aspire to become entrepreneurs or leaders, whether launching
directly from school or aspiring to lead an organization later in their careers. The course can be a
capstone elective for graduating students or an introduction to those who may wish to explore
entrepreneurship as a course of study.
New ventures and small businesses are the economic engine of the economy and account for the vast
majority of innovation, wealth, and new jobs created. Entrepreneurship is not for the timid or the faint of
heart. It requires commitment, flexibility, discipline, resilience, comfort with ambiguity, a sense of humor,
and the willingness to accept and manage risk.
2. Description of Course
Whereas other specialized classes impart the skill set to plan, start, and grow new ventures, this course
focuses on the mindset of the entrepreneur. How do you evaluate risk and rewards of new opportunity?
What drives you to create, achieve, and grow? How important are vision, core values, and personal
philosophy in the success of an enterprise? What distinguishes the elite entrepreneurs, innovators, and
leaders? What common qualities and traits are found in successful entrepreneurs? What is the role of
BAEP 470
Page 1
Spring 2013
SPEAKERS SUBJECT TO CHANGE
service and giving back to society and others? These and other questions are explored through firstperson perspectives and real-world experiences.
Through our guest speakers and experts, students will be exposed to a range of perspectives and
philosophies. From these experiences and reading materials, students will shape and refine their core
values, opportunity filters, and personal philosophies.
3. Course Prerequisites
Students must be enrolled and in good standing at the University. The course is open to all
undergraduate students, schools, and majors at the University.
4. Structure and Format
Weekly classes are dedicated to learning from and listening to guest speakers, lecturers, expert panelists,
authors, and other contributors. These individuals deliver unique and pragmatic insights into the mindset
of entrepreneurship, leadership, creativity, and excellence.
The course is primarily talk show and seminar format, without formal lectures. Generally, guest lecturers
and speakers will be interviewed by the instructor, followed by a question-and-answer session between
the students and guest. In the case of topic experts, authors, and panels, the format may be presentation
and lecture (rather than interview), with student Q&A and participation.
For sessions without guest speakers, the class will meet and discuss course topics, assignments,
critiquing and evaluating information from speakers, and requirements and guidance on assignments.
The attached Course Schedule provides additional details.
5. Topics to be Covered
Speakers and topics will be built around lessons and traits useful to those who want to launch a business
and lead an entrepreneurial life. Guests will include well known and emerging entrepreneurs and experts,
including USC alumni. Some of our topics may include: Creativity and Vision • Opportunity Recognition •
Defining Your Personal Philosophy • Taking Risk • Authenticity and Empowerment • Being Original and
Different • Ethics and Principles • Determination and Hustle • Finding Your Driver (What Moves You) •
Optimism • Serving Others • Psychology of Success. Other topics and speakers depending on availability
and course progression.
6. Course Goals and Learning Outcomes
The course focuses on the mindset of what it takes to be an entrepreneur and leader -- the philosophies,
core values, decision-making framework, criteria, filters, and traits associated with starting and leading a
successful organization.
In broad terms, the following are expected learning outcomes for the course. Upon completion of this
course, the student should be able to:
A.
B.
Traits & Philosophy: Critically evaluate and analyze their individual talents, strengths, and
weaknesses, and how they can maximize and leverage them into the operation and leadership of a
company.
1.
Evaluate and analyze common traits and characteristics of successful entrepreneurs and
leaders, with the appreciation that there is no “one type” that fits all.
2.
Shape and define their leadership style, identifying traits, and core philosophies.
3.
Translate their strengths, interests, and core values into a range of industries, positions, and
opportunities that are well suited for them.
Risk Management: Critically evaluate and understand the risks, demands, and rewards of starting
and operating a company.
1.
BAEP 470
Analyze and evaluate opportunities, ideas, arguments, and points of view.
Page 2
Spring 2013
SPEAKERS SUBJECT TO CHANGE
C.
2.
Understand why an opportunity is attractive to an entrepreneur, investors, and other
stakeholders.
3.
Incorporate personal values, philosophy, and talents into a business.
Social Benefit and Responsibility: More deeply appreciate the importance of social responsibility
and ethics in business and life.
