Teach anything with the accelerator model E-Book

Rasmus Basilier

• Herausgeber: Books on Demand
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 133

Veröffentlichungsjahr: 2022

Beschreibung

Teach Anything With the Accelerator Model is aimed at you who want to challenge the way that things are normally taught. In this book you will learn how to create a learning environment which focuses on outcomes, not what is being taught. This is a practical book that will share with you the insights on how you can create a fast-paced learning environment. In the book you will explore the dos and don'ts of the model presented in a do-it-yourself methodical way.

Leseprobe

TABLE OF CONTENTS

Prelude: What is this guide? How can I help you? Who am I?

1.1 Why should you trust the content of the book?

The Accelerator Manifesto

Accelerator program design essentials

3.1 What is an accelerator?

3.2 Quick note on funding

3.3 Why is the accelerator model so effective?

3.4 When should you use the accelerator method? (And when should you avoid it?)

3.5 Consider “The Why” when making an accelerator program

3.6 What type of individual is this program for and what is success?

3.7 You should know the targets for your participants

3.8 Create a list of ideas based on actions and outcomes

3.9 Outline the program draft

3.10 The school vs. open doctrine debate (Why have a program draft at all? (Why not have everything on demand?)

Things to include and things to avoid

4.1 How much should be included? Example cases.

4.2 Things you think would be useful (but are not that good)

4.3 The Kiuas Way, an example in tailored program design

4.4 Should we use a physical space for the accelerator?

4.5 The kickoff

4.6 The ending event

4.7 Group Sharing

4.8 Why you need to meet with the participants at least by-weekly

4.9 Be consistent and have a plan B

4.10 Plan your program and create a library for “nice to know” things

4.11 Add tools to the library, ready to be used

Session design

5.1 Live sessions are always better, but you can use recorded material for a flipped classroom

5.2 Principles of great interactive sessions

5.3 Examples of workshops and interactive seminars

5.4 This was therapeutic - a reflection on a successful workshop

5.5 Who should run the workshop?

5.6 Homework or no-homework?

Mentors, partners, and the network

6.1 Including experts and mentors who don’t run sessions

6.2 Take care of mentors by staying in contact with them

6.3 What to look for in a mentor?

6.4 Other partners needed than mentors

Practicalities when starting the program

7.1 Participant pipeline

7.2 What it means to have the right participants

7.3 The ideal participant characteristics

7.4 The program application

7.5 Make an agreement with the participants

7.6 Agreements with mentors and workshop coaches

Running the program

8.1 The value of commitment

8.2 Forward momentum or no deal

8.3 Keeping track

8.4 Keep digital control

8.5 What if someone doesn’t come to a session?

8.6 It is reasonable to expect partial success

8.7 When are extra sessions appropriate?

8.8 Task orientation and relationship orientation

8.9 Develop a “feedback form addiction”

8.10 Continuous communication. More than you might think

8.11 Making sharing possible through good contact sharing

8.12 Knowledge sharing

8.13 Get to know your participants and them to know each other

8.14 To make connections happen, lead by example

8.15 Take care of your coaches

8.16 Marketing during the program

After the program

9.1 Collect final feedback and plan adjustments

9.2 Collecting references for future programs

9.3 Keeping in touch and creating good bonds

9.4 Creating a community

9.5 How to make people in the community stay involved and keep coming back?

Conclusion, connection with you and thanks

1. PRELUDE:

What is this guide? How it can help you? Who am I?

This book is a how-to guide to create accelerator programs, such as startup accelerators, coding bootcamps and internationalization programs.

An accelerator is an intensive learning and development program lasting 3-20 weeks. The program is selective and accepts participants in batches called cohorts. The format varies quite a lot, but it always has a combination of workshops, lectures, mentoring sessions and/or a physical space for participants to work from. Other common things are a large network of on-demand mentors, free to use digital tools and a shortcut to relevant influential people and organizations.

Until recently, it was enough to create some type of program, slap the word “accelerator” or “incubator” on it and then you were good enough to create some value. Over time, old accelerator programs have kept on going, while new ones are continuously added. The market is getting ever more saturated and more competitive.

Since the COVID19 pandemic (yes it has to be mentioned) the internationalization of programs has become complete, meaning participants have an easier time comparing and choosing what programs to enter. The availability of online educational material and accelerator-like support groups (such as pioneer.app) have also increased, giving alternatives for participants to avoid engaging in any accelerator program in the first place.

