EMPOWERED

ENTREPRENEUR
TRAINING HANDBOOK

The Global Alliance for Clean Cookstoves is

a public-private partnership hosted by the
United Nations Foundation that seeks to save
lives, improve livelihoods, empower women,
and protect the environment by creating a
thriving global market for clean and efficient
household cooking solutions. The Alliances
100 by 20 goal calls for 100 million
households to adopt cleaner and more
efficient cookstoves and fuels by 2020. The
Alliance is working with its public, private
and non-profit partners to help overcome the
market barriers that currently impede the
production, deployment, and use of clean
cookstoves and fuels in developing countries.

COVER PHOTO CREDIT: PRACTICAL ACTION

Best practices and tools for engaging women

and addressing gender issues can be found
in the Alliances Resource Guide on Scaling
Adoption of Clean Cooking Solutions through
Womens Empowerment.

CREDIT: THE PARADIGM PROJECT

EMPOWERED
ENTREPRENEUR
TRAINING HANDBOOK

CREDIT: SOLAR SISTER

Funding for this handbook was generously supported by

Finlands Ministry for Foreign Affairs (MFA).

The views presented in this paper are those of the authors and do not necessarily
represent the views of the Finnish MFA.
2015
CREDIT: MELINDA MARQUIS, THE VISIONARIA NETWORK

Genevieve Smith - Lead Author

Genevieve Smith specializes in research and analysis of gender-related
issues and opportunities within the household energy sector. Ms. Smith
has consulted for the Global Alliance for Clean Cookstoves within gender
and markets for several years, and is the lead researcher and co-author of
Scaling Adoption of Clean Cookstoves through Womens Empowerment:
A Resource Guide. She has experience working throughout various
countries in Latin America and Asia. Ms. Smith is currently the director of
the Visionaria Network, which specializes in leadership and agency-based
empowerment training, as well as building organizational capacities to
support women and girls.

Anita Shankar - Lead Author

Dr. Anita Shankar is a medical anthropologist with more than twenty years
of experience in public health research and programs focused on womens
empowerment and maternal and child health. Her research spans
numerous countries worldwide where she has lived or worked including
Nepal, India, Indonesia, Papua New Guinea and Kenya. Her current
research focuses on impacts of agency-based empowerment training on
disenfranchised women. She recently completed a study to assess the
significance of engaging women along the clean cookstove value chain
that documents the impacts of an agency-based empowerment training
on entrepreneurial capacity and cookstove adoption.

Business Training Development - GVEP International

GVEP (Global Village Energy Partnership) International works with local
businesses in developing countries to increase access to modern energy
and to improve the quality of lives for millions of people. GVEP firmly
believes that businesses offer the best solutions in many cases, and aims
to provide high quality, professional services to support the growth of the
private sector.

Contributors
Cindy Cordova | Consultant, the Visionaria Network
Corinne Hart | Director of Gender and Humanitarian Programs, Global
Alliance for Clean Cookstoves
Paola Saldivias | Consultant
Paul Spurzem | Consultant, the Visionaria Network
Rachel Mahmud | Gender Associate, Global Alliance for Clean Cookstoves

Acknowledgements
The Empowered Entrepreneur Training Handbook benefited from the
contributions of many individuals. Helpful edits were provided by Radha
Muthiah, Leslie Cordes, Jen Tweddell, and Stephanie Valdez from the
Global Alliance for Clean Cookstoves. Valuable inputs were provided
by the following experts: Jade Gray (IDEO.org), Johanna Matchocha
(Evaluent), Jessica Alderman (Envirofit), Mary Alice Onyura (ESVAK),
Mabel Isolio (ENERGIA), and Svati Bhogle (ENERGIA). We would like to
give special thanks to GIZ Peru, Alicia Castro Rivera (GIZ Peru), and the
Visionaria Network team.

TABLE OF CONTENTS
INTRODUCTION
Who should use this Handbook and what is it?................................................................................i
Why was this Handbook developed? ...................................................................................................iii
How was the Handbook developed?.....................................................................................................ix
How to use the Handbook?....................................................................................................................xi
Limitations of the Handbook.................................................................................................................xii
Core Competency Roadmap...................................................................................................................xiii

PART 1: HUMAN-CENTERED DESIGN (HCD) PLAN

The accompanying HCD Workbook guides trainers through the process of preparing a
customized training approach using Human-Centered Design principles. Available for download
at www.cleancookstoves.org.
Introduction and Use...............................................................................................................................1

HEAR
1. Who are your participants?
2. Value proposition
3. Explore core competencies
4. Brainstorm teaching methods
5. Develop your mindset
Teacher to guide
Understanding the value of time
Reviewing your own
assumptions and limiting
beliefs
Applying a gender lens
Be positive and remember
to laugh

CREATE
1. Select your training activities
2. Develop your training
Select your training timeline
Community agreements
Context appropriateness
3. Prepare your training techniques
Story time
Brainstorming opportunities
4. Envision Success
Brainstorm: What does
Success look like?
Prepare for feedback
Foster accountability

DELIVER
1. Best processes for implementation
2. Brainstorm: Potential challenges
and solutions
3. Develop your monitoring approach
Tool: Training surveys
Tool: Evaluate yourself
4. Creating a support system
Mentors
Peer support groups or peer
buddies
Meeting spaces and continual
growth

PART 2: EMPOWERED ENTREPRENEUR TRAINING ACTIVITIES

Training Introductory Session
Setting the Stage: Warm-up/Introduction Exercises..........................................................................8
Setting the Stage: Entrepreneurship Core Competencies ..............................................................10
Setting the Stage: Sex & Gender..................................................................................................................16
Building The Skills - This Business section will delve into basic business and financial
lesson plans and activities to implement with participants
Introduction: My Business Model................................................................................................20
Topic 1: Marketing & Customer Care.........................................................................................21
Topic 2: Costing & Pricing..............................................................................................................37
Topic 3: Financial Planning & Management...........................................................................43
Topic 4: Business Growth & Expansion....................................................................................52
Finding Your Voice The Empowerment section will explore techniques and exercises to
help individuals understand themselves and what is important to them
Introduction to Empowerment Section ...................................................................................66
Topic 1: Building Trust in Ourselves...........................................................................................68
Topic 2: Understanding Oneself...................................................................................................71
Topic 3: Understanding Our Core Beliefs................................................................................79
Topic 4: Identifying & Appreciating Ones Strengths.........................................................87
Topic 5: Developing Positive Mental Habits...........................................................................88
Topic 6: Managing Fear & Risk.....................................................................................................92
Topic 7: Knowing Ourselves Through Our Bodies...............................................................95
Moving It Forward The Leadership section will provide tools and lesson plans for
developing leadership skills and enhancing leadership competencies among
participants
Introduction to Leadership Section............................................................................................100
Topic 1: Introduction to Leadership............................................................................................103
Topic 2: Establishing & Developing Clear Visions...............................................................106
Topic 3: Setting Goals & Being Proactive................................................................................114
Topic 4: Problem Solving.................................................................................................................120
Topic 5: Communication..................................................................................................................125
Topic 6: Plan of Action......................................................................................................................132
Reflect: Monitoring and Post-Training Support
Glossary of Terms

WHO SHOULD USE THIS

HANDBOOK AND WHAT IS IT?
VALUE CHAIN
This Handbook is for organizations
who are currently working with, or plan
to work with, women entrepreneurs
to produce or support the design of
household energy technologies, or who
will engage women as sales agents
or entrepreneurs in rural or urban
locations to market, distribute, and/or
provide after-sales service of household
energy technologies.

Design

Manufacture

Distribution

CREDIT: PRACTICAL ACTION

Sales Services

INTRODUCTION

The Empowered Entrepreneur Training Handbook provides six days of business skills,
empowerment, and leadership training curricula and tools that can be implemented
to better support the women sales agents and entrepreneurs with whom you
work. Thoughtful planning and preparation by organizers is required in order to
successfully implement this training. Trainers and implementing organizations
should complete a Human-Centered Design (HCD) Plan (Part 1 of this Handbook),
which will help you prepare a successful, customized training using the materials.
The Empowered Entrepreneur Training Handbook is designed to support an
organization and its trainers in empowering women micro-entrepreneurs, small
enterprise owners, and sales agents who work throughout the value chain in the
household energy sector. While the Handbook has been developed by the Alliance
and is designed to empower women to scale adoption of clean cooking solutions
globally, it has applicability throughout the household energy sector.

An entrepreneur, for the purposes of this Handbook, can be loosely defined

as a person seeking to increase his/her income through his/her own business
activities.
A micro-entrepreneur has no employees and operates alone. Microentrepreneurs often fill the gap between a larger business and remote
customers.
A small-sized enterprise owner can do the same, but employs one to five others
in conducting business. Both types of entrepreneurs add value by providing
services the business cannot do alone.
A sales agent sells a specific product(s) for a business at a designated price,
and potentially receives commission for sales, as well as a base or full salary.
The Handbook uses the term entrepreneur generally, in reference to both
micro-entrepreneurs and small-sized enterprise owners, as well as sales agents.

ii

iii

WHY WAS THIS HANDBOOK

DEVELOPED?
THE ALLIANCE IS COMMITTED TO supporting its partners in reaching the goal of 100 million
households adopting clean and efficient cookstoves and fuels by 2020. The Alliance and its partners
recognize the contributions that women make in achieving the sectors health, environment, womens
empowerment, and livelihood goals. Without engaging women throughout the value chain, it is likely
that global efforts will be less effective and scale less rapidly.
This Handbook is one component of the Alliances overall gender and empowerment strategy to better
leverage womens ability to impact adoption rates of clean cooking solutions. This overarching strategy
is built around five major pillars with activities that will strengthen gender impacts and scale adoption
through gender-informed approaches.
In September 2013 the Alliance released Scaling Adoption of Clean Cooking Solutions through
Womens Empowerment: A Resource Guide. This Resource Guide is a tool for a wide variety of sector
stakeholders, to increase their understanding of why women are critical to the adoption and sustained
use of clean cookstoves and fuels and how to ensure they are included
in every segment of the value chain. This Handbook builds off one of the
Five Pillars of the
core, universal best practices in the Resource Guideto provide initial and
Alliances Gender and
ongoing training (including empowerment, leadership, and business and
Empowerment Strategy
technical skills) to women in the value chain.
I. Build the evidence and
evaluate approaches
II. Build capacity of sector
stakeholders
III. Increase access to
finance
IV. Raise awareness
V. Set and influence policies

iv

CREDIT: CHRISTOPHER CARRUTH, THE VISIONARIA NETWORK

INTRODUCTION
Why does this Handbook have a focus on women microentrepreneurs, small-sized enterprise owners and sales agents?
Women play critical roles in scaling adoption of clean cookstoves and fuels because
of their central responsibility for cooking and managing household energy. In
addition to deciding whether to use clean cooking products, women can catalyze
the market as micro-entrepreneurs and small-sized enterprise owners through the
distribution and delivery of clean cooking technologies and after-sales services that
will contribute to the creation of a thriving global market. Women are well suited
to develop community relationships and conduct point-of-sale activities because of
their own experiences cooking in their homes. Women can leverage their existing
networks to promote the adoption of these new technologies and use their firsthand
experiences in marketing solutions. In areas where there are high levels of gender
inequality, female sales agents can directly reach women who cannot readily access
cities or markets.1*

Why conduct training related to agency-based empowerment and

leadership?
Training that integrates agency-based empowerment concepts and leadership
strategies has immense opportunity to strengthen the capacity and effectiveness
of women entrepreneurs. Agency-based empowerment enhances an individuals
cognitive capacity to create and focus on his/her goals, and leadership skills
enable the tangible realization of these goals. Gender and empowerment research
commissioned by the Alliance has demonstrated the need to foster agency-based
empowerment and leadership as key components in effectively engaging women
entrepreneurs in the clean cooking value chain.
This Handbook is meant to support partners who work with women in the clean
cooking value chain and can be a starting point for fostering womens empowerment
and supporting women entrepreneurs. However, it does not include advice or
strategies for recruitment of women. It is a tool to enable organizations already
working with women to enhance the effectiveness of the entrepreneurs and agents
working throughout the value chain.
Did you know? Evidence suggests that the most common energy enterprises led
by women worldwide are in producing and distributing cookstoves.2, 3

1* Brush, C.; Greene, P., Kelley, D., Litovsky, Y. (2011). GEM 2010 womens report: Women entrepreneurship worldwide. Global Entrepreneurship Monitor.
2 Bhogle, S. (2003). Rural women as agents of improved woodstove dissemination: A case-study in Huluvangala Village, Karnataka,
India. Energy for Sustainable Development VII (3): 70-75.
3 Njenga, B. (2001). Generating opportunities: case studies on energy and women. Upesi rural stoves project. United Nations Development Programme.

WHAT DOES EMPOWERMENT AND AGENCY

MEAN?
While there are many definitions of empowerment, the Alliance defines empowerment as the ability
of individuals to create and act upon decisions that affect their lives. The notion of empowerment
is fundamentally comprised of two complementary and critical componentsresources and
agency. Resources include extrinsic supports such as new skills, availability opportunities, financial
resources, and/or education. Agency refers to psychological states (on an individual level) and is
strongly tied to self-esteem, sense of control, and power or self-reliance. Agency is the capacity,
condition, or state of acting or of exerting power that is focused on their ability to formulate
strategic choices and to control resources and decisions that affect important life outcomes. In the
case of women entrepreneurs:
1. Women need resources to support their growth and take advantage of opportunities in order
to succeed and advance personally and economically.
2. Women need to have the agency to make and act on decisions, including being able to
control resources and profits.
Together, resources and agency constitute capability, which is the potential that people have for
living the lives they want and achieving valued ways of being and doing.4
*

*4 Sen, A (1985) Commodities and Capabilities. Amsterdam & New York: North Holland.

CREDIT: NANCY HUGHES, STOVE TEAM INTERNATIONAL

vi

INTRODUCTION

Recent research findings on impacts of

agency-based empowerment training
on health, development and well-being

vii

Urban and rural disenfranchised women in Kenya Research found

that after four months, those undergoing agency-based empowerment
training were three times more likely to report improvements in
economic condition, ten times more likely to report improvements in
health and 15 times more likely to report improvements in relationships.

Women living in Mathare slums in Kenya after training, women

created two savings groups. After 6 months, 90% of the women reported
having a better capacity to pay for rent, cover educational expenses and
save

HIV positive pregnant and lactating women in India after training

women were found to have enhanced adherence to ARV and improved
health seeking behaviors

Women engaged in sex work in India Research has documented

substantial increases in adherence to ARV, increased testing for HIV, TB,
Diabetes, 80% started savings accounts and after one year nearly 25%
of the women independently had the capacity to seek other employment
and leave sex work.

CREDIT: RANYEE CHIANG

Evidence Demonstrates that Agencyfocused Empowerment Training Can

Increase Sales and Customer Satisfaction
The Alliance commissioned three research studies (Kenya, Bolivia, Nigeria) to test this agencybased empowerment and leadership training to determine what kind of impact it can have on
women entrepreneurs and sales and adoption of cooking solutions. Those studies found:
Kenya Cookstoves Study5*

Women entrepreneurs sold nearly three times as many improved cookstoves than
men generally.

When given the agency-based empowerment training, men and women were 2.7 times
more likely to be high sellers of improved cookstoves than their counterparts who did
not receive the training.

Women and men who received the agency-based empowerment training were two
times as likely to pursue sales leads and continue their business activities when faced
with challenges.

When women sold improved cookstoves, their clients more often reported they were
safe, easy to use and were used frequently and consistently.

Bolivia Women as Agents of Change Pilot Project6**

Agency-based empowerment and leadership training led to more effective women

community leaders. These trained women were able to overcome challenges, identify
news ways of promoting cookstoves, and expressed more excitement about their work.

Trained Bolivian women were able to more effectively promote improved cookstoves in
their communities and enhance demand for clean cooking solutions.

Nigeria Womens Cookstove Entrepreneurs Program (on-going)7***

TRAINING

Rapid start-up and sales activity was accomplished through an agency-based

empowerment training combined with an empowerment based business training
for 92 new female cookstove entrepreneurs resulting in an average of one to two
cookstoves sold per week by active sellers.

Sales

Adoption

Consistent
Use

Community
Benefits

5* Johns Hopkins University, ESVAK, Envirofit

6** CEDESOL, Johns Hopkins University, The Visionaria Network
7***Envirofit, Johns Hopkins University, the Empowerment Institute

viii

HOW WAS THE HANDBOOK

DEVELOPED?
The Handbook was developed by the Visionaria Network and Johns Hopkins University
with input from the following:

ix

Human-Centered Design (HCD) principles and concepts, including IDEOs

Human-Centered Design toolkit (refer to designkit.org for additional
information and resources)

Empowerment methodology developed by David Gershon and Gail Straub

from the Empowerment Institute

Exercises from Educate!

Experiences of The Visionaria Network and GVEP International

Key informant interviews

Evaluation of common entrepreneurial and sales agent training techniques

and theories

Tests and in-field assessments including participant/partner feedback

Existing material from The Visionaria Network and GVEP International

CREDIT: CORINNE HART

HOW TO USE THE

HANDBOOK?
The Handbook is comprised of three sections:
Part 1: Creating a Human-Centered Design (HCD) Plan* to prepare for and customize your training using HCD principles
Part 2: Training Manual includes thematic modules on Business, Empowerment, and
Leadership (~50 hours of material)
Part 3: Participant Packet* includes activities, worksheets, and evaluation forms
In order to effectively implement the training modules, the trainer(s) must spend
sufficient time preparing. As the training is being implemented, there should be a
continual process of reflection and adaptation, according to the context, abilities, and
needs of the participants.
Look for these symbols throughout the Handbook:

Tip

Remember!
Adapt/Customize
Resource Guide Best Practices
Important

RESOURCE GUIDE
BEST PRACTICES

xi

When you see this it indicates a best practice from the Alliances
Resource Guide. Refer to the Resource Guide or the Alliances
website for case studies where people have applied these and
more tips.

Both the HCD Workbook and Participant Packet are separate documents that can be downloaded at
www.cleancookstoves.org

LIMITATIONS OF
THE HANDBOOK
A well-delivered one-time business, empowerment, and leadership training in itself
is unlikely to be sufficient. Ongoing support in the months following the training
is vital to help the participants hone their new skills, develop and implement a
strong business plan, maintain the leadership skills they have learned, and continue
to reflect on their personal empowerment. Empowerment is different than other
trainings in that it is about creating conditions for continual learning. Regular
meetings with qualified business mentors and other women leaders can be an
effective way to provide ongoing support and development.
A mentor can provide tailored business and technical advice, help set and meet
ambitious targets, provide market information and facilitate linkages, promote
knowledge sharing and cooperation, and help entrepreneurs identify and take
advantage of finance opportunities. The entrepreneurs should be paired with a
mentor they can build a strong working relationship with. In addition to individual
mentorship, additional group training can be useful to reinforce and build on
these more introductory concepts. It is key that this business, empowerment, and
leadership training is built on and supported over time in order to be really effective.
Technical training is also important. This Handbook does not include a guide
for technical training since there is a huge range of designs for clean cooking
solutions, and any technical training must be tailored to the specific needs of the
group. However, it is critical that the organizations ensure that the entrepreneurs
understand their products well.

xii

CORE COMPETENCIES FOR THE EMPOWERED ENTREPRENEUR

CLUSTER

CORE
COMPETENCY
ROADMAP

COMPETENCY

Cognitive awareness

Personal
Power

Managing self
Independence and
self-confidence

Assertion / voice
We have identified core competencies
necessary for the empowered
entrepreneur. The Handbook is
designed to enhance these core
competencies in a holistic manner
through business, empowerment,
and leadership lesson plans, which
all complement each other.

Fostering positive
relationships

Relationship
building

Persuasion
Customer service
Information seeking

Planning

Achievement
Vision
Risk taking
Decision making
Grit and resilience
Problem solving

Systematic planning

Personal Power
Cognitive awareness
Managing self
Independence
and self-confidence
Assertion/voice
Planning
Information seeking
Goal setting
Strategic thinking
Systematic planning

Goal setting and

strategic thinking

Vision

Risk taking
Relationship
Building
Fostering positive
relationships
Persuasion
Customer service

Achievement

Decision making
Grit and resilience
Problem solving

xiii

ABOUT

There is shift of the locus of control from outside of themselves to within themselves
Recognizes how ones thoughts affects ones action
Is able to identify limiting beliefs and create beliefs and reframe thoughts to focus on goals

Demonstrates competency to understand and manage emotions

Seeks autonomy from the rules or control of others

Sticks with own judgment in the face of opposition or early lack of success
Expresses confidence in own ability to complete a difficult task or meet a challenge

Takes action in the face of a significant obstacle

Takes personal responsibility for the performance necessary to achieve goals and objectives
Articulates needs

Ability to speak to and listen to others

Ability to motivate and influence others

Uses deliberate strategies to influence or persuade others
Uses key people as agents to accomplish own objectives

Improving relationships with customers

Personally seeks information from clients, suppliers or competitors

Does personal research on how to provide a product or service
Consults experts for business or technical advice

Sets goals and objectives that are personally meaningful and challenging
Articulates clear and specific long range goals
Sets measurable short term objectives

Plans by breaking large tasks down into time-bound sub-tasks

Revises plans in light of feedback on performance or changing circumstances
Keeps financial records and uses them to make business decisions
Has a business plan

Formulates long term visions

Articulates clear and specific visions

Deliberately calculates risks and evaluates alternatives

Takes action to reduce risks or control outcomes
Places self in situations involving a challenge or moderate risk

Able to take action on decisions and plans

Critically assesses current situation and decides to make changes for improvement

Able to address and overcome ongoing challenges

Can reflect on times when they have successfully addressed a challenge

Takes repeated actions or switches to an alternative strategy to meet a challenge or overcome an

obstacle
xiv

HUMANCENTERED
DESIGN PLAN

PART 1
EMPOWERED
ENTREPRENEUR
TRAINING HANDBOOK

What is the HCD Plan?

Recommended Time:
1 day

The three steps of the HCD Plan (HEAR; CREATE;

DELIVER) guide youthe training organizers and
implementersin preparing a thoughtful, customized
training using Human-Centered Design principles.
Human-Centered Design is about putting people at
the center of how projects, trainings, or plans are
designed through examining their needs, dreams,
and behaviors. The HCD Plan is an orderly record of
your answers to a variety of questions and prompts,
which will help you develop your upcoming training.

HEAR
objectives:
Better understand
the needs, barriers,
and constraints of
your trainees, as
well as their hopes
and aspirations
Develop an open
mindset to approach
the training

CREATE
objectives:
Understand how to
deliver a training
that is appropriate
to the context and
participants (format,
methods, mindset)
Develop tools to
use in your training
exercises

DELIVER
objectives:
Understand best
processes for
implementation
and be prepared to
overcome challenges
Develop an
approach for
monitoring results
and supporting
participants
The final outcome
of the HCD process
is a customized
training plan for
your participants

* Refer to designkit.org (of IDEO.org) for additional information and resources.

HUMAN-CENTERED DESIGN (HCD) PLAN

Why should you take the time to create an HCD Plan?

The Handbook offers a variety of exercises (not all of which will be suitable
to every group of trainees) and will need to be tailored. Womens needs and
preferences differ across cultures, societies, and communities. An effective
training incorporates their preferences and honors their needs. Trainers
need to anticipate their needs, closely listen to their participants before and
throughout the process, and be willing to respond and adapt in order to
engage them effectively. Empowerment is a particularly personal process,
and trainers are ultimately responsible for providing a space for women to
empower themselves.
The HCD process is a necessary targeted planning process to create a
relevant, customized, and culturally appropriate training that is informed by
key stakeholders in the program. By creating an HCD Plan, you can be sure
that you have explored the needs of your participants, clarified your goals for
the training in light of their needs and preferences, visualized your successful
training so that you can better react and reflect upon it, and prepared strong
training processes and after-training plans. Training organizations, large
and small, can gain valuable insights through the fresh observation and
stakeholder analysis that this HCD Plan requires.
When?
The HCD Plan should be conducted before the training (recommended within two weeks
before) because a successful training requires preparation and customization.

Who?
We recommend a leader of the implementing organization, a local staff member, and the
trainer complete the HCD Plan together. It is ideal to include a local community member
from the target audience.

Use the accompanying HCD Workbook to complete the HCD Plan.

It is available for download at www.cleancookstoves.org.

Participants prepare for a leadership

workshop with a game to get to know
each other and begin brainstorming a
community agreement.
(THE VISIONARIA NETWORK Urubamba, Peru)

3
CREDIT: CLINT TALBOTT, THE VISIONARIA NETWORK
CREDIT: CLINT TALBOTT, THE VISIONARIA
NETWORK

TRAINING
ACTIVITIES

PART 2
EMPOWERED
ENTREPRENEUR
TRAINING HANDBOOK
4

Please Note:
1.

Bullets vs. Numbers: In the lesson plans, the bulleted text in the colored boxes are talking
points for you, the trainer, to say. Whereas anything that is numbered are directions to
implement an activity or session.

2.

Materials: Ensure that you have the appropriate materials for the trainings.

3.

Participant handouts: Provide participants the participant packet at the beginning of the
training. Not all materials are provided in the packet (e.g., the case studies).

4.

Case studies: Case studies are not in the participant packet because they must be adapted
(i.e., needing to insert names, currency, location). The trainer can read aloud the case
studies, or if it is preferred to have participants read aloud the case studies or read to
themselves, consider printing out copies of the case studies and/or putting the case
studies on a projector.

5.

Existing entrepreneurs: If working with participants who are already functioning

entrepreneurs, ask them to bring relevant business materials to the course. Consider
asking them to bring a product they make/sell.

6.

Notes: Use the blank space on the side of exercises to take notes.

Use these talking points to introduce the participants to the

training:
OVERVIEW OF TRAINING
Congratulations! You have been selected to participate in this course! This is a unique opportunity to
serve your community in a meaningful way.
The purpose of the Empowered Entrepreneur Training Handbook is to equip you (women
entrepreneurs) with the knowledge, skills, confidence, and ability to succeed as a businesswoman in
the clean cooking sector. The training is designed to enhance your capacity to make strategic choices
in business and to transfer those choices into desired actions and outcomes. This training is focused
on improving capabilities so you can become agents of positive social change on your own behalf and
gain recognition in the community. The training will go through three sections:
Building The Skills: Business Trainingbasic business skills and knowledge
Finding Your Voice: Empowerment Trainingbuilding trust and confidence in ourselves while
expanding self-awareness
Moving It Forward: Leadership Trainingtaking your entrepreneurial skills and selfawareness and putting them into action
By the end of this training, you (women participants) will have learned new skills that will help you
become more effective entrepreneurs.

REMEMBER

This training is a tool to support women entrepreneurs, and should be accompanied

with additional support (see HCD Section for more information on supporting
women entrepreneurs).
5

BUILDING THE
SKILLS:

BUSINESS
Overview

The purpose of the business training is to give participants, with varying

levels of business experience, the basic understanding and tools needed
to make their businesses successful. It is aimed at entrepreneurs who are
already active in a cookstove or fuel supply chain, helping them to think
about what it means to be an effective entrepreneur and how they can use
the principles of entrepreneurship to enhance their business activities. They
will learn the following skills and start to apply them to their business:

1. Marketing
2. Customer care
3. Costing & pricing
4. Financial planning
5. Recordkeeping
6. Business models
7. Business planning
By the end of the business training section, participants will have developed
the ability to write and implement a business plan, and improve their
businesses over time. While this training will provide a good foundation,
connecting them with business mentors will be important as they formulate,
implement, and adapt their business plans and business activities.
6

Proposed 2-day Business Exercises Schedule

Session

Day 1

Day 2

Warm up/
introduction

Morning A

After-sales service
(30 mins)

(50 mins)

Entrepreneurship
core competencies
(135 mins)

Calculating costs
(30 mins)

Pricing part 1
(75 mins)

Break

Morning B

Pricing part 2

Sex & gender

(20 mins)

(105 mins)

Financial planning
(75 mins)

Lunch
Business
introduction
& overview

Afternoon A

Managing your money

(60 mins)

Recordkeeping

(10 mins)

My business model
(30 mins)

Marketing part 1
(100 mins)

(45 mins)

Business management
& growth
(45 mins)

Break
SWOT analysis
Marketing part 2

Afternoon B

(100 mins)

Customer care
(45 mins)

(45 mins)

Review business
planning
(30 mins)

Business wrap
up & next steps
(45 mins)

Note: This is an intensive two-day schedule, and days will need to start early (recommended
8 a.m.) to accommodate it. The business section has the most material; therefore some
of the final activities may be pushed to a third day if needed. Also note that there are
additional, optional activities not included in the proposed schedule above. If the optional
activities are included, consider conducting the business training over three days.
7

SETTING THE STAGE

WARM UP/INTRODUCTION EXERCISES

CORE COMPETENCY: Fostering positive relationships

RELATIONSHIP
BUILDING

Juggle Names
1.

Have participants form a circle. Before beginning, have everyone say:

a. Their name

Time

20 minutes

Objectives

b. Where they are from

2.

Start with one small object, say a participants name, and throw the object to her.
Instruct the participant to say a name and throw the object to that person.

3.

Introduce another object by picking a different participant, saying her name, and
throwing the second object to her. Both objects should be going around at the same
time with participants saying peoples names and throwing the ball. Each participant
should be called.

Introduce name and

warm-up for the training

Materials

Objects that can be

easily thrown (e.g., balls)

TIP

Time

30 minutes

Share Goals & Community Agreement

1.

Go around the circle and ask participants what they expect to learn and what they
would like to learn from this training. Write these down on a flip chart.

2.

Explain to participants what your goals are, as the trainer, and explain the outline
and structure of the training. Refer to the participants expectations and what you
would like to learn as a trainer. Explain to the participants that they will go through
three different training sections: business, empowerment, and leadership. They will
complete this training and create two types of plans:

Objectives

Allow participants to

share what they would like

to learn from the training

Share the trainers goals

for the training; and Create
a community agreement.

Materials

Markers
Flip Chart

Have each participant write her name on a nametag, or have the tags
prepared beforehand.

Business plan: A business plan is a document prepared by somebody who

intends to start a business or who is already in business. It gives a complete
description of the business and its goals over a period of time (e.g., from one
to five years). A business plan is like a map showing where the business aims
to go and how it will get there.
Personal action plan: A personal action plan is a guide to achieving your
own goals and next steps; this plan can be adapted for your life and for your
business.

3.

Ensure that participants understand it is a process and they need to be involved and
engaged throughout the training in order to get the most out of it for themselves and
their businesses.

4.

Tell participants that you would like to create a Community Agreement and work with
them to make one (see HCD Plan Method: Community Agreement).

ADAPT/
CUSTOMIZE

TIP

TIP

Use a prepared slide to give a short outline of the training including:

(1) program/timetable, (2) duration, and (3) your goals for the
training.

Write the final community agreement down once the group has
created it and tape it on the wall where people can see it.

Have participants do a pre-survey to obtain information about them

and allow them to express their desires and expectations.

Some other ideas to create a learning space

Have a designated space (wall, bulletin board) or a flip chart as a thoughts/
questions/comments bank. Put sticky notes on the designated space,
and encourage participants to write questions or thoughts that come up
throughout the session. Go back to this space and answer questions as time
allows.
Assign classroom assistants for each day to help with set up, clean up, etc

TIP

At the end of each day check in with the participants by revisiting

goals and expectations.

EXERCISE 1: ENTREPRENEURSHIP
CORE COMPETENCIES
CORE COMPETENCY: Risk-taking & Decision making
ACHIEVMENT

Exercise 1(a): RISK-TAKING

1.

Set up the room. Place a bucket in the room. One meter away from the bucket, place
a chalk mark with the number 1 written on it. Two meters away mark the number
2. At three meters away mark the number 3.

2.

Set up the flip chart, putting the score sheet template on one page and the reward
table on another (both shown below).

3.

Introduce the exercise to motivate participants as a chance to win prizes and prove
their efficiency. However, do NOT yet mention the game is about risk-taking!

4.

Explain the game as follows:

Time

60 minutes

Difficulty Rating

Objectives

Explore participants
own risk-taking behavior

You are participants in a ball toss competition where you can win but also
lose prizes. You will (individually) have chances to throw a ball into the
bucket. There will be three rounds.

Discuss the personal

characteristics inherent to risk taking and
entrepreneurship.

Materials

Round 1: Throwing without spectators

5.

Ask the participants to leave the room. Then invite the participants to come into the
room one by one to make three attempts (without the others looking at her). Before
the player makes her attempts, she has to indicate the distances from where she will
make her attempts. The player should also indicate how many successful attempts
she is expecting (1, 2, or 3).

6.

Record the results on the flip chart or sheet of paper (example score sheet below).
Make sure that it is not visible to participants.

One bucket / trash bin

Three objects to throw
(e.g., balls)

Tape measure
Chalk

Name

Candy and/or other

Attempt
1

rewards for successful

scores (e.g., notebooks,
record books, pens)

Flip chart

1.
2.
3.
4.
5.

10

Distance chosen
Attempt
2

Score
Attempt
3

Attempt
1

Attempt
2

Attempt
3

Round 2: throwing with spectators

7.

Bring the participants back in the room, and repeat the game with every individual
making one attempt, while the other participants watch. As in the first round, each
participant should choose the distance she would like to shoot from. Record the
results as in round one.
Name

Distance chosen

Score

1.
2.
3.
4.
Round 3: throwing to win prizes
8.

9.

Announce that in this round the players can win prizes and will have one chance each
to play. Give each participant three pieces of candy. To make the attempt each player
must pay by turning in all three pieces of her candy. Or, if the player chooses to make
no attempt, she may keep her candy. If the players throw is not successful, she loses
her candy and receives no prize. A successful throw will be rewarded with prizes
(either candy or other prizes that may be appropriate, such as notebooks (bigger
prizes can be worth more prize points). The further away from the bucket, the higher
the reward. Put the following reward table on the flip chart or projector (but change
to show appropriate amounts):
Distance from bucket

Costs [Candy pieces]

Reward [Reward prize

points]

3 points (candy)

4 points (e.g., hair ties)

5 points (e.g., notebook)

Invite those who wish to participate to do so, with others observing, and record their
scores as in round 2. Make sure that participants pay before each throw, and dont
forget to award them any prizes afterwards.

10. Discuss the results using the following leading questions:

Which round did you like most?

Why did you choose a certain distance in rounds 1 and 2?
Did you feel influenced by the presence of the others in round 2?
Why did some participants decide not to participate in round 3?

11

 What was the difference in round 3 as compared to rounds 1 and 2?

Did you feel more comfortable taking risk in round 3 after the first
two rounds?
During round 3 was the possible reward worth the risk?
If there had been men in the group, would they have taken less or more
risk? Why do you think that?
What are the implications if your business is in competition with businesses
run by men?
What did you learn from the game? Can you identify situations in your own
lives that relate to this exercise?

Summary Points:.
What does this have to do with entrepreneurship? An entrepreneur
assesses the situation, the possibilities, the risks, and the benefits and
then decides whether something is worth doing. Although everyone is
faced with situations involving risks at one time or another, it should be
noted that an entrepreneurs success depends on their ability to take
moderate, calculated risks. In business and in life, there is clearly no
way to avoid risk taking. When entrepreneurs take risks, they discover
their own abilities and become more able to control their own futures.
Entrepreneurs become more self-assured and have a more positive
outlook towards risk taking because they have faith in their own abilities
and accept risks as challenges, which require their best efforts to achieve
goals.
Entrepreneurs are calculated risk takers. This means they take risks
after reckoning or estimating the probability of success or failure. They
enjoy the excitement of a challenge, but they dont gamble. They avoid
high-risk situations because they want to succeed. They like achievable
challenges. Entrepreneurs like to take realistic risks because they want to
be successful, but not reckless.
Understanding how and why to take risk is especially important to
women, who are often risk adverse, meaning they tend to avoid risk! Men
are probably more likely to take risks, though this does not necessarily
mean they will be more successful. Risk taking needs to be calculated
well planned and well thought out.
Entrepreneurs take great satisfaction in accomplishing difficult, but
realistic tasks by applying their own skills. Hence, low risk situations
and high-risk situations are avoided because satisfaction is unlikely in
either situation. In short, the entrepreneur likes a difficult, but achievable
challenge.
Although risk taking is a style of behavior, calculated risk taking is a skill
that can be learned and improved. Entrepreneurs should evaluate their
needs before deciding to take a risk.