7. Assignments
Semester Assignments: Speaker Reflection Papers (two required at 200 points each)
Over the course of the semester, students will write two (2) Speaker Reflection Papers on different guests
appearing in class. These papers will be one (1) page maximum in length SINGLE SPACED and shall, at
a minimum, cover the following:
(a)
Specify the single most important lesson or piece of advice you will remember from the
speaker’s talk.
(b)
List five (5) key takeaways from the speaker’s discussion that resonated with you and
include two (2) key quotations.
(c)
Most importantly, how/why did this particular speaker’s values and experience resonate
with you and what will you incorporate and apply in your life and leadership philosophy?
You also may discuss points or views with which you disagree.
Generally speaking, the speaker reflection papers will be graded and grouped into three categories:
Excellent (91-100 points); Good (81-90 points); Satisfactory (<80 points). Students must complete and
turn in the first Speaker Refection Paper on March 6, 2013 and the second on April 3, 2013.
Minor Assignments: Student Data Form (Due January 30, 2013)
By January 30, each student will complete the Student Data Form, which can be downloaded from
Blackboard. You are not required to submit a paper copy of the Student Data Form; submission of this
form to Blackboard is sufficient.
Additional minor assignments may be created throughout the semester. Minor assignments will not be
scored and graded, but failure to deliver them on time with reasonable preparation and forethought will
incur a point penalty, depending on the significance of the assignment. Please note that on Blackboard a
completed minor assignment receives a grade of “0” and an uncompleted assignment receives negative
score (for example, -5 points).
Major Assignment: Defining Your Personal Leadership Philosophy (Due April 24, 2013; 500 points)
Each student will write a synopsis of their overall leadership philosophies, including core values,
opportunity filters, and points they have incorporated from guest speakers and readings. The
assignment’s purpose is to frame your personal philosophy and values as you approach the next chapter
in your careers. Detailed requirements, format, and guidance for this assignment appear at the end of
this syllabus as Exhibit A.
If you have any questions regarding the assignments, then please ask for clarification. Being late or not
meeting expectations because you didn’t understand the assignment is not an acceptable excuse.
8. Grade Breakdown and Expectations
A total of 1,000 points (excluding bonus opportunities) are available on the assignments. Final grades
are based on the evaluation and grading of the following assignments and activities:
BAEP 470
Classroom Activities (see below):
Class Participation
100 (10%)
Assignments:
Speaker Reflection Paper #1 (due on March 6)
200 (20%)
Page 3
Spring 2013
SPEAKERS SUBJECT TO CHANGE
Speaker Reflection Paper #2 (due on April 3)
200 (20%)
Defining Personal Leadership Philosophy (due April 24)
Total Points for the Semester (Denominator)
500 (50%)
1,000 (100%)
Minor Assignments (not graded; deduction if not turned in):
Student Data Form (due by January 30)
-5 points
Assigned Readings & Reports
-10 to -25 points
(each assignment, depending on nature of assignment and complexity of reading)
Bonus Opportunities:
PowerPoint Quotations from Every Speaker
Research and Question Prep for Speaker
Extra Credit Projects & Participation
10 to 20 pts (instructor)
varies; discretion of instructor
as approved by instructor
9. Attendance and Participation Requirements
Basic Responsibilities. Your responsibilities for the course are to (1) Attend the class and be punctual;
(2) Complete all assignments; and (3) Participate actively in classroom discussions and experiences.
Attendance. Attendance at all class sessions is critical to the learning process and the participation
component of the course. Entrepreneurship is a collaborative and interactive process. Students will be
required to show high involvement and input. Please come to class prepared to participate in the day’s
activities, including, researching and preparing thoughtful questions for guest speakers and lecturers.
A class attendance form will be circulated at the beginning of each class. This form requires your
personal, full and consistent signature. Initialing the class attendance form is not acceptable. Signing
this form is required by University policies and provides a record of class attendance. Do not sign the
name of another student.
Please plan to arrive on time so as not to disturb the class or our guest speakers. Traffic is a fact of life in
Los Angeles. It is not an excuse to be late. If you will be late or need to leave early, please email
Amanda O’Keefe before class.
Participation. In-class participation is 10% of the total grade and evaluated based on your level of
involvement in class discussions and in-class exercises. It is impossible to earn a participation grade if
the student is not in class. Students are expected to attend all classes on time and stay until dismissed.
