SHBM Entry Exam General Knowledge Test

DARE Mindset

• DARE stands for Defiance, Adventure, Realism, and Endurance
• It's a mindset for innovators in the digital age, aiming to achieve innovative growth

Defiance

• Having the courage to challenge the status quo and conventional thinking
• Being bold and provocative in breaking down governing myths and beliefs in organizations and industries
• Realizing that transformation can only occur when we don't think outside the box, but discard the box altogether

Adventure

• Embracing a curious and adventurous mindset, constantly looking for the "new new"
• Being in a state of perpetual beta, with experimental learning and a willingness to venture into the unknown
• Applying the concept of "Neue Kombinationen" by connecting seemingly unrelated concepts and creating something entirely new

Realism

• Recognizing that innovative growth becomes sustainable when the outcome of adventure is married with a sense of realism
• Understanding that fiction becomes fact, and no business can exist solely on the merits of fantasy
• Demystifying and objectifying through data and scientific analysis

Endurance

• Referring to disciplined execution and grinding down to the very end to make things happen
• Navigating through the "valley of tears" and "troughs of disillusionment" to achieve success
• Recognizing that execution is often seen as inferior to strategy, but it is equally important

The DARE Journey

• Structured around ten leading questions, which underpin most discussions with clients and partners
• Questions include:
  • Do I know what I don't know?
  • How do I make sure that I am still in business in 5 years' time?
  • Can I kick it?
  • Who are my growth BFFs and BEFs?
  • Am I willing to Experiment or Die?
  • What are the rules of the game?
  • Do I have the basics in order?
  • Do I go by facts or do I believe in fiction?
  • How do I turn on the growth engine?
  • How to achieve full maturity?

Rarely Asked Questions (RAQs)

• Questions that are often avoided or never cross one's mind, but are crucial for innovative growth
• Examples of RAQs include:
  • What do I believe are absolute truths about the future of my organization?
  • What if these truths turn out to be false?
  • When was the last time I actually learned something new?
  • What is the last experiment I conducted myself?
  • When did I last approve a project without a business case?
  • Is my skill set up to par for this digital era?
  • Do I trust my team's skills and ability to innovate our way into the future?
  • What if my customer or supplier becomes my competitor?

Leonardo da Vinci as a DARE Practitioner

• Da Vinci embodied the DARE mindset, blending observation, theory, experimentation, and multidisciplinary skills
• He was a self-made professional, constantly curious, and driven to challenge conventional wisdom
• Da Vinci asked questions, observed patterns, and tested hypotheses, combining experimental and theoretical approaches
• He worked collaboratively, bouncing ideas with others, and facilitated the process of ideation and innovation### DARE Introduction
• DARE is an innovative mindset for innovators in the digital age
• It's a guide to help entrepreneurs and innovators grow and thrive in a rapidly changing environment

The Problem of Innovation

• Realizing growth is one of the most difficult tasks in any organization
• Innovative and sustainable growth is even more challenging
• Many startups and companies struggle to innovate and stay competitive

The Two Major Problems

• The first problem is the mindset, skills, and ability to innovate and use innovation tools
• The second problem is the lack of rapidity in materializing innovation into competitive advantage

The DARE Mindset

• DARE stands for Defiance, Adventure, Realism, and Endurance
• It's a mindset that combines courage, creativity, and a willingness to take risks
• It's essential for innovators and entrepreneurs who want to succeed in the digital age

Defiance

• Defiance is about having the courage to challenge the status quo and break free from conventional thinking
• It's about being audacious and bold in the pursuit of innovation

Adventure

• Adventure is about embracing the unknown and being open to new experiences and possibilities
• It's about being curious and constantly seeking new knowledge and skills

Realism

• Realism is about being grounded in reality and understanding the limitations and constraints of innovation
• It's about being objective and data-driven in decision-making

Endurance

• Endurance is about having the discipline and persistence to see innovation through to its completion
• It's about being able to navigate obstacles and setbacks, and to stay focused on the goal

The DARE Movement

• The DARE movement is a response to the need for a new mindset and approach to innovation
• It's a call to action for innovators and entrepreneurs to adopt a more daring and adventurous approach to growth and innovation

The DARE Guide

• The DARE guide is a practical guide to help innovators and entrepreneurs navigate the challenges of innovation
• It's a toolkit for identifying opportunities, taking risks, and driving growth and innovation

The 10 Questions

• The DARE guide is structured around 10 key questions that innovators and entrepreneurs need to ask themselves
• The questions are designed to help individuals and organizations identify areas for improvement and opportunities for growth and innovation

The RAQ (Rarely Asked Questions)

• The RAQ is a set of questions that are rarely asked but are essential for driving innovation and growth
• The questions are designed to help individuals and organizations challenge their assumptions and think outside the box### Leonardo da Vinci's Approach
• Leonardo da Vinci had a complementary approach, adhering to the RAQ method, asking questions like "why is the sky blue?" or "why are fish faster in water than birds in the sky?"
• His curiosity led to observations and experiments, often questioning established truths.
• He believed in collaboration and teamwork, and histhought process was often collegiate.

The Art of Daring Leadership

• Leadership is a vague and ambiguous concept, with varying definitions.
• Brene Brown's book "Dare to Lead" emphasizes the need for brave and courageous leaders who are vulnerable, value-driven, trusting, and resilient.

Brene Brown's Research

• Brown's research highlights the importance of leaders being brave and courageous, rather than avoiding gritty conversations and seeking artificial harmony.
• Leaders should prioritize trust-based relationships, be willing to be vulnerable, and create an environment where people feel they can take risks.
• Failure to do so leads to avoidance of tough conversations, lack of trust, and limited growth.

Daring Leadership

• Daring leaders have a mindset that values vulnerability, trust, and resilience.
• They prioritize building trust-based relationships, creating an environment where people feel they can take risks, and are resilient in the face of challenges.
• They lead with a "soft front and a hard back", being vulnerable and empathetic while making tough decisions.

Vulnerability

• Leaders often hide behind myths, avoiding vulnerability and claiming they "don't do vulnerability" or "prefer to go it alone".
• However, vulnerability leads to adaptability, hard conversations, feedback, problem-solving, and ethical decision-making.
• Leaders need to find the courage to be curious and surface emotions and experiences that people can't articulate or are unaware of.

Values

• Values should be clear and simple, defining who we are and what we stand for.
• Leaders should create an environment where connection can be achieved, trust fostered, and vulnerability willing and able to be demonstrated.
• Values should be operationalized into teachable and observable behaviors and skills.

Trust

• Trust is a must-have in organizations, and leaders need to demonstrate vulnerability to build trust-based relationships.
• Once trust is established, leaders should prioritize remembering small things, like employee's children's names or how an ill relative is doing.

Resilience

• Leaders should prioritize teaching resilience, preparing people for what might happen, rather than just reacting to events.
• Resilience is needed in everyday interactions, not just during major events, and leaders should educate and support employees in understanding what's going on around them.