12

 Some of the questions to ask before engaging in any decision requiring risk
include:
Is the end goal worth the risk involved?
What are the biggest obstacles to achieving the goal?
In summary, an entrepreneur:
Takes calculated risks;
Evaluates the risk-return trade-off;
Uses their previous experiences to estimate risk;
Acts independently of others. He/she makes his/her own decisions, but
can also benefit from mentors and taking advice or observing others.

Exercise 1(b): Entrepreneurship Core Competencies

1.

2.

3.

Now that the participants are familiar with risk taking, ask them to suggest
other entrepreneurial characteristics that are important to become a successful
entrepreneur. Write the suggestions on the flip chart. Tell participants that they will
now learn about entrepreneurship core competencies, which are characteristics or
capabilities that are important to adopt as a successful entrepreneur.

Time

45 minutes

Difficulty Rating

Objectives

Conduct a case study of an entrepreneurs activities. An example is provided

after this exercise. Ask participants to read it and underline where they think the
entrepreneur is demonstrating a core entrepreneurial competency.

pants to identify important

Discuss the case study with the whole group using the following questions:

characteristics

Which entrepreneurial competencies does [Woman#1] possess? And what

do these competencies involve?
Which entrepreneurial competencies does [Woman#1] have to work on?
Do you think [Woman#1] is a successful entrepreneur? If she is not, why? If
she is, why?

Encourage participersonal entrepreneurial

Discuss the prevalence

of these core competencies among the group.

Materials

Whiteboard and mark4.

When each competency is mentioned, see if it is already written on the flip chart. If
not, add it to the list.

5.

At the end of the discussion, give the participants the table of empowered
entrepreneur core competencies and project a slide showing the same if possible.

6.

Ask them to match each of the competencies written on the flip chart with those in
the table. Allow participants to ask questions if they dont understand some of the
competencies.

TIP

ers, or easel with drawing

paper and markers

Projector

Ask one of the participants to volunteer to write the suggestions on the

flip chart.

13

Example
ADAPT/
CUSTOMIZE

case study:

[Woman#1]

and her business

[Woman#1] is a businesswoman selling cookstoves in [city]. Before she started this

business, she had been working as an employee of a shop that was selling cookstoves.
She gained experience in selling these products, studied the current market situation,
and then decided to start her own business. She shared her decision with her family
members and asked them to lend her some money as an initial investment. This,
combined with her own savings, was enough upfront investment to start the business.
She selected a very suitable business site, where many potential customers pass as
they travel to and from the area. She organized her shop and works effectively and
efficiently.
Apart from taking a risk in leaving her job to start her own business, she is confident
in handling customers and suppliers. She is cheerful, humble, and a hard worker by
nature. This attitude enables her to attract customers.
She promotes her business using different methods of advertisement, including giving
out her business card to many people. [Woman#1] believes in planning before making
any move concerning businesses. She sets a clear and realistic goal and plans towards
that goal.
[Woman#1] is also known by her strong personality and extensive knowledge on
cookstove quality. She selects suppliers carefully and advises them to be very conscious
in their work in providing quality. For her, quality products are the results of using
quality materials and quality processes.
[Woman#1] is generous with money, and expects others to be the same. When she
wants to give money to her family members she simply takes it from the cash box
without keeping a record of how much she took. She does not remember how much
her family members gave her to start the business or how much of her own savings she
put in. When she buys and sells cookstoves, she often forgets to write it down.

ADAPT/
CUSTOMIZE

14

If any participants are unable to read, ask one or two participants who
can read to do so loudly to the rest of the group

Exercise 1(c): Entrepreneurship Core Competencies,

with Gender
1.

2.

3.

4.

5.

6.

7.

Ask the participants to split into small groups and go through the entrepreneurship
core competencies. They should discuss how they already apply these competencies
to their businesses.
For each competency and its sub-components, they should choose one example of
how someone in their group applies it to her business. If this is not possible, they
should give examples of other successful businesspeople they know.
As a group, go through the list of competencies and discuss the different examples
that the groups identified.
At the end, summarize how many of the examples were about women and how many
were about men.
For any that were about men, ask if this could also be applied to women? If
necessary, ensure that the participants understand that the characteristics are not
gender specific: both men and women can equally demonstrate them. Participants
may confuse male and female competencies with gender norms, roles, and
stereotyping. This will be explored a bit more in the next exercise.
Ask the participants if there are any competencies that they have particular difficulty
applying to their businesses or relations with customers.
Identify how the business, empowerment, and leadership training will help them to
develop those competencies they have mentioned as weaknesses.

Time

30 minutes

Difficulty Rating

Objectives

Assess how
participants themselves
apply core competencies
in their businesses
and identify their
weaknesses

Discuss the
linkages between
entrepreneurship core
competencies and
gender.

Materials

Whiteboard and
markers, or easel with
drawing paper and
markers

Projector

15

EXERCISE 2: SEX & GENDER

CORE COMPETENCY: Cognitive Awareness
PERSONAL
POWER

Exercise 2(a): Sex & Gender

1.

Time

When you see a man or a woman, do you recognize the difference? Write
three things to help recognize the difference between a man and a woman.
Now, what kind of responsibilities does each have and what activities do
they do? Write down a couple of responsibilities and activities that a man
has/does and that a woman has/does.

60 minutes

Difficulty Rating

Ask participants to break into small groups. Explain:

Objectives

2.

Have each group share answers with the larger group.

Discuss the differ-

3.

Ask participants if they know the difference between sex and gender. Build off their
answers to explain:

ence between sex and

gender

Men and women are a different sex, meaning they are biologically different
so they do not look the same. The biological characteristics of being male
or female are genetically determined and cannot be changed.
Gender refers to widely shared ideas and expectations concerning men
and women. Gender is socially constructed, meaning that society attaches
certain expectations and roles to each of them based on their sex. In
different societies men and women have different responsibilities and do
different activities.

Promote the idea

that gender roles are
not fixed: they can be
changed if people are
willing to change them.

Materials

Whiteboard and
markers, or easel with
drawing paper and

4.

Give each participant two cards, one yellow and one green (for example). Explain that
yellow will represent sex while green will stand for gender.

5.

Read aloud the statements below, and ask participants to raise the corresponding
color to answer whether they think it is a biological/sex role (S) or a gender/cultural
role (G).

6.

Guide a discussion on responses for each statement.

markers

Green-colored cards
for each participant and
yellow-colored cards for
each participant

Women can get pregnant. (S)

Women are responsible for the household and children. (G)
Men have short hair, women have long hair. (G)
In [country], a lot of women earn less than men. (G)
Women breast-feed. (S)
Women are often traders or accountants in many countries, but in other
countries these jobs are always done by men. (G)
Men usually have a lower voice than women, for example when singing or
making public speeches. (S)

16

7.

Discuss:
What are the main differences between men and women?
Which ones are related to their sex (biological) and which ones are related to
their gender (social/cultural)?

8.

Conclude the exercise with the following key points:

There are biological and social differences between men and women.
Sex refers to the biological differences between women and men that are
universal and do not change (they are genetically determined). Gender
refers to social differences and relations between the sexes that are learned,
change over time, and can vary widely within and between societies.
There are usually gender values, norms, and stereotypesexpectations of
what men and women should be like and what they are capable of doing.
Gender roles are learned and can vary widely within and among cultures
depending on socio-economic factors, age, education, ethnicity, and religion.
Every culture has gender-based norms about what is suitable behavior
and what are suitable activities.
Gender roles are the different responsibilities of women and men in a
given culture or location, or the different tasks that women and men
undertake.
Gender roles can and do change fast, if people want to and/or if their
situation changes.

ADAPT/
CUSTOMIZE

If all the groups want to be men or women it may be best to assign

teams to be one or the other in order to have diversity.

Exercise 2(b): Gender & Business Discussion

1.

Have participants break into groups of three. Explain:

What are the main differences between men and women?
As a team, imagine you are setting up a cookstove or fuel business. Each
team must choose to establish and run this business as women or men.
What is your teams business? Do you all want to be women or men?
Remember, choose one per group!
List five key points on the benefits of operating your business as your chosen
gender.

2.

Let a representative from each group share their reasons with everyone.

3.

Write the key points under men/women on a flip chart or whiteboard.

Time

45 minutes

Difficulty Rating

Objectives

Identify gender
issues affecting women
and men in business

Create a list of strategies for addressing the

identified gender issues
in business

17

Materials

4.

Go through responses from each of the groups to establish similarities and

differences. Ask if all activities are applicable to both men and women.

5.

For any that are not applicable to both, ask the group:

Whiteboard and markers, or easel with drawing

paper and markers

Is this not applicable because of gender (norms, roles or stereotypes causing

constraints) or sex (biological/physical constraints)?
What opportunities/constraints does this create?
What strategies would help deal with those opportunities/constraints?
6.

Conclude with the following points:

Both men and women can succeed in business.
Many benefits and challenges can apply to both men and women.
Where there are different opportunities/constraints, there are strategies that
can help you deal with them. Sometimes the constraints are gender related.
These constraints are not necessarily set in stone.
This training will focus on the particular needs and opportunities of women
in enterprise.

Discussion: Cookstoves, Gender & Business

1.

Ask participants:
What are your actual cookstove or fuel businesses?
Are women or men often involved in cookstove or fuel businesses in your
area?
What types of activities do women and men conduct in their cookstove
or fuel businesses?
If they are different, why is that?
What are some benefits to being a woman in a cookstove or fuel business?

2.

Use examples from the handbook introduction to reinforce to the women why they
are particularly good for the cookstove and fuel businesses (e.g., women as the cooks
understand the needs and desires of other women users; women understand their
familys needs and look out for the health of their family members; and women are
able to communicate well to other women, especially regarding household products
and can reach new consumer segments).

TIP

18

If there has already been group work, ask that different groups are
formed and that different people present back to the main group this
time. Keep track of who has presented to the main group, so that you
can ensure everyone takes a turn.

EXERCISE 3: BUSINESS SECTION

INTRODUCTION & OVERVIEW
CORE COMPETENCY: Goal-setting and strategic thinking
1.

2.

Tell participants that they will be exploring business concepts and activities. The
goal of the business portion of the training is to help them understand how to have
and grow a successful business. The key to operating a growing and successful
business is having a clear and thorough business plan. At the end of the section, each
participant will create a business plan. Ask participants if they know what a business
plan is and what it is comprised of.

Build off their answers to explain the following:

Difficulty Rating

A business plan is a document prepared by somebody who intends to start

a business or who is already in business. It gives a complete description of
the business and its goals for a period of time (e.g., from one to five years).
It helps keep track of the different pieces that make a successful business. A
business plan is like a map that shows where the business is trying to go, and
how it will get there.
We will explore four sections of a business plan, including:
Marketing plan
Costs and prices
Financial plan
Organization and management
We will begin by reflecting on business goals and models, and then will go
through each of these sections, one at a time. We will also learn other skills
along the way that are important as you grow or develop your business.
After we have gone through each of these four sections, we will revisit
business plans in more detail.
3.

PLANNING

Time
10 minutes

Objectives

Introduce the business topics that will be

covered in the training

Explain how these

topics are critical to
understanding and creating a business plan

Materials
None

Remind participants that after the business plan has been developed, they will go
into another training section that is focused on their individual development and a
personal plan of action. Explain to them that the later section on empowerment will
help them gain more confidence and awareness to grow the businesses they create or
participate in.

19

INTRODUCTION: MY BUSINESS MODEL

EXERCISE 1: BUSINESS MODEL

ACHIEVMENT

PLANNING

CORE COMPETENCY: (1) Vision, (2) Goal-setting and strategic thinking

Exercise 1(a): Business Model Introduction

1.

To get started, explain to participants that they will be reflecting on some basic facts of
their businesses or intended businesses by looking at their business models.

2.

Explain:

Time

30 minutes

A business model describes the various aspects, approaches, and values

that an enterprise offers to one or more segments of customers while
launching or running a business.
A business model is made of four key components:
Business goal: Objectives the business aims to achieve through its
operations. This includes profit-making as well as social objectives
(e.g., improved health of stove users, environmental protection by
reducing fuel use).
Product/services: What will be sold by the business, and how the
business will make or obtain it/them.
Demand: The target group (for the product(s)/service(s)) and its
characteristics.

Difficulty Rating

Objectives

Communicate concept of business models

and discuss participants business models

Materials

Business plan over-

Delivery model: Sales and/or distribution, working with other

businesses or people in the market.

view worksheet

Writing materials

3.

Have participants answer the following (discuss in pairs):

What is my business aim (profit)? What are my social objectives?
What is/are the product(s) or service(s) I sell? How do I make or obtain the
product(s) or service(s)?
Who is my target group?
How do I (physically) sell or distribute my product(s) or service(s) (e.g., I
have a booth selling goods at a local market)?

4.

Have each participant fill in her business plan overview worksheet in the participant
packet.

IMPORTANT

20

Women may have different objectives and overall goals for their
businesses than men. They may be looking for something they can do
from their home or small shop, or to supplement income from other
activities, like farming.
Diversifying income sources is a way people manage risk.

TOPIC 1: MARKETING & CUSTOMER CARE

EXERCISE 1: MARKETING SKILLS

CORE COMPETENCY: (1) Information seeking, (2) Persuasion

Exercise 1(a): Introduction to Marketing Skills

1.

PLANNING

Explain to the participants:

To have a successful business you have to satisfy the needs and wants of
your customers. How can you satisfy the wants and needs of the customers
and how can you attract them to buy your products instead of those from
your competitors?
That process is what we call marketing: To satisfy the wants and the needs
of the customers so that they buy your products/services.
Remember one of the most important things for a business is to sell the
products. So, the customer becomes the most important person to the
business!
To satisfy the wants and needs of the customers, a business should give
attention to the 5Psthese will help you be the best seller of a product or
service.

2.

Ask if any of the participants know what the 5Ps stand for. Write them on the flipchart.

3.

Display the 5Ps marketing mix (below) on the projector, if possible.

RELATIONSHIP
BUILDING

Time

170 minutes

(activity times included;

not including optional
activities)

Difficulty Rating

Objectives

Communicate
the basic elements of
marketing

Increase awareness
and discuss the
importance of meeting

4.

Go through the summary points and activities on the following pages for each of the
5Ps, in the order they are presented.

customers demands

Materials

Whiteboard and
markers, or easel with
drawing paper and
markers

Projector

21

#1: PRODUCT
1.

Explain:
Product refers to what you are selling, including all the features, advantages,
and benefits that your customers can enjoy from buying your goods or
services.
When marketing your product, its important to think about key features
and benefits your customers want or need. Remember that if the customers
dont like your products, they will not buy them! Its about your customers
and their preferences/needs.
As a sales person, you have to believe in and know your product. Your first
sales should be to yourself! Then you will see the benefits in your sales.

2.

Ask the participants to imagine they have gone to a store that sells goods for
the kitchen (such as cooking tools). Ask them what makes them like a particular
item in the store. Write their suggestions on the flipchart. When they have
finished, make sure they have included the following:

Type of material/quality
Packaging
Sizes
Color/design/styles
Customer service (e.g., if a more expensive item can be repaired)
Benefits it brings (e.g., sharper knife makes for easier cutting)

It is the customer who holds the key to a business, so its important to think
about what key features and benefits the customers would like or would be
attracted to.
Ask participants what is attractive about their cookstove or fuel product. It
can be the physical appearance or something like health and time-saving
benefits. Have them share with a partner what is attractive about their
product.
Remember to tell your clients why your product is good for their needs and
preferences. When marketing your product, make sure to emphasize the
things that your customer is interested in. For example, some customers
may care more about time savings than the physical appearance.

TIP

22

If working with women who produce cookstove or fuel products,

explain to them that it is important to understand needs and
preferences of customers before making a product. Customers may be
able to provide insight on the look or fuel of the cookstove, which can
inform your design process.

Activity (a): My Cookstove Slogan

1.

Have participants get into groups of two or three. Instruct each group to design a
short slogan (no more than 20 words) along with a picture to market a cookstove
product. They can either use the cookstove they already sell, or you can provide them
with a picture of a cookstove or fuel product to promote.

2.

When participants have created their slogans, have each group share.

Time

20 minutes

What is a slogan? A short and memorable phrase used in advertising.

TIP

Post the slogans on the wall in the classroom, along with other things
that are made during the week.

#2: PERSON
1.

Explain the importance of understanding your client:

It is important to determine whom you are selling your product to. Who is
your target group? For example, your target group can be women and men,
girls and boys, young adults, adults, old people, people of different income
levels, etc.; shops, restaurants, hotels etc.; or customers with little money,
moderate amount of money, a lot of money, etc.
Narrowing your target market can be important because it allows you to
communicate easier with potential customers, and it can be cheaper/less
complicated to serve a narrower target.

2.

Ask the participants to think about who the target group for their product is or could
be:
Is this target group the right one? Is the target group interested in buying
the product? Why are they interested in the product?
It is important to know that the more you learn about your target group, the
more you can speak to their true needs, and the greater chance you will
have of being successful.

3.

When the target group is determined, discuss the following topics:

What are the characteristics of the target group? What are the interests of the
target group?
What is the experience/opinion of the target group with cookstoves?
What is the message I want to communicate to the target group?
23

Time

Activity (b): Marketing with a Gender-Lens (Optional)

30 minutes

1.

Have participants find a partner.

2.

Have three examples of products (e.g., hairbrush, pot, radio).

3.

Explain to participants that they will be told the name of a product and whether the
potential customer is female or male. They will then have to convince their partner,
based on this characteristic, to buy the product.

4.

Have one participant go first.

5.

Announce the name of the product. Give them 30 seconds to think and 30 seconds to
convince to their partner.

6.

Have the partners switch, so the convincer becomes the potential customer, and vice
versa.

7.

Repeat for all three products, switching the genders so that each participant does at
least one for male and one for female.

RESOURCE GUIDE
BEST PRACTICES

Discuss:
Was the same product promoted differently for a man than for a woman?
Men and women have different needs and preferences. They may like the
same product for different reasons. Its important to be aware of these
preferences and to know who you are marketing a product to.

TIP

Time

Run this exercise like a game. Use a clock or stopwatch and let
everyone know that on the count of three, they have 30 seconds to
think about their case. Then, use a timer to count down 30 seconds for
them to convince their partner.

Activity (c): Marketing a Cookstove with a Gender-Lens

20 minutes

1.

Have each participant spend five minutes thinking about her cookstove product and
creating two lists. One list should be of benefits that women like about the product,
and one list should be of benefits that men like about the product.

2.

Have participants find a partner and share.

Debrief

24

1.

Have participants share with the group benefits that men like and benefits that
women like.

2.

Have participants rank the following benefits by importance for women, and do the
same for men: Convenience; time; money; safety

#3: PRICE
1.

Explain:
Correct pricing of products is critical. If the prices are too low you will not
make a profit, if they are too high the customers may not want to buy. If the
prices are high and you cannot change the price, there are some strategies
to still make the purchase feasible for your customers.
We will explore more about pricing and profits later in the training. The
pricing exercise will explore more in depth the importance of pricing and
different pricing methods.

2.

Ask the group what they currently sell their products for. How many products do they
sell each month? Do they know how much money they get to keep for themselves
after costs?

3.

Ask the group, regardless of the normal price they sell a product or service for, in
what other ways can they attract customers with the price. Use their responses to
begin explaining discounts, special offers, and favorable payment conditions:
Was the same product promoted differently for a man than for a woman?
Discounts: Customers can be attracted by offering discounts. For example:
Cash discount: customers who pay cash pay a lower price than those
who buy on credit (loan).
Group discount: customers in a group who pay cash for a certain
number of products pay a lower price.
Quantity discount: customers who buy in bulk pay less per unit.
Special offers: Customers can be attracted by special offers, particularly if
they will soon become unavailable. Play with time here, such as offering a
limited time only offer. For example:
If you buy a cookstove in the next week you will get a weeks worth of
fuel for free!
Favorable payment conditions: Customers can also be attracted to buy from
you if they can pay in installments. However, be careful when selling on
credit! Try to limit it as much as possible to trustworthy customers. Helping
consumers have financial access to products will be explored in detail later
on, with more options and examples.

4.

RESOURCE GUIDE
BEST PRACTICES

Make sure participants understand that the goal isnt necessarily to have the lowest
price. Cookstove products can be expensive, but they also have great, long-term value
in efficiency, savings, and safety.
#4: PLACE

1.

Explain:
The third element of marketing is the place you sell your productsbasically,
how you make products available to potential customers.

25

 The main location of your business might not always be very accessible for
customers/your target market. For example, if you are making cookstoves,
you might do this at your home, which is near to a source of clay. But this
may not be a good place for customers to see and buy them. In that case,
you will need to think about where you can take the cookstoves so that
customers will see themperhaps to a nearby marketplace each week. If
you are selling products to women in particular, where do they buy their
goods and when?
Its also possible to distribute the products to customers through other
people or retailers. For example, you may sell to other women or men who,
in turn, sell to end-users.
2.

Ask the participants where their businesses are currently located and what the
advantages and disadvantages are at these places. Ask them how they could make
their products more accessible to their customers.

TIP

As you go through the 5Ps, there is a lot of information to give the

participants, so try to make it as interactive and visual as possible.
Consider using a projector to show photos of different cookstoves or
locations where cookstoves are being sold, and ask the participants to
discuss if each one shows a good marketing example or not, and why.

#5: PROMOTION
1. Ask participants to define what promotion is. Build on their suggestions with an
explanation of promotion:
This P is often neglected by entrepreneurs, as they think that promotion
is only done by big companies. However, any business can use promotion in
order to attract customers!
In order to sell your products you should promote your products and your
business. If the customers dont know you and dont know what you are
selling, they will not buy!
Promotion means to communicate information about your own business
to your customers in order to persuade them to buy your cookstove or fuel
product/services.
Features vs. Benefits: Explain to the participants that in promotion, they
can focus on selling a product benefit or a product feature. A feature is a
factual statement about the product. For example, the efficient cookstove
uses less fuel. A product benefit answers the question, Whats in it for
me if I buy this product? For example, an efficient cookstove saves time
and is convenient. Promotion plans are most effective when they focus on
the benefit of the product to attract the customer. Once the customer is
interested, product benefits can help complete the sale.
26

2.

Ask the participants what information a businessperson needs to communicate to customers? Write their
answers on the flip chart. When they have finished, give them any that they have missed:

Info about the business

Name

Info to attract the

customers

Info about the product

Type of cookstove or fuel

Reasons why they should

buy your products
(e.g., quality, warranty, efficiency, after-sales service)

Location

Price

Opening hours

Quality

3.

Ask participants how a businessperson can tell customers about products/services? Answers should
include:
Word of mouth

Displays

Advertisement in a newspaper

Advertisements on the radio/T.V.

Signboards/Posters

Letters, leaflets, brochures

Stall in local market

Going door to door

Village community meetings

Presenting to church, savings

group, etc

Selling your product through a womens group or a savings group, is a

great way to promote and sell products. You know the members in these
groups and may be more comfortable selling to them. They can also pay for
cookstove or fuel products collectively.
Also, word of mouth is often a strong method to use. This is because people
buy products that they can trust, particularly in rural and peri-urban areas.
If a recommendation for a product comes from someone that they already
trust or respect, they will naturally have an inclination to trust the product
and want to buy it.

Activity (d): Promoting Your Cookstove Product (Optional)

1. Ask the participants how they should promote their product:

RESOURCE GUIDE
BEST PRACTICES

Time

45 minutes

Costs: How much can you afford to promote their product (e.g., an
advertisement in a newspaper might be too expensive for a small business)?
Objectives: What message do you want to communicate to your customers
(e.g., if you want to communicate the quality and designs of the items, then
it is better to make displays instead of advertising on the radio)?
27

 Target group: To whom do you want to communicate your message (e.g.,

if customers live in a certain area of your town, then a national radio
advertisement would not reach the right target group (as well as being
expensive))?
Incentives: How can you use existing customers to attract and bring in new
clients? Consider offering customers who refer new customers a commission
(a percentage of final sale or fixed amount), a discount on future purchases, or
other products, etc.
2.

Divide participants into small groups and have them create a plan to promote
efficient cookstoves. You may want to give them a case study to discuss (an example
is given below). Ask them to think about:
How did the case study businesswoman promote her cookstoves? Did she
discuss benefits or features of the product? Optional: Did she include both
above the line and below the line techniques?
What information did she focus on, and how did she communicate it?
What other information could she have mentioned?
What other ways could she communicate information about her cookstoves?
Would you do the same to promote your cookstoves? What information would
you want to give your customers and what methods would you choose?

Example Promotion Case Study

ADAPT/
CUSTOMIZE

[Woman#1] wants to promote her improved cookstoves [name of cookstove] in [city].

There are no other improved cookstoves in the town, so people dont know much about
the cookstoves. [Woman#1] rents a market stall every Saturday in the town. She brings
a [name of cookstove] and sets up the three-stone traditional stove. She then starts
boiling a meal of [maize/rice]. She lights up both stoves with firewood and boils [dish]
separately on each stove.
She exclaims: Look, using the [name of cookstove], two pieces of firewood burn for
more than three hours and can boil [dish]. To boil the same amount has taken more
firewoodten piecesusing the traditional stove! The improved cookstove is more
economical than the traditional three-stone stove so it saves fuel and saves you money.
And look, there is less smoke on the [name of cookstove] stove! It is better for your
health and that of your children.
After the demonstration, several observers are interested in the [name of cookstove]
stove and ask questions. [Woman#1] sells five stoves after doing the demonstration.

28

Exercise 1(b): Wrap-up Marketing Skills

1.

Time

30 minutes

Debrief: Explain the following and refer to the 5P pie (in first part of exercise):
The 5Ps are all interrelated. They can be seen as parts of a pie: if one part is
big, then the others will be smaller, but they always form one pie together.
If you want people to buy your product, then you should check on all the
5Ps. Example:
If the quality of your product is very good, then your price can also be
high.
If the location of your business is far away from the customers, then you
have to make more efforts to attract your customers (e.g., by promotion).

Difficulty Rating

Objectives

Communicate
the basic elements of
marketing

Increase awareness
and discuss the

2.

3.

Review by asking participants how gender roles might affect elements of the
marketing plan. What disadvantages do women potentially face in relation
to men? What advantages do women have? How can female entrepreneurs
overcome these barriers and make the most of their advantages?

importance of meeting

Have participants fill out the marketing plan sheet of the business plan section in the
participant packet, as much as they are able.

sheets in the participant

4.

Have two to three volunteers share their marketing plan with the group.

5.

Conclude that it is the seller/entrepreneur who manages to create the perfect

marketing mix (meaning the right product, with the right price, in the right place, and
supported by the right promotion in the right time) who will be more successful than
his/her competitors.

TIP

ADAPT/
CUSTOMIZE

customers demands

Materials

Marketing plan
packet

If there are any other external people available (e.g., your colleagues,
hotel staff) ask them to come and join the exercise as potential
customers and give their own reactions to the marketing techniques.

If it is feasible for participants to bring one of the products they

produce/sell (e.g., cookstove liner, cookstove, bag of briquettes), ask
them to do this exercise with their own products. Alternatively, you
could provide them each with one type of energy product.

29

Marketing 5Ps
PRODUCT

example summary for participants

A good cookstove satisfies your customers needs and
wants. Keep in mind these benefits to tell your customer
when selling cookstoves:
Quality
Attractiveness & Design
Distinguish from traditional stoves or other
available products/services
Combination with fuel (if applicable)
Benefits as compared to traditional stoves
Warranty

Key questions:
Are my cookstove or fuel products/services different from others that are available?
If so, how?
What is attractive to my target customers about my cookstove or fuel product/
services?
PERSON

It is important to determine your target group. Once you

have done this, keep in mind their:
Characteristics
Interests
Experiences/opinions with your product/
service

Key questions:
Who is/are my target group(s) (e.g., children, young adults, adults, old people,
wealthy people, poor people, etc.; shops, restaurants, hotels, etc.; customers with
little money, moderate amount of money, a lot of money etc.)?
What are the characteristics of my target group(s)?
Why is/are my target group(s) interested in buying my product?
Can they access and afford my product?
What are benefits I should emphasize to men? What are benefits I would
emphasize to women?
PLACE

Make sure that your products are accessible to your

customers. Keep in mind:
A good business location is easily accessible
for customers, clean, safe, attractive,
clearly visible, and open during regular and
convenient hours
A good presentation of products (display)
Finding the best way to distribute your product

30

Key

questions:
Are my customers easily able to access my products to buy them?
Can customers easily find my business?
Is the place suitable for my business needs (e.g., for making/storing/displaying
products)?

PRICE

Think about how to make the product financially

attractive and affordable for your customers. Some
strategies include:
Discounts
Special, limited-time offers
Favorable payment conditions (such as
installment plans)

Key questions:
Do I know what people will be able to pay for my products/services?
What kind of consumer finance plan can I offer?
What type of risk does that entail (for myself, for my customers)? Is it logistically
feasible to offer finance to my customers?
What can I do to reduce the risk for myself?
PROMOTION

Promotion is all activities to attract customers to buy

your product or services, for example:
Packaging
Visits to potential clients
Sign post
Sales promotion
Advertising
Selling techniques
Word of mouth

Key questions:
Do I use ways to promote my cookstove or fuel products/services? If so, in what
way?
What are the most successful ways I have promoted my cookstoves?
What other ways could I try to promote my product?

31

EXERCISE 2: CUSTOMER CARE

CORE COMPETENCY: Customer Service
1.

Explain to participants that treating customers well is important because

customers who like you and your product can help to promote it by word of
mouth to neighbors and friends.

2.

Provide the participants with a written case study of the impacts of poor customer
care. (An example is provided on page 35).

3.

Ask the participants to read it (individually or as a group) and think about what the
entrepreneurs mistakes were. Discuss the case study with the whole group using the
following questions:

RELATIONSHIP
BUILDING

Time

45 minutes

Difficulty Rating

What lesson do we learn from [Woman#1]?

What advice would you give to [Woman#1]?
If you were in [Woman#1]s position, what would you do to sustain the
business?

Objectives

Present important
customer care elements

Increase awareness

4.

Ask participants: Which dos and donts are there in customer care? Let the
participants call them out and write them on the flip chart.

5.

Look at the lists below and check which the participants have called out. Give clues
to help them get the full list (e.g., what should you do when someone enters your
shop?).

and discuss the importance of meeting clients

demands

Brainstorm
additional dos and
donts.

Materials

Whiteboard and
markers, or easel with
drawing paper and
markers

Projector

32

Dos
Always greet your customers and ask them, How can I help you?
Always be polite and friendlyserve customers with a smile.
Learn to be a good listener; listen with understanding.
If you do not understand, ask the customer to repeat.
Pay close attention to your customers.
If possible, let your customers be free to try the products they want to buy.
Welcome customers objections in the selling process, and reply carefully.
Talk less, and show more.
Dress nicely and in a professional manner.
Always try to be patient, as some customers are slow in making decisions.
While serving your customers, welcome/greet new customers coming in.
Offer help & free services (e.g., maintenance checks) to your customers.
Advise customers on how to get the most out of their stove, how to use it
correctly to achieve maximum fuel savings, and how to look after it.
Thank your customers for coming to your business even if they do not buy.
Be ready to replace a faulty product if a customer has problems with a
stove you sold them.

Donts
Do not argue with your customers.
Do not confuse customers by presenting too many products to them.
Never force a customer to buy what he/she does not need.
Do not give up when customers refuse your prices. Instead, show them
the benefits of the product/services.
Do not drink, smoke, or eat while serving your customers. Give them
your full attention.

6.

(Optional customer service and willpower exercise): Have participants fill out the
page in the participant packet in which they draw what they would do when faced
with two different scenarios.

7.

Summary Points
Customer care is how you treat your customers and how they, in turn, relate
to you and your business. A business can only grow if the business manager
is focused on satisfying the customers needs/wants.
Selling a product requires developing and maintaining relationships with
customers. It is important that you learn what is important to the customer
in order to address his or her needs.
Your survival in business will depend on your customers sharing positive
comments about your products and business with others. To ensure this, it
is important to consider the following:
The products that you offer should be related to customers desires and
requirements (e.g., design, quality, quantity, shapes, colors, sizes, and
price).
If you have employees, they should have a positive attitude and want to
satisfy customers. Customers need to trust that your enterprise has the
relevant expertise to do a professional job.
Your business policies and rules should be understood and followed by
employees (e.g., buying, delivery, storing). Develop customer care rules with
your staff and ensure they are referred to regularly, even when you are not
there.
Your customers, female and male, should be made to feel that they are
treated equally by your business.
You can offer supporting facilities such as credit and hire purchase if you
can afford to, but only if this does not put you out of business.
Make an effort to explain and answer all questions raised by the customer.
This will create trust for your products.
Provide good customer service by having a pleasant attitude and personality.
Maintain a strong business reputation in your business dealings, for example,
by rarely being out of stock for your product(s)/service(s).

33

Finish by showing the customer care cartoons on the projector or printed out, illustrating the
importance of word of mouth:

Satisfied Customer & Word of Mouth

Unsatisfied Customer & Word of Mouth

34

Example Customer Care Case Study

In [city#1] there was a shop called [name of shop] that sold cookstoves. When the shop
first opened in 2005, a lot of cookstoves were sold and business was good.

ADAPT/
CUSTOMIZE

However, the owner of the shop, [Woman#1], had a problem. She made a huge mistake
by thinking that customers would come to buy her products no matter how she treated
them. [Woman#1] did not treat her customers very well and did not think it was
her responsibility to market and sell her cookstoves. As a result, many customers
complained about the owners attitude towards them.
For instance, one day a customer came to [Woman#1]s shop looking for a cookstove.
In the shop the customer took awhile trying to decide on which to buy. The impatient
[Woman#1] asked the customer, are you a buyer or a thief?
In 2010, [Woman#1]s business started to collapse due to a decrease in customers and
sales. In addition, during that time a growing number of shops started selling similar
products in [city#1], and they did attend to their customers well. Instead of investigating
why customers were no longer coming to her shop, [Woman#1] just complained that
she had been bewitched by her competitors.
In 2011, [Woman#1] realized there were no longer enough customers buying her
cookstoves, and something needed to change. She decided to start selling solar
lanterns as well. She took a loan from the bank in order to buy the new stock. Still
business did not go well, however, and many customers continued complaining about
[Woman#1]s bad attitude and poor customer service.
In 2012, [name of shop] was closed by the bank because she failed to repay her loan.
The bank confiscated the remaining products to offset the amount [Woman#1] was
supposed to repay. Thats how [Woman#1] disappeared in the world of business.

35

EXERCISE 3: AFTER-SALES SERVICE

CORE COMPETENCIES: (1) Customer Service, (2) Information seeking; (3) Fostering
positive relationships
PLANNING

RELATIONSHIP
BUILDING

Time

1.

Ask participants: Why do you think it is important to provide service for customers
after selling a product (such as check-ins and maintenance work)?

2.

Build on participants responses and explain the following:

30 minutes

Its important to make sure your customers like your product! Customers
will often share with their neighbors and friends about new products, which
is a great way to help market and promote your business, and its free! If
they dont like the product or arent able to use it correctly, on the other
hand, they can spread bad news about you and/or your product, making it
hard for a businessperson to sell to other potential customers in the area.
If there is a good after-sales service, customers may also be more willing to
buy your product, because they have trust in you as a sales person.

Difficulty Rating

Objectives

Discuss after-sales
service needs and
practice developing an
effective after-sales

3.

service strategy

Ask participants to list some ways they can provide after-sales service. After they
have discussed some ways to provide after-sales service, include the following:
Your contact information: When you make a sale, give customers your cell
phone number, and tell them they can call you if they have any questions
on the use of the cookstove or maintenance problems. You can give them
advice over the phone on how to fix their product, or if its manageable, you
can visit their home to try and fix the product.
Their contact information: Also ask for the information of your customer,
including their cell phone number. You can reach out to them every couple
of months and ask if they have any issues or questions.
Warranties: Ask the company you are sourcing products from or working
for if they offer warranties. This ensures that if the product is broken, the
company will fix or replace it for free. If they do have warranties, get details
from the company, and make sure customers know that they have them.

Materials

Whiteboard and
markers, or easel with
drawing paper and
markers

Projector

RESOURCE GUIDE
BEST PRACTICES

4.

Ask participants what some challenges may be to providing after-sales service (e.g.,
dont have time or resources, or dont have a cell phone).

5.

Have participants brainstorm some solutions. End by re-emphasizing the importance

of customer service and after-sales service. Explain how after-sales service is time
well spent by reviewing the benefits of having satisfied customers.

IMPORTANT
36

Providing advice and replacing or repairing faulty products has a cost!