Effective class participation consists of analyzing, commenting, questioning, discussing, and building on
others' contributions; it is not repeating facts or monopolizing class time. The ability to present one's
ideas concisely and persuasively and to respond effectively to the ideas of others is a key business skill.
One of the goals of this course is to help you sharpen that ability.
Where we are recording a guest speaker, at the conclusion of class, we want students to record a short
message with the most memorable quotation or lesson from that speaker. The messages will be edited
together and included as part of our thank you to the guest. This is another way to participate.
The instructor may evaluate participation using a number of methods.
Participation assignments – student data form, in class exercises, etc. – will be given a check
grade. Either it was completed according to the requirements or it was not.
“Cold call” students during the class to ascertain whether students are prepared to discuss the
material in class.
Evaluate the quality and frequency of student participation during class, including preparation and
questions for guests.
Thanking our Guests. Though not required, meaningful written thank you notes to guest speakers
including a key take-away or what you’ll remember and/or apply in your life, is strongly encouraged.
Please submit at the beginning of class the week following their visit with your full name on the upper left
hand corner of the outside of the envelope. This outreach will build connections for you in the future, and
BAEP 470
Page 4
Spring 2013
SPEAKERS SUBJECT TO CHANGE
let speakers know how much we appreciate them. It also paves the way for them to come back for future
students. Plus, it’s just a nice thing to do.
10. Books, Articles, and Reference Materials
Various books, articles, and reference materials relevant to the course are listed at the end of this
syllabus. They are listed for your learning and enjoyment and are not required for the course. Additional
readings may be assigned to coincide with guests and topics.
11. Miscellaneous Policies and Requirements
Wireless Environment Protocol (WEP)
We strive to create a productive learning environment and one in which our guests feel welcomed,
appreciated, and respected. Courtesy and engagement are vital to the experience. All devices (cell
phones, PDAs, iPhones, Blackberries, other texting devices, laptops, iPads, iPods) must be completely
turned off and stowed out of reach during class time. Texting, emailing, and tending to non-class matters
are prohibited during class. Laptops must be closed. Violating these rules may adversely affect the
participation component of a student's grade. If the professor deems it necessary, you may be asked to
deposit your devices in a designated area in the classroom.
Confidentiality Policy
Throughout the Entrepreneur Program's classes and events, students will be exposed to proprietary
information from other students, guest lecturers and faculty. It is the policy of the Entrepreneur Program
that all such information is to be treated as confidential.
By enrolling in and taking part in the Entrepreneur Program's classes and activities, students agree not to
disclose this information to any third parties without specific written permission from students, guest
lecturers or faculty, as applicable. Students further agree not to utilize any such proprietary information
for their own personal commercial advantage or for the commercial advantage of any third party.
Students and their guests are prohibited from recording any guest, instructor, or other person participating
in the course (via audio, video, or digital recording) and/or posting, forwarding, distributing, or otherwise
sharing the content of the course through or by any means whatsoever.
In addition, students agree that any legal or consulting advice provided without direct fee and in an
academic setting will not be relied upon without the enlisted opinion of an outside attorney or consultant,
in each case without affiliation to the Program.
Any breach of this policy may subject a student to academic integrity proceedings as described in the
University of Southern California University Governance Policies and procedures as outlined in
S C A M P U S and to any remedies that may be available at law.
The Entrepreneur Program, the Marshall School of Business, and the University of Southern California
disclaim any responsibility for the protection of intellectual property of students, guest lecturers or faculty
who are involved in Entrepreneur Program classes or events.
Receipt of this policy and registration in our classes is evidence that you understand this policy and will
abide by it.
Academic Integrity
Please be familiar with the Grading Policy and Academic Standards section of the USC C a t a l o g u e and
the information on University Governance in the S C A M P U S , particularly Appendix A: Academic
Dishonesty Sanction Guidelines.