There is no comprehensive how-to guide when it comes to creating an accelerator program that works (unbelievable… I know).

That is why this book exists: to help you make your first-ever accelerator program.

(And for those of you reading this book who happen to already have your own program - you should be able to find some good tips and tricks that help you make it even better).

1.1 WHY SHOULD YOU TRUST THE CONTENT OF THE BOOK?

All my life I’ve had a drive to try to make things better. I can’t help but see ways to improve educational concepts, and whenever I get my hands on a program of some sort my brain starts running and my hands start working.

When it comes to accelerators, I’ve managed or created several different programs and concepts in Finland, Germany & various European countries. For example:

» Boost Startup Journey

» Human Accelerator (now Elevate)

» German Scalers

» Euro Scalers

» Internship Accelerator

» VTT Launch Pad

I’ve continuously collected feedback from the participants and stakeholders to make sure that I have the information to improve the program for the next round.

I’ve also made sure to interview and learn from my peers in the accelerator business and other areas of teaching, education and coaching from around the world. To supplement my practical knowledge and peer-to-peer learning, I’ve also gone through the books written and the academic literature on the topic.

STORY OF CONTINUOUS IMPROVEMENTS

Since 2020 I’ve been running the accelerator program called International Scalers (or German Scalers, as it was called the first time around).

It’s a ten-week-long intensive program focused on helping participants generate international sales on their own, without the use of lead generation consultants.

I was quite proud of my program. All of the companies participating were succeeding in getting international sales, which was great. But something was bothering me.

The companies were starting too slowly.

No matter how much great advice I was giving, whatever design I gave the program, and how much I was trying to push them, it always took them roughly four to six weeks to get properly started.

As I was reflecting on this, I realized the same situation came up over and over again:

“I didn’t have time to implement the things suggested”,

“I know you said we could get an intern to help us implement the things suggested, but going through that process also takes time that I don’t have”

At first, I heard this as a failing on their part, not being resourceful enough to get things moving. But over time I realized that no matter what I was thinking about the reason for their failings, they were not improving.

So I thought, what if I would hire the interns, train them, and then lend them out to the participating companies? That would give the companies more hands to do work, the people coming in would be trained at the task and I would shoulder the official responsibility of their internship. If and when the interns would prove to do a good job, they would then transfer over officially to the host company.

As of the writing of this chapter, this new model is still being piloted. This means I don’t have the results of the implementation yet. But I wanted to include it to show what it means to be continuously improving and illustrate the type of person I am.

2. THE ACCELERATOR MANIFESTO

1. Forward momentum is everything

An accelerator is about helping participants move forward as fast as possible. Everything revolves around forward progress. This is the guiding principle you use in deciding everything that you do in an accelerator. It’s also the defining quality for keeping or booting teams from the program.

2. Output is learning

You can never know what is in someone’s head. But you can measure results out in the real world. Use participant output as your measurement tool for the success of your teaching efforts.

3. All learning is interactive

People don’t create increased output without getting their hands dirty. School desk teaching is highly ineffective and should not be used. Instead, make every session as interactive and full of direct feedback as possible.

4. Participants will have to sink or swim

Accelerators make you go ahead faster than you probably thought was possible. The fast-paced environment is great for some, but others will struggle. Do your best to spot personalities who will succeed in this environment. Allow for participants to show you if they can handle it or not. Providing support initially is fine, but within a week both you and they should know if they will thrive in the environment or not.

5. Know the goals of the participants

You need to know why the people in your program are there. Otherwise, you can’t help them properly.

6. Know the goals of the ones who are paying

Often, the participants are not the ones funding the program. You need to know the reasons behind your financiers’ reason to pay you and keep a close eye out for what they want you to do. Measure what they care about.

7. Maximize value and time

Everything you do should provide maximum forward momentum. Anything else is cut off. There is a balance between workshops, lectures, coaching, mentoring and time to work undisturbed. Carefully weigh all activities to maximize output by your participants.

8. Expectations are fragile, consistency is key

If a session suddenly is canceled, there will be a seed planted in your participants that “the sessions are not that important since they can just be canceled. Maybe I won’t come next time”. Consistency is key to keep the participants coming back ready to learn, share and execute on new ideas.