This needs to be taken into account when estimating business overheads
if the participant is or plans to provide after-sales service.

TOPIC 2: COSTING & PRICING

EXERCISE 1: CALCULATING COSTS

CORE COMPETENCIES: (1) Systematic planning, (2) Decision making
1.

Ask participants if they know how much money they are currently taking home to their
families each month as a result of their business? Do they know how much money they
take home per product?
If not, discuss the importance of knowing this in order to determine the right
price of the product for both the entrepreneur and the customer. The price
may be right for the customer, but if they as the entrepreneur do not make
enough money on each product, it will be difficult for them to purchase
additional inventory and sell additional products.
Additional benefits of correctly setting the stove price (based on cost) include
having additional funds to expand or improve your business and avoiding
situations where you have customers but no products to sell them.

2.

Ask the participants to think about what they spend in order to produce/sell their
product (If participants dont currently work in a certain business, tell them to imagine
a store selling household goods).
What costs stay the same or similar no matter how much you sell?
What costs fluctuate with how much you sell?

3.

As they make suggestions, write them on a flip chart (put variable costs (those that
change) on the left side and fixed costs (those that dont change) on the right).

4.

Ask the participants: why do you think I have split the costs into two types?

5.

When the participants understand that there are two types of costs in a business label
the two lists on the board:

ACHIEVMENT

PLANNING

Time

30 minutes

Difficulty Rating

Objectives

Share experiences
with the concept of cost
and purchasing

Introduce the basic

cost elements and why
costing is important

Materials

Whiteboard and
markers, or easel with
drawing paper and
markers

Projector

Variable costs: These are your expenses specifically to produce/sell your

items (changes based on how much you produce/sell).
Fixed costs: These are all the expenses that will not change with the number
of products you sell. These are often costs you pay to run your business in
general (doesnt change very much based on how much you produce/sell)
6.

Use these points below to explain the differences to participants:

Variable costs are the costs that form part of the final product or service that
you produce. These costs are directly related to the production of an item.
The variable costs can also be divided up, namely into:
Material: These are the costs of materials that are used to produce a
product, or buy a product if you are a retailer, for example, the cost of a
cookstove.
37

 Labor: Your own time and/or the costs of any employees you may have,
including the time of the sales agent(s) associated with selling the
product.
Delivery of product: The cost to physically distribute or deliver a product.

Note: Concepts applied to products also apply to selling a services (e.g. after-sales services).

Fixed costs: Fixed costs are all the other costs that you have in your
business whether you sell stoves or not. These stay the same no matter how
many products/services you make and/or sell. Some examples of indirect
costs are:
Building or stall rental fee; Maintenance and repair of tools,
machines, etc.; General transportation; Promotion costs (e.g., posters,
advertisements); Staff salaries; Fixed annual tax; Electricity to run the
shop
There is also a third type of cost to recognize: Start-up costs. Start-up
costs are the costs that are only incurred once to start the business. Some
examples of start-up costs can be:
Business registration fee; Fee to open a bank account
It is important to know your costs so that you can calculate how much is
spent on producing and selling a product or a service.
The formula for the costs in a business is:
Total costs = Variable costs + Fixed costs
If you know your costs, then you are able to:
Set your selling prices so that you can attract customers or create
attractive financial offers.
Know if you are making a profit or a loss.
Profit = money in money out
Be aware of what costs you money.
7.

Have participants choose one cookstove or fuel product that they sell and fill out
the Variable Costs section and Fixed Costs section of the costs worksheet in
the participant packet, as much as they are able. Then have them estimate their
total costs and total costs per product unit.

8.

Explain that recordkeeping is very important to keep track of costs and profits over
time. This will be covered in an upcoming recordkeeping session.

TIP

38

Remember to keep asking if they have understood what you have

explained. Ask them questions to check this, like, give me an example
of an variable cost. You could ask the participants to continue this
activity with their business mentors after the training (if business
mentors are provided) for additional individual support.

TIP

The concepts that you need to explain to participants can be quite

difficult for them to grasp. Make sure that you prepare, give several
real life examples, and ask them to talk about their own experiences.

Ways to Manage/Reduce Costs (Optional Additional Exercise)

ACHIEVMENT

CORE COMPETENCIES: (1) Systematic planning, (2) Grit and resilience

1.

Ask the participants: Now that you have estimated the costs of running your business,
what can you do with this information?

2.

Keep asking them for more ideas, and give them clues until they suggest managing/
reducing those costs.

3.

Before discussing each point, find out what their suggestions are and build on those.
Why should you reduce your costs?
To make more profit.
To be able to lower your selling price so that more customers will buy
from you and so that you can better compete with your competitors.
How can you reduce your costs?
Cut the costs of raw materials:
Buy material of good quality so that you have less materialthat cannot
be used due to poor quality. Buy materials that are not too expensive in
relation to the quality.
Buy materials in large quantities so you can get a discount from your
supplier.
Cut down on poor quality work, which must be thrown away or sold off
cheaply.
Cut the labor costs
Work at least five days full time in a week (=20 days per month).
Decrease the time needed to produce one item. Work faster and more
efficiently but not at the cost of good quality!

PLANNING

Time

25 minutes

Difficulty Rating

Objectives

Reinforce the importance of monitoring

costs

Communicate strategies for reducing costs

Materials

Whiteboard and
markers, or easel with
drawing paper and
markers

Consolidate and plan your activities

Lower the transport costs of an item to a village by transporting more
items at the same time.
Cut the fixed costs
Use your stationery (pens, paper, etc.) efficiently.
Be careful with your tools; maintain them to prevent damage.
Reduce outstanding loan amount so that you have to pay less interest.

TIP

You may have additional suggestions for participants to reduce costs

based on their experience and the segment of the value chain in which
they work. Integrate these as desired into the discussion.
39

EXERCISE 2: PRICING & PROFIT

CORE COMPETENCIES: (1) Systematic planning, (2) Decision Making
ACHIEVMENT

PLANNING

Objectives:

Familiarize participants with the importance of pricing

Identify the different pricing methods
Calculate profit
Materials:

Either whiteboard and markers, or easel with drawing paper and markers

Exercise 2(a): Introduction to Pricing

Time

30 minutes

1.

Explain:
Do you recall the marketing exercise that discussed price of products
(one of the 5Ps)? In that marketing section we focused mostly on pricing
strategies to attract consumers such as offering discounts, special offers,
or other payment strategies. We will now take a step back and think about
setting a standard price for our products, including how to do it and why it is
important.

Difficulty Rating

2.

Ask the participants: What is a price? What is pricing? Why is pricing important?

3.

Try to get the answers from the participants. At the end of the discussion you can give
the definitions. Make sure that everybody understands the difference between cost
price and selling price.
a. Cost price: How much it costs to buy or produce your product/service.
b. Selling price: How much you sell your product/service for to customers.
c. The mark up is the difference between the cost price and your selling
price.

Time

Exercise 2(b): Setting Prices

45 minutes

Difficulty Rating

40

Not relevant for sales agents that have set prices for selling goods
1. Let participants discuss (in small groups): What do you need to know when setting your
prices?
2. Ask them to summarize their findings for the rest of the group. Make sure that they have
included:

 Costs of production: How much did you spend on making your product (e.g. raw
materials, labor) or preparing to sell your products (e.g. storage, transportation
costs)? This should cover both the variable costs and the fixed costs.
Intended profit margin: How much do you want to charge on top of the cost to
earn a profit? The money that comes from the sales should provide a reasonable
profit so that you can invest in business growth.
Competition: You need to find out the prices that your competitors charge for
the same or similar product. This information comes from your market research.
Target group: You need to know what customers are prepared to pay for your
product/service. This information also comes from your market research.
4.

Explain the three pricing methods that are commonly used:

Cost-plus method
The portion or percentage that you add to the costs of producing the
product/service to get the selling price is known as the profit mark up.
Most entrepreneurs take 20-30% as their mark up, but it also depends
on what is happening in the market.

Example: Pricing a new pair of shoes [currency]

Total production costs shoes

300

Profit mark up 30% x [currency] 300

90

The price that has been calculated is the price at which the
entrepreneur wants to sell his/her product or service, but it might not
be the price (s)he can get! This depends on what is actually happening
in the market.
Comparative method
In this method, you compare your product/service to others on the
market. Depending on its quality and on the cost price, you can fix
the price cheaper, more expensive, or exactly the same price as your
competitors.
What-the-market-can-pay method
This method is based on the supply and demand concept (needs and
wants).
For instance, if the cookstove product is not available on the market,
but there is a demand for it, then the price could be higher than the
one calculated with the cost-plus method. Or, if there are already many
similar cookstove products available on the market, then the price
must be lower than the one calculated with the cost-plus method. But
it should never be lower than the cost price, or you will have a loss!
5.

Ask participants: Which pricing methods do you or your colleagues use? What
method would you like to use?

6.

Have participants fill out the Price section in their participant packets.

41

7.

Ask participants: How would you know if the pricing method is ineffective?

8.

Explain that they can tell when the pricing is ineffective by checking on the following
factors:
Prices may be too high if:
You do not reach your sales target.
You lose some big orders.
Sales of some of your products are low compared to other products.
Stocks pile up.
You receive complaints from customers.
Prices may be too low if:
There are more orders than you can fill.
You run out of stocks all the time.
Sales are good, but the overall profits are low.
Wrong pricing affects both the number of customers who come to buy your
product and the financial situation of your business.

Time

Exercise 2(c): Calculating Profit

20 minutes

Difficulty Rating

Objectives

Practice calculating
profit

Materials

1. Have participants fill out their profit worksheet, calculating their current profit (both
profit per item and total profit).
2. Conclude by summarizing pricing as follows:
The price you charge must cover:
Your costs (variable and fixed).
It should give you a reasonable profit.
It should be competitive.
It should not be higher than what the market wants to pay for it.

Participants profit
worksheet

For more information and an activity on breakeven points (the point at which your
business becomes profitable), see the online Handbook Appendix which has additional
lesson plans. Find the Calculating the Break-even Point activity.

PAUSE! Take some time to review the concepts learned until now with the participants.
Go over each section and ask for some key lessons learned. Also ask for any areas where
participants may need further clarification or support.

42

TOPIC 3: FINANCIAL PLANNING & MANAGEMENT

EXERCISE 1: FINANCIAL PLANNING

CORE COMPETENCIES: (1) Systematic planning, (2) Decision making
Some aspects may be less relevant for Micro-Entrepreneurs and Sales Agents, but the
principles of financial planning are still important.
1.

2.

Ask the participants to look at the Financial Plan section of the business plan
template in their participant packets. Tell them that this session will help them
understand how to make financial plans for their businesses and manage their
finances appropriately.

Time

Ask the participants what the difference is between working capital and investment
capital. Build on their answers to explain:

Difficulty Rating

Working capital: This is the balance of cash that your business has for
day-to-day operations. If you need to buy materials or stock or pay workers,
this will come from your working capital. When customers pay cash for
purchasing products, it adds to your working capital. If you sell products on
credit, this depletes your working capital until they repay their debts.
Investment capital: This is the money that you need to make larger, longerterm investments in your business. You may want to buy more equipment
or expand your facilities (e.g., a new kiln for firing cookstove liners; a small
van for collecting raw materials and delivering products). You need to plan
in advance and make sure that you save enough money for this investment,
or obtain specific investment capital from an external source. You should
make sure that any long-term investment in the business will allow you
to generate more profits in future. You can then pay back your investment
capital once these larger profits are realized.
In your financial plan worksheet you should specify what working capital
and investment capital you have already and what you require to fulfil your
business plans.
3.

4.

ACHIEVMENT

PLANNING

75 minutes

Objectives

Introduce financial
planning concepts

Explain financial
planning in the context
of the participants
and trainers business
activities

Calculate profit
Materials

Either whiteboard
and markers, or easel
with drawing paper and
markers

Ask if anyone has already made cash flow projections for their businesses, and if so,
what their experiences were.

Projector

Ask the participants to look at the cash flow template in their participant packet.
Explain to participants what a cash flow statement is: a record of money in (inflow)
and money out (outflow) to keep track of your balance and profit.

pants will use: (1) Cash

5.

Give them a cash flow case study exercise (see example on the following page) and
ask them to fill in, in pairs, the cash flow projection template in their participant
packets for the case study, and then answer the case study questions using the cash
flow template.

6.

Go through the answers to the exercise. Use the flip chart or projector to show how
the cash flow projection template should have been filled in and how the answers
were calculated.

Worksheets particiflow projection template

in business plan, (2)
Cash flow case study
exercise

43

7.

Use the case study to facilitate wider discussion about sources of business
finance. For example:

8.

Where did [Woman#1] obtain the finance for her business?

What other options might she have had if she did not have any savings?
Did she use her savings for working capital or investment capital?
What type of longer-term investments might she think about making in future
(e.g., purchasing a small van so that she can transport more stock and reduce
her transport costs)?

Have each participant fill out Part 3: Financial Plan in the participant packet to the
best of her ability. Remind participants it is fine not to be able to fill this in completely
now.

TIP

Mentors can be very valuable in following up with the participants and

supporting them in finishing their financial plans, as well as overall
business plan.

TIP

The example exercise is provided for a distributor/retailer. If the

participants are primarily manufacturers you can adapt it so that it is
more relevant to their business type.

Example Cash Flow Case Study Exercise

ADAPT/
CUSTOMIZE

[Woman#1] has decided to set up a market stall in [city#1] to sell second hand clothes.
Because it is a new business she doesnt have any cash in the business at the start.
She therefore looks at her personal savings and finds that she has [2,000 currency].
She decides that she will invest this in her new business.
In January, [Woman#1] goes to [city#2] to buy stock from a friend who stocks good
quality clothes there. She decides to buy 40 different items at [30 currency] each, and
pays [100 currency] for transporting them back to [city#1].
Since January will be [Woman#1]s first month of trading, she thinks she will only sell
10 items at [50 currency] each. She hopes that from February onwards, however, she
will be able to sell 20 items per month as people will know her business by then.
If her expectations are correct, in March, [Woman#1] will need to return to [city#2] to
buy more stock. She will buy another 40 items in March and another 40 in May.
Each month, [Woman#1] also needs to pay [50 currency] for renting her market stall.
She wants to pay herself a salary too, as she will need money to use outside of the
business. She will pay herself [200 currency] per month.

44

Case Study Questions:

Based on [Woman#1]s business plans, how much

cash will she have in her business at the beginning of July? Will she be able to recoup
the savings she invested?

Answer: At the start of July, [Woman#1] will have [2,100 currency of cash] in the
business. Theoretically she could take her savings back at this point, but if she does
that she will not have enough working capital left to purchase new stock. Without
buying new stock she will only have 10 items left to sell.

Would you like a more advanced lesson plan on accessing business finance? See the
Handbook Appendix which has additional lesson plans. Find the Introduction to Business
Finance activity.

Did you know?

Women entrepreneurs can face challenges in accessing loans or capital.
Challenges include:
Women may have lower financial literacy and be risk adverse, making them hesitant
to take out loans.
Women may be disadvantaged in financial markets as they often have fewer years or
work experience, lower intra-household bargaining positions, and less control over
their earnings, impeding their ability to save money and build assets.
Discriminatory property rights may limit womens ability to use collateral to obtain
credit, and women may lack sufficient collateral to apply for a loan.
Women may also come under pressure from male family members to surrender cash
savings or business income.
Opportunities or suggestions include:
Encourage women to develop networks or groups in which they can support each
other in accessing loans or capital.
Offer training and mentorship to help them gain confidence and take out/manage
loans.
Recommend that women organize in groups or networks to access and/or repay
loans more efficiently.
Provide them with loan opportunities directly to access products or offer products
initially on micro-consignment.
A savings account or participation in a savings group may help keep savings
intended for investment in the business safe from other family members.
Additional best practices to supporting women entrepreneurs in accessing finance can
be found in the Alliances Scaling Adoption of Clean Cooking Solutions through Womens
Empowerment: A Resource Guide.

45

EXERCISE 2: MANAGING YOUR MONEY*

CORE COMPETENCIES: (1) Systematic planning, (2) Decision making*
ACHIEVMENT

PLANNING

1.

Ask the participants: What do you need money for?

2.

Have participants come up with answers that relate to private expenses (e.g., buying
food for the family, school fees) and business expenses (e.g., buying stock or raw
materials, transportation to go to the market). Have participants write these things on
sticky notes, and put them up randomly on the board.

3.

Ask participants: Which expenses are for your family? Which ones are for your
business?

4.

Rearrange the written cards in two columnsPersonal/Family Purse and Business

Purse, as instructed by the participants. Provide some more examples for each
purse.

5.

Ask participants: Do you think we should keep the money for family expenses
separate from the money in the business purse? Why?

6.

Explain:

Time

60 minutes

Difficulty Rating

Objectives

Introduce the concept

of managing your money

Introduce basics of
financial management for
business

It is important to make a distinction between the money you need for yourself
and your family, and the money you need for your business. Most small
businesses have an issue with combining personal and business finances.
Therefore, you should examine and understand how money is spent in order to
make the clear distinction between your personal purse and your business
purse.

Materials

Either whiteboard
and markers, or easel
with drawing paper and
markers

Projector

7.

Relate the discussion to gender equality by asking participants:

Who in your family (husband or wife) manages household income? Who can
do it better? Why? What sort of changes would you like to make in your
household regarding who makes financial decisions? How can you make
those changes?

8.

46

Participants may conclude that one sex is better at managing household incomes
than the other. Remind the participants that skills are learned and can be developed
by anyone, man or woman. Financial and money management knowledge and skills
are not inherently related to someones sex.

* Adapted from the International Labor Organizations GET Ahead for Women in Enterprise Training Package and Resource Kit.

TIP

9.

Point out that being responsible for managing money and deciding
on small expenditures does not necessarily mean that the person has
control over big financial decisions. In many cases, wives have less
overall financial control than their husbands even though they look
after the family money.

Ask participants: What costs can occur in your business that you might not
immediately consider? Build off of their answers to include the following points:
Items being wasted (e.g., perished materials, low quality material, inappropriate
equipment and technology)
Misuse or theft
Differences between buying raw materials in bulk (with discounts) or in small
quantities
Price increases (inflation) or decreases (too much competition)
Changes in demand and supply for items (e.g., seasonal, regional, trends)
Changes in productivity (Is it possible to produce more with the same or less
inputs?)
Insufficient planning

10. Discuss the following with the group: before taking out a loan, think carefully about
the following issues or questions:
Do we make proper use of our own resources (individual, family, and/or
group)?
Do we have bank savings or deposits (individual or group)?
Do we have access to informal loans borrowed from family and friends?
Can we use our house, plot of land, or other assets as security,
collateral, or own share?
Do our business partners or investors contribute financially to the
business (shares)?
Do we have business profits or earnings?
Do we have access to external sources as women entrepreneurs or income
generating groups?
Grants: a gift of money that does not have to be paid back
Loans: an amount of money that has to be paid back usually with interest
to banks, microfinance institutions, village banks, moneylenders, and
other sources
11. Explain the issues to consider here which include: guarantees or guarantors; interest
rates; repayment period; delays in processing a loan proposal; and time from
approval to final disbursement (see definitions on next page).

47

Emphasize importance for participants to seek advice on these matters before borrowing money from informal channels (family and
money lends) and formal channels (bank loan).

TIP

12. Explain:
When taking a loan:
Ask yourself: Do I really need a loan or can I mobilize my own
resources? A loan is a debt that will always be a financial burden on
the business until it is repaid. If you need a loan, be aware that this
costs are involved. Besides the interest rates, there are other costs
such as application fees, bank administration fees, and changes in local
currency exchange rates, which may increase the cost of the loan over
time.
Obtaining a loan may be a difficult and lengthy process, especially in
rural areas, and it can be even more so for women.
13. Summarize:
Many entrepreneurs think access to finance is their biggest problem. In
practice, this may be the case for many entrepreneurs. However, it often
isnt the lack of access to finance, but management of finance that is most
difficult. It is also one of the most common reasons for business failure.
A business owner needs to have control over the money in and money
out flows in her enterprise, otherwise it cannot become successful.
Make a distinction between your private/family purse and your business
purse and keep two separate purses, otherwise chances are high your
business will not be successful.
We will now learn about recordkeeping, an important tool and practice to
manage your money.

Definitions
Guarantee: A promise by one party (the guarantor) to assume the debt obligation
of a borrower if that borrower defaults.
Default: Failure to meet the conditions of a loan.
Interest rate: The amount charged, expressed as a percentage of the amount
borrowed or the amount still owed in a loan, by a lender to a borrower.
Repayment (payback) period: The length of time to pay back the amount
borrowed.

48

EXERCISE 3: RECORD KEEPING

CORE COMPETENCY: (1) Systematic planning
1.

2.

Ask participants how they control the cash that comes in and that goes out of their
businesses. Try to obtain a range of experiences: some people may keep track
using their memories only, while others may keep receipts but not keep them in a
recordkeeping system. Owners of small shops may keep a record of all things sold,
and/or they may keep a record of the amount bought or sold on credit.
Have the trainees discuss their responses to the following questions (you can display
them using the projector):.
a. What is recordkeeping? Why keep records?
b. How can a recordkeeping system be established?
c. What will others want to know about the finances of your business?
What kind of records should a small business keep?
d. Who should be responsible for keeping the financial records?

3.

Build on their responses, using the following:

Keeping all the written information of your business is known as
bookkeeping or recordkeeping.
Records are kept to better manage your business and plan your activities.
You need to keep enough records to help you know the following:
How much is the business profit/loss?
How much is your business worth (all money your business has)?
What costs are you incurring?
How much do customers owe you?
How much does your business owe to suppliers (creditors)?
What surplus funds does the business have for expansion or improving
(e.g., if there is enough money to buy new tools, construct or maintain
your building, etc.)?
You need records to help you make good business decisions. For example,
the financial statement will show what your business has been doing in the
past, and you can use this data in your planning process.

PLANNING

Time

45 minutes

Difficulty Rating

Objectives

Present what record

books are and what
they are used for

Explain the
importance of
recordkeeping in a
small business

Identify what
records they should
keep for their (mini)
business and how

Practice basic
recordkeeping

Materials

Either whiteboard
and markers, or easel
with drawing paper and
markers

4.

Using the projector, show the participants the recordkeeping cartoons (next page).

5.

Ask the participants what records they currently keep. If continuing with this exercise,
find out which of the record book types they currently keep and which are relevant to
them. If not, ask the participants whether they keep sufficient records to know all the
information they need about their business.

Projector

49

TIP

Depending upon where they are with their businesses, participants

may already have some records. You could ask them to bring these in
to share with the group, and to discuss how they could be improved.

Record Keeping Cartoons

Here comes
daniel again...
Hes been eating
without paying and
I dont know how
much he owes
now.
me n

Time

(From here, difficulty rating increases)

30 minutes

1.

Present the different types of record books that are relevant to the group.

Difficulty Rating

2.

Make it clear that the types of records to be used depend on which information they need
for running the business. The records they prepare must be relevant to the operations of
their business.

3.

Illustrate by showing examples of each type of record book and a standard receipt on the
projector (see examples in participant packet).
Cash book: All the day-to-day transactions involving cash repayments and
receipts are recorded in this book. Information in the cash book includes:
Cash in hand; Cash purchases; Daily expenses; Cash receipts
For balancing:
When you take money out = ( - ) SUBTRACT
When money comes in = ( + ) ADD
Sales book: In this book you record all the information about what you sell
on cash (and on credit if applicable). The sales book will show you how your
sales are moving, that is, whether they are going up or down.
Always know how much you have been paid in cash and how much
is remaining (credit) for every product you sell, and record the
information in the sales book!

50

If you have customers who are paying through installments or other

renting types of strategies, make sure to write down their information,
how much they have paid you, and when they will finish their
payments to you.

 You can make a separate book for people who owe you money if you
would like. This can be called a debtors book, as it is to keep track of
people who are in debt to you.
You may get the information for your sales book from the receipts that
you give to customers. Make sure you keep a copy of every receipt and
fill in your sales book at the end of each day or week.
Credit book
In this book, you should record all the debts you have with your
suppliers. When you get a loan or credit from someone, you then have
a debt with those people.
Creditors are the suppliers to whom your business owes some money.
It is better to keep each creditor on a different page.

Exercise (b): Record Keeping Case Study (Optional)

1.

Give the participants a recordkeeping case study (example below). Ask them to
discuss the following questions: What were the reasons for the near failure of
[Woman#1]s business? What advice would you give her to rescue her business?

Time

30 minutes

Example Record Keeping Case Study

The following story is about [Woman#1]s business, which sells improved cookstoves.
[Woman#1] is the first daughter of a successful businesswoman in [Village], [Mother].
[Mother] sells solar lanterns. At age 20, her daughter [Woman#1] didnt want to continue her
studies. Instead, she wanted to employ herself and become like her mother, selling efficient
energy products. [Woman#1] asked her mother if she would assist her by providing some
money as capital for a business.

ADAPT/
CUSTOMIZE

[Woman#1] received [currency 1,500,00] from [Mother] to start her own business. Very soon
after receiving the money, she acquired all the necessary inputs to start a cookstove business
in the nearby village that was suffering from a shortage of locally available firewood.
In the beginning, her business was doing well, as the number of customers was high due to
[Woman#1]s willingness to provide credit. But, a few months later the sales were steadily
decreasing, and no purchases of new stock were made. The financial position of [Woman#1]
was getting worse, so she decided to close her business. Just before the close, however, she
sought the advice of her mother. [Mother] made a visit to her daughters shop to observe the
operations.
After a thorough investigation, [Mother] observed the following: unrestricted drawing of funds
from the business and uncollected installment payments due to the absence of a payment
list in her sales book. Also, it was discovered that [Woman#1] was unable to calculate the
profit of her business. She explained the mistakes to her daughter and told her how she could
correct them. With her mothers advice [Woman#1] was able to keep the business open, and
after some time it started to make her good profits.
51

TOPIC 4: BUSINESS MANAGEMENT & GROWTH

EXERCISE 1: BUSINESS
MANAGEMENT & GROWTH

CORE COMPETENCIES: (1) Vision, (2) Goal setting and strategic thinking
ACHIEVMENT

PLANNING

Exercise 1(a): Business Management & Growth

1.

Have participants reflect on their business model and notes they took at the start of the
business section. Remember the business model has four parts: (1) business goal; (2)
products/services; (3) demand; and (4) delivery model.

2.

Tell them that you will now discuss business growth options. Explain:

Time

90 minutes

In order to expand a business, the first option is to maintain the current

business model but increase the scale of operations (changing business
goal). This means that a higher quantity of the same product or service is
made or sold to the same type of customer.
The second option to expand is to sell other products (changing product/
services). If there isnt a lot of demand for cookstoves currently or the demand
fluctuates and youd like to make more steady money, consider adding other
products to the basket of goods you sell, such as toothbrushes or other
household items. By selling goods that people use daily or need to replenish,
you may be able to make a more steady income.
Third, you can sell to a new target market (changing demand). Remember
to make sure youe marketing and promotion to this new target group is
appropriate!
Sometimes it makes sense to partner with other people or businesses in the
market to increase sales or distribution. This can open new delivery model
options (changing delivery model).

Difficulty Rating

Objectives

Discuss business
management and growth
opportunities

Conduct business
visualization

Materials

Flip chart/whiteboard,
markers

Optional relaxing
music for visualization
exercise

52

3.

Explain to participants they will now have some time to reflect on their growth goals by
going through a visualization exercise that will help them focus on their thoughts and
business model. This is an example of a type of exercise that will be conducted in the
next few days in the empowerment section.

4.

Ask participants to get comfortable. Individuals can choose to sit or lie down on the
ground, or to sit in their chairs. Read from the visualization script (suggested script on
opposite page), keeping your voice calm and relaxed.

5.

After reading through the script, take a minute of silence to let individuals think about
their visions.

6.

Ask participants to pair up and discuss what they learned (five minutes).

7.

Once the group is back together, have a few individuals describe how this process was
for them and what they learned.

8.

Ask participants to share in their pairs:

What are the qualities I have to be a good businessperson (e.g., I am friendly,
I know lots of people in the community, etc.)?
What are qualities I could work on (e.g., take more risks, practice communicating
with strangers, etc.)?

9.

Have participants fill in Part 4: Management of their business plan as much as they
are able.

When the participants are thinking about their business growth, make
sure that they consider the gender lessons from the beginning of the
training. Encourage them to challenge gender-based stereotypes,
where possible.
TIP

However, some challenges, such as transportation, can actually be

more difficult for women (lack of ability/know-how, not owning a car,
etc.). How have women participants worked with men to overcome a
transportation challenge?

Script: My Business Visualization

Take this time to get comfortable, preparing to relax. Slowly start to relax
your body. Take a deep breath in through your nose, and slowly breathe out
through your mouth.
Continue to focus on your breath, slowly breathing in your nose and out
your mouth.
Continue to breathe deeply, slowly, and comfortably, in and out
Feel your muscles beginning to relax. You are beginning to feel warm and
relaxed as your muscles become loose and heavy.
Your hands and feet are becoming more relaxed as waves of warmth cover
your body. Now you are feeling very deeply relaxed and very comfortable.
In this state of relaxation, think about what your ideal business would look
like.
As you think about this vision of your business, imagine yourself starting
your day feeling excited to begin another day in your business.
Allow yourself to feel calm, peaceful, and relaxed.
As you think about your business, feel the excitement of having this
business.
Picture yourself as you start your day. What are you doing? What are your
surroundings? What are the sounds, the smells, and the colors? How does
if feel?
Take a deep breath in Hold this breath for a few seconds and then breathe
out slowly.
53

Exercise 1(b): Supply Chain Mapping Exercise (Optional)*

Time

45 minutes

1.

Ask the participants to get into small groups and give each group a large sheet of
paper and pens. Tell them to draw a market map that represents their businesses
operating in a product market. A market map outlines the various actors in a market.
It is a visual tool for participants to view the larger ecosystem from which they
operate and can help them understand their business model.

2.

Define market as the network of people and businesses that together move a
product towards its end-users. Some market participants include manufacturers,
intermediaries (people who transport the product to places it will be sold or to
potential sellers), and retailers.

3.

Give them instructions as follows (focus more on the participants business type):

Difficulty Rating

Objectives

Introduce a new way

to think about distribution
models that might be
relevant to participants
businesses

Materials

Pens & large sheets of

paper

54

Imagine your product. What does it look like? Where did you get it?
Imagine your customers. Who are they, and what do they look like?
Where are you when you are interacting with your customers?
Take a deep breath in, hold for a few seconds, and exhale.
Imagine your customers interacting with your product. How do your customers
feel? Why?
Picture yourself successfully running your business. What does this look like?
How do you feel?
Take a deep breath in, hold for a few seconds, and exhale.
Now describe the money you will be able to make from this business. How
will you use it? What benefit do you see for your family? For yourself?
Imagine how others will treat you in the community. How do you see yourself
in the community?
See yourself feeling positive and strong. How does it feel to be you?
In a few moments, we will prepare to return from your journey to the future.
Is there anything that could make this vision better? Remember, there is no
boundary to your thoughts.
Notice all the details of this scene. Take a deep breath in, hold for a few
seconds, and breathe out slowly.
Smile and know you can come back to this vision at anytime. Take in a deep
breath in, hold for a few seconds, and breathe out slowly.
Feel yourself becoming more awake and alert. Follow your breath and feel
your mind and body reawaken.
Breathe in, move your muscles a little, and breathe out.
Slowly begin opening your eyes as you bring yourself back to alertness.

If you are a distributor, think about what your product is and where you
got it. Draw where/who you got it from on the left of the map. If you are a
producer, think about the raw materials required to make it. Draw these on
the left of the map.
* Adapted from Practical Action Market Mapping

 Think about who buys and uses the products you make/sell. Draw these
customers on the right of the map, showing the different types (e.g.,
households, schools, hospitals).
Now link the different components of the market map by adding different
business types into the supply chain (raw product retailer, manufacturer,
intermediary 1, intermediary 2, retailers).
Where is your business on the map? If you are a retailer, how are you able
to get products to sell (e.g., does a local bus bring them to you, do you drive
to the city to pick them up, is there an intermediary who brings them to
you)? Make sure you include this in your map. Add any non-business links
to your map. For example, maybe you sell to customers through your church
group or another group you are in.
4.

Once the groups have finished, ask each to present their market map to the larger
group.

5.

Ask the participants if there are any other target markets they dont currently work
with that they might want to work with in the future.

6.

Ask the participants if this activity has given them any ideas for other distribution
models they might be able to use to expand their business or increase efficiency. For
example, is there another market actor who can bring cookstove products to their
village so they dont have to travel to the city to collect them?

7.

If the groups have presented market maps for different products (e.g., cookstoves
and briquettes) ask the participants how the markets interlink. Ask if there might be
further opportunities for partnership or expansion here.

Example Market Map - simplified market map of a larger organization (SunnyMoney):

ADAPT/
CUSTOMIZE

In order to make this exercise clear, you might want to show an example of a market map using the projector. However, the example should
show a different market to any that they will be mapping. The example
offered is for a larger organization, but the ideas are similar.

Check in: Do your participants need a break?

55

EXERICSE 2: SWOT ANALYSIS

FOR BUSINESS
ACHIEVMENT

CORE COMPETENCIES: (1) Vision, (2) Goal setting and strategic thinking, (3) Grit
and resilience
1.

Now that participants have visualized their business models and growth, explain that
a SWOT analysis can be a useful tool. A SWOT analysis will give participants an idea
of what is in and out of their control. It will help them better understand themselves
as businesswomen.

2.

Describe what a SWOT (Strength, Weakness, Opportunity, Threat) analysis is and

discuss any questions that arise.

PLANNING

Time

45 minutes

Difficulty Rating

Strength: Strengths are within your control as an entrepreneur, including

your skills and expertise. Strengths should be utilized to offset weaknesses.
Weakness: Weaknesses are within your control as an entrepreneur and
include anything you feel you are lacking or missing that negatively affects
how you run your business. As much as possible, weaknesses should be
eliminated!
Opportunity: Opportunities are positive or favorable factors in your
environment that make your business ideas more viable, and that you
should capitalize on (e.g., lack of competitors, cheap raw materials). Unlike
strengths, which are positive internal factors of the business, opportunities
are mostly beyond your control as an entrepreneur.
Threat: Threats are negative or unfavorable external factors in the
environment around you and are normally beyond your control as the
entrepreneur (e.g., new competition, increased price of raw materials).
They adversely affect the business, if they are not eliminated or overcome.
Threats differ from weaknesses in that they are beyond your control. The
purpose of analyzing threats is to look for ways to avoid them or lessen their
negative impact by performing counterbalancing actions.

Objectives

Discuss the strengths,

weaknesses, opportunities
and threats for the participants businesses

Explain how this analysis can help in understanding and preparing a

business plan

Materials

Either whiteboard
and markers, or easel
with drawing paper and
markers

SWOT analysis template and example (See

3.

Ask participants to split into pairs or small groups, preferably with other people who
are undertaking similar types of business, and think about each section of the SWOT
analysis in turn, looking at the SWOT template in the participant packets.

4.

Ask each group to present one of the sections of the SWOT analysis. Ask others to
provide any additional thoughts.

5.

Once the discussion has finished, give them an example SWOT analysis for a small
business (see example on opposite page).

participant handbook.)

56

SWOT Analysis Example for a Small Business

Strengths
Weaknesses
Strengths are within the control of the entrepreneur, Weaknesses are within the control of the entrepreneur,
and they occur at present! Strengths should be and they occur at present. They are lack of...,
capitalized on to offset weaknesses.
missing..., or weak points. As much as possible,
weaknesses should be eliminated!
New improvements of product
Good network with customers
Poor design of product
Managerial experience
Comparatively high price
Comparatively cheap price
No technical expertise of owner
Superior technology
Lack of promotion experience
Product features (utility, durability)
Inexperienced managers/owners
Several responsible employees involved*
Lack of working capital
Low level of stocks in times of peak sales
Business depends wholly on one person*
Opportunities
Opportunities are positive or favorable factors in the
environment which the entrepreneur should make
use of, which make her project idea potentially viable.
They are, however, mostly beyond the control of the
entrepreneur. They are different from strengths in the
sense that strengths are positive internal factors of the
business.

Few and weak competitors

Rising income of target market
Growing demand
Similar products making profit
Technical assistance available
No such products in the market
Scarcity of product in the local market
Favorable government or community
programs
Adequate training opportunities
Low interest on loans

Threats
Threats are negative or unfavorable external factors in
the environment and are normally beyond the control
of the entrepreneur. They adversely affect the business,
if they are not eliminated or overcome. Threats differ
from weaknesses in as much as they are beyond the
control of the entrepreneur. The purpose of analyzing
threats is to look for ways to avoid them or lessen
their negative impact by performing counterbalancing
actions.