The use of unauthorized material, communication with fellow students during an in-class examination,
attempting to benefit from the work of another student, and similar behavior defeats the intent of an
examination or other class work and is unacceptable to the University. It is often difficult to distinguish
between a culpable act and inadvertent behavior resulting from the nervous tensions accompanying
examinations. Where a clear violation has occurred, however, the instructor may disqualify the student's
BAEP 470
Page 5
Spring 2013
SPEAKERS SUBJECT TO CHANGE
work as unacceptable and assign a failing mark on the paper.
Furthermore, the instructor may utilize services (such as TurnItIn.com) to help determine if any work has
been plagiarized or otherwise used without proper attribution.
Policy on Accommodations for Students with Disabilities
Any student requesting academic accommodations based on a physical, psychological or learning
disability is required to register with Disability Services and Programs (DSP) each semester. A letter of
verification for approved accommodations can be obtained from DSP. Please be sure the letter is
delivered to me as early in the semester as possible (preferably, by the second week of the semester).
DSP is located in STU 301 and is open from 8:30 AM to 5 PM, Monday through Friday. The telephone
number for DSP is (213) 740-0776.
Policy Regarding Returned Graded Work
Returned assignments that remained unclaimed by a student after 4 weeks will be discarded. Such
unclaimed assignments will not be available should a grade appeal be pursued by a student following
receipt of his/her course grade.
Class Communication
Course communication will take place through announcements in class, emails, and Blackboard
(http://blackboard.usc.edu/). Many of the emails sent by the instructor will go through Blackboard. As a
result, it is imperative that you have a fully operational Blackboard account with an email address posted.
All material posted by the professor in Blackboard will be assumed communicated to students
12. Grading Guidelines and Standards
Marshall Grading Policy
Marshall’s target mean GPA is 3.3 for electives. The instructor determines what qualifies as an accurate
grade on an assignment, exam, or other deliverable, and the instructor’s evaluation of the performance of
each individual student is the final basis for assigning grades for the course. Note: If you do not inform
Amanda of missing or incorrect grades when assignments are returned, the grades will be
assumed to be correct.
Pass/No Pass
Students who wish to take the class for elective credit may select the pass/no pass option. A pass/no
pass class will NOT count towards a student’s major or minor requirements.
13. Guidelines for All Course Assignments (Please read carefully!)
The following guidelines apply to all assignments without exception.
All assignments must be SINGLE SPACED and typed in 11 or 12 pt font and organized for easy
reading. Staple papers in excess of one page and write your name and page numbers on each page.
Do not exceed the page limit requirement, if any is given. Additional pages will not be read for
grading purposes. Please read the following “on time” requirements for assignments. They are designed
to help us return your papers quickly and to avoid losing papers.
All written work must be submitted in hard and electronic copy uploaded to Blackboard before the
beginning of class on the date due. No exceptions. If you will not be in class on the due date, your paper
must still arrive by the time and date it is due. Students are encouraged to turn in papers before the
deadline. Please keep copies of all your papers and emails until the end of the semester.
Papers will be accepted after the deadline with the following penalties: Papers turned in within 24 hours of
the date due will lose 10% of the total points possible. Papers turned in 24 hours after the due-date will
lose 20% of the total points. No papers will be accepted 48 hours after the date due.
BAEP 470
Page 6
Spring 2013
SPEAKERS SUBJECT TO CHANGE
Receipt of this syllabus and registration in this class will serve as evidence that you understand
and accept the requirements of this course.
VIDEO AND BROADCAST POLICY NOTICE: Some or all of the class sessions will be video
recorded and likely be broadcast on the Internet, television, and other distribution channels.
Enrollment in the class is (a) your consent to be filmed and broadcast in any media without further
consent by you, without compensation or consideration of any kind paid to you, and (b) your
waiver and release with respect to all rights and claims of any kind or nature relating to video
recording, transmission, broadcast, and/or public display of such video recordings. If you wish to
minimize the chances of appearing on camera or video, then please sit to the sides and back of
the room. If this video and broadcast policy poses an issue for you, then please contact the
professor in writing immediately.
BAEP 470
Page 7
Spring 2013
SPEAKERS SUBJECT TO CHANGE
Course Schedule
Important Note: The schedule and order of topics, speakers, and assignments may be revised
during the semester to fit the needs of the class and accommodate our guests’ schedules.
Supplemental assignments and readings also may be given. Students are asked to remain
flexible and entrepreneurial.