9. Create a competitive but caring environment

Most people learn better in a social environment. An important aspect of that is the ability to compare and learn from others. Encouraging an environment where doing well is encouraged and appreciated. That is so that others can learn from their success, and also get a competitive environment going. But do it with the highest value being sharing, caring and collaborating. Always strongly highlight and appreciate when sharing and peer-to-peer learning happens.

10. Keep your finger on the pulse

Your success is measured by the success of your participants. Talk (not text) with them often, at least every other week. Group meetings are great for this. Know what they are working on, what is easy for them and what they are struggling with. You are their closest partner in their own growth journey.

11. Make connections happen

Winning in life is completely dependent on the collaborations we can make. You use your skills to create a network between the participants, and add to their network with previous participants, mentors and other important actors. That includes being the one that makes the introductions.

12. Develop a feedback-addiction to improve the program

You don’t know what you don’t measure. Measure output, but also measure success of workshops, mentor sessions and other activities with feedback forms every time. That is your tool for continuous improvement.

ACCELERATOR PROGRAM DESIGN ESSENTIALS

3.1

.

WHAT IS AN ACCELERATOR?

3.2

.

QUICK NOTE ON FUNDING

3.3

.

WHY IS THE ACCELERATOR MODEL SO EFFECTIVE?

3.4

.

WHEN SHOULD YOU USE THE ACCELERATOR METHOD? (AND WHEN SHOULD YOU AVOID IT?

)

3.5

.

CONSIDER “THE WHY” WHEN MAKING AN ACCELERATOR PROGRAM

3.6

.

WHAT TYPE OF INDIVIDUAL IS THIS PROGRAM FOR AND WHAT IS SUCCESS?

3.7

.

YOU SHOULD KNOW THE TARGETS FOR YOUR PARTICIPANTS

3.8

.

CREATE A LIST OF IDEAS BASED ON ACTIONS AND OUTCOMES

3.9

.

OUTLINE THE PROGRAM DRAFT

3.10

.

THE SCHOOL VS. OPEN DOCTRINE DEBATE (WHY HAVE A PROGRAM DRAFT AT ALL? WHY NOT HAVEEVERYTHING ON DEMAND?

)

3.1 WHAT IS AN ACCELERATOR?

An accelerator is an intensive learning and development program lasting 3-20 weeks. The format varies quite a lot, but it always has a combination of workshop, lectures, mentoring sessions and/or a physical space. Other common things are a large network of on-demand mentors, free to use digital tools and a shortcut to relevant influential people and organizations.

Normally, the accelerator model is used for startups and the business environment. There are other activities that one could call accelerator, but don’t use that name for it. For example:

» Military boot camp, for becoming a soldier

» Coding boot camp, for becoming a coder

» Praxis trainee program, for becoming an employee at a growth company

» Human accelerator, to make you reach your own potential

» What Design Can Do, to create positive change in society using design

» University of Berkeley, School of Entrepreneurship leadership summer course

The economic model for accelerators varies. Some examples are nonprofit (usually publicly supported), university hosted (usually focused on commercializing their research), corporate accelerators run by larger corporations to create new ventures for themselves and for-profit accelerators who charge participants and other entities for their participation.

Even though the funding model varies in the whole spectrum, they all share similar features which we will discover together in this book.

3.2 QUICK NOTE ON FUNDING

This book is about how to make an accelerator program. Although funding is of course needed to run an accelerator, it is outside the scope of this book. But I felt I needed to cover the topic somewhat to give you an idea of how the economical side works.

Roughly half of accelerators are funded by the government, universities and companies. There is an allocation of money available to you who is making the program. That’s great for you, in a way, because you know you have funding. On the other hand, you will have to apply for that money and fight for money allocation internally to keep the program running.

The other half don’t have economical support from an organization. When it comes to the business model there is a common one found in the private sector. It usually consists of participants paying a fee, either cash (as with the Praxis trainee program)or with a percentage of their business (in the case of startup accelerators). But that only covers a minority of the costs. Accelerators usually make the majority of their money from corporate sponsors, philanthropy, government funding, investors and consulting services*

Running your accelerator in the private sector essentially means that your accelerator is like a startup. It makes sense to follow most of the advice given to startups and new companies in this regard. I suggest you read books, watch videos, attend a business accelerator program (if possible) and get mentors to help you. This book will help you with the program design, but you will have to figure out the money side of the equation.

*This topic is covered in better detail in the book “Accelerate this” by Ryan Kushner

3.3 WHY IS THE ACCELERATOR MODEL SO EFFECTIVE?