Rising raw materials costs

Natural disasters
Changing government regulations
Too much competition
Insufficient power supply
Poor infrastructure
Family crises (e.g., illness or a death)

Note: Small businesses employing three to four people, rather than relying on one person, may be more likely
to survive and more economically efficient. When only one person is involved, a crisislike the death of a
relative in another part of the country requiring travel, or personal illnesshas a major impact on business
performance. Women in particular may carry a disproportionate burden of care of family members, which is a
challenge if they have no one to delegate to in a business.

57

EXERCISE 3: REVIEW
BUSINESS PLANNING
ACHIEVMENT

PLANNING

Time

30 minutes

Difficulty Rating

Objectives

Discuss the purpose

and basic elements of
business planning

I introduce example
business plans (case
study/trainer examples)

Share the business

plan template

Materials

Either whiteboard
and markers, or easel
with drawing paper and
markers

CORE COMPETENCIES: (1) Systematic planning, (2) Goal setting and strategic
thinking
1.

Revisit and discuss the topic of a business plan:

Business planning is a method to organize/write out your business model
and it can help address the concerns you had when creating the SWOT
analysis.
Congratulations, you have completed the sections of the business plan
throughout this training! To review:
What is a business plan?
A business plan is a document prepared by somebody who intends to
start a business or who is already in business.
It gives a complete description of the business and its plans for a
period of time (e.g., from one to five years). It details exactly what the
business is, what it creates, who it targets, and how it is able to do all
of this.
Why do you need a business plan? A business plan is like a map. A map
shows a traveller:
Where she is.
Where that traveller wants to go.
The distance and time that the traveller has to cover.
The obstacles on the route.
What is required to get there.
How to get there.
In other words, a business plan guides an entrepreneur in her business
operations. It is used internally as a working document to enable the
owner to see how the business is progressing and to spot problems or
opportunities as they arise. When a business plan is used as a management
tool in the business, it enables the entrepreneur to:
Plan in a good way for the growth of his/her business.
Think of what type of changes might be needed in the business.
Help foresee challenges and find ways to deal with those.
Know how to control the business.
Additionally, a business plan is a way for you to explain why your business
is different from other businesses in the area.

58

Optional additional explanation:

Explain that business planning is similar to other types of planning that
women (and men) undertake for family and community gatherings and
celebrations. Encourage participants to be confident in their planning
experiences, from meal planning (gathering ingredients, managing prep
time) to larger community celebrations they have planned or participated in
(coordinating neighbors and distant family members, providing instructions
and expectations, communicating a vision for the celebration, and realizing
that vision when the time comes).

2.

(Optional) Discussion points for larger businesses: Ask the participants if there might
be any other uses of a business plan. Explain that a business plan can also have an
external use.
Nowadays, any lending institution (bank) will need to see an entrepreneurs
business plan to assist the bank in finding out the following:
How much does the entrepreneur want to borrow?
What does the entrepreneur want the money for?
When will the entrepreneur be able to repay the borrowed money?
Will the entrepreneur be able to pay the interest?
Can the business survive a setback in its plans?
What security is available for the lending institution?

3.

Explore issues with business plan preparation:

What common problems do people face in preparing business plans?
Most problems arise when people set their goals too high. It is, for
example, very unrealistic for a traveller to think that he will walk from
village A to village B, a distance of 400 km, in one day.
Therefore, when you are starting a business and preparing a business
plan, you need to be honest with yourself about what you want to do. It
is advisable to think small.
Another common problem is that people dont know how to write a
business plan or think through all the steps.
As we have explored the elements of a business plan and how to write
one, you should be able to avoid this common problem.

59

4.

Give the participants a case study to illustrate further the importance of

business plans (example provided on next page). Ask the women (and allow
them to discuss):
What are your ambitions?
Is your business/planned business one of a number of income generating
activities or your main income source?
How big do you want the business to be eventually?
How much time do you have to devote to the activity?
Who else in the family is available to help?

5.

60

Have participants look through their business plans and allow them to make any
changes or edits to it as they would like.

Example Business Plan Case Study

[Woman#1] was orphaned at age 14 when her father died. She was doing well at school but
now she had to leave to look after her brother and sisters. At age 17 she got married, and
before she was 19, she became a mother. Her husband worked while she looked after the
children and household, doing the cooking and cleaning.

ADAPT/
CUSTOMIZE

[Woman#1] would have liked to earn some income for the household, but she did not know
how. She tried to do some farming but was not good at that. She thought about setting up
a second-hand clothes stall in the market, but because she was busy with her children, she
never made any real plans for it, so it did not happen.
When [Woman#1]s husband died suddenly, however, she knew she really needed to earn
money. When she thought about it more, she realized that she had developed a very useful
skillshe could cook well. So she asked around, and soon became a cook and dishwasher
in a small caf. It was not a glamorous job, but it gave her a regular income to provide for
her children.
[Woman#1] did very well working at the caf for many years. She developed a way of
cooking chicken that all of her customers really liked, and she contributed to the caf being
a great success. However, when she was 45, the caf owner decided to sell the business.
Although she did not need as much income since her children were grown, [Woman#1] felt
dejected, defeated, and discouraged. She had found something that she knew how to do
and succeed in, yet now she had to stop.
She took a piece of paper and a pencil and sat under a tree. She thought that this must
be a sign that she was near the end, so she settled down to write her last will. However,
when she started writing, she found herself writing what she would like to do in future and
what she could do to make these future dreams come true. She realized that there was
something that no one else could do as wellcooking very good chicken dishes. She made
a proper plan on the paper of how she could continue to do this by setting up her own
business.
[Woman#1] got up from under the tree and took the paper that she had written to the caf
owner. The owner read her business plan and agreed that it looked very good. He knew how
skilled she was at cooking chicken and knew that she would do well as a businesswoman,
so he decided to invest some of his money from selling the caf. He gave her a small loan
to start the business.
[Woman#1] started frying and selling chicken door-to-door in her hometown. Her chicken
tasted very good, and at 55 years of age, for the first time in her life, she found that she
was running her own very successful business. Her life was saved by writing a simple
business plan.

61

Her Story: Fausta

Woman Highlight from the Resource Guide!

RESOURCE GUIDE
BEST PRACTICES

We suggest sharing the below story with participants by printing out and reading aloud as a group.
Household air pollution in Tanzania contributes to an estimated 18,900 annual deaths as 95% of the
population continues to use solid fuels for cooking in Tanzania. This causes not only dramatic health
problems (leading to high death rates), but also to increasing deforestation. With a heightening fuelwood
deficit, women are walking further and further to collect fuel.
Fausta Ntara from Mwanza, Tanzania, is 60 years old, married, and has four children. Fausta has long
been an entrepreneur, working to support her family in addition to her normal household responsibilities.
She started manufacturing and trading improved cookstoves in 2003 after attending a business seminar
in Dar-esSalaam. It was there that Fausta first learned about charcoal cookstoves and the impact of
traditional cooking on her health and that of her family. Through the seminar Fausta was also introduced
to the necessary technical knowledge to begin and run her own business. Inspired, Fausta began visiting
business exhibitions in Uganda and Kenya to learn about other types of clean cookstoves. Before long,
Fausta was running a business producing and selling improved cookstoves.
Fausta was recruited into GVEPs Developing Energy Enterprises Project (DEEP) in 2010 where she received
training and gained vital business skills like management, recordkeeping, and financial planning, as well as
access to the Loan Guarantee Fund in order to expand her cookstove business. The recordkeeping training
has not only helped Fausta improve her business, but it also encouraged her to open a bank account. She
knows how much she is spending and how much she earns, therefore enabling her to plan her savings
and how much to spend on raw materials. Fausta has kept reliable records and can now map her business
progress. Increased marketing skills have allowed her to expand her customers reach, as she uses local
meetings, flyers, and brochures to advertise her products. Fausta has developed strong networks and has
made numerous customer contacts. She is well known in the Lake Zone as a result of GVEPs marketing
and promotional activities, thus increasing the number of customers who purchase her products daily.
As a result of GVEPs mentorship, Fausta was able to complete her business plan
and use it to secure a loan from a financial institution in the Loan Guarantee Fund.
Through loans totaling (TZS) 4,000,000 (2,470 USD), Fausta has been able to
purchase raw materials in bulk, afford a welding machine and a metal grinder, and
she now rents a workshop for her business. Initially, I could not qualify for a loan
from financial institutions.... GVEP supported me and put my business back on
track, says Fausta.

CREDIT: GVEP INTERNATIONAL

62

Fausta now produces different types of cookstoves using raw and recycled materials.
She makes charcoal stoves, ovens, and other improved cookstoves, giving consumers
a range of products to choose from. She works hard to improve customer relations
and service skills. Fausta regularly conducts after-sale follow-ups on the functionality
of the cookstoves and has a strong customer base, many gained through client
referrals and recommendations. In a month, Fausta can sell four to eight large,
institutional cookstoves, eight to 15 medium to large cookstoves, about 50 to 100
medium cookstoves, and 300 to 500 small cookstoves. After expenditures, this
provides her with a total monthly net profit of TZS 400,000 (250 USD), a 50%
increase on revenues prior to her involvement with GVEP.

BUSINESS WRAP-UP & NEXT STEPS

Exercise 1(a): Business Reflection

Time

1.

Briefly review the basic topics covered in the business training.

2.

Ask the participants if they have any further questions.

Difficulty Rating

3.

Ask each participant to state one new thing she has learned.

4.

Tell the participants what support they will receive in the future from your
organization. This might include regular one-on-one mentoring from an allocated
business mentor with whom each of them can build a strong relationship. It might
include invitations to attend further training courses, such as advanced business or
technical skills.

5.

Ask participants to reflect on the following, and encourage them to share with the
group:
How do I feel about moving ahead with what I have learned? Do I feel
overwhelmed? Confused? Confident? Scared? Excited? What are the
thoughts that I am saying to myself?
How can I think about my future plans so that I keep motivated? For
example, if someone states that they are scared that their business will fail,
this thought could be turned around in the following way: I have learned
important skills, and if I am persistent in using these skills I can succeed.

6.

7.

Briefly introduce the next section of the training: Empowerment. Explain that with
any new activity, individuals will face barriers in moving forward, either externally
or internally. In this next section of the training, participants will look internally
exploring themselves and their strengths to work on enhancing their self-awareness,
self-confidence and expressing their voices.

45 minutes

Objectives

Reflect on the business

exercises

Identify potential
barriers to moving forward
in participants and
trainers business activities

Identify further
support they will receive
beyond the training
session

Solicit feedback from

participants on their
experiences during this
training.

Materials

Business feedback
form

Ask the participants to fill in the business feedback form in their participant packets.
Make sure that they do not write their name on the form and stress that it will be
anonymous. Have them carefully rip out the feedback forms from their participant
packets and turn them in when completed.

TIP

Depending on how long the business exercises have taken, the energy
level of the participants, and your selections for the activity timeline,
some of the business exercises should be the first exercise(s) on Day 3
of the training.

63

FINDING
YOUR VOICE:

EMPOWERMENT
Overview
1. Introduction to Empowerment
2. Building Trust in Ourselves
3. Understanding Oneself
4. Understanding Our Core Beliefs
5. Identifying & Appreciating Ones Strengths
6. Developing Positive Mental Habits
7. Managing Fear & Risk
8. Knowing Ourselves Through Our Bodies

64

Proposed 2-day Empowerment Exercises Schedule

Session

Day 1

Day 2

Introduction to
empowerment section

Morning A

(20 mins)

MyselfMy Friend
(45 mins)

Review of Day 1
Personal
behavior change
(6090 mins)

Break
Tree of life
(90 mins)

Morning B

Understanding
and overcoming
limiting beliefs

My next growth steps

(6090 mins)

(70100 mins)

Lunch
Intentions
(20 mins)

Afternoon A

Understanding
our core beliefs
(6090 mins)

My best qualities

Addressing and
overcoming fear
(105120 mins)

Body dialogue
(6075 mins)

(45 mins)

Break

Afternoon B

Cognitive reframing:
negative to positive
(3045 mins)

Self-celebration
(30 mins)

Feedback for
empowerment
section

Note: Several of these activities do not have exact time frames, and may take less
or more time to conduct.

65

INTRODUCTION TO EMPOWERMENT
SECTION
Time

1.
20 minutes

Provide a brief introduction of what will be done in the empowerment section of

the workshop, and provide an outline of this part of the training.
These processes and exercises will be very different than most workshops
you have participated in before. We will be doing activities that allow you
to think about who you are, what you believe, and what your hopes and
dreams are.
This is a time for each of you to focus on yourself. It is a time that you
can take a look at your life, how it is now, and what you want for your
future.
If you allow yourself to participate fully, you will find that this process has
great potential to enhance your life.
It is important that you are open to this process. We are all working
together, and we are here to support each other. All emotions are
welcomejoy, anger, sadness, happiness, frustration, hope, and more.
Let yourself experience these emotions. We want you to feel safe in this
space and will support you as you need us.
Why are we doing this empowerment training?
Understanding ourselves makes it easier to understand the people
around us, including our clients. This helps us build positive
relationship with others, so we can better serve them.
It improves our confidence and capacity to examine our business to
help it grow.
It gives us the mental tools to more effectively manage our
emotions and help us take on new challenges.
The processes that we will learn in this section will give us the tools to
independently reflect, assess, and growas individuals and as business
owners.

TIP

TIP

66

Revisit the agreement made in the beginning of the workshop. Ask

participants if they have anything else they would like to add before
beginning this session.

A good transition here is to take ten minutes to do one of the activities

on the following page, based on your participants desires. The first
option is calming and relaxing; the second option is more physically
active.

Option 1: Calming and soothing, silent meditation (recommended to have relaxing background music)
Sit comfortably, and let your hands rest loosely in your lap, or by your side. Close your eyes.
Take a long, slow, deep breath in through your nose. Hold the breath for just a moment and then
exhale through your mouth. As you exhale, feel that you are carrying away all stress and tension
you are holding in your body.
Take another slow breath in through your nose. Fill your lungs completely. Hold it for a moment...
and release the breath through your mouth. Empty your lungs completely as you breathe out.
Feel that the tension in your body has begun to loosen and subside. Take another deep breath in.
Hold, and then let it go. Feel yourself relaxing more and more deeply with each breath.
Bring your awareness to your feet and toes. Now breathe in deeply through your nose, and as you
do, gradually curl your toes down and tense the muscles in the soles of your feet. Hold your breath
for just a few seconds and then release the muscles in your feet as you breathe out.
Now bring your awareness to your leg muscles. Breathe in deeply and as you do, point your toes
up towards your knees and tighten these muscles. Hold for just a moment, and then let those
muscles relax as you exhale. Take a deep breath in, and tense the muscles in your thighs. Hold for
just a moment and release all those muscles and relax.
Draw in a nice deep breath and gradually tighten the muscles in your buttocks. Hold this
contraction for a few seconds, and then release your breath. Feel the tension leaving your muscles.
Feel them relaxing completely. Draw in a nice deep breath and then tighten your stomach muscles.
Hold for a moment. Now release your breath and let your muscles relax.
Bring your awareness to the muscles in your back. As you slowly breathe in, arch your back
slightly and tighten these muscles. Now release your breath and let the muscles relax.
Pull your shoulders up towards your ears and squeeze these muscles as you breathe in deeply.
Now breathe out completely. Let your contracted muscles to go loose and limp.
Feel the heaviness in your body now. Enjoy the feeling. Breathe in again. Clench your fists and
tighten all the muscles in your arms. Squeeze the muscles as you hold your breath. Now release
and gently breathe all the way out. Let your arms and hands go loose and limp.
Now tighten the muscles in your face by squeezing your eyes shut and clenching your lips
together. Breathe in fully. Hold this for a moment...and now breathe out and relax all your facial
muscles. Feel your face softening.
Take a deep breath in, and then open your mouth as wide as you can. Feel your jaw muscles
stretching and tightening. Now exhale and allow your mouth to gently close.
Take one final deep breath in, filling your lungs completely. Hold for just a moment, then release
and relax. Let all that air carry away every last bit of tension.
Feel yourself relaxed from the top of your head to the tips of your toes. Enjoy this feeling and know
you can come back to this feeling at anytime by revisiting this breathing exercise.
When you are ready, open your eyes.

Option 2: Active activity, such as musical chairs

In this option, identify a culturally appropriate active exercise. One example is musical chairs where chairs
are placed in a circle facing out with one less chair than number of participants. When the music plays,
everyone moves around the chairs, when the music stops, everyone needs to find a chair. The one person
who doesnt find a chair is removed from the exercise. At this point, one chair is removed and the game
continues. This goes on until there is only 1 chair and two people going around. The last person to get a
seat wins.

67

TOPIC I: BUILDING TRUST IN OURSELVES

EXERCISE 1: MYSELF - MY FRIEND

CORE COMPETENCIES: (1) Cognitive awareness, (2) Managing self
PERSONAL
POWER

Exercise 1(a): Myself - My Friend Introduction

1.

We often think of ourselves in the context of our families or our

communities, with the focus on supporting or strengthening these things.
We look less at ourselves and how to support or strengthen ourselves.

Time

60 minutes

In order to more effectively serve our families or community, it is critical that

we become strong individuals.

Objective

Its important to know who you are so you can be a good sales person.
Having confidence in yourself is critical!

Direct participants
focus and attention
to themselves (rather

Its also important to know our own strengths and weaknesses, so we know
where we can improve.

than their roles for their

family or community).

If we want to change things, it is often difficult (even impossible) to change

others, but we can change ourselves and our reactions to things that happen
to us.

Materials
Whiteboard and

We will review the idea that it is important to take greater responsibility

for our actions/reactions, in different sections of this training (e.g., the
leadership exercise on being proactive).

markers, or easel with

drawing paper and
markers

2.

Ask the participants to say the first thing that comes into their minds when
asked to think about themselves. Write the comments on the flip chart. If they
dont mention anything, start the discussion by asking them if they feel any of
the following: Embarrassed? Shy? Silly? Concerned others will judge them? And
so forth.

3.

If these emotions come up in the discussion, ask the participants to allow

themselves the next few days to think about just themselves. Let them know
they have permission to do this. Gauge how comfortable people are in doing
this. Encourage them to have fun with this idea and give it a try.

Additional Exercise (optional)

Time

Introduce this first exercise:

20 minutes

1. Have participants reflect on and write down their ten top values that guide them
in their life.
2. Now have them pick five of those ten that are most important to them (write a
new list with just those five).
3. Now have them pick three of those five that are most important (write a new list
with just those three).

68

4.

Give participants one minute reflect on these values. Encourage them to

regularly reflect on and remember these values, and to think about how these
values guide their lives or how they would like them to better guide decisions
they make.

TIP

You may find resistance to discussion, as women in some cultures are

taught that it is greedy to think about themselves. Remind them that it
is important to take care of themselves, and knowing themselves is an
important part of this. You may be able to use a culturally appropriate
story that emphasizes this idea.

Time

Exercise 1(b): Myself - My Friend*

1.

Explain that it is important to get to know who you are as an individual. Use the
following points:
Oftentimes we do not have the opportunity to think much about ourselves,
whether this includes our good qualities or ways we want to be a better
person.

30 minutes

Materials
(Optional)

45 small mirrors
Relaxing music

The more you understand yourself, the easier it is to learn about how you
can live your life in the way that is important to you. This will give you more
confidence in everything you do.
2.

Have the participants either close their eyes or sit quietly as they look at the
mirror (optional). Have them take three gentle breaths in and out to get them in
a relaxed state. If they are using the mirror, they should take about 30 seconds
to look at themselves, pass the mirror along to another participant, and then
close their eyes.

3.

In a gentle voice, lead the group as the music plays in the background with the
following statements (five to ten minutes).

Who do you see? What do you look like?

Ask about daily life: What do you do? How do you feel about what you do?
Talk to yourself about your feelings, thoughts, fears, frustrations, happiness,
dreams. Use your hands to feel your face.
Hug yourself. Imagine that you are your own best friend. Smile at yourself.
4.

De-brief: What were your feelings when you imagined yourself? Have three
to five participants respond. If there were feelings of sadness, how would
participants want to feel? Do they think it is possible to not be sad when they
think about themselves or their lives? What would that look like?

* Adapted from Manisha Gupta and Masum, India

69

5.

Have participants write a positive statement about themselves on a sticky note

or paper. Tell them that they can read this note at any time to remember this
positive aspect of themselves (e.g., I am strong, I am beautiful, I am capable of
being a successful businesswoman, etc.).

TIP

70

You may find resistance to participate in this exercise. Some

individuals may not be comfortable to see themselves in the mirror
(in some cases they may never use mirrors). There may be sadness
or unpleasantness associated with looking at themselves, which might
manifest in nervous laughter or dismissive remarks. Try to encourage
them to do this exercise. Let them know that it is when we do things in
ways we never did before, or think about things in ways we never did
before, that our lives can change for the better.

TOPIC 2: UNDERSTANDING ONESELF

EXERCISE 1: TREE OF LIFE*

CORE COMPETENCIES: (1) Cognitive awareness, (2) Managing self*
1.

Explain that trees have a universal meaning in many cultures and represent life.
This exercise will use the image of a tree and it is meant to help the participants
reflect on their own lives so they can better understand how they became the
women they are today and how they can continue to grow in the future.

PERSONAL
POWER

Time
2.

One can also use the analogy of a plantone that has roots, a stem, fruits/flowers,
and buds. You may want to have small plant to use as a display for the group.

3.

Have participants open their participant packets to the drawing of the tree with
roots, a trunk, fruits, and buds. Use one yourself to illustrate the instructions.

Difficulty Rating

4.

Present a flip chart with the following instructions on how to label the different
parts of their personal trees of life. Read through each bullet point, and then
repeat it in your own words:
The ROOTS represent your history and life experiences. This includes your
family, friends, and community. All of these experiences have shapedin
both positive and negative waysyour beliefs about the world. These beliefs
continue to influence your daily life now. It is important for you to recognize
how your experiences have shaped your life and determine how you want
to use those past experiences to strengthen your roots and build a stronger
future.
The TRUNK/STEM represents everything about your life today: how
you think, what you do, who you live with, your work, your family, your
community, etc. It is important to become aware of all these aspects of daily
life so that you can continue to strengthen yourself as a person.

90 minutes

Objectives

Allow participants
to reflect on their lives
and their selves

Materials

My Tree of Life
handout (participant
packet)

Crayons or colored
pencils

The BUDS represent your hopes and dreams for the future (whether small or
large). The new buds are created and supported by the energy that comes
from your roots and your trunk. They serve as the basis for the fruits of your
life. These buds continue to be created, as they represent all of the new
things that you want to happen in your life. Each new bud represents where
growth happens in your life.
Knowing what you wantyour hopes and dreamsis important for your
future. The clearer you are about what you want in the future, the better you
are able to draw from your own resources (building upon your roots, trunk,
and fruits) to make that happen.

* Built upon and adapted from: Hope, A. & Timmel, S. (1999). Training for Transformation. A Handbook for Community Workers, Volume 2. Practical
Action Publishing: Bourton on Dunsmore.

71

5.

Explain to the group that like a tree, we continue to grow. And like a tree, we
can improve how well we grow by ensuring that we are supporting ourselves in
the best ways possible. In the case of an actual tree/plant, we make sure the
soil is rich in nutrients, it gets enough water, and has access to regular sunlight.
For ourselves, we need to ensure that we are taking care of all aspects of our
lives, our minds, our bodies, and our spirits. By taking care of ourselves as
individuals, we can continue to become stronger and grow more beautiful in the
world.

6.

The first step in taking care of ourselves is to understand who we are and where
we are in our lives. Once we begin to understand ourselves better, we can
progress in our lives.

7.

Now ask the participants to begin naming/drawing things that support their
own trees of life. Participants can either write words or draw things or symbols
next to their respective roots, trunks, fruits, or buds (e.g., for the roots, they
might want to draw the house where they grew up as children or the face of
a particular school teacher who supported them, etc.). For the section on
achievements (fruits), emphasize that they do not have to look for big
things, but for things they feel they have done well in their life, like raising their
children.

8.

Now give instructions for the roots again (they should still be on display on a
flip chart). Go to your own photocopied tree, and write or draw some examples
of your own personal roots on it. These can be real or invented, depending on
how comfortable you are with sharing, but they must illustrate the point of what
personal roots are. Ask the group to do the same, and to put their crayon/
pencil down when they have finished. Wait until everyone has finished, and then
move on to the next section of the tree (from roots to trunk to fruits to buds).

9.

Stop after each section until everyone has shown they have finished by putting
down their pencil or crayon, and then give the instructions for the next section,
demonstrate what they should do on your own tree, and ask them to do the
same until everyone has completed the trunk, the fruits, and the buds.

10. When they have finished, ask the participants to split up into groups of three or
four and to share their drawings with each other. Emphasize that they are free
to share those parts of their tree that they want to, but they do not have to share
everything. Ask participants not to comment on what their group members
say as they are talking, but just listen. Allow the groups approximately 3045
minutes to share and ensure all participants are able to share.
11. Bring the participants back together, and read the following set of questions, one
at a time. Allow some time to discuss each question before moving on.
How did you feel when you shared your experience? What was easy?
What was difficult?

72

How did you feel when you were listening to someone elses tree of life?
What was easy? What was difficult?

12. Ask the participants if, while they were discussing their trees, they noticed any
similar experiences in their own lives. They might respond by giving shared
experiences of being disadvantaged because of being a girl/woman (e.g., their
parents choosing to educate a male child rather than them, being left alone to
care for their children during the war because their husbands had run away, etc).
13. Explain that women in the community often share similar experiences. This could
include not having the same rights, power, and opportunities as the men in their
families, communities, and society. This exercise is a way to understand the way
things are. But we each have an opportunity to change, to build a stronger tree.
14. Explain to participants that they have an opportunity to strengthen their own tree
of life. Explain that it is important now to reflect on what experiences and life
habits have helped strengthen their lives and what experiences and life habits
have made it more challenging to grow. Review the following questions with the
women as they reflect on how they want to build a stronger tree.
What are the strengths at my roots that support a strong me? Do I have a
strong support system in members of my family or my friends, or do I keep
myself in isolation? Do I focus on experiences in my past that make me feel
stronger, or do I focus on the pain and challenges I have faced?
What are the strengths at my trunk that support a strong me? Do I take
care of myself, find nourishing foods, and take care of my body? Do I think
about positive things that I want for my life, or do I spend my time feeling
sorry for myself or angry about my life?
What can I appreciate about all of the things that I have accomplished,
and how does this help me in my future goals? Do I remember my good
qualities, or do I only see my faults and failures?
How can I look at my future hopes and dreams? How does it feel now as I
look to my future?
15. Give everyone about five more minutes, and then invite participants to say
something about their experiences with this exercise. Emphasize to the
participants that there are many ways that one can improve their experience of
life and building a stronger me is one of them. Participants keep their trees of
life as a reminder of these aspects of their lives. In the next several exercises,
we will dig a bit deeper into these issues.

TIP

TIP

When going through this exercise, take enough time to explain any
areas of the activity that participants may not fully understand,
and make sure they have enough time for each section.

Encourage non-literate participants to use simple drawings to

illustrate each part of the tree.
73

EXERCISE 2: LIMITING BELIEFS

CORE COMPETENCIES: (1) Cognitive awareness, (2) Managing self*
PERSONAL
POWER

1.

Time

Exercise 2(a): Understanding & Overcoming Limiting

Beliefs***

70-100 minutes

Objectives

Discuss the concept

of a limiting belief

Share limiting
beliefs

Develop an understanding of how to

reframe these beliefs

Practice new beliefs

Materials

Whiteboard and
markers

Explain the following to the group:

Our hopes and dreams, the buds in our trees, are affected by what we
believe. In fact, what we think about every day, our trunk and stem, is
related to what we believe. For example, if I believe that I can be a successful
businesswoman, then I think about ways I can become a successful
businesswoman, such as looking for customers or thinking about where to
sell my products. These beliefs come from and are affected by our history
and life experiences, our roots. If I see successful businesswomen in my
community, and I was encouraged to pursue independent activities when
I was younger, I may be more inclined to believe I can be a successful
businesswoman.
My daily thoughts about what I can do or be, affect my activities or
experiences I may have. If I think I can be a successful businesswoman, I will
pursue activities that can help me be a successful business women, such as
participating in training like this!
Oftentimes when we think about our goals, other thoughts can come to our
mind that make us doubt ourselves or feel hopeless. These are referred to as
limiting beliefs.
A limiting belief is a belief that a person has that makes her doubt what
she can do or be. It can come from making an incorrect conclusion about
something in life. For example, a person may have the limiting belief that
she is not smart enough to succeed in business and therefore she decides
not to try. If she has failed before in business, she may have the limiting
belief that she will fail again and may decide not to try again.
However, beliefs are simply a way of thinking that we have grown
accustomed to (thought habits or patterns), and therefore, they can be
changed.
It is important to know what you believe and understand what beliefs are
limiting you or holding you back. Then you can start to transform these
limiting beliefs into constructive, supporting beliefs.
Another way you can think about limiting beliefs is that they also come in the
form of: excuses, negative thoughts, worries, justifications, fear, etc.

74

***This exercise is adapted from Gershon and Straub (2011) Empowerment: The art of creating the life that you want.

 At first it may be hard to recognize our limiting beliefs, and we may have
trouble realizing that they are not truths!
We can explore our limiting beliefs by asking ourselves a few questions:
What negative thoughts come into my head when I think about my
goals?
What unnecessary assumptions do I make about achieving my goals?
Here are some common limiting beliefs:
Hopelessness: My goal will never be reached under any circumstance.
Im hopeless in social situations, so how could I get someone to buy a
product?
It will never work.
I will never succeed selling cookstoves.
Im no good at
Theres no point in trying.
Helplessness: My goal can be achieved, but I lack the ability to achieve it.
Why does this always happen to me?
This is a mans world.
I always get it wrong.
I just dont have the skills to be successful.
Worthlessness: I dont deserve to achieve this goal because Im not good
enough.
I am not confident in my abilities to be a successful businesswoman.
Im worthless.
When I talk, people get bored.
2.

Ask participants to think of and write down one of their limiting beliefs. Have
several participants share their limiting beliefs (write these on the board).

3.

Explain to the group that oftentimes our limiting beliefs create an inaccurate
picture of what is really going on in our lives. This can lead to flawed
(inaccurate) thinking that life events are unchangeable. While some life events
are indeed out of our control, we have more power over our thoughts and
experience than we often realize.

4.

Review with the group different flawed thinking patterns.

Examples of how we have flawed thinking:
Self-blame
Inaccurate self: Because I forgot to get all of my supplies day, Im a bad
person.
Accurate self: I forgot my supplies, but I can understand why that
happened so it happens less in the future.

75

 Irreversibility
Inaccurate self: Because I missed the deadline, there will never be
another opportunity.
Accurate self: Even if I missed this chance, I can continue to search for
another opportunity.
Overgeneralization
Inaccurate self: Person A was mean to me. Nobody likes me.
Accurate self: Person A is a gift to help me learn or understand
something. Those who challenge us can be our greatest teachers!
Black-and-white thinking
Inaccurate self: My life is worthless without my husband.
Accurate self: While my husband is a good man, he does not define my
worth.
Personalization
Inaccurate self: My mother-in-law is mad because she hates me.
Accurate self: My mother-in-law may be upset for many reasons that I
am not aware of, like her poor health.
Overreacting
Inaccurate self: I forgot to order enough cookstoves from the distributor,
and now my business will fail.
Accurate self: Because I forgot the order today does not mean my
business will fail. I will order them tomorrow.
5.

Have a group discussion where each of the limiting beliefs listed on the board
are reviewed. Using the flawed thinking examples, see if they can identify the
type of flawed thinking and propose a more accurate way to think for each of
their limiting beliefs. This process of reviewing our thoughts and coming up
with a new way of thinking that is more supportive of our goals is referred to as
reframing.

6.

After the group discussion, let them know that they will be practicing this
on their own in a moment, but first share a few more guidelines about the
reframing process.

7.

Continue the discussion with the group:

Sometimes, it is easy to reframe our beliefs so that they help us reach our
goals. Sometimes it is more difficult. Here are some guidelines to help you
reframe your belief:
Concentrate on only one limiting belief at a time (have individuals
choose one limiting belief they each want to work on)
Ask yourself why you have this limiting belief (ask this a few times).
Does this make sense? What if I didnt believe this?
Start looking for evidence that this limiting belief is not really true (e.g.,
I have some good qualities, I can learn new things, I am a nice person,
etc.).

76

8.

Have each participant share her limiting belief, why she has this limiting belief,
and what evidence there is that the belief isnt true.

9.

Now that they have started to understand that their limiting belief may not be
accurate, ask the group to start reframing their belief. Spur their thinking by
asking:
What would I like the belief to be?
How can I reframe this belief so that it is positive?
Are there other people I know that hold the opposite belief? How does that
work for them? Could that work for me?

10. Have participants share in pairs.

11. Have participants share with the group how they turned their limiting beliefs
around/reframed their limiting belief. Ensure that the new beliefs are positive
and help the individuals move towards their goals.
12. You can provide some examples of reframed beliefs:
There is always a way if Im committed.
There are no failures, only outcomesas long as I learn something, Im
succeeding.
I find great joy in little thingsa smilea flower.
I give more of myself to others than anyone expects.
If Im confused, Im about to learn something.
13. Now that they have reviewed some limiting beliefs, let them know there will be
an opportunity to do a personal exercise to review different areas of life, but first
it is important to learn one more technique.

77

Time

Exercise 2(b): Introduction to Intentions

20 minutes

1.

Introduce the idea of an intention:

Objectives

It is important to realize that we can change what we believe and what we

are thinking at any point in time. And by doing so, we have the capacity to
change how we experience our environment.

Discuss the concept

of intentions

A very powerful type of thought is an intention. What we desire and intend

is what we become. An intention is a directed piece of thought that contains
the seed of what we aim to create. When you have an intention, you create
a will to be a certain way or do a certain thing, and from this will comes
action. An intention can be the anchor for future positive thoughts and
behaviors.

Materials
None

An intention is a statement expressing an action to reach a desired purpose

or goal.
Creating an intention:
A strong positive feeling/emotion should accompany the intention.
An intention works best if it is said in a short & powerful manner.
An intention paired with an image of your desired purpose or goal can
have more power.
An example of an intention: I am practicing patience and will work hard
to achieve my goals. (An image could be myself as a smiling, successful
businesswoman counting profits from the week.)
While an intention may start as a statement you think or say out loud, it can
develop into something that you experience or become. Once you create this
thought and are willing to share it with yourself and others, it can then grow
and expand as part of your life.
2.

Ask two to three participants to give examples of intentions.

3.

Continue with additional information on intentions:

When we create an intention, we often (almost immediately) face our
limiting beliefs. We often feel justified in our conclusions, but more
commonly, these beliefs hold us back and create more obstacles than
actually exist.
In the next exercise we will review some core beliefs that we hold and
see how we can create intentions to become stronger, more successful
individuals.

TIP

78

Take a 1520 minute break to do a fun stretching or active activity.

Refer to notes in the Hear: Brainstorm Teaching Methods area of the
HCD section for help with choosing an activity.

TOPIC 3: UNDERSTANDING OUR CORE BELIEFS

EXERCISE 1: UNDERSTANDING OUR

CORE BELIEFS*
CORE COMPETENCIES: (1) Cognitive awareness, (2) Managing self, (3)
Independence and self confidence, (4) Assertion/voice*
1.

Conduct this exercise as a group discussion. Explain:

This will be an inner examination of our belief systems. The purpose of
this activity is to reflect on our core beliefs and identify any limiting beliefs
within each of our core beliefs. We will then practice intentions to turn
around limiting beliefs that are not serving us. We can then move forward
with more confidence in and awareness of ourselves.
There are six core beliefs that relate to our success and growth: (1) selfresponsibility, (2) self-esteem, (3) trust in a higher purpose, (4) positive
attitude, (5) continual growth through life, and (6) self-empowerment.

2.

PERSONAL
POWER

Go through each of the core beliefs on the following pages.

Time

60-90 minutes

Objectives
Allow participants to
reflect on some of their
beliefs and how these
beliefs influence their
life experiences

Materials

TIP

TIP

Some of these concepts will be difficult to translate or convey.

Use stories, pictures, or other visuals to assist with the groups
understanding and clarify during the discussion.