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6
Week 7
BAEP 470
Jan. 16
Introduction and Course Overview
Speaker:
Mike Singer, CEO, Cherokee Uniforms, www.cherokeeuniforms.com
Topics:
Course outline, syllabus, expectations, introductions, backgrounds
Jan. 23
Emerging Web-Based Ventures
Speakers:
Michael Dubin, Dollar Shave Club, http://www.dollarshaveclub.com
Dan Gould, Co-Founder of Chill, http://www.chill.com
Readings:
Research guests and company and prepare questions
The Questions Every Entrepreneur Must Answer, Amar Bhide,
Harvard Business School Publishing, Nov-Dec 1996.
Jan. 30
Instinct and Jumping In
Speaker:
Mark Burnett, Mark Burnett Productions
Executive Producer of T h e V o i c e , T h e A p p r e n t i c e , S u r v i v o r ,
Shark Tank
Readings:
Jump In! Even If You Don't Know How to Swim, Mark Burnett,
Ballantine Books, January 2005
Assignment:
Student Data Form Due
Location:
Town & Gown [check Blackboard to confirm]
Feb. 6
Topic and Speaker to be Announced
Speaker:
To be announced
Readings:
Research guest and companies and prepare questions
Feb. 13
Customer-Driven Innovation
Speaker:
Angelo Sotira, CEO of DeviantART, www.deviantart.com
Readings:
Research guest and company and prepare questions
Feb. 20
An Outlier’s Approach to Excellence
Speaker:
Landon Donovan, US Soccer, www.landondonovan.com
Location:
Trojan Grand Ballroom [check Blackboard to confirm]
Feb. 27
Keeping It Fresh: The Creative Vision
Speaker:
Alina Roytberg, Co-Founder of Fresh, http://www.fresh.com
Page 8
`
Spring 2013
SPEAKERS SUBJECT TO CHANGE
Week 8
Readings:
Research guest and company to prepare questions
March 6
Building the Next Network
Speaker:
Zach James, Co-Founder of ZEFR, www.zefr.com
Readings:
Research guest(s) and prepare questions
A s s i g n m e n t : Speaker Reflection Paper #1 due by start of class
Week 9
March 13
Creative Enterprises
Speaker:
Chris Meledandri, Founder and CEO of Illumination Entertainment
http://www.illuminationentertainment.com
Readings:
Research guest and company and prepare questions
Week 10
Mar 18–22
SPRING BREAK – NO CLASS
Week 11
March 27
The Principled Path
Speakers:
Ram Chaudhari, Co-Founder of Fortitech, Inc. http://www.fortitech.com
Readings:
Research guest and company to prepare questions
April 3
Topic and Speaker to be Announced
Speaker:
To be announced
Readings:
Research guest to prepare questions
Week 12
A s s i g n m e n t : Speaker Reflection Paper #2 due by start of class
Week 13
Week 14
Week 15
April 10
Topic and Speaker to be Announced
Speaker:
To be announced
Readings:
Research guest to prepare questions
April 17
Topic and Speaker to be Announced
Speaker:
To be announced
Readings:
TBD
April 24
Entrepreneurs in Action
In Class:
USC New Venture Seed Competition (finals presenting to judges)
A s s i g n m e n t : Defining Your Personal Leadership Philosophy due by start of class
Week 16
May 1
Discussion, Lessons Learned, and Closing
Topic:
Forum and discussion
END OF SEMESTER - CONGRATULATIONS
BAEP 470
Page 9
Spring 2013
SPEAKERS SUBJECT TO CHANGE
S e m e s te r A c tiv itie s (p a rtic ip a tio n e n c o u ra g e d , b u t n o t re q u ire d ):
Week 7
March 2
Entrepreneur Networking Day
Location and time TBA
Week 8
March 4
USC EdMonth Opening Panel
Bovard Auditorium; 6:00 – 8:00 pm
Featuring Mayor Antonio Villaraigosa and panel of leaders in educational
reform and advocacy.
