The 2015 David Manley Emerging Entrepreneur Awards are now open for Applications. Please click here to apply.
In 2002, the David Manley Emerging Entrepreneur Awards were established to nurture Ireland’s entrepreneurial spirit in the Business, Arts and the Social spheres. Since then, the awards have provided over €1 million in support to high-potential emerging entrepreneurs. This has been in the form of cash supports and through the gift of time from the awards partners who are listed below. All of our partners are leaders in the area of their particular business activity and, through their wide experience and professional expertise, they are in a position to make lasting impacts on the businesses of our award winners.
The David Manley Emerging Entrepreneur Awards are open to all Arts, Business and Social Enterprises that have been in operation for between 1 and 3 years.
3 finalists from each of the Business, Arts and Social spheres will be short-listed from all the applications received. In addition to having the opportunity to be a Category Winner and the Overall winner, each of the 9 finalists will receive free payroll and accounts software from Thesaurus, mentoring support from Enterprise Ireland’s Mentor Network and will have access to a series of 3 dedicated support workshops with industry experts in areas such as business strategy, marketing, PR, legal and finance.
There will be 3 category winners; 1 for Arts, 1 for Business and 1 for Social. Each category winner will receive a €1,000 cash prize.
1 Overall winner
The overall winner of the David Manley Emerging Entrepreneur Awards will receive €100,000 in professional mentoring and support from the award partners, plus a €10,000 cash prize.
Since 2002, the David Manley Emerging Entrepreneur Awards have provided over €1 million in support to high-potential emerging entrepreneurs in the Business, Arts and Social spheres. With eleven award winners to our name, we recently drew on their experience and expertise and asked: if there was one tip you would give a new entrepreneur, what would it be? See some of these tips below.
Simon O’Connor, Little Museum of Dublin (2014)
“Don’t be afraid to ask for help or support, assume you will have to hustle for every sale, diversify your financial risk as much as possible and never allow a lack of experience or knowledge get in the way of pursuing a seemingly impossible task – an expert is just amateur who decided to chance their arm” @dublinmuseum
Steven Menton, Archipelago (2013)
“Make sure you have all the administrative issues regarding the company, shareholdings, clearly defined roles and responsibilities set out from day one, agreed upon and understood by everybody involved. The temptation is to get excited and jump straight into business head first but you need to protect yourself and avoid unnecessary disagreements caused by different people’s expectations further down the line.” @archipelago_ie
Muireann Ahern Lovett, Theatre Lovett (2012)
“Be sure to bite off much more than you can possibly chew… and you will reap the rewards.” @theatrelovett
The deadline for applications is close of business Friday 3rd October. Click here to apply.
John Evoy of Irish Men’s Sheds Association has been involved in many projects. This has helped him identify some indicators of whether a project will be a success or a failure. He wrote this blog, in the hope that he might help others identify these indicators.
Over the last 10 years or so I have been involved in several non-profit projects; some have been fantastic, others have worked out OK and some have not worked at all.
During that time I’ve had a number of experiences which, upon reflection, were the moments when some of my best ideas took hold and began to flourish. I’m talking about early in a process when no one else can see anything special happening but there was a sense that something very important was happening. We have all closed deals, secured the funding or had a proposal accepted by the powers that be, but the occasions that I am referring to here are much less tangible than that. On just as many occasions there have been times when I felt that something was not right in a project and as I couldn’t clearly pinpoint the threat, I progressed only to eventually experience the failure. I often said to myself “I knew something wasn’t right” but at the time I didn’t act. It is so easy to identify all this is hindsight. Wouldn’t life be easier if we could catch these ‘tells’ in the moment?
There are so many sub projects that make up our organisations and we have new ideas all the time. We simply can’t run with all of them. We have to decide what to do and what not to do. There are all the usual major considerations such as budget, the risks involved and the potential contribution to the overall purpose of the organisation. I am writing this piece as an exploration, hoping to help myself identify if a project is going to be successful or not. Maybe it might help some of you guys too.
So what are the earliest signs of potential success or impending failure? I say potential success because so much more has to happen to ensure a successful project, such as hard work, determination and very often, a slice of good fortune.
Early signs of potential success
You get energised by talking or even thinking about the project.
The entire project is in line with your (& your organisations) values and ethos.
You would be happy to work on this project even if you never earned a cent from it.
Those you’ve spoke to and trust also think that it has great potential.
Others involved share the same vision, purpose and values.
Some parts of the project seem to fall into place synchronistically and people offer to help.
You seek out feedback and integrate the learning from the beginning of the project.
Your gut feeling or intuition tells you that you’re right track.
It’s a simple concept and people understand it the first time they hear about it.
Early signs of impending failure
You have that feeling that something’s not right but you progress anyway.
You have to continuously assess if the project breaks your value system.
You’ve chased the money – sometimes the conditions accompanying funding are too restrictive or lead you in the wrong direction.
You’ve ignored the advice of your trusted confidants / mentors.
Others are involved for personal gain or have an alternative agenda
The project is always hard work. You and team would prefer to be working on other stuff.
You are determined to “do it your way” and to stick rigidly to the original idea.
There is a lack of cooperation from on the team members, who all have different ideas about how to progress.
So much of the contemporary leadership and entrepreneurial teaching tells us how a certain amount of failure is an essential ingredient in the eventual success, but wouldn’t it be great to be able to identify if a project is doomed or has the potential to be great at the earliest possible moment.
- John Evoy, Irish Men’s Sheds Association http://menssheds.ie/
The International Men’s Sheds Conference “learning from down-under” is taking place October 3rd – 5th.
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