Whiteboard and
markers

Remind the participants that these reflections are only related to

where they see themselves now. This does not reflect how they may
see themselves in the future, and with time, things can change for the
better.

* This exercise is adapted from Gershon and Straub (2011) Empowerment: The art of creating the life that you want.

79

Self-responsibility
1.

Explain the definition of self-responsibility being used for this exercise:

Self-responsibility refers to the belief that we have control over our thoughts
and actions.
It refers to the idea that we have the ability to choose our response to what
we experience in the world.
For example, when misfortune happens, what do we think? Do we think it is
because of our bad luck or because of something that someone else did?
If we think about events in this way, we often see ourselves as victims of the
world or other people.
If we focus on ourselves as victims, it can be difficult to change because we
may feel hopeless, as if we dont have control over our lives.
Now, examine how you feel when you dont see yourself as a victim of your
circumstances.
For example, say someone has stolen money from your home; a different
response may be, I am angry that this has happened. Now what can I learn
from this situation and find a way forward?

2.

Review the following with the group:

Do you understand this definition of self-responsibility?
What limiting beliefs come up when you think about self-responsibility? For
example: what happened is out of my control; it is my fate that bad things
happen in my life; others are always trying to hurt me; I dont know how to
deal with difficult things. How do we feel when we say these limiting beliefs?
How can we reframe these limiting beliefs so that we feel stronger and more
positive about the future? For example: while what happened is out of my
control, I can choose how I respond in the future; I can learn from difficult
experiences to make my life better; I can take control of my thoughts and
actions.
How is having this belief (self-responsibility) helpful for your business?
How is having this belief (self-responsibility) helpful in your life?

80

3.

Give everyone two to three minutes to reflect on their level of self-responsibility.

If possible, have them rate themselves on the level of self-responsibility on a
scale from 1 to 10 (10 being most self-responsible).

4.

Have each person create an intention around self-responsibility. It should be a

statement that creates a strong, positive emotion in the individual. If people are
having difficulty coming up with an intention, give them some examples (listed
below). Have each choose an intention that has meaning for him/her, say it out
loud, and reflect on how that makes him/her feel. Have participants write theirs
down.

Examples:
a. I have the power to change my life.
b. I take responsibility for my life.
c. I am willing to take control of my life.
d. I will choose beliefs that serve me.
e. I will learn from all of my lifes experiences.
5.

Allow anyone from the group to share her intentions (write these on the flip
chart).

6.

Tell participants that this concept of taking responsibility for your life, as well as
tips and techniques to do so, will be further explored in the leadership section
(i.e., Being Proactive).

Self-esteem
1.

Explain to participants the definition of self-esteem being used for this exercise:
Self-esteem is related to how you think about yourself and the belief you
have of your own worth.
This is about your willingness to believe in yourself.
For example, do you believe you have what it takes be a successful
businessperson? Do you feel worthy of being treated with respect, care, and
love?
It is important to realize your own worth as you begin any new endeavor.
This gives you confidence and allows you to make it through difficult times.
Oftentimes, we are faced with many criticisms from others about our
intelligence, our looks, or our abilities. Some of us have not heard positive
things about ourselves. These criticisms can shape how we think about
ourselves.
In this exercise, we will see that each individual can create her own positive
sense of self (and we dont have to rely on others to feel valuable or strong).
This idea may be difficult, as you may not have thought of yourself in this
way before. Give it a try. For example, instead of thinking to yourself I am
not good enough, another way to look at this could be, I have some good
qualities, and the more I learn, the better I get.
Imagine yourself having self-esteem in areas where you have not had any
success in the past.

2.

Review the following:

Do you understand the meaning of self-esteem?
What limiting beliefs come up when you consider the idea of self-esteem?
For example, I dont accept myself; I dont deserve prosperity; I am not smart
enough.

81

 What are some ways to reframe these limiting beliefs? I accept myself as I
am; I am capable of doing many different things; I am as deserving as others
to have prosperity.
How is having this belief helpful for your business?
How is having this belief helpful in your life?
3.

Give everyone two to three minutes to reflect on their level of self-esteem. If

possible, have them rate themselves on the level of self-esteem on a scale from
1 to 10 (10 representing the most self-esteem).

4.

Have each person create an intention around self-esteem. If people are having
a difficult time coming up with an intention, give them some examples (listed
below). Have each choose an intention that has meaning for him/her, have
him/her say it out loud, and reflect on how that makes him/her feel. Have
participants write theirs down. Examples:
a. I will appreciate my many good qualities.
b. I will accept myself as a lovable person.
c. I recognize I am an intelligent person.
d. I will remind myself every day I am worthy of a good life.

5.

Allow anyone from the group to share their intentions. Write these on flip chart.

Trust in a higher purpose*

1.

Explain to participants the concept of trust in a higher purpose as used in this

exercise:
Trust in a higer purpose is about being willing to have trust in purpose
that is larger than ourselves (for some people this could mean God, the
Universe, a sense of spirituality, or simply having a purpose in life).
Having trust in a higher purpose can help us as we take risks and move
forward in our lives. Otherwise, we may become overwhelmed by the
challenges we face.
Recognizing a belief in something larger than ourselves can help
us reduce stress and cope better with our experiences. This can
help us believe that there will be a way forward no matter what the
circumstances are.

82

* Note: We are not supporting any specific religion or spiritual practice. It is important to be respectful of peoples religious beliefs,
and in cases where people are resistant to believing in God or a higher power, allow them to be okay with their view.

2.

Review the following:

Do you understand the meaning of trust in a higher purpose?
What limiting beliefs come up when you consider the idea of trust? For
example, I am alone; I dont know how to trust; if I trust, I will get hurt.
What are some ways to reframe these limiting beliefs? I believe in people; I
trust I have a purpose in my life and can get through this difficult time; I feel
supported by something larger than myself, even if I fail I will get back up
and try again.
How is having this belief in trust helpful for your business?
How is having this belief helpful in your life?

3.

Give everyone two to three minutes to reflect on their level of trust. If possible,
have them rate themselves on the level of trust on a scale from 1 to 10 (10
representing the most trust).

4.

Have each person create an intention around trusting in a higher purpose. If

people are having a difficult time coming up with an intention, give them some
examples (listed below). Have each choose an intention that has meaning for
her, have him/her say it out loud and reflect on how that makes him/her feel.
Have participants write theirs down. Examples:
a. I recognize that I have a purpose.
b. I recognize I am part of the world and earth.
c. I recognize I am loved by God/creator/spiritual energy.

5.

Allow anyone from the group to share their intentions (write them on flip chart).

Positive attitude
1.

Explain to participants the concept of having a positive attitude as used in this

exercise:
A positive attitude is about the willingness to focus on the good things in a
situationto find opportunities and constructive solutions in whatever life
presents. It is about keeping positive thoughts and not getting held back or
distracted by negative thoughts. It is about choosing, moment by moment,
to look for the best in people and the best in things around you.
By developing positive thinking habits, you may start to notice new
opportunities and be generally happier in situations that present themselves.
This doesnt mean that you only think positive thoughts or that you ignore
what is happening because it appears to be negative. In order to have a
positive attitude, it is critical that you take an honest look at what is in front
of you, positive and negative. This belief is about trying to find a positive
way through a situation despite the challenges that exist.
Your challenge is to develop new, positive mental habits.
83

2.

Review the following:

Do you understand the meaning of having a positive attitude?
What limiting beliefs come up when you consider the idea of having a positive
attitude? For example, life is hard; the world is corrupt; it cant be done.
What are some ways to reframe these limiting beliefs? I will find a way; my
life is what I make of it; I see opportunities in challenges I face and can learn
from them.
How is having this belief helpful for your business?
How is having this belief helpful in your life?

3.

Give everyone two to three minutes to reflect on their level of positive attitude.
If possible, have them rate themselves on their level of positive attitude through
life on a scale from 1 to 10 (10 representing the most positive attitude).

4.

Have each person create an intention around positive attitude. If people are
having a difficult time coming up with an intention, give them some examples
(listed below). Have each choose an intention that has meaning for him/her,
have him/her say it out loud, and reflect on how that makes him/her feel. Have
participants write theirs down. Examples:
a. I will find a way and can turn any situation around.
b. I will learn from every challenge.
c. I can turn a difficult situation into a positive one.
d. I will practice always finding the good in people.

5.

Allow anyone from the group to share their intentions (write these on flip chart).

Continual Growth through Life

1.

Explain to participants the concept of continual growth through life as used in

this exercise:
Continual growth through life is related to accepting that everything in life
is always changing. If we want things to always stay the same, we may not
easily accept change and will be fighting and resisting life. This can lead to
stress and unhappiness. By recognizing that change is always happening
and allowing ourselves to accept change, and to even grow from it, can
positively impact our lives. We may be more open to opportunities, and we
may take advantage of those opportunities.
Reflect on your life and see how it has changed, and recognize that it will
continue to change. One way you have already taken on this challenge is by
participating in this workshop. Your participation here demonstrates your
commitment to continuous learning and growth for your professional and
personal life.

84

2.

Review the following:

Do you understand the meaning of continual growth through life?
What limiting beliefs come up when you consider the idea of having
continual growth? For example, change is painful and difficult; I dont feel
safe when there are a lot of changes; I dont know what to do when there is a
lot of change.
What are some ways to reframe these limiting beliefs? With change comes
the possibility of greater opportunity; I have the opportunity to learn as
things change.
How is having this belief helpful for your business?
How is having this belief helpful in your life?

3.

Give everyone two to three minutes to reflect on their belief of continual growth
through life. Have them rate themselves on their level of continual growth
through life on a scale of 1 to 10 (10 having the belief of continual growth)

4.

Have each person create an intention around continual growth. If people are
having a difficult time coming up with an intention, give them some examples
(listed below). Have each choose an intention that has meaning for him/her,
have him/her say it out loud, and reflect on how that makes him/her feel. Have
participants write theirs down. Examples:
a. I learn from each experience I have.
b. I accept that things will change in my life.
c. I will embrace change in my life.

5.

Allow anyone from the group to share their intentions (write these on flip chart).

Owning Your Power

1.

Explain to participants the concept of owning your power as used in this

exercise.
Owning your power is about recognizing that we are the most powerful person
in our own lives. We can choose how we want to live our lives. The work we do
and the life we live is up to us.
This belief is about stepping forward to be a powerful person who actively
participates in life rather than one who just lets life happen.
This power is inside all of us. By recognizing this power inside of you, you can
take advantage of it. You can own it.

85

2.

Review the following:

Do you understand the meaning of owning your power?
What limiting beliefs come up when you consider the idea of owning your
power? For example, everyone has told me that I am weak; I will never
amount to anything; everyone else tells me what to do.
What are some ways to reframe these limiting beliefs? My power comes
from within; there are decisions that I can make on my own.
How is having this belief helpful for your business?
How is having this belief helpful in your life?

3.

Give everyone two to three minutes to reflect on their level of how much they own
their power. If possible, have them rate themselves on a scale from 1 to 10 (10
feeling strongly they own their own power).

4.

Have each person create an intention around owning their power. If people are
having a difficult time coming up with an intention, give them some examples
(listed below). Have each choose an intention that has meaning for him/her,
have him/her say it out loud, and reflect on how that makes him/her feel. Have
participants write theirs down. Examples:
a. I create my life the way I want it.
b. I can rewrite the story of my life.
c. I recognize I am powerful.

5.

Allow anyone from the group to share their intentions. Write these on the flip
chart.

6.

Ask participants to reflect on what they have learned.

This may be a good place to take a break, stretch, or play a game.

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TOPIC 4: IDENTIFYING & UNDERSTANDING ONES STRENGTHS

EXERCISE 1: MY BEST QUALITIES*

CORE COMPETENCIES: (1) Cognitive awareness, (2) Managing self, (3)
Independence and self confidence*
1.

Having participants reflect on positive qualities of themselves will give them

more confidence and enhance their understandings of themselves as they
practice positive mental thoughts. In the group, present each of these questions
and allow individuals to reflect by writing in their journals (or talking with a
partner).
What is something that I have done that I am very proud of?
What is my most courageous act?
What qualities do I love and value most about myself?

2.

3.

Then going around the room, have each person describe their answer to
either: 1) What is one thing in my life that I am proud of? 2) What is my most
courageous act?
After everyone has shared, honor everyone for their strength and resilience.

PERSONAL
POWER

Time

45 minutes

Objectives

Discover the qualities most valued by

participants

Build understanding
and appreciation for
participants favorite
qualities

Materials

None
Have music playing in the background.
TIP

TIP

There may be a special way to honor people in the culturethrough

clapping, gesturing with arms/hands, etc. Use a culturally appropriate and
recognized way to congratulate each person for their accomplishments.

Option B for this exercise: Reflecting can be done by having participants think to
themselves, write, draw, or pair up and talk to each other through this process. If this
exercise is chosen, there still needs to be public acknowledgement for each person by
the group members.

* This exercise is adapted from Gershon and Straub (2011) Empowerment: The art of creating the life that you want.

87

TOPIC 5: DEVELOPING POSITIVE MENTAL HABITS

EXERCISE 1: COGNITIVE REFRAMING

NEGATIVE TO POSITIVE
CORE COMPETENCIES: (1) Cognitive awareness, (2) Managing self, (3)
Independence and self confidence
PERSONAL
POWER

1.

How often do you think about your goals or vision for their future? How often
are your thoughts negative? How often do you think about the challenges,
frustrations, or difficulties of life?

Time

30-45 minutes

Making the mental shift from what is wrong with our lives to what we want
in our lives is often difficult. But this mental shift is an important one. It is
something that we can do at any time, in any situationit is our choice. In
life there are always things that are difficult or cause problems.

Objectives

Use the following talking points to create a discussion with the group:

Communicate the

potential for anyone to

change their outlook on

If we look closely at our thoughts, we can see that if we focus on only the
problems, we feel bad, sad, or depressed. It is harder to find a solution when
we dwell on how difficult our problems are. This is related to developing
positive mental habits, as we discussed earlier.

life

Introduce some
techniques for shifting
ones point of view to think
more positive, productive
thoughts.

2.

Explain that there are some easy ways to begin reframing negative thoughts:
Use milder wording. Sometimes we use very harsh words to describe a
situation or people, such as, that person is cruel, or, I am so stupid.
Using milder wording, this could be, I dont like how that person treated
me, or, let me remember not to do that again. This change in wording
may help us feel a bit better about the situation.

Materials

Projector

Ask yourself, What is the best way for me to accomplish what I

want?When you are facing a challenge or a fear, you can ask yourself this
question to help you focus on the solution rather than the problem.
Ask yourself, What can I learn from this?Use challenges as an opportunity
to improve yourself.
Ask yourself, Is there a limiting belief behind my thought? For example, do
you have less confidence in yourself and your future because of something
from your past?
3.

Conclude:
When we think about what we want in the future (our visions), we feel
uplifted and stronger. We can then more easily find a way through
challenges.
This is about the willingness to look honestly at our situations and find the
opportunities or constructive solutions in whatever life presents.
Remember, our work is to develop new positive mental habits! Lets see this
in action in the next exercise.

88

EXERCISE 2: PERSONAL BEHAVIOR

CHANGE*
CORE COMPETENCY: Cognitive awareness*
1.

Explain to participants that whenever they are faced with a personal behavior or
emotional challenge, they can use this four-step process to move forward in a
positive way. The process and questions they need to ask are:
Awareness: What is my current behavior, and what is the specific challenge I
face? (Try to look at different aspects of the situation and be honest.)
Vision: How would I like to act or be? (Focus on what I want, and be careful
not to focus on what I dont want)
Transformation: What do I need to change to get there? (Specifically, how do
I change how I think about this issue to help me move towards my vision.)
Growth: What is my next step to move forward (grow) to get to my vision?
(Clearly define a statement (intention) or action that will move you towards
your goals. It often helps to include a visual image.)

PERSONAL
POWER

Time

60-90 minutes

Objectives
Introduce and discuss
the simple 4-step
process for personal
behavior change

Materials
2.

Have participants brainstorm some common issues or challenges they face.

None

Example 1: I always become irritated when I speak with my mother-in-law.

Example 2: I regularly forget to write down how much customers owe me
when I lend them a stove or let them pay on credit.
3.

In groups of two, have the participants talk through one personal behavioral
issue using the below four steps. Have one person go first, with the other person
providing feedback, then vice versa.
Awareness: What is the current situation; what is the specific challenge I
face?
Example 1: I become very angry every time I have to speak with my
mother-in-law because she always complains about my activities.
Example 2: I regularly forget to write down how much customers owe
me when I lend them a stove or let them pay on credit because I am
busy or dont think about it.
Vision: Where do I want to go?
Example 1: I would like to have a positive relationship with my
mother-in-law.
Example 2: I would like to collect and have all the money that is owed
to me and not forget who owes me what.

* This exercise is adapted from Gershon and Straub (2011) Empowerment: The art of creating the life that you want.

89

 Transformation: How do I change my thinking on this issue to get where I

want to be?
Example 1: One way to think about this is to realize that my motherin-law is old and may also be suffering. I think she wants the best for
her son and the family, and I can choose not to become irritated at her.
Since we have the same goal of a good family life, I can try kindness
and love as I interact with her.
Example 2: Keeping records is important so that I am able to get
everything I am owed; it should be a priority of mine to do right away
when I lend a stove or let a customer pay on credit.
Growth: What is my next growth step (intention)?
Example 1: The next time I engage with her, I will treat her with love
and kindness, no matter how she behaves with me. Lets see what
happens.
Example 2: I will keep my record book close to me, and every time I
lend someone a stove or let them buy on credit, I will write down their
names and how much they owe immediately!
4.

Exercise 2(b): My Next Growth Steps

Time

Make sure you emphasize that individuals identify an achievable task for their
growth step (intention) that they will implement in the future.

60-90 minutes

1.

Objective

Have participants complete the My Next Growth Steps worksheet in the

Empowerment section of the participant packet. Explain:
Choose one personal behavioral/emotional challenge you face. This can
be anything from getting upset with your husband when he doesnt do his
agreed tasks, to not taking the time to care for yourself on a daily basis.

Identify next growth step

Materials

Choose one personal behavioral/emotional work challenge you face. This

can be anything from forgetting to keep track of your records, to not feeling
confident in your ability to promote cookstoves.

Copy of the My Next

Growth Steps exercise
from the Empowerment
section in the participant

Go through the four steps (as outlined in the worksheet) to create your next
growth step.

packet

Blank pieces of paper

or journals

2.

(Optional) Have each person draw on a blank piece of paper (or in their journal)
an image related to her vision that will give her strength when moving forward
with her growth step (intention).

3.

Have the group divide into pairs to share.

4.

Have some people share in the large group one of their life challenges and the
steps to create change.

5.

Conclude:

Colored pencils or
markers

90

 This takes practice! Work on it and come back to your growth steps.
As you begin to practice your intentions, you can start to change your
beliefs, and then your responses will change, which can ultimately help
change the outcome.

NOTE

In the leadership section there will be more exploration of what it

means to have visions and a focus on creating visions for our lives and
our businesses.

91

TOPIC 6: MANAGING FEAR AND RISK

EXERCISE 2: ADDRESSING &

OVERCOMING FEAR*
CORE COMPETENCIES: (1) Cognitive awareness, (2) Managing self, (2) Risk-taking
PERSONAL
POWER

Exercise 1(a): ADDRESSING & OVERCOMING FEAR*

1.

We are going to explore ways to manage fear. You can apply the techniques
we will be learning to fears you may have in your life.

Time

Explain:

60-75 minutes

First, each of you will identify and address a fear, and then you will work to
overcome it. Use your emotions to gauge how you feel. Try to notice if you
are feeling more or less fearful.

Objectives

Identify and con-

When you are able to overcome fear, you may be more willing to take
risksa key quality of a successful entrepreneur.

front a personal fear

and begin the process
to overcome it.

Share limiting

2.

Instruct participants through the exercise:

beliefs

Take a few deep breaths. Place your hands over you heart and think about
your personal power. Know that you are in a safe place.

Develop an under-

Close your eyes and identify something you are fearful of. What do you feel?

standing of how to

Practice new beliefs

Now ask yourself, what fears do I experience that are most difficult for me
in my life? Is it rejection? Abandonment? Betrayal? Loss of freedom? Not
being deserving?

Materials

What is it that causes me to pull away in my friendships and relationships?

In what situations do these fears seem to arise?

Whiteboard and

Allow yourself to think about the fear and how you feel.

markers

What is the first negative statement related to your fear that you are thinking
about? Can you reframe this thought into a positive thought? What would
you say to yourself?

reframe these beliefs

For example, if your fear is, I am worthless, your positive statement might
be, I am a strong person. But once you say that out loud, you may find
you have resistance to believing this, such as, No way, I am useless and
everyone tells me that.
Now, instead of pulling away from this new negative thought, think about
your positive statement again. Say it and feel the strength in the statement.
If you really dont believe it, rephrase your statement so that you do believe
it, ensuring it is still positive. For example, Every day I am making myself
stronger and stronger. Once again, write down (or say) the statement.
Write/say the next resistance that comes up for you. The next resistance that
comes up might be, Why dont others want me to be strong?

92

* This exercise is adapted from Gershon and Straub (2011) Empowerment: The art of creating the life that you want.

 Say or write your positive statement again, strongly and with feeling. You may
also think, It doesnt matter if there are others who want to put me down, I
can still make myself stronger every day.
Do this five times. Youll discover its like peeling the layers of an onion. You
peel off one resistance and notice another, more subtle resistance underneath.
Because you are working with a deeply ingrained fear, it takes time to peel
away the resistances to believing your new statement. Dont forget to reaffirm
your positive statement each time you write a resistance.
Building from the first example on self worth, lets review how this process
could go:
Belief: I will never amount to anything.
Reframe 1: I am a successful person.
Your thoughts to the reframe/new belief: No way, I am a loser and everyone
tells me that.
Reframe 2: I have many talents that will make me successful.
Your thoughts: Hah! The talents I have wont make me successful.
Reframe 3: I have several good qualities, and I am willing to learn.
Your thoughts: It is true I have some good qualities, but I dont have any
education.
Reframe 4: My desire to learn will help me reach my goals.
Your thoughts: It is important to remember my goals.
Reframe 5: I will learn what I need to know to reach my goals.
3.

Allow participants several minutes to finish going through this process. Have
them write down/say their final statement. Ask them to reflect on the emotions
they are feeling.

4.

Have several participants share their statements with the group and discuss how
they felt about this process.

NOTE

Fears and limiting beliefs are often related to societal roles that people
adopt. Many fears are related to societal expectations associated
with such roles and perhaps not meeting these expectations. For
example, a fear may be not having enough strong, healthy children (a
common societal expectation of a mother). Everyone plays many roles
throughout their lives. Instead of focusing on what we should be doing
or what is expected of us, it is important to focus on what we want for
our life, our purpose and vision.

93

Exercise 1 (b): Fears in a Hat

Time

45 minutes

1.

Distribute small sheets of paper to each participant. Instruct them to

anonymously write a fear or worry that they have related to their business or
work. Tell them to be as specific and honest as possible, but not in such a way
that they could be easily identified.

2.

After everyone is done writing a fear/worry, collect all pieces of paper, and place
them in a hat.

3.

Shuffle the sheets, and pass them back out to participants until all are
distributed.

4.

Take turns reading one fear aloud, and each reader should attempt to explain
what the person who wrote the fear means. Do not allow any sort of comments
on what the reader said. Simply listen and go on to the next reader.

5.

After all fears have been read and elaborated, discuss as a whole group what
some of the common fears were.

6.

Explain:

Objectives

Identify participants
personal fears

Practice a process
to overcome it/them

Materials

Writing utensils and

paper

A hat

We all have our own fears that are very real. Oftentimes, our fears are shared
by others. In order to address and overcome a fear, it is first necessary to be
aware of that fear.
It is important to know what fears you have in your work so you can address
them.
7.

As a group, choose two or three fears and go through a reframing process to

turn the limiting belief into a belief that is empowering (similar to the process
described above).

8.

Discuss with the group how they feel now about these fears. Do they feel they
could go through this exercise on their own?

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94

The trainer can put some common fears into the hat as well.
Example comments for trainers to put into the hat:
1.
I am afraid I wont be as successful because I am a woman.
2.
I am afraid I wont be able to pay back my loans.
3.
I am afraid my husband will treat me differently if I make money.

If working with illiterate women, have participants form groups (of two
to four), and ensure that there is one person per group who can write.
Have them discuss and write down some fears together.

TOPIC 7: KNOWING OURSELVES THROUGH OUR BODIES

EXERCISE 1: BODY DIALOGUE*

CORE COMPETENCIES: (1) Cognitive awareness, (2) Managing self*
1.

Explain:

PERSONAL
POWER

Now we will have an opportunity to move around and feel energized. We will
be focusing on our bodies and increasing awareness of our bodies.

2.

With an awareness of our bodies comes the understanding of things that

impact good health, including food, drink, pollution, and the need to be
aware of sources of poor health.

Time

This exercise will help us get in touch with our bodies and also allow us
to reflect on why improved cookstoves and fuels can be important for the
health of our families and ourselves.

Objectives

Gather the group in a lively activity of dance or movement, something that

allows individuals to get their heart rate up and feel energized. It could be
dancing, an active game, or a series of exercises. It is best if music is played.

60-75 minutes

Connect
participants with their
body

Explore how
household air pollution
and other local issues

3.

4.

Do this for about 15 minutes, and then let people find a place on the floor to
lie down (their hearts should still be beating fast, breaths are deep). Keep the
music playing.
As people are lying down, ask them to have a conversation with their bodies:

impact your health

Promote the idea

that a healthy body
is important for a
productive future

How strong do I feel?

How well does my body work?

Materials

Do I take care of my body?

Lively, loud music

Do I eat nourishing foods?

to encourage dance or

Do I get enough rest?

movement

Is the water that I drink clean?

Is the air that I breathe inside my home clean?
Do I seek care when I am ill?
Are there any thoughts or limiting beliefs that I have that keep me from taking
care of my body?
Ask your body, What else do you want me to know about caring for you?
5.

Let individuals stay lying down for a few minutes longer as they think.

6.

As they are ready, allow people to slowly sit back up and share their
experiences.

7.

Ask them: What did your bodies say to you? What will you do differently to take
care of your body?

* This exercise is adapted from Gershon and Straub (2011) Empowerment: The art of creating the life that you want.

95

8.

After this exercise, have two or three individuals describe their experience with
this process.

9.

Have a group conversation with participants around health impacts of household

air pollution and cooking, encourage them to share:
Think about how household air pollution affects your health, your respiratory
system, and your eyes. How does this make your body feel?
Has the health of other people youve known been affected because of smoke
from inefficient cookstoves or lighting?
What about harm that is caused from collecting fuel (either for yourself or that
of your family)? And burns from the open fire?
What different solutions could be used to create a cleaner environment?

10. Ask participants about other causes of sickness in their community, including
contaminated water, exposure to mosquitos, lack of proper health seeking, etc.
11. Remind the participants about the importance of good health for themselves
and their families. The healthier they are, the better is their ability to do the
things they want in their life.
12. Ask participants what are the next steps that each individual will take to care
better for her body? (Write these on the flip chart).

96

SELF-CELEBRATION CEREMONY
1.

Gather everyone in a circle and give each of them an unlit candle.

2.

Explain to the group that everyone should be proud of the progress they have
made so far and this is an opportunity to honor and appreciate each other.

3.

4.

Light the candle of one participant and have her state one thing she has learned
about herself or her life that she wants to share with the group. Give participants
up to one minute each to speak.
Have the person who has completed speaking then light the candle of the next
person.

5.

Once everyone has finished, have everyone look at each other (they can scan
the circle) and smile, appreciate, or otherwise positively acknowledge each other
(give a minute or two for this).

6.

Have everyone blow out their candles.

Time

30 minutes

Objectives

Reflect on and honor

the progress made by
the participants thus far

Materials

Candles

97

MOVING IT
FORWARD:

LEADERSHIP
Overview
1. Introduction to Leadership
2. Establishing & Developing Clear Visions
3. Setting Goals & Being Proactive
4. Problem Solving
5. Communication
6. Plan of Action

98

Proposed 2-day Leadership Exercises Schedule

Session

Day 1

Day 2

Introduction to
leadership section
(20 mins)

Morning A

Dealing with change

(30 mins)

Leadership 101
(45 mins)

Review of Day 1
Being proactive
(65 mins)

Problem solving
(50 mins)

Break
Leadership in action
(120 mins)

Morning B

Establishing
a clear vision
(60 mins)

Problem solving part

2 (45 mins)
Active listening
(30 mins)

Lunch

Afternoon A

Developing our visions

(135 mins)

EPIC communication
(150 mins)

Break
Plan of action
(105 mins)

Afternoon B

Setting goals
(105 mins)

Circle share
(20 mins)

Feedback from
leadership section

99

INTRODUCTION TO LEADERSHIP
SECTION
Time

1.
20 minutes

Provide a brief introduction of what will be done in the leadership section of the
workshop, and provide an outline of this part of the training.
This is a process focused on enhancing your ability to take the business
skills you have learned along with the empowerment processes you have
gone through, and to put them into action.
We will explore what it means to be a leader and think about how we can
each be a better leader.
We will explore making visions for ourselves and our work, and setting
goals to accomplish them. We will practice our abilities to be proactive to
respond to situations, and we will learn strategies around problem solving
to get to where we want to go. Finally, well practice how to actively
listen and how to communicate with each other and with customers.
All of these activities and processes will involve exploring ourselves
and enhancing our abilities to be better leaders and to develop our own
strong, successful business.
At the end of this section, we will each create an action plan. This is
a plan for setting and achieving our next goals. It can be applied to
personal goals or business goals.
As we go through this process, we should be aware of our personal needs
and also think about our other commitments in this process.
It will be important to be open to this process. We are all working
together, and we are here to support each other.

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100

Revisit the agreement made in the beginning of the workshop. Ask

participants if they have anything else they would like to add before
beginning this session.

WARM UP ACTIVITIY: DEALING WITH

CHANGE
CORE COMPETENCIES: (1) Managing self, (2) Fostering positive relationships

Activity Option (a): Change Your Look

1.

Have participants get a partner and stand facing each other.

2.

Ask the participants to determine which one will observe and which one will
make the changes.

3.

Tell the observer to study her partner closely because her partner will be making
a few changes.

4.

The observer from each pair should turn her back (or close her eyes).

5.

Have the other person now make five changes to her physical appearance. This
could mean taking off their hat, removing a shoe, taking off jewelry, etc. Give
participants 30 seconds to complete the changes.

6.

Participants may face each other again. Ask the partner who did not make
changes to identify as many changes as possible. Allow about 30 seconds for
this. Have the participant who made the changes keep them, even when her
partner goes, and until this exercise is complete.

7.

Do a couple more rounds of steps four through six.

8.

Finally, ask participants to make 10 changes in 20 seconds. You will likely get
some resistance at this point. When you start to get verbal resistance, stop and
move to the discussion questions.

PERSONAL
POWER

RELATIONSHIP
BUILDING

Time

20 minutes

Objective
Practice being
comfortable with
change

Materials
None

Discussion:

How did it feel to be asked to make so many changes?

What are some things that make people resistant to change?
What are some things that make people resistant to change?
What can you do to make it easier for people (people in your business, if
any) to accept the changes?
Why is it difficult to maintain changes once they are made?

TIP

When providing instructions for this exercise, obtain agreement from

the participants that they will maintain whatever changes are made
until the exercise is over. Prompt the group to think about and share
their own personal emotions related to making changes.
101

Time

Activity Option (b): Cross Your Arms

30 minutes

Objectives

Practice changing

For a large class and limited time, this exercise may be more appropriate.
1.

Ask participants to cross their arms. The definition of crossed for this activity
is folding their arms together, as if they were bored or waiting for something.

2.

Now ask participants to fold their arms the other way, reversed of what they
just performed.

and identifying changes

Discuss initial reactions to change

Discussion:

Materials
None

How did it feel when you were asked to cross your arms the other way?
Did it come naturally, or did you have to stop and think about it? Was it
uncomfortable?
What are some things that make people resistant to change?What can
you do to make it easier for people to accept the changes?

102

TOPIC 1: INTRODUCTION TO LEADERSHIP

EXERCISE 1: LEADERSHIP 101

CORE COMPETENCIES: (1) Managing Self, (2) Fostering Positive Relationships
Preparation:
Arrange chairs in a circle, and place the flip chart where everyone can see it.
Make two columns on a sheet of flip chart paper. Write Good Leader at the top of
one column and Bad Leader at the top of the other.
Hand paper and pencils out to each participant.
1.

Instruct participants to think of a leader they admire (e.g., community leader,

politician), and write down three qualities they believe makes them an effective
leader.

2.

Ask participants to think of a leader they dislike and write down qualities that
make them a bad leader.

3.

Allow approximately ten minutes for this, and then ask each participant to share
what she has written. Record the qualities listed on the flip chart paper under
the column Good Leader or Bad Leader.

PERSONAL
POWER

RELATIONSHIP
BUILDING

Time

45 minutes

Objectives

Explore the
qualities of good and
bad leadership

Work together to
create a definition for
leadership

4.

Discuss the similarities and differences in the qualities that came out. Was
anything surprising? Are there any similarities with the qualities for a good
leader and for a bad leader? Do the leaders we do not admire have similar
qualities to ones we do admire? How can we avoid becoming bad leaders? What
can we do to be effective leaders?

Materials

Blank paper and

pens/pencils

Flip chart and

5.

Narrow the list down to agreed upon definitions/qualities of a good leader.

6.

Following the discussion ask each participant to reflect on all the qualities that
the group has identified for both good and bad leaders and list.
a.

Positive qualities she believes that she already has

b.

Positive qualities she would like to develop

c.

Negative qualities she would like to manage or eliminate

TIP

markers

Provide examples of people that you think are good leaders and also
that are bad leaders. Describe a couple of qualities that make them
good or bad leaders. Make sure participants are aware that leaders
can also be family members or friends, not just authority figures.
While you can offer examples and coordinate the process, let participants guide what leadership means to them.

103

TIP

TIP

If working with illiterate women, have them instead draw the person
they are thinking of, then have each woman work with a partner to
describe two to three qualities for each leader. Each partner should
verbally share two or three qualities with the group that they agree
upon for both a good and bad leader.

Use sticky notes to write the good and bad qualities, and place them
on the whiteboard or flip chart. As the qualities are narrowed down to
make a definition of leadership, put the notes with characteristics or
examples not being used on the side. End with a smaller collection of
notes that all participants agree upon.

EXERCISE 2: LEADERSHIP IN ACTION

ACHIEVMENT
PERSONAL
POWER

RELATIONSHIP
BUILDING

Time

12O minutes

CORE COMPETENCIES: (1) Assertion/voice, (2) Fostering positive relationships, (3)

Persuasion, (4) Decision making
1.

Hand out paper and pencils or pens to each participant.

2.

Divide participants into teams of four or five.

3.

Explain to the group that they will be given a series of challenges, and each
challenge must be completed in 15 minutes. A different team member will lead
each new challenge, and no team member should lead more than one challenge
unless everyone else has had a turn. At the end of each challenge the winning
teams (those who complete the challenge in the allotted time, will receive small
prizes).

4.

Inform participants that at the end of each challenge they will be given five
minutes to evaluate the team leader for that challenge. The leader should
also evaluate herself at this time. Encourage participants to list qualities that
made the leadership effective and areas where the leadership could have been
improved. These notes should be saved for the group discussion to follow the
challenges.

5.

When everyone understands the instructions, tell the groups the first challenge,
and give them one minute to choose a leader before you begin timing the
challenge. All groups do the same challenge simultaneously. The groups who
complete the tasks within the allotted time frame can receive small prizes.

Objectives

Practice leadership
as defined in the previous exercise

Discover participants personal leadership styles/qualities

Materials

Sweets or small
tokens for prizes

Paper and markers

104

6.

At the end of the activity, when every participant has had an opportunity to lead
her team, bring the group together in a circle to discuss what they learned. Use the
discussion points provided.

Discussion Guidelines
1.

Give participants a chance to hear her teammates comments on her leadership style.
Emphasize the importance of being respectful in comments. Ask for both positive
comments and comments on something the leader could improve.

2.

After listening to comments, allow the participant in question to share what the
leadership experience was like for her. What did she enjoy? What was difficult to deal
with? What did she learn about leadership? What did she learn about herself? Were
the leadership qualities she displayed with her team the same as she wrote down in
Activity: Good versus Bad Leader? Or were there some surprises?

3.