Week 16
May 2
Entrepreneur Awards and Year-End Banquet
Time and location TBA
BAEP 470
Page 10
Spring 2013
SPEAKERS SUBJECT TO CHANGE
Exhibit A
Guidelines and examples for the final project, Defining Your Personal Leadership Philosophy
[Title/ Personal Leadership Mantra]
Opening Paragraph: Opening statement is important. Capture the reader’s attention from the beginning
and make him/her want to read the rest. Summarize approach and leadership philosophies in general
terms, then discuss more specifically in body.
Core Values
§
§
§
§
What are your core values (top 5)? Internal compass (“True North”)
What are the next tier of values that impact your decision-making?
Why are these values most important to you? Examples of how they’ve guided you in past;
lessons learned; mistakes and achievement and relation to core values.
What drives you and why? What inspires and motivates?
Defining Qualities and Strengths
§
§
What are some of your strengths and defining qualities?
Are there areas and talents you want to develop more? What are they?
Goals and Life Direction
§
§
§
§
§
To what do you aspire? What are your life and career goals, if known?
Do you want to leave a legacy? What type?
What would you do if you could do anything? Do you have a vision of ideal opportunities or
businesses? What activities and interests make you feel most alive?
Short-term and intermediate goals?
What’s next, if known?
Searching For, Recognizing, and Filtering Opportunities?
§
§
§
§
§
How do you look for and at new opportunities?
How do your core values assist in filtering and decision-making?
How do your talents, strengths, defining qualities factor into the process?
Are there industries, careers, companies in which you’re interested?
Must “haves” (e.g., smart people, creative, flexibility, part of something special, big financial
upside)?” Any won’t “haves?” For example, do you want to be solo, part of a team? New
company, emerging, established company?
Defining Your Leadership Philosophy
§
§
§
§
Do you have a framework for your philosophy? Your own? Something you’ve studied or
stumbled upon?
How would you describe your leadership style?
Building your team: What do you look for?
How do you relate and treat others? What type of culture and atmosphere do you want to create
or participate in?
Incorporation of Course, Speakers, Readings
What lessons, advice, quotations from the course resonated with you? Did any guest speakers or books
make an impact on or connect with your philosophy and perspective? Why did these experiences or
statements connect with you? For example, I like some of these from past guests.
BAEP 470
Page 11
Spring 2013
SPEAKERS SUBJECT TO CHANGE
§
§
§
§
§
§
§
§
Pete Carroll: “It’s a life pursuit to find out who you are. And, you want to maximize the clarity and
essence of who they are in everything you do.”
Mark Burnett: “Everyone thinks they have to be on this right path. There is no right path.”
Tom Barrack: “If you just stick to the script, you can be assured of mediocrity.”
Clarence Avant: “I never allowed myself to understand the words ‘this is not for you’ or ‘you can’t
do it.’”
Paul Orfalea: “When people tell you not to do it, that means they can’t do it themselves.”
Steve McKeever: “I spent the first part of life striving for independence. Now, I want to be interdependent with smart, passionate people.”
Ram Chaudhari: “Until you do it, you never know how good you are.”
Pete Carroll: “I live my live like something good is about to happen.”
Closing Paragraph/Statement: Close with something powerful and memorable; not merely restatement
of prior points. Talk about what’s most important to you. What mantra do you live by? Do you want to
leave a legacy? What type? What do you want to accomplish and be known for? You can incorporate
lessons and words from others, or say it in your own compelling terms. Is there a story from your life that
serves as a fitting ending and reinforces your philosophy? Does assignment follow an arc with beginning,
middle, end?
Technical and Grading
Guidelines and Organization: See outline for guidance. You don’t have to hit each point and are free
to improvise on structure. The questions and points are suggestions to spur thought; they are not
exhaustive or necessarily applicable to your philosophies.
Technical Requirements: 3-5 pages, single-spaced with 1.0” margins. Make it easily readable with
good organization, headings and subheadings, graphics (framework, bullets, etc.). Break it up so it’s not
five pages of long paragraphs and text.
Review and Grading: Assignments will be graded based on the following factors:
1.
2.
3.
4.
BAEP 470
Critical thought, reflection, and analysis.
Originality, creativity, conciseness.
Connecting assignment to course, guest speakers, readings (inside or outside class).
Organization, following instructions, attention to detail (spelling, grammar, etc.), writing style and
flow.