Allow every participant the opportunity to hear from her peers and share her own
reflections.

TIP

If working with illiterate women, or if you prefer, have the whole group
debrief after each challenge. Ask participants what the leader did well
or their group did well (have them think about the characteristics of a
good leader)? What could she improve upon?

Challenge Options
1. Choreograph a dance and explain what it represents (e.g., rain dance,
wedding dance, etc.). All team members must participate in the dance.
2. Build a human machine using all team members. Teams must be able to
explain what the machine does, and what each team members function
is within the machine.
3. Put on a two-minute dramatic piece that begins with the line, Is she still
breathing?
4. Create a television commercial for a cookstove product or lighting
product.
5. Write a front-page headline of a newspaper article that conveys the story
of their inspired vision for this training.

TIP

Its important to note that there are different kinds of leaders. Not all
leaders fit the description of Charismatic, Outgoing, etc. Observant
and quiet leaders also exist and are needed.

105

TOPIC 2: ESTABLISHING & DEVELOPING CLEAR VISIONS

EXERCISE 1: ESTABLISHING A
CLEAR VISION
CORE COMPETENCIES: (1) Assertion/voice, (2) Vision
ACHIEVMENT
PERSONAL
POWER

1.

Remember that in the empowerment section, we talked about having

visions when making personal behavior change. We are now going to
focus on big visions, what this means, why its important, and how to
make clear visions for our lives.
So, what is a vision?
Whether or not we realize it, each of us has different visions for
our lives. Some of our visions are very negative, such as a poor
widow who believes she will become a beggar. Some of our visions
are positive, such as a woman who believes she will have her own
textile business. We all act on our visions for our lives every day by
deciding whether to get up in the morning and go to fetch wood, to
work hard or not, even the friends we make and social clubs we are
in. We lead our lives and make choices according to how we see our
future.
Why is it important to have a clear vision?
Some people know from when they young that they want to be a
businesswoman or they want to be a leader in their community.
However, most people figure out what they want to do with their
lives along the way. Sometimes they are inspired by a friend or given
a work opportunity that they enjoy.

Time

Explain:

6O minutes

Objective
Discuss what a vision is
and why it is important
to have visions for the
future

Materials
None

2.

Share a story about a global (or local) figure who has had a vision for change.
Emphasize how this person didnt dwell on things that would make it hard for
the vision to come true, but instead thought positively about being able to
achieve it. Pick one of these options:
a. Use the story you created in your HCD plan for a visionary leader.
b. Introduce Wangari Maathai (Kenya) and read the excerpt from her Nobel
Peace Prize acceptance speech on the following page.

3.

Debrief the story and/or speech excerpt. Discuss what the leaders vision was,
what the leader decided to do, why, and how he or she worked with other people
to make that vision a reality.
a. Reiterate that it is important to think positively through the challenges faced.
b. Ask participants what leadership characteristics this person had/has.

106

Visionary Leader Example: Wangari Maathai

Wangari Maathai

was a Kenyan environmental and political activist. In the 1970s,

Maathai founded the Green Belt Movement, an environmental non-governmental
organization focused on the planting of trees, environmental conservation, and womens
rights.In 2004, she became the first African woman to receive the Nobel Peace Prize for
her contribution to sustainable development, democracy and peace.
Excepts from her Nobel Peace Prize Acceptance Speech:
My inspiration partly comes from my childhood experiences and observations of Nature in
rural Kenya. It has been influenced and nurtured by the formal education I was privileged to
receive in Kenya, the United States and Germany. As I was growing up, I witnessed forests
being cleared and replaced by commercial plantations, which destroyed local biodiversity
and the capacity of the forests to conserve water. In 1977, when we started the Green
Belt Movement, I was partly responding to needs identified by rural women, namely lack
of firewood, clean drinking water, balanced diets, shelter and income. Throughout Africa,
women are the primary caretakers, holding significant responsibility for tilling the land and
feeding their families. As a result, they are often the first to become aware of environmental
damage as resources become scarce and incapable of sustaining their families.
The women we worked with recounted that unlike in the past, they were unable to meet
their basic needs. This was due to the degradation of their immediate environment as well
as the introduction of commercial farming. I came to understand that when the environment
is destroyed, plundered or mismanaged, we undermine our quality of life and that of future
generations.
Tree planting became a natural choice to address some of the initial basic needs identified
by women. So, together, we have planted over 30 million trees that provide fuel, food,
shelter, and income to support their childrens education and household needs. The activity
also creates employment and improves soils and watersheds. Through their involvement,
women gain some degree of power over their lives, especially their social and economic
position and relevance in the family. This work continues.
Initially, the work was difficult because historically our people have been persuaded to
believe that because they are poor, they lack not only capital, but also knowledge and skills
to address their challenges. Instead they are conditioned to believe that solutions to their
problems must come from outside. Further, women did not realize that meeting their needs
depended on their environment being healthy and well managed. They were also unaware
that a degraded environment leads to a scramble for scarce resources and may culminate in
poverty and even conflict. We developed a citizen education program, during which people
identify their problems, the causes and possible solutions. They then make connections
between their own personal actions and the problems they witness in the environment and
in society. In the process, the participants discover that they must be part of the solutions.
They realize their hidden potential and are empowered to overcome inertia and take action.
They come to recognize that they are the primary custodians and beneficiaries of the

107

environment that sustains them. Initially the Green Belt Movements tree planting activities
did not address issues of democracy and peace, it soon became clear that responsible
governance of the environment was impossible without democratic space. Therefore, the tree
became a symbol for the democratic struggle in Kenya. Citizens were mobilized to challenge
widespread abuses of power, corruption and environmental mismanagement. Through the
Green Belt Movement, thousands of ordinary citizens were mobilized and empowered to take
action and effect change. They learned to overcome fear and a sense of helplessness and
moved to defend democratic rights.
In time, the tree also became a symbol for peace and conflict resolution, especially during
ethnic conflicts in Kenya when the Green Belt Movement used peace trees to reconcile
disputing communities. During the ongoing re-writing of the Kenyan constitution, similar
trees of peace were planted in many parts of the country to promote a culture of peace.
Using trees as a symbol of peace is in keeping with a widespread African tradition.
Such practices are part of an extensive cultural heritage, which contributes both to the
conservation of habitats and to cultures of peace. With the destruction of these cultures and
the introduction of new values, local biodiversity is no longer valued or protected and as a
result, it is quickly degraded and disappears.
As we progressively understood the causes of environmental degradation, we saw the need
for good governance. Indeed, the state of any countys environment is a reflection of the
kind of governance in place, and without good governance there can be no peace. Many
countries, which have poor governance systems, are also likely to have conflicts and poor
laws protecting the environment. In 2002, the courage, resilience, patience and commitment
of members of the Green Belt Movement, other civil society organizations, and the Kenyan
public culminated in the peaceful transition to a democratic government and laid the
foundation for a more stable society.

It is 30 years since we started this work. Activities that devastate the environment and
societies continue unabated. Today we are faced with a challenge that calls for a shift in
our thinking, so that humanity stops threatening its life-support system. We are called to
assist the Earth to heal her wounds and in the process heal our own indeed, to embrace
the whole creation in all its diversity, beauty and wonder. This will happen if we see the need
to revive our sense of belonging to a larger family of life, with which we have shared our
evolutionary process.
In the course of history, there comes a time when humanity is called to shift to a new level
of consciousness, to reach a higher moral ground. A time when we have to shed our fear and
give hope to each other. That time is now.
The Norwegian Nobel Committee has challenged the world to broaden the understanding
of peace: there can be no peace without equitable development; and there can be no
development without sustainable management of the environment in a democratic and
peaceful space. This shift is an idea whose time has come.
(See the whole speech at www.wangarimaathai.com.)
108

Visualization (optional)
For practitioners with a large class and limited time, this exercise may be more appropriate.
1.

Guide participants through a visualization:

Time

3O minutes

Objective
Visualize achieving a

Sit comfortably in your seats, closing your eyes, and make sure that both
feet are placed on the ground.
Relaxbecome aware of your breathing. Breathe in deeply, allowing your
lungs to fill completely before exhaling.
Notice the points where your breath enters your nose, throat, and lungs.
Think of something you want to accomplish. This might be something you
are currently working or a goal/dream for the future.
Imagine the day you accomplish this. Picture yourself in that
environment. What do you look like? What are you saying and doing? Who
else is there?
What does it look like? Smell like? Sound like? How do you feel?
Now think back to what it took for you to get to this point in your life. How
long did it take you?
What sacrifices did you have to make? What were the little victories you
were able to celebrate along the way? What were the victories that you
knew were bringing you that much closer to where you are today?
What was that path like? Was it smooth and uneventful, or bumpy and
turbulent?
What obstacles did you encounter?
How did you work through these obstacles? Consider the time it took to
get through each one.
What feelings did you experience?
Now picture yourself today, and think about the route you are going to
take to get to your next goals.

2.

goal or dream

Materials
None

Ask participants to open their eyes and take five minutes to journal what they
envisioned (this could be writing, pictures, or a combination of both). Provide an
opportunity for the participants to share with the class.

109

EXERCISE 2: DEVELOPING OUR

VISIONS
ACHIEVMENT
PERSONAL
POWER

CORE COMPETENCIES: (1) Vision, (2) Independence and self confidence

Talk and Exercise 2(a): Creating Vision Webs

1. Explain:
Having many visions doesnt mean you figure out exactly what you want
to do in the future right now. But, it does mean that you start the process
of actively discovering what you want to do for yourself, for your family,
and for your community. Instead of waiting around for an opportunity or
interest to fall into your lap, you should actively search inside and around
yourselves for your personal visions. That way, when you are making
choices from day to day, you are not lost or waiting for the world to
happen to you. When you have visions, you know what you want and you
make things happen.
Now its time to create your vision webs. Your vision web should include
different visions you have for different areas in your life. If you have many
visions for each area, feel free to list them. As you start to gain experience
in your different areas of interest, the vision might change. The web just
helps us write down all the different visions. Start thinking about what you
would put in your own vision web.
In creating visions for your business, think about the business visioning
activity done earlier. Now, brainstorm on your business brainstorm sheet
by asking yourselves the following questions:
In five years:
What do I want my business to look like? What am I doing every
day?
How much money am I making?
Where am I selling the product or providing a service?
Who am I selling products to or providing services to? How many
people?
Do I have an office? Do I have employees?
What am I good at now? What skills do I have?
In groups of two or three, share your visions for work based on your
answers to the questions.

Time

75 minutes

Objectives

Create vision webs

(either write or draw)

Share and discuss

vision webs

Materials

Vision Web sheets

Business brainstorm sheets

Pens, pencils
Colored pencils or
markers

TIP

110

If working with illiterate women, have them draw their visions in a

single image or set of images.

Discussion Guidelines
Was it difficult to formulate your visions? Why or why not?
Do you imagine that your visions may change over time? Why or why not?
How did you feel when you heard the visions of others in the group?
Why is it important to put your vision(s) in writing and/or to articulate
your vision(s) aloud to others?
Was it hard to formulate your work vision?
What do you need to know, or what additional skills would you like to
have or need to practice to get to this vision?

Talk 2(b): Visions and Structural Conflict

1.

After the participants share in groups of two or three the answers to the
questions above, ask the participants to return to the big group and share their
responses to the questions. Start with question one to introduce structural
conflict.
a. Definition of structural conflict: Conflict caused by patterns or structures of
actual or perceived power which create perceived inequality.

2.

3.

Have elastic bands ready, and ask for three volunteers to come up. Give clear
directions to the volunteers. One volunteer has a sign that says vision and
will play the role of the hand in the picture. One volunteer will play the role of
powerlessness (also hold a sign), and one volunteer will be in the middle (the
visionary). See the cartoon on the following page for a graphic.
Have the visionary share the work vision that she wrote down during the
previous activity. As the visionary shares her hopes for this vision, the person
playing the role of vision pulls the elastic band forward. Assist with this motion
if needed.

Time

30 minutes

Objectives

Explain that there

can be conflicts that
make it difficult for us
to reach our visions

Discuss situations
in which one might feel
powerless

Materials

Whiteboard
Large sheet of
paper with a picture of
a rubberband (powerlessness) and a hand
(vision), with a man

4.

Now have the visionary share the fears, judgments, and negative comments
around this vision. As she does, have the person playing the role of
powerlessness pull the elastic band in the opposite direction. Assist with this
motion if needed.

between them (see

sample picture below)

Two elastic bands

a. Remind participants of the importance of having a positive attitude. Focusing

on potential problems, fears or judgments can make us feel helpless and
also hold us back.
b. Connection to body: One important tool to teach here is how our bodies feel
expansive/constricted when thinking about the emotions/thoughts that get
in the way of making our vision a reality. Ask the volunteer how it felt to be
part of this process. Did she feel expansive when walking toward the vision
and constricted when being pulled by the limiting beliefs? Have her name

111

these limiting beliefs (e.g., fear, judgment, etc.).

5.

Explain:
Even if you have a clear vision, there can be challenges or life
circumstances that make getting to that vision difficult. Its important
to think strategically about how to reach your vision and about issues
that might be encountered. Later, each of you will create a plan for your
vision to help you think strategically about getting to your vision. Feeling
helpless, however, is not beneficial because it can lead to stress. It is
important not only to have a plan, but to support and care for yourself in
the process of making a vision a reality.

Be aware of group dynamics and the paradox of defensive routines:

IMPORTANT

If we see a defensive routine in others, chances are we are

participating in it too.
The more effective a defensive routine, the more difficult it is
to see.
Working against a defensive routine is the best guarantee that
it will be strengthened.
Absence of defensive routines does not assure team
effectiveness.

Feeling of powerlessness

NOTE

TIP

112

Current reality

Vision

The importance of the picture above is to engage participants in

recognizing how the voices of fear, judgment, powerlessness, limiting
beliefs, etc. impede ones movement toward a personal/collective
vision.

Put the image above on the wall for all to see what was just
demonstrated by the volunteers.

Exercise 2(c): Sharing Activity

1.

Have participants reflect on their personal vision for work. Ask them if anything
has changed with their vision.

2.

Each participant is given a balloon.

3.

On one side of the balloon, instruct the participant to write down or draw her
personal work vision.

4.

Have participants share what they wrote.

5.

After sharing, have the participants pop their balloons.

6.

Explain:

Time

30 minutes

Objective
Share personal visions
for work

Materials
Balloons

This action represents each of you setting your intentions to following

your visions. It is time to step into a vision with full confidence. Next we
will talk about taking action steps and setting goals to making visions
happen.

TIP

If working with illiterate women, give them the opportunity to think

about their personal vision while holding their balloon (without
drawing or writing), or have them share with a partner.

113

TOPIC 3: SETTING GOALS & BEING PROACTIVE

EXERCISE 1: SETTING GOALS

CORE COMPETENCY: Goal setting and strategic thinking

Talk 1(a): Setting Goals

PLANNING

1.

The next step is to set big goals for achieving our visions. Goals are the
framework to creating action steps to reach a vision. One of the most
valuable skills for leaders is believing in new possibilities and getting
others to believe those are possible as well. It is important to set big
goals. Of course, the first steps should be small and realistic, but think
bigin a way that excites and energizes you.

Time

60 minutes

Objectives

Define SMART goals

Practice creating

2.

Ask participants to lie on the floor (or sit in their chairs if more appropriate) and
imagine the vision they chose for work. Ask: what does your business look like?
What do you look like? Now, think about how to get from the current reality to
this vision. What needs to change?

3.

Goals should be SMART (refer to below):

SMART goals

Materials
None

Explain:

S Specific
M Measurable
A Achievable
R Realistic
T Time-bound

Specific:
Who: Who is involved?
What: What do I want to accomplish?
Where: Identify a location.
When: Establish a time frame.
How: Identify requirements and constraints.
Why: What are specific reasons, purposes, or benefits of
accomplishing the goal?
Example: Join a womens savings group in my village and go to
meetings every week (as long as they dont conflict with my other
responsibilities and tasks). Promote clean cookstoves or fuels
through the group, and learn how other women in the group save
money.
Measurable: Establish concrete criteria for measuring progress towards
attaining each goal. Measuring progress helps you to stay on track, reach
your target dates, and know you are progressing.

114

 Ask questions such as: How much? How many? How will I know
when I accomplished this goal?
Example: I will go to ten community meetings.
Achievable: Goals should be achievable; they should stretch you slightly
so you feel challenged, but defined well enough that you can achieve
them. You must possess the appropriate knowledge, skills, and abilities
needed to achieve the goal.
When you identify goals that are most important to you, you begin to
find ways you make them come true. You can develop the attitude,
abilities, skills, and financial capacity to reach them. You can attain
most goals you set when you plan your steps wisely and establish
a time frame that allows you to complete those steps. Goals may
seem far away and out of reach, but eventually they move closer and
become attainable, because you grow and expand to meet them.
Ask: What skills or resources do I have to complete this goal? What
skills or resources do I need to complete this goal? How can I get
those?
Realistic: To be realistic, a goal must represent an objective toward
which you are willing and able to work. A goal and can be both high and
realistic. You are the only one who can decide how high your goal should
be.
Have each goal build to the next.
Time bound: A goal should be grounded in a time frame.
Ask: By when do you want to accomplish each goal?
Example: I will go to ten community meetings in the next three
months.

Exercise 1(b): SMART Goals for my Work Vision

1.

2.

3.

4.

Have participants reflect on their visions for work. They should go back to their
vision web and think about their work vision.
Each participant should brainstorm, with a partner, two SMART goals that help
complete her work vision.
Each participant should then use the SMART worksheet in their participant
packets to write down or draw images that help her remember one of her
SMART goals.
Participants should then share with their partner.

Time

45 minutes

Objectives

Define SMART goals

Practice creating
SMART goals

Materials

SMART work sheet

(participant packet)

TIP

Have participants get up and go outside, or somewhere else, to get

some movement and take a break from the room.

Pens and/or pencils

115

EXERCISE 2: BEING PROACTIVE*

ACHIEVMENT
PERSONAL
POWER

CORE COMPETENCIES: (1) Managing self, (2) Goal setting and strategic thinking, (3)
Decision making*

Objectives

PLANNING

Define SMART goals Practice creating SMART goals

Exercise 2(a): Being Proactive Talk

Time

15 minutes

Materials
None

116

1.

Discuss:
Remember when we discussed the importance of self-responsibility as
a core belief? We are going to explore that more now by learning about
being proactive. Being proactive is an important trait of a leader and
businesswoman. Being proactive means taking responsibility for your life.
Being proactive means taking responsibility for ourselves, our actions, our
choices, and our futures. Pro means for, literally for actionto act
instead of waiting to be acted upon.
By being proactive, you are saying that, Who I am today and what I
become in the future is my responsibility. When you take this attitude,
you are empowering yourself. You realize that your choices are the
greatest creative force in your life.
When you respond to a situation without taking time to think about how
to respond, or why youre responding in a certain way, you are being
reactive. When you are reactive you let the situation determine your
response, you allow circumstances to control your behavior, and you
blame others for your actions.
Reactive responses are guided by feelings, not values. When someone
or something harms us we just react, without thinking. If someone yells
at us on the street, we may yell back at that person, without thinking or
choosing our response; we simply react. Reactive people put the blame
on others for their problems.
In contrast to this, Proactive choices are guided by values. Instead of just
reacting, you pause for a moment and select a response that is in line
with your values. Being proactive reminds you that youre free to choose
how to respond to a situation. When you are proactive, you examine your
thoughts and behaviors before reacting. Or, you may not respond at all,
but rather initiateby taking the first step, introducing a whole new way
to act. Even if a situation or behavior of another person is completely out
of our control, we still are able to choose our response to that situation or
behavior.

* Adapted from Educate! materials

 You need to be Response-able, that is, able to choose your responses

(dont confuse participants with the spelling of responsible).
This is one of the unique things that separate humans from animals. An
animal knows simply how to react. It cant control itself. The ability to
choose a response is a uniquely human characteristic.

Game 2(b): Proactive vs. Reactive

1.

Present the following situation to the participants:

a. You overhear your neighbor telling a mean lie about you and your business
to another neighbor. She doesnt know you overhead the conversation. You
dont understand why this neighbor would lie about you or say that lie to
another person.

2.

Time

15 minutes

Materials
None

Ask them to give you two or three responses they might have that would be
reactive. Examples:
a. Go up to her and yell at her.
b. Become very sad because you feel so bad about what she said.
c. Decide that shes a two-faced liar and turn your back to her every time you
see her.
d. Spread mean rumors about her. After all, she did it to you.

3.

Ask participants to give you two or three responses they might have that would
be proactive. Examples:
a. Forgive her.
b. Confront her and calmly share how you feel.

Game 2(c): Proactive or Reactive... The Choice is Yours

1.

2.

3.

Explain that this activity will explore more about how proactive and reactive
people act. Ask for two volunteers.

Time

20 minutes

Materials

Give one volunteer a small bottle or can of soda labeled reactive, and give the
other volunteer a small bottle of water labeled proactive.

One can or bottle

Tell the group that you are going to read some statements (see below). Have
participants raise their hands if they think it is being reactive or proactive. Once
decided, have that volunteer shake up her bottle: Reactive or Proactive

One bottle of water

of soda

Marker to write on
cans/bottles

a. Your husband comes home only to yell at you for not having dinner ready.
You yell back at him that you have been working all day too.
b. Your son asks you to help him with his homework. You dont want to, but you
decide to do it anyway.

117

c. You feel that you need some extra help collecting firewood and water, so you
decide to ask your husband if he can help reduce this burden on you.
d. Someone bumps into you hard in the market, and you bump her back.
e. You are tired after a long day of work and yell at your kids when you see they
havent started their homework.
f. You are trying to sell a cookstove and your customer tells you rudely that its
a useless product. You calmly explain the benefits of the cookstove and ask if
she would like to try it out.
g. You are walking house to house to tell people about healthy cooking habits,
and someone slams the door in your face. You knock and yell for two or three
minutes before walking away.
4.

Ask participants: What will happen to our proactive volunteer if I ask her to open
the bottle? What will happen to our reactive volunteer?

5.

Instruct the volunteers to open the bottles (outside).

Discussion Guidelines
Did you ever feel like the reactive bottle? Why or why not?
Reactive people are like this bottle of soda. The soda gets shaken up
and eventually will explode. Proactive people are more like the water
bottle. They think before they respond, and you can shake them
up all you want, but nothing will happen. Being proactive is part of
being aware of yourself and being able to patiently ponder or react.
Remember to take a moment sometimes, and think before you react.
Do you take responsibility when things dont go as expected? Or do you
look around for someone to blame? Be honest! Leaders know how to
accept defeat gracefully, how to learn from their experiences, and how to
do something different the next time.
With a partner, share an experience when you were responsible for
something that didnt turn out as expected.
What did you learn?
How has it affected your decisions today?

Tips to being proactive:

Take a deep breath or count to ten when something happens that upsets or
annoys you.
Think about three things you like about yourself. I am Write them down if
you can, or repeat them in your head.

118

Being Proactive Talk (continued)

Did you ever feel like the reactive bottle? Why or why not?
All of our problems fall into three categories, and the ability to determine in
which category your problems fall will maximize our proactive responses.
Certain aspects of our problems are either:

Things we can directly control (e.g., the amount of time we spend on

creating a business plan or savings plan).
Things we can indirectly control (e.g., the election of a community
leader).
Things we cannot control at all (e.g., the price of cookstoves).
What is in your control? What is out of your control?
Things like you have to take out a loan to pay for your business or the cost of
fuel for your stove are within the wider circle of our concern, but we have no
influence over them. So to spend a lot of time worrying about these things is
useless.
Both a reactive person and proactive person may be concerned about the same
things. But people who are proactive focus on expanding issues that are in their
control. They believe more things are in their control, or they try to gain control
of more situations. They become more influential, and thereby their circle of
influence expands. They dont spend their energy complaining about things they
have no control over. As a result, proactive people are more effective. Proactive
people dont blame outside forces; instead, proactive people dwell on the best
ways in which they can respond to their circumstances.
Pro-active people get things done. They do not wait for someone else to do
things, make excuses, or put in small effort. Also, they dont need supervision.
Proactive people look at a situation, know what needs to get done, and do it.

Proactive Belief: Who we are is determined by the choices we make

each day.
Freedom of choice is the greatest determining factor in our lives. Although it is
true that there are other powerful forces, these forces become a problem to us
when we begin to believe that we are determined or limited by themthat we
have no power to control our lives, or that we cant break out and rise above
these factors. There is nothing we can do to change what has happened in the
past. We can only change our behavior right now.
You are the creative force in your life. You dont have to be a victim of your
conditioning. You can break with the past and create a unique life. The world
would be a different place if people blamed history instead of made history.

So, if we are responsible for all of our actions, other factors are excuses.
Other theories and pessimistic thoughts such as: I was born this way,
My parents raised me to act this way, and I had no choice in that
environment, are excuses.
What do you think? Are these good excuses? When is it okay to blame life
circumstances?
Proactive people choose to be the creative force of their own lives. They
choose to take control of their present and to make and reach their goals.
119

TOPIC 4: PROBLEM SOLVING

EXERCISE 1: PROBLEM SOLVING

CORE COMPETENCIES: (1) Fostering positive relationships, (2) Information seeking, (3)
Goal setting and strategic thinking, (4) Grit and resilience, (5) Problem solving

ACHIEVMENT

PLANNING

RELATIONSHIP
BUILDING

Exercise 1(a): Human Knot

1.

Participants stand in a circle facing inward. Each person should be standing

close enough to the persons next to them that their shoulders are touching.

2.

Each person should reach her hands inward toward the center of the circle, and
grab the hand of another member of the group.

3.

Instruct the group to find a way to untangle the knot that they have created,
while still holding hands.

4.

Each member of the group can move through, around, over, or under of any
other group member. The only thing that they cannot do is let go of the hands
that they are holding. Group members will not all be facing the same direction
when finished, however they should all still be holding hands.

Time

20 minutes

Objective
Introduce participants
to problem solving

Materials
None

Discussion Questions
How did the process get started?
What were some of the barriers to finishing the task?
What roles did you see group members taking up?

Exercise 1(b): Team Challenges & Problem Solving Talk

Time

30 minutes

Objective
Participants learn
problem solving
techniques

Materials
None

120

1.

Explain the following, then use the talking points for the 5 stages of problem
solving on the opposite page:
Remember when we discussed how to overcome challenges in our
personal lives? Now we will look at how to overcome challenges and solve
problems that get in the way of our goals.
Sometimes when we have goals, things will get in our way, and we will
face problems or challenges that seem hard to overcome. Problem
solving is the ability to identify and solve these problems or challenges.
Its about taking personal action to solve challenges, resolve conflicts, and
discuss alternatives. It is a process, an ongoing activity in which we take
what we know to discover.

There are 5 stages to problem solving:

1.

Understand the issue/challenge. Just like the first step in overcoming

personal challenges is to be aware of them, the same is true for challenges faced when trying to complete your goals. It is important to
understand the nature of the issue/challenge. Think of a challenge and
frame it in your own words with a partner.

2.

Describe any barriers. You should be aware of any barriers or constraints

that may be preventing you from achieving your goal. So, what is creating the issue/challenge?
a. List the relevant facts: Who? Where? Whats involved?
b. Make a list of all the information.
c. Restate the challenge in your own words.
d. List the conditions around the challenge.
e. Describe related known challenges.

3.

Identify various solutions. Once you understand the background of the

challenge, select two potential solutions to resolve it. There is no single
strategy that works for issues/challenges, but rather there can be many
solutions. Here are some ways to think of solutions:
a. Draw the problem and its potential solutions.
b. Write down the problem, information about it, and potential solutions.
c. Discuss with a couple friends some solutions.

4.

Test out one of the solutions.

a. Go slowly, work with the solution until it is obvious it doesnt work.
b. Write down or draw what you did to solve the challenge if it worked.

5.

2.

Evaluate solutions. Try another if necessary.

Tell participants that it is now time to test out the five stages of problem solving
with some daily as well as business challenges.

TIP

Use some real world examples as you go through this. Maybe walk
through a challenge you faced and overcame, or use a famous person
who overcame a challenge.

121

Optional Brainstorming Warm-Up Activity

Use this activity to get participants in an open-minded and energetic mindset for
brainstorming.
Have participants work in pairs. Person A brainstorms ideas about a potential
business she wants to start (alternatively, it could be about the ingredients for a
meal she wants to make).

2.

Round 1: Person A brainstorms many ideas. Person B says NO and gives a

reason why each idea will not work. Do this for two to three minutes.

3.

Round 2: Now Person B brainstorms ideas and Person A must say YES to each
idea and build on it to make it bigger. Do this for two to three minutes.

4.

With the full group, discuss how these two different experiences felt. The
Round 2 experience is the environment you will want to create for a successful
brainstorm.

Activity 1(c): Lets Solve that Challenge

Time

1.

45 minutes

1.

Objective

Have participants brainstorm some common challenges they face. If possible,

focus on challenges they face in their business or work.
Example: I want to get cookstoves from the central location where they are
located, but it is ten miles away, which is too far to walk, and I cant drive.

Participants practice problem solving

techniques

2.

Materials

Groups of two or three participants will have to overcome a challenge. Tell

participants to:
a. Understand the challenge.

None

Example: What is preventing me from getting the cookstoves? Its too far to walk.
I cant afford to hire someone with a truck.
b. Describe any barriers.
Example: Its ten miles away, which would take too long to walk, and I cant carry
them back. There is only one truck available locally, and it is expensive to hire.
c. Brainstorm and identify potential solutions.
Example: (1) Rent the truck with a group of other women entrepreneurs who
have the same problem. (2) Ask the cookstove manufacturer to ship them to me
using public transportationthe bus comes right through my village!
d. Test out solutions by having groups role play.

122

3.

Once groups have two or three solutions, ask them to choose their favorite, and
act it out. Each small group will act out their solution to the whole group.

4.

Discuss:

 Which one would work well for you?

Which ones do you not think would work well for you?
If you try a course of action and it doesnt resolve the problem, try
something else! Keep trying to solve the challenge until one of the
solutions worked.

Problem Solving Tips

Think about these questions:
What would happen if? Would it be safe? Would it be fair? How would
everyone feel?
Test solutions and be willing to make mistakes.
Allow space and time to work through frustrations.
When problem solvingtalk about it, draw it, write it! Abstract
representations can help make it concrete and encourage more ideas to flow.
Have a friend or two with whom you can approach to discuss problems and
brainstorm solutions.

Exercise 1(d): Storyboard (advanced option)

1.

2.

3.

Identify and define a challenge: ask leading questions until the group agrees
upon a main topic. Record it on an index card, and place it at the top of the
storyboard (see example diagram on next page).
Generate ideas for solutions: have participants individually record on index
cards their thoughts regarding the topic. They should write only one idea per
card. The more ideas, the better, and all ideas are accepted.
Cluster the ideas: gather all of the index cards, discuss each card with the
group, and ask the group to cluster the cards by theme, similarities, and
common features.

4.

Determine header cards: once two to four index cards have been clustered
together, the group determines a heading that describes that cluster. Print
the heading on an index card in bold red. Arrange the cluster index cards in a
column underneath the header card.

5.

Prioritize: once all the cards have been discussed, clustered, and a heading
for them determined, prioritize the headings on the storyboard. Give all the
participants colored dots so they can prioritize their choices. They place their
dots on whatever they feel are the most significant heading and subheading
cards.

6.

Problem solve: take each cluster designated as a priority to generate solutions.

7.

Use for reference: keep the storyboard on the wall for group reference and
further work.

Time

60 minutes

Materials

Index cards
Pens (at least one
colored pen)

Tape
Colored 1/4 inch
press on dots or
stickers

123

Storbyboard Example:

THE CHALLENGE Its hard to get more cookstoves

as the pick up location is too
far to walk. I cant afford to hire
someone with a truck.

HEADER Rent/borrow a vehicle

HEADER Public transportation

HEADER Friends and family

Rent a truck with

a group of other
women entrepreneurs
who have the same
problem.

Take a bus to the pick

up location.

Ask your husband if he

could pick them up.

Ask the cookstove

manufacturer to ship
them to me using
public transportation
the bus comes right
through my village!

Ask your brother-inlaw, who has a car, if

he could drive you the
next time he goes to
the city where the pick
up location is.

(If you can drive), ask

to borrow a vehicle
from a friend.

124

TOPIC 5: COMMUNICATION

EXERCISE 1: ACTIVE LISTENING

CORE COMPETENCIES: (1) Fostering positive relationships, (2) Customer service
1.

Explain:
Active listening is a good skill for a leader to have. It allows you to better
understand the people you are talking to. It also allows others to feel
supported by you. When most people listen, they can get distracted
thinking about what they will say after the person finishes speaking, or
their minds might wander. When actively listening, you give your full
attention to the person who is speaking. You focus 100% of your attention
on what they are saying.
It is important for a businesswoman to be an active listener, because it is
through listening to your customers and their needs that you are better
able to serve them, and therefore grow your business. As we discussed in
the marketing section, knowing what your customer wants and needs is
important in promoting and selling a product! You are also better able to
care for your customers and have loyal customers.
We will now practice some active listening.

RELATIONSHIP
BUILDING

Time

30 minutes

Objectives

Define active
listening

Practice active
listening

Materials
None

2.

Divide participants into pairs. In each pair, Person A is the speaker, and
Person B is the listener.

3.

Have participants spread out around the room so that they do not interrupt or
distract each other. You can have participants go outside, as long as you can still
monitor that they are participating. Go through Part I and II below.

Part I
Instructions for the speaker: You will speak uninterrupted for three minutes. If you
run out of things to say, it is okay. You can be silent until you think of something. The
entire three minutes belongs to you.
Instructions for the listener: Your job is to listen. When you listen, give your full
attention. Do not ask questions or speak during the three minutes. If the speaker
does not have anything to say, it is okay; just sit in silence until she speaks again.

Part II
Instructions for the listener: After Person A speaks for three minutes, Person Bs job
is to repeat back to Person A what she heard. Start by saying, What I heard you say
was.... Person B should not share her thoughts. She should only repeat back what
she heard.
Instructions for the speaker: If Person B misheard, Person A can correct them so
that they understand exactly what was meant.
125

4.

Once each pair has gone, have them switch! Person B becomes the speaker and
Person A becomes the listener.

5.

Discuss:
How did you feel when you were being listened to?
Did you find it easy or hard to listen to the other person? Why?

Active Listening Tips

Do not interrupt.
Repeat back what you have heard for clarification.
Give your full attention when someone is speaking to you.

126

Bonus Tool: Listening & Understanding your Customer

This is a tool that you can use to understand your target customers when building your
marketing strategy. You should conduct interviews with several people you would like to
have as customers, and ask these questions. The answers can help inform you about the
needs of your customer and help you know how to approach potential customers. It is
important to understand your customer because then you can better explain to them why
your product is important.

Give this back to

participants to
take back and use
(optional)

We are going to practice how to understand these key things:

1. Customer Needs: Know what need this product/service is addressing. Ask
the customer if the product or service is addressing her need or problem.
Ask how important that need is in her life. Ask if your product is the best
way to solve the problem.
2. Daily Activities: Ask how this product or service fits into the persons daily
activities. Ask how frequently she would use it.
3. Buying Habits: Learn how the product or service fits into the customers
buying habits. Ask how much she would spend, how much she needs, and
if there are similar products on the market that she uses already.
Listening to the customerCustomer needs and problems: Know what need your
cookstove or fuel product is addressing. Ask the customer if the cookstove or fuel is
addressing a need of hers. Ask how important that need is in her life.
Does this cookstove help you save time cooking or collecting fuel? Does it help your
health?
Do you use other products or services right now that help you in the same way?
What would convince you to use this product or service instead?
Do you feel this need is important enough to spend money on?
Daily activities: Ask how the cookstove or fuel fits into the persons daily activities.
Ask how frequently she would use it.

How often would you use this cookstove? Would you use your other stove as well?
Have you ever used a cookstove like this before? Did you buy it?
Under what circumstances did you buy?
Was there anything in the past that prevented you from buying a cookstove like this?

Buying habits: Learn how the product or service fits into the customers buying
habits. Ask how much she would spend, how much she needs, and if there are
similar products on the market that she uses.

Do you think you would buy this cookstove? Why? Why not?
Have you ever bought a product or service like this before?
Where do you shop? Do they sell these types of products/services?
How much do these types of products/services cost? Do you think its expensive?

After you have asked several customers these questions, think about what you might change
regarding where you sell your product or how you sell or market it to customers.
127

EXERCISE 2: EPIC COMMUNICATION

CORE COMPETENCIES: (1) Fostering positive relationships, (2) Persuasion

Exercise 2(a): EPIC Communication

RELATIONSHIP
BUILDING

1.

Time

Introduce the exercise:

What is an EPIC talk? EPIC is an acronym to help us remember the
basics of creating a powerful message. It can be used for presenting to
others, writing a letter, or other form of communication. Its an important
skill to be able to speak about an issue and can help attract others.
Using this structure will help you organize your talking points whether
you are presenting to a neighbor or giving an education meeting in your
community.
EPIC stands for
Engage
Problem
Inform
Call to action

75 minutes

Objectives

Introduce the
EPIC conversation

Practice communicating persuasively

Materials

Blank paper
Pens/pencils

2.

Guide participants through each EPIC step (Engage; Problem; Inform; Call to
Action) using the below talking points. After explaining each step of the EPIC
talk have participants practice by writing out something for that step in a topic
of their choosing. While they are writing, walk around the room so you can be
accessible if anyone needs help.
Engage: Engage means to attract or earn the attention and interest of
another person.
Get the audiences attention with a quote, statistic, story, or shocking
fact. This should make the topic interesting to the audience. It
should not be a statement of simple fact such as, Cooking is a big
problem here. It should make the facts real or urgent. For example,
the story of a specific woman who has respiratory illness from
inhaling cooking smoke, or has to walk several hours per day to
collect fuel would be good to use here.
People like stories. Stories are powerful. Why?
Because we remember stories much more than we remember facts,
statistics, or plain information.
The most powerful/convincing story is often your own.
Stories move people to action. Stories are empowering, uplifting,
and inspiring.
Now practice by writing an Engage section in a topic of your choosing.

128

 Problem/Opportunity:
Express the problem/opportunity in clear facts without your personal
opinion. Explain how serious or widespread the problem is, the
nature of the opportunity, or details about the current reality. Refer
to the following Talking Points on Cooking if you need ideas for
how to discuss the challenges associated with cooking on traditional
stoves.
Connections are important. Example: Collecting fuel is a burden
on women, men, and children. My family and I spend [choose
appropriate number] hours per week collecting fuel. This happens
year after year, but it doesnt have to be this way. A clean cookstove
can reduce the amount of time spent collecting fuel because it cooks
as well as your current stove, but with much less fuel.
You can now write your Problem section.

Inform:
Inform your listener of an opportunity, and propose your solution or
vision. Use an example of how and where the solution has worked,
how it is proven and cost effective, and how it benefits the poorest.
Example: Having a clean cookstove can reduce the amount of time
to collect fuel, reduce the amount of money you spend on fuel,
reduce the amount of time to cook, and it is healthier for you and
your family.
Present information about the clean cookstoves or fuels and why
these are better options for cooking. Again, it would be great to give
a personal account of how the solution has impacted you.
You can now write your Inform section.
Call to Action:
Now that youve engaged your listeners, presented the problem, and
informed them of a solution, what do you want them to do? Suggest
a clear goal/action step. Make the action something specific so you
will be able to follow up with them and find out whether they have
done it. Present the action as a yes or no question so they can make
a decision right there.
You can tell listeners here about a cookstove you are selling and ask
them if they would like to try the cookstove or purchase one. You can
also ask for something else you want related to reaching your vision.
Before you write a proper challenge for action, make sure you know your
listener! If youre addressing other mothers and housewives, then you
want to make sure you challenge them to do something they can actually
do. If you are presenting to community leaders, you can challenge them
to support you in other ways (they have more resources). For example:
Would you consider helping me gather people in the community to an
education meeting on clean cooking?
You can now write your Call to Action section.

129

Have participants add a G before EPIC to help them

remember to greet themselves in public presentations or
when talking to someone they dont know, which piques the
audiences interest, and helps maintain their attention.
TIP

Exercise 2(b): EPIC Presentation

Time

Greet: Who are you? Recognize those in attendance. State your

purpose for speaking or writing. It is important to show people
you are a credible person, that you are honored to be speaking,
and that you appreciate them for listening.

75 minutes

1.

In groups of three, have participants design a presentation for their community

in which they present clean cooking and why its important to have and use a
clean cookstove using the EPIC structure. They should use their EPIC worksheet
in the participant packets to write out their talking points.

2.

Provide the below talking points for participants, but encourage them to make
their presentation localhow are issues from cooking expressed or seen in
their own communities (e.g., many children have pneumonia, women are often
coughing after cooking, its harder and harder to find and retrieve wood, takes a
long time to collect fuel, etc.)?

3.

Have participants present their talk in groups of three.

Objective
Participants
practice persuasive
communication and
public speaking using
EPIC structure.

Materials

EPIC Structure
worksheet (Participant
packet)

Pens/pencils

Talking points on cooking!

Inefficient cookstoves that burn wood, dung, or charcoal release high
amounts of toxic smoke killing four million people annually. Millions more
suffer from cancer, pneumonia, heart and lung disease, blindness, and burns.
Household air pollution is the fourth worst health risk in the world, and the
second worst for women.
Women and girls can spend up to four hours per dayor 60 days every
yearcollecting firewood. Women are exposed to risks including falls, bone
fractures, fatigue, and miscarriages caused by carrying firewood for cooking
Wood and charcoal can be expensive, requiring as much as one-third of a
familys income to purchase sufficient fuel to cook daily meals.

130

Tips for your EPIC talk

Practice! Practice several times with someone you feel comfortable with.
Memorize useful facts, or focus on sharing personal experiences that
you easily remember, so you do not have to refer to notes during your
presentation.
Know who your listener is.
Deliver your talk without stopping, even if you have a couple stumbles.
When youre finished, think about what went well and also what you can do
better next time.
Listen actively and with an open mind.
Encourage questions from your listeners.

Public Speaking Tips

Look at people and make eye contact, or focus on a single point on the back
wall.
You can scan the room with your eyes just above everyones head, and it will
appear youre making eye contact with everyone.
Stand with your legs shoulder-width apart, and dont cross your legs.
Have a good posture.
Use bullet points to speak, not full notes that you would be tempted to read
from.
Project your voice so everyone can hear you.
Speak clearly and slowly.
Get close to the audienceyou can walk around; dont hide.
Encourage people to ask questions.
Encourage questions from your listeners.

TRY THIS!

Have the group of participants divide into pairs and help each other
position their bodies, use their voices, and use positive eye contact
to create the best presentation. Have each person reflect on how it
feels. Does she feel more confident? How does that compare with her
normal body stance?

131

TOPIC 4: PLAN OF ACTION

FINAL EXERCISE: WHATS MY PLAN

OF ACTION
ACHIEVMENT

PLANNING

Time

CORE COMPETENCIES: (1) Goal setting and strategic thinking, (2) Systematic planning, (3)
Decision-making

Exercise 1(a): Creating My Plan of Action

1.

Explain to participants that a plan of action is about setting goals (personal or

professional) and helping them achieve those goals. In this activity, we will be
creating a plan of action around your business vision and goals.

2.

Have participants complete their Plan of Action in the participant packets.

Explain that a Plan of Action contains:

90 minutes

Objective
Create a plan of action

Work Vision:

Materials

a. Why do you want to do this business with cookstoves and/or fuel?

Plan of Action

b. What is your vision for your business? (Reference the earlier activity, and
have participants write or draw their vision again.)

worksheet (Participant
packet)

Pens/pencils

Goals:
a. Describe any barriers. What are my goals to get there?

Colored pencils

b. What is my first step or goal?

and/or markers

c. When will I do it?

d. How will I do it?
e. What do I need to do it (skills or resources)?
f. When will I know Ive accomplished it?
g. What is my second step or goal? (Repeat above sub-questions)
h. Make sure goals are SMART!
i. What are some challenges I might face? What are some ways I can overcome
those?
3.

Have each participant share what their first three goals are and their time frame
for completing them.

TIP

TIP
132

Allow some time here for participants reflect on their business and
financial plans. Make sure they are happy with these, and allow them
to change or edit as desired.

Write down or log each of the goals for the participants and when they
will be completed so you can follow up with them.

Exercise 1(b): Understand my Different Plans

1.

Ask participants: What is the difference between a business plan and an action
plan?

2.

Build upon their answers to explain:

A business plan is about where my business is (actual/present). It is
factual and technical, and it often involves numbers. It is a plan to know
what my business is capable of.
An action plan is about what I would like to achieve for my business
(future) and how to accomplish my goals to get there. It is not factual,
rather is a roadmap to achieving my goals. It is a plan to help me get
to where I want to go in my business, and helps me prepare for any
challenges I may encounter.

Review Activity: Circle Share

1.

2.

Have participants sit in a circle. Instruct participants to share with a partner

(someone they are sitting next to) one thing they learned, or something they can
use from the leadership section of this workshop.
Then go around the circle, having participants finish the following sentence and
share with the group: My commitment to myself and/or my business is

Time

15 minutes

Objective
Build an understanding of the difference
between the business
plan and action plan

Materials
None

Time

20 minutes

Objective
Conclude the training

Materials
None

133

REVIEW: MONITORING FORM

15 minutes

How will you stay in touch with participants? What support will they need to stay on top of their plans of action?

ective

cipants understand

fference between

business plan and

n plan.

erials

What kind of support system (mentors, ongoing trainings, peer groups, etc.) will you encourage for their continued
growth?

e
20 minutes

ective

ude the workshop

erials
How have the principles in this training changed your participants perceptions of their selves and what may be
possible in their lives? It is advisable to gather some stories from the group.

How did your expectations align with what happened? Reflect on the HCD questions and your responses to Hear
(Brainstorm: Teaching Methods), Create (Brainstorm: What does success look like?), and Deliver (Brainstorm:
Potential challenges and a pipeline of solutions).

134

GLOSSARY OF
TERMS

135

BUSINESS SECTION

136

TERM

DEFINITION

Entrepreneur

A person seeking to enhance her income through starting a business.

A micro-entrepreneur has no employees and operates alone. Microentrepreneurs often fill gaps between a larger business and remote
customers. A small-entrepreneur employs one to five others in conducting
her business.

Competencies

Set of defined skills, knowledge, qualifications, or capacities that enable a

person (or an organization) to act effectively in a job or situation.

Gender Roles

Socially constructed roles, behaviors, activities, and attributes that a

given society considers appropriate for and specific to one gender: men
or women.

Assets

The value of everything a company owns and uses to conduct their

business.

Depreciation

The degrading value of an asset over time.

Fixed Cost

A one-time expense that doesnt vary with business volume.

Liabilities

The value of what a business owes to someone else.

Marketing

The process of promoting, selling, and distributing a product or service.

Net Income/Profit

Revenues minus expenses.

Profit Margin

The ratio of profit divided by revenue, displayed as a percentage.

Return on Investment
(ROI)

How much money a business gets in return from an investment.

Target Market

A specific group of customers at whom a company aims its products and

services.

Variable Cost

Expenses that change in proportion to the activity of a business.

Direct Costs

The money you spend specifically to produce/sell your items (e.g.,

payroll, cost of materials).

Indirect Costs

All the expenses you pay to run your business in general (e.g., rent,
transport, promotion costs).

Cost-plus Method

Portion or % that you add to the costs of producing the product/service

to get the selling price is known as the profit mark up.
Most entrepreneurs take 2030 % as their mark up, but it also depends
on what is happening in the market.

Comparative Method

You compare your product/service to others on the market. Depending

on its quality and the cost, you can lower the price, increase the price, or
make it exactly the same as your competitors.

What-the-market-canpay Method

This method is based on the supply and demand concept (needs and
wants). For instance, if the product is not available on the market, then
the price could be higher than the one calculated with the cost-plus
method. Or, if there are already many similar products available on the
market, then the price must be lower than the one calculated with the
cost-plus method. But never lower than the cost price, otherwise you will
make a loss!

Break Even Point

Point at which total cost and total revenue are equal: there is no net loss
or gain, and one has broken even. A profit or a loss has not been made.

Business Plan

Document prepared by somebody who intends to start a business or who

is already in business. It gives a complete description of the business and
its plans for a period of time (e.g., from one to five years).

Working Capital

This is the balance of cash that your business has for day-to-day
operations. If you need to buy materials or stock, or pay workers, this
will come from your working capital. When customers pay cash for
purchasing products, it adds to your working capital. If you sell products
on credit, this depletes your working capital until they repay their debts.

Investment Capital

This is the money that you need to make larger, longer-term investments
in your business.

Business Goal

Objectives the enterprise aims to achieve through its operations. This

includes profit-making as well as social objectives (e.g., improved health
of stove users, environmental protection by reducing fuel use).

Demand

The target group (for the product(s)/service(s)) and its characteristics.

Delivery Model

Financing mechanism, ownership and management, sales and/or

distribution, collaboration with other market players.

EMPOWERMENT SECTION
TERM

DEFINITION

Empowerment

Ability for an individual to create and act upon decisions that affect
their lives. Comprised of two complementary and critical components:
resources and agency.

Resources

Include extrinsic supports such as learning new skills, availability of

opportunity, or education.

Agency

Agency refers to intrinsic supports and is strongly tied to self-esteem,

sense of control, and power or self-reliance.

137

Self-Awareness

Conscious knowledge of ones own character, feelings, motives, and

desires.

Limiting Belief

A belief that a person has that makes her doubt what she can do or be. It
can come from making an incorrect conclusion about something in life.

Intention

Statement or thought of a strong purpose, or aim. In some cases, this

thought can be the starting point of a lifes dream.

Self-Responsibility

Being answerable or accountable for something within ones power.

Self-Esteem

The ability to believe in and to hold a favorable impression of oneself.

LEADERSHIP SECTION

138

TERM

DEFINITION

Vision

Statements or views that guide and provide direction in someones life.

Structural Conflict

Conflict caused by patterns or structures of actual or perceived power,

which create perceived inequality.

SMART Goals

Goals that are Specific, Measurable, Achievable, Realistic, and

Time-Bound.

Proactive

Being proactive means taking responsibility for ourselves, our actions,

our choices, and our futures. Pro means for, literally for actionto
act instead of waiting to be acted upon.

Reactive Responses

Guided by feelings, not valuesreacting without thinking. Reactive people put the blame on others for their problems.

Proactive Responses

Guided by values. Instead of just reacting, pausing for a moment and

selecting a response that is in line with personal values.

Active Listening

Listening in order to better understand; giving full attention to the

speaker.

EPIC Communication

Communication that goes through the following four stages to capture

an audience: Engage, Problem, Inform, Call to action.

Engage

To attract or earn the attention and interest of another person.

Plan of Action

A plan that explores what one would like to achieve and goals that must
be accomplished to get there. It is a roadmap to achieving ones goals
and can be used for personal or business-related goals.

Global Alliance for Clean Cookstoves

1750 Pennsylvania Avenue NW, Suite 300
Washington, DC 2006
www.cleancookstoves.org

www.cleancookstoves.org
140

HUMANCENTERED
DESIGN PLAN

PART 1
EMPOWERED ENTREPRENEUR
TRAINING HANDBOOK

TABLE OF CONTENTS
Introduction and Use ......................................................................1
HEAR
1. Who are your participants?....................................................................7
2. Value proposition....................................................................................9
3. Explore core competencies....................................................................10
4. Brainstorm teaching methods...............................................................11
5. Develop your mindset
(a) Teacher to guide..........................................................................14
(b) Understanding the value of time...............................................16
(c) Reviewing your own assumptions

and limiting beliefs....................................................................16
(d) Applying a gender lens...............................................................18
(e) Be positive and remember to laugh..........................................21

CREATE
1. Select your training activities...............................................................23
2. Develop your training
(a) Select your training timeline.....................................................25
(b) Community agreements............................................................29
(c) Context appropriateness............................................................30
3. Prepare your training techniques
(a) Story time....................................................................................31
(b) Brainstorming opportunities.....................................................32
4. Envision Success
(a) Brainstorm: What does Success look like?............................33
(b) Prepare for feedback..................................................................34
(c) Foster accountability...................................................................35

DELIVER
1. Best processes for implementation......................................................37
2. Brainstorm: Potential challenges and solutions..................................38
3. Develop your monitoring approach
(a) Tool: Training surveys.................................................................39
(b) Tool: Evaluate yourself................................................................39
4. Creating a support system
(a) Mentors........................................................................................39
(b) Peer support groups or peer buddies.......................................39
(c) Meeting spaces and continual growth.......................................40

What is this?

Recommended Time:
1 day

The three steps of the HCD Plan (HEAR; CREATE;

DELIVER) guide youthe training organizers and
implementersin preparing a thoughtful, customized
training using Human-Centered Design principles.
Human-Centered Design is about putting people at
the center of how projects, trainings, or plans are
designed through examining their needs, dreams,
and behaviors. The HCD Plan is an orderly record of
your answers to a variety of questions and prompts,
which will help you develop your upcoming training.

HEAR
objectives:
Better understand
the needs, barriers,
and constraints of
your trainees, as
well as their hopes
and aspirations
Develop an open
mindset to approach
the training

CREATE
objectives:
Understand how to
deliver a training
that is appropriate
to the context and
participants (format,
methods, mindset)
Develop tools to
use in your training
exercises

DELIVER
objectives:
Understand best
processes for
implementation
and be prepared to
overcome challenges
Develop an
approach for
monitoring results
and supporting
participants
The final outcome
of the HCD process
is a customized
training plan for
your participants

* Refer to designkit.org (of IDEO.org) for additional information and resources.

HUMAN-CENTERED DESIGN (HCD) PLAN

Why should you take the time?

The Handbook offers a variety of exercises (not all
of which will be suitable to every group of trainees)
and will need to be tailored. Womens needs and
preferences differ across cultures, societies, and
communities. An effective training incorporates
their preferences and honors their needs. Trainers
need to anticipate their needs, closely listen to their
participants before and throughout the process, and be
willing to respond and adapt in order to engage them
effectively. Empowerment is a particularly personal
process, and trainers are ultimately responsible for
providing a space for women to empower themselves.
The HCD process is a necessary targeted planning
process to create a relevant, customized, and
culturally appropriate training that is informed by key
stakeholders in the program. By creating an HCD Plan,
you can be sure that you have explored the needs of
your participants, clarified your goals for the training
in light of their needs and preferences, visualized your
successful training so that you can better react and
reflect upon it, and prepared strong training processes
and after-training plans. Training organizations, large
and small, can gain valuable insights through the fresh
observation and stakeholder analysis that this HCD
Plan requires.
When?
The HCD Plan should be conducted before the training
(recommended within two weeks before) because a successful
training requires preparation and customization.

Who?
We recommend a leader of the implementing organization,
a local staff member, and the trainer complete the HCD Plan
together. It is ideal to include a local community member from
the target audience.

To have the most effective HCD process, a review of the

current training curricula should be done. Review the
training material for each section (business, empowerment,
leadership) and answer the questions below.
Business Topics:
Marketing Skills and Customer Care

Record Keeping

Costing & Pricing

Financial Planning & Business Finance

Business Planning

Business Expansion

Briefly, what are your initial thoughts on the business topics and content (including level of
difficulty, length of section, breadth of topics covered, familiar and unfamiliar topics)?

HUMAN-CENTERED DESIGN (HCD) PLAN

Empowerment Topics:
Building Trust in Ourselves

Developing Positive Mental Habits

Understanding Oneself

Managing Fear and Risk

Understanding Our Core Beliefs

Knowing Ourselves Through Our Bodies

Identifying & Appreciating Ones Strengths

Briefly, what are your initial thoughts on the empowerment topics and content (including topic
appropriateness, length of section, familiar and unfamiliar topics)?

Leadership Topics:
Introduction to Leadership

Problem Solving

Establishing & Developing Clear Visions

Communication

Setting Goals & Being Proactive

Plan of Action

Briefly, what are your initial thoughts on the leadership topics and content (including level of
difficulty, length of section, breadth of topics covered, familiar and unfamiliar topics)?

TIP

Allow for additional discussion time to review topics that are unfamiliar to the
participants.

STEP 1

HEAR
Objectives

Better understand the needs, barriers, and constraints

of your trainees, as well as their hopes and aspirations
Develop an open mindset to approach the training.

Background & Methods

In the Hear section, you will use qualitative information
to examine your participants and context. This will enable
you to develop empathy for people you are designing for,
to question assumptions, and to inspire new approaches.
As you enter this process, your findings and thoughts are
generativeused to inspire imagination and inform intuition
about new opportunities and ideas.
This qualitative information and reflection can help you to
identify participants needs and understand the context in
which they are living and working to best help you design
the training that is right for them.
6

 Who are your participants?

TIP

We recommend that not more than 1/3 of the participants are male in a mixed-gender
group in order to encourage female participation.

Number of participants in training

(recommended no more than 25):
Women:
Men:
Age range:
Percentage who are married:
Percentage of women with small
children (under five years) who may
need care:
Percentage of participants who are
Rural:
Urban/peri-urban:
Basic education level of participants:
Reading:
Writing:
Numeracy:
What language(s) do all the
participants speak?
What are the major restrictions to
womens ability to be engaged in an
economic enterprise? Answers could
include, for example, women have
restrictions on their mobility (e.g., dont
know how to drive), women arent able
to access loans easily, or women need
permission from their husbands to
participate in economic activities.

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 1: HEAR

What are the primary social networks

that women engage in or have access to
(e.g., self-help groups, church groups,
other community organizations)?

What is the business stage of

participants? Circle all that apply:

Development
Start-up
Growth
Expansion

Where in the household energy value

chain are your participants engaged?
Circle all that apply:

Production
Distribution
After-sales Service
Other:

What are the strongest motivations for

your participants to be engaged in the
household energy value chain (e.g.,
financial, future of the family, learning
new skills, reputation)?

Is there any other relevant information

about your participants or the
communities they come from?

 Value proposition
What do you think are the three most important benefits to your participants that may result from
their involvement in this training (e.g., potential earning capacity, enhanced life skills, ability to
translate concepts into other life endeavors)?

1.

2.

3.

TIP

Use your answers above to articulate to participants when the training begins why the
training is important. Try to use examples from the location and context you are in.

What do you think are the three most important benefits to your business or organization that may
result from this training (e.g., increased sales, more effective entrepreneurs, enhanced community
development)?

1.

2.

3.

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 1: HEAR

Explore core competencies

Look at the core competencies chart and the activities that address each on page xii in the
Empowered Entrepreneur Training Handbook.
Underline the ones that you think are particularly important.
Are there any competencies that you would add?

Which core competencies do you think will require additional focus/the most work?

10

 Brainstorm teaching methods

Think of some teaching methods you have heard of or tried in the past (this could even just be
your own educational experiencelectures, reading, writing, debates, discussions, diary entries,
role playing, etc.)? What worked and what didnt? What are the challenges and necessary skills in
teaching?

(a) Brainstorming questions

What are some interesting and fun social ice breakers (ways to get people engaged or laughing/
comfortable)? For example, you could play musical chairs before getting started, or do a group
name activity (some other ideas can be found in Part 2 in introduction exercises).

What are some challenges to getting participants to actively participate (e.g., distractions in the
room, competing interests, etc.)?

11

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 1: HEAR

What are some possible ways to encourage or enhance participation (e.g., acting, group activities,
dance, etc.)?

What are the participants needs in this training (bathroom, prayer, food breaks, child care)?

TIP

TIP

12

Upon return from breaks conduct activities that include movement, such as a stretching
exercise or an active game.

Make plans to spend more time on trainings that focus on more difficult core competencies to make sure they are understood.

Go back to your core competencies map, and circle the ones that will need the most work. Then
star the activities in the Handbook that focus on those core competencies.

Literacy Level
Literacy level will affect training methods in the Handbook. For
example, some exercises ask participants to write; if this is a
challenge, ask them to act, dance, or draw instead, or designate a
writer for the group. Some general suggestions:

IMPORTANT

High literacy level:

Writing, draw, act/role play, dance
Medium literacy level:
Act/role play, dance, draw, simple writing (small
sentences or encourage writing single words)
Low to no literacy level:
Act/role play, dance, draw (if possible)
Additional suggestions for training groups with no literacy skills:
Read stories to the participants and ask them to
summarize in their own words.
Role play and allow time for feedback rounds for
participants to be comfortable.
Shorten presentations to the main points as much as
possible. Be aware of not overburdening participants
ability to concentrate.
Make sessions as participatory and interactive as
possible.
Use pictures, drawings, or symbols to illustrate the
main points.

13

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 1: HEAR

Develop your mindset

(a) Teacher to guide
Oftentimes during trainings, the facilitator is expected to know all of the correct answers. It is
important to approach this training with an open mind and allow participants to practice selfreliance in discovering solutions and choosing the best path forward. Here are some tips for guiding
rather than lecturing:
Provide participants with opportunities to teach themselves and come to answers
on their own.
Make it clear from the beginning that you as the facilitator do not have all the
answers. Everyones voice and involvement is important.
Ask questions rather than provide answers.
Engage participants in the process, and promote discussion instead of lecturing.
Encourage movement over sitting still.
Allow participants to have ownership over the process. Allow for more advanced
discussion if appropriate.

TIP

TIP

14

Create community agreements with rules for engagement that the participants develop
themselves (for more information, see Community Agreements on page 35).

Ask participants what they are expecting from the training and what they would like to
get out of it.

IMPORTANT

Remind yourself frequently of the need to approach your training as a guide (versus a
lecturer).

REMEMBER

Be mindful of the classroom arrangementare people sitting in a circle, or facing the

front of the room? Is it easy to get in and out of the room? How is the temperature (and
other conditions) of the learning space?

Here is one exercise to help get in the mindset of being a guide. Look at the cartoon below and
answer the following questions.

What is happening in this classroom?

15

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 1: HEAR

How could you adapt the training room set up in the cartoon to be more of a space for active
participation? Write and/or draw in this box what it might look like.

(b) Understanding the value of time

The concept of time (or lack thereof) comes up as a regular challenge when engaging others
for specific activities or trainings. This is generally because, in the mind of participants (and the
trainers), the value of time being spent during training is not clear (unknown), compared to the value
of time being spent doing ones normal activities (known). Without a clear understanding of the
potential impacts of the training, it becomes difficult to appreciate why so much time needs to be
dedicated to such a process.
It is the responsibility of the facilitator to ensure that the value of the time spent together for this
training is clear. For example, if individuals attend this training, it is expected, based on research of
similar trainings, that their capacity to sell products could increase by more than two-fold. Therefore,
the few days spent on training could result in years of additional economic growth for their families,
increased self-esteem, better relationships, and the capacity for leadership and growth beyond the
training. Of course, these outcomes can only be realized if individuals are truly present and actively
engaged in this process. Therefore, it is critical that trainers and participants discuss openly the
nature of time, how to optimally engage in the opportunity that this training affords and be mutually
respectful of this process.

(c) Reviewing your own assumptions and limiting beliefs

Despite our experience and openness as trainers, we also have deeply held beliefs that guide our
engagement with participants. Some of our beliefs may limit what we are willing to discuss or ask of
participants. This could include the belief that certain topics such as sexuality or use of money are

16

off limits to discuss within the context of a group. We also may be uncomfortable providing honest
feedback to others if we feel they will be offended. As we review our own beliefs, we can examine
new ways of being and engaging with others for the best outcomes. Some guiding questions:
What are some topics that may be difficult to discuss, yet have important implications in our lives
(e.g., personal relationships, social taboos)? If these topics come up, how should these topics be
managed within the context of the group?

It can be important to examine how we will behave as we guide the training. For example, are we
being attentive to participants needs? Are we listening carefully to what people are saying?
What are the qualities that you want to possess as you guide this training?

17

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 1: HEAR

(d) Applying a gender lens1

Gender roles are learned and vary widely within and among cultures depending on socio-economic
factors, age, education, ethnicity, and religion. Every culture has gender norms that define
appropriate behaviors and activities. These gender norms can define different responsibilities, tasks,
and attitudes for men and women in a specific culture or location.
Review the following responsibilities or characteristics and identify which of these would be
attributed to women, men, or both in the cultural context that you will conduct your training. Rate
them as: Never, Rarely, Sometimes, Often, or Always. Feel free to add more items to the list.
Task or Characteristic
Taking care of children
Cooking
Having work outside the home
Working in the fields
Building/construction
Cleaning the home
Managing money
Decision making for large
items
Decision making for small
items
Speaking in community or
group settings
Traveling alone
Traveling at night
Driving a motorcycle or
vehicle
Selling small items or food
Selling large/expensive items
Taking on leadership positions

18

Adapted from ENERGIA

Women only

Men only

Women and Men

The purpose of this exercise is to show that there are clear socio-cultural gender norms that affect
women and men differently. In this training, it is important to acknowledge these norms and reflect
on how best to overcome those that may pose challenges to successful entrepreneurship and
empowerment.
When planning a gender-sensitive training, it is important to understand and recognize gender
norms, even when it is not possible to change them. For example, in many societies the gender norm
is that women have less decision making power in the household and less control over resources.
This can impact their businesses, and they will need strategies to overcome these barriers. Always
ensure that you are sensitive to any unintended consequences that could occur as women try to
overcome these challenges in their lives and in their businesses.
What may be some barriers (related to gender roles and norms) that women household energy
entrepreneurs may come across? For example, limited mobility due to restrictions on driving or
working with men alone, limited time due to household responsibilities, limited control over income
they earn, etc. Use the space to write or draw.

REMEMBER

You do not necessarily need to change these gender norms, but it is important to understand them and help participants develop realistic strategies, with those in mind.

19

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 1: HEAR

Ensure that the exercises and material you provide do not reinforce gender stereotypes. Here are
some examples and tips:
Use gender neutral terms when possible, such as business people vs. businessmen.
Ensure that stories or case studies of entrepreneurs and leaders are not always
about male characters.
If you have mixed gender groups, make sure that men and women take on different
roles for each of the exercises. For example, women should not always take notes
while men present findings.
Consider areas that require a gender lens, what are some local gender stereotypes (e.g., women
cant handle money, men dont know how to cook)?

TIP

20

It may be beneficial to open the training up to the spouses of participants, depending

on the context. Delivering gender-equity-focused training to both men and women will
create greater awareness and promote spousal support for married entrepreneurs.

(e) Be positive and remember to laugh

Participants can feed off of positivity. Especially when some activities ask them to share an
experience or an idea, it is important to remain positive. Even if you think they could improve or
have a better suggestion, phrase it in a positive manner. For example:

Negative: These were problems with that idea

Positive: That is a good start, and here are some ways to make it better

When providing positive feedback, try using positive emotional signals, such as smiles and nods,
which have been shown to increase performance levels.
Allow yourself to add humor and be humorous. Humor can be a useful tool for the facilitator to
loosen participants up and make heavier topics or trainings easier to undergo and digest. Humor
engages participants and brings back energy into a room. This can be especially important towards
the end of training days when participants are tired. Just remember not to make a joke or laugh at
the expense of other people / participants.
Research finds that a leader or guide who laughs and sets an easygoing tone, triggers laughter and
knits individuals together in the process, creating a more bonded group. Bonded groups perform
well. Being in a good mood, helps people take in information effectively and respond nimbly and
creatively.2
What is an icebreaker or joke you may share with the group?

2 Boyatzis, R., Goleman, D. Social intelligence and the biology of leadership. Harvard Business Review.

21

STEP 2

CREATE
Objectives
Understand how to deliver a training that is
appropriate to the context and participants
(format, methods, mindset)
Develop tools to use in your training exercises

Background & Methods

In the Create section, you will select your training
activities and structure, adapt your training to be
context appropriate, prepare your training techniques, and visualize your success in order to get
into an effective training mindset.

22

 Select your training activities

(a) Select your training activities: Business
It is important to review the business section and its training topics and
pre-identify activities that may not be relevant for the group you are working
with. Here are some ways to understand and differentiate your participants;
this key is used in the business section to help you identify the activities to
use:

Employees
(#)

Selfemployed

Directly
employed
from an
organization

Maybe
(can receive
a small
stipend and
commissions
on sales)

Microentrepreneur

Small-sized
enterprise
owner

1-5

Sales agent

Receives
salary from
another
organization

Activities are relevant for micro-entrepreneurs, small business owners, and

sales agents unless otherwise noted in the activity description
Now, go through the business section and put a large X next to the activities
you will not use and a check mark () next to examples that you need to
adapt.

Definitions:
Micro-entrepreneurs
are not employed
by a business and
do not receive a
salary from another
organization. They
may sell various
types of products
and have no
employees. They
often serve as a link
between a business
and community and/
or customers in the
last mile.
Small-sized
enterprise owners
are not employed by
a business and do
not receive salaries
from an outside
organization. They
may sell various
types of products,
and have one to five
employees.
Sales agents sell a
specific product(s)
for a business at a
designated price,
potentially receiving
commissions for
sales, as well as a
base or full salary.

23

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 2: CREATE

Producer vs.
Distributor/
Retailer:
Some of the
business activities
or examples are
geared towards
producers who
make their own
products, and
others are geared
towards distributors
or retailers who
sell ready-made
products. Adapt
the examples or
skip activities as
needed.

TIP

TIP

If you have a mixed group of micro- and small entrepreneurs,

and/or sales agents, only do the activities that are applicable
to all. You can do breakout sessions for a particular group on
certain products if you have the time and trainers to do so.

Adjust some of the activity materials (e.g., case studies, examples) to make them more appropriate to your group. For example, a case study about a cookstove retailer can be changed
to a story about a cookstove producer, if you have a group of
mainly producers.

(b) Select your training activities: Empowerment & Leadership

While the empowerment and leadership activities are designed to be
appropriate for a variety of target groups, it is important to review these
sections as well. Some activities, particularly in the leadership section, may
be too advanced and/or you may need to remove some activities due to time
constraints.
Review the empowerment and leadership sections, and put a large X next to
the activities you will not use and a checkmark () next to examples that you
need to adapt.

24

 Develop your training

(a) Select your training timeline
The following four options offer examples for structuring the timeline of
training sessions. It is important to understand what schedule will work
best for your participants. It is possible that it could be different than
these options. Remember to be flexible and aware of womens needs, other
responsibilities, and demands on their time.

RESOURCE GUIDE
BEST PRACTICES

[Timeline 1] The 6-day deep dive

In this first option, the training is conducted over six consecutive days. This timeframe
may work for some organizations, trainers, and entrepreneurs, but it is critical to keep in mind the
needs of each stakeholder and participant. Six consecutive days may not be possible, depending
on other responsibilities and demands on their time. Ensure this option is appropriate and clearly
communicated with the women entrepreneurs who plan to attend.
Ensure time and location are suited to womens needs.
Ensure the women can attend the six days without causing any conflicts with their
other responsibilities.
Ensure there will be no negative consequences as a result of their participation.
Provide lunch (consider providing breakfast and dinner).
Consider potential lost wages due to time spent in the training.
Consider providing overnight accommodations during the six days, but be mindful if
they need to go home at night.
Follow up and potentially hold additional trainings to continue building capacity
afterwards.
Using the Handbook:
Use all sections of the Handbook in sequence.

In an intensive six-day training, participants may be able to better process and understand the
material when uninterrupted by other tasks or daily activities.
Ensure that the trainings do not cause any unintended or negative consequences for the women
when they return home after being away for an extended period of time.

TIP

Know and respect the limitations of the women you engage. Create time for breaks and
physical activities to keep the women engaged.

25

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 2: CREATE

[Timeline 2] The 5-day residential dive

In this second option the trainer conducts the training during five intensive days. This
timeframe may work for some organizations, trainers, and entrepreneurs, but it is critical to keep
in mind the needs of each stakeholder and participant. Five consecutive days may not be possible
depending on other responsibilities and demands on their time. Ensure this option is appropriate
and clearly communicated with the women entrepreneurs who plan to attend.
Ensure time and location are suited to womens needs.
Ensure the women can attend the 5 days without causing any conflicts with their
other responsibilities.
Ensure there will be no negative consequences as a result of their participation.
Provide lunch (consider providing breakfast and dinner).
Consider potential lost wages due to time spent in the training.
Strongly consider providing overnight accommodations during the five days, but be
mindful if they need to go home at night.
Follow up and potentially hold additional trainings to continue building capacity
afterwards.
Using the Handbook:
Use all sections of the Handbook in sequence.
Conduct some of the activities in the evening (increase from seven hours of
activities per day to nine hours).

In an intensive five-day training, participants may be able to better process and understand the
material when uninterrupted by other tasks or daily activities.
Ensure that the trainings do not cause any unintended or negative consequences for the women
when they return home after being away for an extended period of time.

TIP

26

Know and respect the limitations of the women you engage. During the five-day period,
create time for breaks and additional physical activities to keep the women engaged.