Page 12
Spring 2013
SPEAKERS SUBJECT TO CHANGE
Exhibit B
Books, Articles and Additional Resources
The following books are excellent resources for framing leadership philosophy:
Bennis, Warren, Thomas, Robert J, Geeks & Geezers, Harvard Business School Press, 2002.
Bennis, Warren, Thomas, Robert J, Leading for a Lifetime, Harvard Business Press, 2007.
Bennis, Warren, On Becoming a Leader, Perseus Books, 1989 (rev. 2009).
Bennis, Warren, Organizing Genius, Reading, MA: Addison-Wesley, 1997.
Covey, Steven, The 7 Habits of Highly Effective People, New York, NY: Fireside, 1990.
De Pree, Max, Leadership is an Art, Crown Business, 2008.
De Pree, Max, Leadership Jazz: The Essential Elements of a Great Leader, Crown Business, 2008.
George, Bill, with Peter Sims, True North, San Francisco, CA: Jossey-Bass, 2007.
Kouzes, James M, Posner, Barry Z, The Leadership Challenge, Jossey-Bass, 2008.
Tichy, Noel M, Bennis, Warren, Judgment: How Winning Leaders Make Great Calls, Portfolio Hardcover,
2007.
The following books are relevant to course content and recommended for your enjoyment:
Berglas, Steven, Reclaiming the Fire – How Successful People Overcome Burnout, New York, NY:
Random House, 2001
Collins, Jim, Good to Great, New York, NY: Harper Business, 2001.
Colvin, Geoff, Talent is Overrated: What Really Separates World-Class Performers from Everyone Else,
New York, NY: Penguin Group, 2008.
Gladwell, Malcolm, Outliers, New York, NY: Little, Brown & Co., 2008.
Hawken, Paul, Growing a Business, New York, NY: Simon & Schuster, 1987.
Kawasaki, Guy, The Art of the Start, New York, NY: Penguin Group, 2004.
Shane, Scott A., The Illusions of Entrepreneurship - The Costly Myths that Entrepreneurs, Investors, and
Policy Makers Live By, Yale University, 2008.
Syed, Matthew, Bounce: Mozart, Federer, Picasso, Beckham, and the Science of Success, Harper, 2010.
Taylor, William C, Practically Radical, Harper Collins, 2011.
Taylor, William C, LaBarre, Polly, Mavericks at Work – Why the Most Original Minds in Business Win,
Harper Collins, 2006.
Wooden, John, Wooden: A Lifetime of Observations and Reflections On and Off the Court, Chicago, IL:
Contemporary Books, 1997.
Biographies (examples only; many more available):
Branson, Richard, Losing My Virginity, New York: Crown, 1998 (rev. 2004)
Burnett, Mark, Jump In!, new York, NY: Ballentine Books, 2005.
Orfalea, Paul, and Marsh, Ann, Copy This! Lessons from a Hyperactive Dyslexic Who Turned a Bright
Idea Into One of America’s Best Companies, New York, NY: Workman Publishing, 2005.
BAEP 470
Page 13
Spring 2013
SPEAKERS SUBJECT TO CHANGE
Articles, Studies, and Surveys:
Bhide, Amar, The Questions Every Entrepreneur Must Answer, Harvard Business School Publishing,
Nov-Dec 1996.
Fairlie, Robert W., Kauffman Index of Entrepreneurial Activity, Ewing Marion Kauffman Foundation, April
2009.
*Kuemmerle, Walter, A Test for the Fainthearted, Harvard Business Review, May 2002.
Parkinson, Mark, The Six Traits of Highly Successful Entrepreneurs, Masterclass January 2006.
Sarasvathy, Saras D., What Makes Entrepreneurs Entrepreneurial?, University of Virginia (unpublished,
copies to be provided).
Wadha, Vivek, Holly, Krisztina, Aggarwal, Raj, Salkever, Alex, Anatomy of an Entrepreneur: Family
Background and Motivation, Ewing Marion Kauffman Foundation, July 2009.
The Leap Resources:
http://www.youtube.com/user/TheLeapTV
www.facebook.com/pages/The-Leap-Backstage-Pass-to-Business/119174788714?ref=nf
A list of additional resources may be posted in Blackboard and assigned from time to time.
BAEP 470
Page 14
Spring 2013