[Timeline 3] The 3-weekend series

Conducting a series of trainings may be more convenient and also enable women to ease
into the material and test some of what they learn in their businesses as they go.
Start with business training; end with leadership training.
Conduct the three trainings within a short time period (e.g., one training per week
for three weeks).
Provide lunches (consider providing breakfast and dinner).
Create a support system and communication strategy between training days (e.g..
SMS messaging; mobile phone calls).
Using the Handbook:
Use all sections of the Handbook in sequence.

With this longer timeline, you can assign activities and homework that can be completed in
between trainings which can allow better internal processing of the material. This allows practice and
discussion throughout the training process, which may be preferred. For example, activities outside
of the training could include making a business pitch or conducting cooking demonstrations for
customers.
Make sure participants are committed to being present throughout the entire three weeks and
are held accountable for their participation. There is a retention risk with this timeline.

TIP

TIP

Pay attention and notice the energy and motivation levels women have when they arrive
and leave the sessions.

Consider doing the three weekends as a residential (overnight) program, but before you
do, ask your participants if they have a preference and/or need to go home at night.

27

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 2: CREATE

[Timeline 4] 6 separate days

This scenario is not as highly recommended as the previous three. It may be difficult to
establish the right mindset with program participants and can affect their participation. It should
only be conducted if the participants have already established businesses.
Conduct the six training days in a short time period (e.g., weekly).
Create a support system and communication strategy between training days (e.g.,
SMS messaging; mobile phone calls).
Using the Handbook
Use all sections of the Handbook in sequence

With this longer timeline, you can assign activities and homework that can be completed in
between trainings, which can allow better internal processing of the material. This allows practice
and discussion throughout the training process, which may be preferred. For example, activities
outside of the training could include making a business pitch or conducting cooking demonstrations
for customers.
Make sure participants are committed to being present throughout the entire six sessions and
are held accountable for their participation. There is a retention risk with this timeline.

TIP

TIP

IMPORTANT

IMPORTANT

28

Pay attention and notice the energy and motivation levels women have when they arrive
and leave the sessions.

This option may be best suited for more experienced and dedicated participants.
Ensuring participation on six different dates can be challenging. Utilize community
agreements to help facilitate this.

For all timeline scenarios consider allowing women to bring their young children, and
provide a child-care service for them. Also consider providing facilities and flexible
break times for breastfeeding.

With any timeline option, women may need more time with the material, and some
degree of flexibility with the timing of the training could be required. Each training section includes a training timetable, but these should be adapted as needed.

(b) Community agreements

Create a community agreement with participants at the beginning of the training session. To do
this, ask participants what they think everyone should agree upon as the rules of conduct for the
training, in order to respect each other and encourage the most effective participation. Community
agreements engage participants in the development of ground rules and enable participants to take
ownership of the rules and be responsible for themindividually and as a group. Here is a sample
community agreement:

COMMUNITY AGREEMENT
This is a safe space, and confidentiality is
honored.

Have fun!

Respect each other.

We will refrain from criticizing others.

Be on time.

We will be open-minded.

Commit to being present for the full time of

each session.

We will make an effort to participate in each

exercise.

All questions are welcomed.

Allow for all voices to be heard.

What are some things you might take off or add to this?

TIP

TIP

These can be especially important so we suggest you ensure that they are in the community agreements:
1. Commitment: Commitment to being here for the full time of each session
2. Punctuality: Arriving on time, so you can end on time
3. Confidentiality: Personal issues and stories shared in the training room will not
be shared outside of the training room

When discussing community agreements, also ask if there are any logistical requests
(e.g., start and end time of meetings, necessary prayer breaks, childcare and breastfeeding needs).

29

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 2: CREATE

(c) Context appropriateness

It is important that examples and stories used in the training are context specific and appropriate.
All examples should use names, locations, and currencies that the participants are familiar with.
Throughout the Handbook you will see brackets around Name, City, Currency, etc. Fill these in
appropriately as you encounter them. To help you prepare, brainstorm ideas that you can use in the
training:

Female name(s):

Male name(s):

Village/Town(s):

City:

Country:

Currency:

Popular dish(es):

Name of cookstove(s):

30

 Prepare your training techniques

(a) Story time
Stories can be a critical component to foster understanding during training. Telling stories and giving
real-life examples are a way to inspire, relate, spark ideas, and spur solutions. Stories describe
real people and their lives and are not summaries of information. There are several times in the
curriculum where you are urged to share stories or will share case studies. You can use the stories/
case studies provided, adapt them, and/or use your own.
Practice: Share a story about a leader who had a vision and worked to make it come true.

31

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 2: CREATE

TIP

Some tips on storytelling: (1) Be specific: Talk about things that have happened.
(2)Be descriptive: Use your physical senses to make your description more vivid.
(3)Provide a whole image: Discuss who, what, when, where, and why.

Choose stories about people who are similar to the women you are working with.
TIP

TIP

Encourage participants to share their own stories and provide examples from their own
experiences.

(b) Brainstorming opportunities

Brainstorming occurs when people are allowed to think freely and without constraints. There are
several times in the curriculum that will ask participants to brainstorm. Brainstorming allows the
facilitator to guide rather than lecture. In order to empower participants, they need to come up with
ideas, solutions, challenges, etc. Brainstorming encourages personal exploration and encourages us
to think for ourselves.

Seven brainstorming rules

1. Defer judgment. There are no bad ideas.
2. Give some examples to start the conversation.
3. Encourage participants to think big. Offer some big ideas of your own
if needed.
4. Build on the ideas of others. Think in terms of and instead of but.
If you dislike an idea, try to help build on it and make it better.
5. Stay focused on the topic.
6. Discourage domination of the conversation by only a few people;
ensure everyone has a chance to contribute ideas.
7. Go for quantity. Collect many ideas and narrow them down later. Let
the ideas flow quickly!

32

 Envision Success
(a) Brainstorm: What does success look like?
Practice brainstorming with this activity. What does success look like during the training? How will
you know that you have adapted the training effectively for your participants?
Remember the tips above, and use this full space to write!
When youve used all the space, go back through and underline the ideas that are your favorites.

33

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 2: CREATE

(b) Prepare for feedback

During the course of training, you will receive both verbal and non-verbal cues that reflect
participants feelings and reactions to the training. For example, these cues could include how lively
the group is, how deeply they are engaged, if they appear tired, etc. Be open to all the feedback that
is provided, positive or negative. Your response to feedback can model to participants how they can
react when given negative feedback or find themselves in difficult situations. Adjust the training as
necessary according to the feedback. Some suggestions:
Introduce each exercise topic clearly and discuss the relevance of the topic to the
participants life/business.
When starting a new topic, check the participants prior knowledge, experiences,
and interests (particularly relevant for the business section).
Link new topics to previous ones and topics between sections.
Give participants the opportunity to provide brief comments or ask questions,
particularly at the end of activities. Allow for reflection time.
If participants respond negatively, do not become defensive. Try to find solutions
that address negative feedback.
Some exercises will be difficult for various participants. Encourage them to participate, and explain
that the different activities are part of a broader process that will be beneficial to go through. Avoid
showing your own discouragement if there is resistance to an activity.
What are some ways you can allow participants to provide feedback? How might you respond to
negative feedback?

34

(c) Foster accountability

Individual accountability is an overarching theme of this training. This means that everyone present
at the training is responsible for his/her full participation, adherence to the community agreement,
and is open to new ways of thinking and being. There should be an opportunity to allow those who
feel they are not ready to commit to their full participation to withdraw from the training. Some
guiding questions:
How committed am I, as the trainer, to be fully present and responsible during the training? How
do I need to act and think in order to be fully present for the training?

How committed am I, as the trainer, to creating a space for individuals to be truly accountable
for their participation? What can I do to encourage individuals to be accountable for their
participation?

35

STEP 3

DELIVER
Objectives
Understand best processes for implementation and be
prepared to overcome challenges
Develop an approach for monitoring results and
supporting participants

Background & Methods

In the Deliver section, you will understand the most effective
implementation processes for the culturally appropriate and
context specific training that you have created. You will also
brainstorm potential challenges so that you are prepared to
address them if the arise. Last, you will create a monitoring
approach and develop a post-training plan to support your
trainees.

36

 Best processes/practices for implementation

From past experiences conducting this type of training, here are some processes and practices for
creating an environment for effective leadership, empowerment, and business training. See if any
of these can be applied to your training.

Best Processes/Practices
Modify the activities based on the culture and need for
comfort (for both facilitator and participant).
Create an outline of important concepts that can be handed
to participants.
Encourage participants to share personal experiences.
Use personal experiences to demonstrate your own
vulnerability and willingness to share.
Use physical movement and music to increase the energy and
excitement among participants.
Utilize co-trainer to facilitate and prepare for the training.

37

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 3: DELIVERY

Brainstorm: Potential challenges and solutions

Spend at least twenty minutes brainstorming potential challenges you might face when conducting
this training and potential solutions to overcome them. Use this page to capture your thoughts and
ideas. It is important to prepare for challenges that may arise so you are able to react effectively.

Challenges

Solutions

38

 Develop your monitoring approach

(a) Tool: Training surveys
There are feedback surveys in the participant packet at the end of each
section (business, empowerment, leadership) to allow participants
to provide feedback. You can also make your own survey, if more
appropriate. It is important to gather feedback for yourself and your
organization, to inform and improve future trainings.

TIP

If working with illiterate or semi-literate participants, allow

them to offer suggestions in confidence through a trusted literate participant who can then record the feedback.

(b) Tool: Evaluate yourself

At the end of the Empowered Entrepreneur Training Handbook there is a
document with prompting questions to help you review the expectations
you had during the HCD planning process and compare them to what
actually happened in the training. This can help you to prepare for future
trainings, as well as reflect on lessons learned, challenges, and best
practices.
In order to continuously improve this Handbook, we welcome the feedback
of you and your participants. Visit www.cleancookstoves/gender to submit
input for future versions of the Handbook.

Creating a support system

(a) Mentors
If possible, create mentor/mentee relationships for participants. Community
leaders, businesswomen, and others can serve as mentors. Encourage
mentors to meet weekly or bimonthly with their mentees and to talk about
leadership, business, and empowerment topics. Mentors may need to be paid
or supported in another way.

RESOURCE GUIDE
BEST PRACTICES

(b) Peer support groups or peer buddies

If it is not possible develop a mentor relationships, encourage leaders within
the group to create their own support system. You can create a support
group made up of participants interested in continuing to engage and
support each other after the training. The group can select its own leaders
(e.g., president, secretary) to help guide the group. Peers can mentor each

RESOURCE GUIDE
BEST PRACTICES

39

HUMAN-CENTERED DESIGN (HCD) PLAN | STEP 3: DELIVERY

other, problem solve, and encourage growth.
Appoint peer leaders to lead continued meetings and bring up discussion
topics at support groups or spaces. In general, the group should have a
minimum of five members and not more than twenty. This group can also
serve as a savings group so that individuals can create their own finance
mechanism as they grow their businesses. These individuals should live fairly
close to each other in order to make regular meetings feasible. Peer groups
should answer the following:

What is our goal?

Who is involved?
How often will we meet?
What will be discussed (what is our agenda)?
What is our Community Agreement?

Peer support groups should have a coordinator who oversees them. The
peer leader can then report information and progress to the coordinator.
Coordinators should also observe how the groups are functioning and collect
best practices for inclusion in other groups.

(c) Method: Meeting spaces and continual growth

RESOURCE GUIDE
BEST PRACTICES

40

Identify meeting spaces to faciliate regular, consistent meetings. If possible,

hold short training sessions on additional topics during meetings. If your
organization is unable to commit to supporting women through monthly
trainings, still encourage the group to come together and appoint group
leaders. Provide support to group leaders with discussion topics and
encouragement.

Global Alliance for Clean Cookstoves

1750 Pennsylvania Avenue NW, Suite 300
Washington, DC 2006
www.cleancookstoves.org

41

PARTICIPANT
PACKET

PART 3
EMPOWERED ENTREPRENEUR
TRAINING HANDBOOK

PACKET OUTLINE
Introduction
Empowered Entrepreneur Core Competencies ......................................1
BUSINESS
1. Marketing 5Ps handout............................................................................3
2. Customer care activity..............................................................................5
3. My business plan
My business model.............................................................................6
Part 1: Marketing plan.........................................................................8
Part 2: Costing & pricing....................................................................10
Part 3: Financial plan.........................................................................13
Part 4: Management...........................................................................15
4. SWOT analysis handouts.........................................................................16
5. Record book handouts.............................................................................18
6. Cash flow projection template for case study.......................................20

EMPOWERMENT
1. My tree of life............................................................................................23
2. My next growth steps...............................................................................24
3. Core beliefs...............................................................................................26

LEADERSHIP
1. SMART goal planner................................................................................31
2. My EPIC talk ...........................................................................................33
3. Plan of action...........................................................................................35

Evaluation forms...................................................................................38
Glossary of terms.................................................................................41

NAME:__________________________________

EMPOWERED ENTREPRENEUR
CORE COMPETENCIES
These are competencies that this training aims to address.

Achievement

Vision
Risk taking
Decision making
Grit & resilience
Problem solving

Personal Power
- Cognitive
awareness
- Managing self
- Independence
& self-confidence
- Assertion/voice

Planning
- Information
seeking
- Goal setting/
Strategic thinking
- Systematic
planning

Relationship
Building
- Fostering positive
relationships
- Persuasion
- Customer service

BUILDING THE
SKILLS:

BUSINESS
Overview
1. Marketing
2. Customer care
3. Costing & pricing
4. Financial planning
5. Recordkeeping
6. Business models
7. Business planning

 Marketing 5Ps example summary

PRODUCT

A good cookstove satisfies your customers needs and

wants. Keep in mind these benefits to tell your customer
when selling cookstoves:
Quality
Attractiveness & Design
Distinguish from traditional stoves or other
available products/services
Combination with fuel (if applicable)
Benefits as compared to traditional stoves
Warranty

Key questions:
Are my cookstove or fuel products/services different from others that are available?
If so, how?
What is attractive to my target customers about my cookstove or fuel product/
services?
PERSON

It is important to determine your target group. Once you

have done this, keep in mind their:
Characteristics
Interests
Experiences/opinions with your product/
service

Key questions:
Who is/are my target group(s) (e.g., children, young adults, adults, old people,
wealthy people, poor people, etc.; customers with little money, moderate amount of
money, a lot of money, etc.)?
What are the characteristics of my target group(s)?
Why is/are my target group(s) interested in buying my product?
Can they access and afford my product?
What are benefits I should emphasize to men? What are benefits I would
emphasize to women?
PLACE

Make sure that your products are accessible to your

customers. Keep in mind:
A good business location is easily accessible
for customers, clean, safe, attractive,
clearly visible, and open during regular and
convenient hours
A good presentation of products (display)
Finding the best way to distribute your product

PARTICIPANT PACKET: BUSINESS

Key

questions:
Are my customers easily able to access my products to buy them?
Can customers easily find my business?
Is the place suitable for my business needs (e.g., for making/storing/displaying
products)?

PRICE

Think about how to make the product financially

attractive and affordable for your customers. Some
strategies include:
Discounts
Special, limited-time offers
Favorable payment conditions (such as
installment plans)

Key questions:
Do I know what people will be able to pay for my products/services?
What kind of consumer finance plan can I offer?
What type of risks does that entail (for myself, for my customers)? Is it logistically
feasible to offer finance to my customers?
What can I do to reduce the risk for myself?
PROMOTION

Promotion is all activities to attract customers to buy

your product or services, for example:
Packaging
Visits to potential clients
Sign post
Sales promotion
Advertising
Selling techniques
Word of mouth

Key questions:
Do I use ways to promote my cookstove or fuel products/services? If so, in what
way?
What are the most successful ways I have promoted my cookstoves?
What other ways could I try to promote my product?

 Customer Care Activity

Draw what you would do in the following scenarios:

1. A customer has returned and is upset because her cookstove does not seem to be working well.

2. A potential customer tells you that she thinks your product is too expensive.

PARTICIPANT PACKET: BUSINESS

My Business Plan
A business plan is comprised of 4 parts that are related and build off of eachother:

1. MARKETING PLAN
2. COSTING & PRICING
3. FINANCIAL PLAN
4. MANAGEMENT

Business model overview:

Business goal:
What is my business aim (i.e.
profit)? What are my social
objectives?

Product/services:
What is/are the product(s) or
service(s) I sell? How do I make
or obtain the product(s) or
service(s)?

Demand: Who is my target group?

Delivery model:
How do I (physically) sell or
distribute my product(s) or
service(s)?

Additional questions:
What stops potential customers
from buying my products and/or
services?

Is the market for my product or

service growing or shrinking?

Give reasons:

PARTICIPANT PACKET: BUSINESS

Part 1: Marketing Plan

Product
These are the benefits of my
product to customers:

Person
This is my target group:

These are their cookstove or

fuel needs and preferences:

Men:

Women:

Place
This is how my products/
services will reach my
customers:

Price
I will attract customers through
these price strategies or
finance plans:

Promotion
This is how my customers
will know about my product/
services:

These are my competitiors:

What I will do differently from

my competitors to attract and
keep customers:

PARTICIPANT PACKET: BUSINESS

Part 2: Costing & Pricing

This is how much my product/service costs and my profit.

Raw materials required (Skip this section if you are selling already made products):
I will require the following raw materials (consumables) to make a given number of products.
Raw materials

Unit of
measure

Quantity

Unit price

1
2
3
4
TOTAL:

Equipment/tools (Skip this section if you do not use equipment or tools):

I will use the following equipment/tools in my business.
Equipment/tools

1
2
3
4
TOTAL:

10

Quantity

Unit price

Total
value

Total
value

Costs
A: Projected number of unit products/services to be sold per month = _______________

B: Variable Costs per month: The costs that form part of the final product or service which you
produce (e.g., material, labor, delivery of product, installation, etc.)
Items

Amount

1
2
3
4
TOTAL:

C: Fixed costs per month: The other costs you have in your business (e.g., building or stall rental
fee, maintenance and repair of tools, promotion costs, staff salaries, etc.)
Items

Amount

1
2
3
4
TOTAL:

TOTAL COSTS:
B

Total variable costs

Total fixed costs

Total costs = (B+C)
Total cost per unit = (B+C)/A

11

PARTICIPANT PACKET: BUSINESS

Price
Product/service name: __________________________________________________
Total cost per item (Cost price):
How much does it cost you to buy
or produce your product/service?
Mark-up:
Difference between the cost price
and your selling price
My price (Selling price):
How much you sell your product/
service to customers for

When
1.
2.
3.

REMEMBER

thinking about my selling price and my mark up, I can use:

The cost-plus method: adding 20-30% on top of my costs per item
The comparative method: comparing product/service to others on the market
What-the-market-can-pay method: based on supply and demand

Profit
Profit per item:
A

My price

Total cost per product/service item

Profit per product/service item = (A - B)

Profit total:
B

Total variable costs

Total fixed costs

Total costs = (B+C)

How many products do I need to sell per month to have

positive profit (monthly sales are greater than monthly costs)? _______________

12

Part 3: Financial Plan

Financial Requirements:
Capital requirement

Component total

Personal
contributions

Loan (if applicable)

Investment capital

TOTAL
Working capital

TOTAL
Total amount of money I need to borrow:
Loan source

Amount

1
2
3
TOTAL AMOUNT

Savings plan: This is how much I want to save every month over 1 year. (Use this to track how
much you actually save).
1

10

11

12

Savings
goal
($)
Actual
saved
($)

13

PARTICIPANT PACKET: BUSINESS

Cash Flow Template / My Predicted Balance (6 months): This looks at how much money I have
now, how much money I think is coming in over the next 6 months, and how much I think I will
spend over the next 6 months (a Cash Flow Statement).
Forecast for the first 6 months
Item
1
Initial cash

How much money is coming in?

Sales
Loans
Savings
Total coming in
(inflow)
How much money am I spending?
Variable costs
Example: Cookstoves
(5)
1.
2.
Sub-total
Fixed costs
Example: Renting the
stall for the market
1.
2.
Sub-total
Total spending
(outflow)
BALANCE = Total
inflows - total outflow
14

Part 4: Management
Sales Projections
Number of possible sales I would like to have starting one month from now:
Number of units

Unit price

Total Sales (No. of units x

Unit price)

Per week
Per
month
What is the growth strategy I would like to pursue? (e.g., Expand business goal, offer new
products/services, add new target market, change delivery model)

What are my roles as the business owner / manager?

If I have employees or other workers, what are their roles?

These are salaries or wages I will owe per month: (Skip if you dont have employees)
Number of people

Wage/Salary per person

for 1 month

Total Amount (No. of people

x Wage/Salary per person)

Employee
Casual
workers
(not official
employees)

What other support do I need?

Who are my partners?

Are there any other partnerships that would be good to have? Who would they be with?

15

PARTICIPANT PACKET: BUSINESS

SWOT analysis handouts

(a) SWOT Analysis Template

16

Strengths

Weaknesses

Opportunities

Threats

This is how I will reduce my weaknesses:

This is how I will minimize my threats:

(b) SWOT Analysis Example for a Small Business

Strengths
Weaknesses
Strengths are within the control of the entrepreneur Weaknesses are within the control of the
and they occur at present! Strengths should be entrepreneur, and they occur at present. They are
capitalized on to offset weaknesses.
lack of..., missing..., or weak points. As much
as possible, weaknesses should be eliminated!

New improvements of product

Good network with customers
Managerial experience
Comparatively cheap price
Superior technology
Product features (utility, durability)
Several responsible employees involved

Opportunities
Opportunities are positive or favorable factors
in the environment which the entrepreneur
should make use of, which make her project
idea potentially viable. They are, however, mostly
beyond the control of the entrepreneur. They are
different from strengths in the sense that strengths
are positive internal factors of the business.

Few and weak competitors

Rising income of target market
Growing demand
Similar products making profit
Technical assistance available
No such products in the market
Scarcity of product in the local market
Favorable government or community
programs
Adequate training opportunities
Low interest on loans

Poor design of product

Comparatively high price
No technical expertise of owner
Lack of promotion experience
Inexperienced managers/owners
Lack of working capital
Low level of stocks in times of peak sales
Business depends wholly on one person

Threats
Threats are negative or unfavorable external factors
in the environment and are normally beyond
the control of the entrepreneur. They adversely
affect the business, if they are not eliminated
or overcome. Threats differ from weaknesses in
as much as they are beyond the control of the
entrepreneur. The purpose of analyzing threats
is to look for ways to avoid them or lessen their
negative impact by performing counterbalancing
actions.

Rising raw materials costs

Natural disasters
Changing government regulations
Too much competition
Insufficient power supply
Poor infrastructure
Family crises (e.g., illness or a death)

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PARTICIPANT PACKET: BUSINESS

Record book handouts

(a) Record book examples
CASH BOOK - Month: April
Date

Details

Quantity

Cash In

1 April

Deposit for cupboard

45,000

45,000

3 April

Deposit for dining table

24,000

69,000

4 April

Bought material

8 April

Sold dining table

Cash out

21,300
3

72,000

BALANCE

Balance

47,700
119,700

141,000

21,300

119,700

Credit sales

Total
sales

SALES BOOK - Day: 8 April

Date

Item

Quantity

Cash sales

8 April

Dress

2,00

2,000

Shoes

3,000

3,000

Bracelet

60

600

Dress

Lotion

5,000
500

TOTAL END OF THE DAY

6,100

500
5,000

CREDITORS BOOK - Name: Bank X

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Date

Details

Amount

1 August

Loan for equipment

100,000

28 August

First installment for

loan repayment

29 August

Monthly interest on
loan

Repaid

1,500

Balance
100,000

10,000

5,000

90,000

91,500

11,100

(b) Sample of receipt book

Receipt No.

Date:

Name:

Quantity

Description

Unit cost

Amount

TOTAL

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PARTICIPANT PACKET: BUSINESS

Cash flow projection template for case study

Forecast for the first 6 months
Item
1
Initial cash

How much money is coming in?

Sales
Loans
Savings
Total coming in
(inflow)
How much money am I spending?
Variable costs
Example: Cookstoves
(5)
1.
2.
Sub-total
Fixed costs
Example: Renting the
stall for the market
1.
2.
Sub-total
Total spending
(outflow)
BALANCE = Total
inflows - total outflow
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Notes:

21

FINDING
YOUR VOICE:

EMPOWERMENT
Overview
1. Introduction to Empowerment
2. Building Trust in Ourselves
3. Understanding Oneself
4. Understanding Our Core Beliefs
5. Identifying & Appreciating Ones Strengths
6. Developing Positive Mental Habits
7. Managing Fear & Risk
8. Knowing Ourselves Through Our Bodies

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 My Tree of Life

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PARTICIPANT PACKET: EMPOWERMENT

My next growth steps

Choose a personal / emotional challenge, as well as a work challenge you face. Use the four
steps of personal behavior change.

PERSONAL / EMOTIONAL:
Where are you now around this issue? (Awareness)

Where would you like to be with this issue? (Vision)

What do you need to change (how do you need to think) to move ahead? (Transformation)

What is your next growth step? (Growth)

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WORK:
Where are you now around this issue? (Awareness)

Where would you like to be with this issue? (Vision)

What do you need to change (how do you need to think) to move ahead? (Transformation)

What is your next growth step? (Growth)

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PARTICIPANT PACKET: EMPOWERMENT

Core Beliefs

SELF-RESPONSBILITY:

Self-responsibility refers to the belief that we have control over our thoughts and actions.
It refers to the idea that we have the ability to choose our response to what we experience in the
world.
For example, when misfortune happens, what do we think? Do we think it is because of our bad luck
or because of something that someone else did?
If we think about events in this way, we often see ourselves as victims of the world or other people.
If we focus on ourselves as victims, it can be difficult to change because we may feel hopeless, as if
we dont have control over our lives.
Examine how you feel when you dont see yourself as a victim of your circumstances.
For example, say someone has stolen money from your home; a different response may be, I am
angry that this has happened. Now what can I learn from this situation and find a way forward?
Examples of intentions: I have the power to change my life. I take responsibility for my life.

My Intention: _________________________________________________________________________.

SELF-ESTEEM:

Self-esteem is related to how you think about yourself and the belief you have of your own worth.
This is about your willingness to believe in yourself.
For example, do you believe you have what it takes be a successful businessperson? Do you feel
worthy of being treated with respect, care, and love?
It is important to realize your own worth as you begin any new endeavor. This gives you confidence
and allows you to make it through difficult times.
Oftentimes, we are faced with many criticisms from others about our intelligence, our looks, or our
abilities. Some of us have not heard positive things about ourselves. These criticisms can shape
how we think about ourselves.
Each individual can create their own positive sense of self (and we dont have to rely on others to
feel valuable or strong).
Examples of intentions: I will appreciate my many good qualities. I will accept myself as a lovable
person.
My Intention: _________________________________________________________________________.

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TRUST IN A HIGHER PURPOSE:

Trust in a higer purpose is about being willing to have trust in purpose that is larger than ourselves
(for some people this could mean God, the Universe, a sense of spirituality, or simply having a
purpose in life).
Having trust in a higher purpose can help us as we take risks and move forward in our lives.
Otherwise, we may become overwhelmed by the challenges we face.
Recognizing a belief in something larger than ourselves can help us reduce stress and cope better
with our experiences.
This can help us believe that there will be a way forward no matter what the circumstances are.
Examples of intentions: I recognize that I have a purpose. I recognize I am part of the world and
earth.

My Intention: _________________________________________________________________________.

POSITIVE ATTITUDE:

A positive attitude is about the willingness to focus on the good things in a situationto find opportunities and constructive solutions in whatever life presents.
It is about keeping positive thoughts and not getting held back or distracted by negative thoughts.
It is about choosing, moment by moment, to look for the best in people and the best in things
around you.
By developing positive thinking habits, you may start to notice new opportunities and be generally
happier in situations that present themselves.
This doesnt mean that you only think positive thoughts or that you ignore what is happening
because it appears to be negative. In order to have a positive attitude, it is critical that you take
an honest look at what is in front of you, positive and negative. This belief is about trying to find a
positive way through a situation despite the challenges that exist.
Your challenge is to develop new, positive mental habits.
Examples of intentions: I will find a way and can turn any situation around. I will learn from every
challenge.
My Intention: _________________________________________________________________________.

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PARTICIPANT PACKET: EMPOWERMENT

CONTINUAL GROWTH THROUGH LIFE:

Continual growth through life is related to accepting that everything in life is always changing.
If we want things to always stay the same, we may not easily accept change and will be fighting and
resisting life. This can lead to stress and unhappiness.
By recognizing that change is always happening and allowing ourselves to accept change, and to
even grow from it, can positively impact our lives. We may be more open to opportunities, and we
may take advantage of those opportunities.
Reflect on your life and see how it has changed, and recognize that it will continue to change.
Examples of Intentions: I learn from every experience I have. I accept that things will change in my
life.

My Intention: _________________________________________________________________________.

OWNING YOUR POWER:

Owning your power is about recognizing that we are the most powerful person in our own lives. We
can choose how we want to live our lives. The work we do and the life we live is up to us.
This belief is about stepping forward to be a powerful person who actively participates in life rather
than one who just lets life happen.
This power is inside all of us. By recognizing this power inside of you, you can take advantage of it.
You can own it.
Examples of intentions: I create my life the way I want it. I recognize I am powerful.

My Intention: _________________________________________________________________________.

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Notes:

29

MOVING IT
FORWARD:

LEADERSHIP
Overview
1. Introduction to Leadership
2. Establishing & Developing Clear Visions
3. Setting Goals & Being Proactive
4. Problem Solving
5. Communication
6. Plan of Action

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 S.M.A.R.T. Goal Planner

My Goal:

Is my goal SMART?

Specific:
What:

Who else is involved:

When:

Where:

How:

Why:

Measurable:
My target:

How will I know when I have accomplished my goal?

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PARTICIPANT PACKET: LEADERSHIP

Achievable:
What skills or resources do I have to complete this goal?

What skills or resources do I need to complete this goal?

How can I get those?

Realistic: Is this goal realistic for me to achieve? Am I ready and willing to do the work
necessary to accomplish it?

Time-bound: When do I want to accomplish this goal by?

Month:____________________, Day:______________________, Year: 20____

Any other notes for myself:

32

 My E.P.I.C. Talk
Introduce yourself:

Engage - Get the audiences attention! (Use a quote, statistic, story or shocking fact):

Problem - Express the problem / opportunity in clear facts without personal opinion:

Inform - Tell the listener about an opportunity and propose your solution or vision:

Call to Action - What do you want your listener to do? Suggest a clear goal or action step.

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PARTICIPANT PACKET: LEADERSHIP

Tips for your EPIC talk

Practice! Practice several times with someone you feel comfortable with.
Memorize details you use if possible, or focus on using personal
experiences that you easily remember.
Know who your listener is.
Deliver your talk without stopping, even if you have a couple stumbles.
When youre done think about what went well and also what you can do
better next time.
Listen with an open mind and ear.
Encourage questions from your listeners.

Public speaking tips

Look at people and make eye contact or focus on a single point on the
back wall.
You can scan the room with your eyes just above everyones head and it
makes it look like youre making eye contact with everyone.
Stand with legs shoulder width apart and dont cross your legs.
Have good posture.
Use bullet points to speak, not full notes that you would be tempted to
read from.
Project your voice so everyone can hear you.
Speak clearly and slowly.
Get close to the audience you can walk around, dont hide.
Encourage people to ask questions.

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 Plan of action - Work Vision

Why do I want to do this business with cookstoves?

What is my vision for my business?

Goals - What are my goals to get there?

1.

When will it be done: __________________

2.

When will it be done: __________________

3.

When will it be done: __________________

Is my business plan and my financial plan ready?

Go back through to change and edit as needed.
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PARTICIPANT PACKET: LEADERSHIP

What could be some challenges? What are ways to overcome them?

How would I like to be supported? (Having a mentor, having meetings with other business
women, receiving check-ins, etc.)

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Notes:

37

PARTICIPANT PACKET: EVALUATION FORMS

Business Evaluation Form

Please mark an X to show how you feel about each component of the training.

Individual sessions
Introduction
Entrepreneurship core competencies
Marketing skills and customer care
Business planning
Record keeping
Financial planning and business
expansion
Next steps (business expansion)

Overall
Quality of teaching
Learning from co-participants
Logistics (location, refreshments etc.)
General comments:
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________.

Thank you for taking the time to fill this form in.
38

Empowerment Evaluation Form

Please mark an X to show how you feel about each component of the training.

Individual sessions
Introduction to empowerment
Building trust in ourselves
Understanding oneself
Understanding our core beliefs
Identifying and appreciating ones
strengths
Developing positive mental habits
Managing fear and risk
Knowing ourselves through our body

Overall
Quality of teaching
Learning from co-participants
Logistics (location, refreshments etc.)
General comments:
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________.

Thank you for taking the time to fill this form in.
39

PARTICIPANT PACKET: EVALUATION FORMS

Leadership Evaluation Form

Please mark an X to show how you feel about each component of the training.

Individual sessions
Getting used to change
Introduction to leadership
Establishing and developing clear
visions
Setting goals
Being proactive
Problem solving
Active listening
Public speaking and communication
Plan of Action

Overall
Quality of teaching
Learning from co-participants
Logistics (location, refreshments etc.)
General comments:
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________
____________________________________________________________________________________.
40

Thank you for taking the time to fill this form in.

GLOSSARY OF TERMS
BUSINESS SECTION
TERM

DEFINITION

Entrepreneur

A person seeking to enhance her income through starting a business.

A micro-entrepreneur has no employees and operates alone. Micro-entrepreneurs often fill
gaps between a larger business and remote customers. A small-entrepreneur employs one to
five others in conducting her business.

Competencies

Set of defined skills, knowledge, qualifications, or capacities that enable a person (or an
organization) to act effectively in a job or situation.

Gender Roles

Socially constructed roles, behaviors, activities, and attributes that a given society considers
appropriate for and specific to one gender: men or women.

Assets

The value of everything a company owns and uses to conduct their business.

Depreciation

The degrading value of an asset over time.

Fixed Cost

A one-time expense that doesnt vary with business volume.

Liabilities

The value of what a business owes to someone else.

Marketing

The process of promoting, selling, and distributing a product or service.

Net Income/Profit

Revenues minus expenses.

Profit Margin

The ratio of profit divided by revenue, displayed as a percentage.

Return on Investment
(ROI)

How much money a business gets in return from an investment.

Target Market

A specific group of customers at whom a company aims its products and services.

Variable Cost

Expenses that change in proportion to the activity of a business.

Direct Costs

The money you spend specifically to produce/sell your items (e.g., payroll, cost of materials).

Indirect Costs

All the expenses you pay to run your business in general (e.g., rent, transport, promotion
costs).

Cost-plus Method

Portion or % that you add to the costs of producing the product/service to get the selling price
is known as the profit mark up.
Most entrepreneurs take 2030 % as their mark up, but it also depends on what is happening
in the market.

Comparative Method

You compare your product/service to others on the market. Depending on its quality and
the cost, you can lower the price, increase the price, or make it exactly the same as your
competitors.

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PARTICIPANT PACKET: GLOSSARY OF TERMS

What-the-market-canpay Method

This method is based on the supply and demand concept (needs and wants). For instance,
if the product is not available on the market, then the price could be higher than the one
calculated with the cost-plus method. Or, if there are already many similar products available
on the market, then the price must be lower than the one calculated with the cost-plus
method. But never lower than the cost price, otherwise you will make a loss!

Break Even Point

Point at which total cost and total revenue are equal: there is no net loss or gain, and one has
broken even. A profit or a loss has not been made.

Business Plan

Document prepared by somebody who intends to start a business or who is already in

business. It gives a complete description of the business and its plans for a period of time
(e.g., from one to five years).

Working Capital

This is the balance of cash that your business has for day-to-day operations. If you need to buy
materials or stock, or pay workers, this will come from your working capital. When customers
pay cash for purchasing products, it adds to your working capital. If you sell products on
credit, this depletes your working capital until they repay their debts.

Investment Capital

This is the money that you need to make larger, longer-term investments in your business.

Business Goal

Objectives the enterprise aims to achieve through its operations. This includes profit-making
as well as social objectives (e.g., improved health of stove users, environmental protection by
reducing fuel use).

Demand

The target group (for the product(s)/service(s)) and its characteristics.

Delivery Model

Financing mechanism, ownership and management, sales and/or distribution, collaboration

with other market players.

EMPOWERMENT SECTION

42

TERM

DEFINITION

Empowerment

Ability for an individual to create and act upon decisions that affect their lives. Comprised of
two complementary and critical components: resources and agency.

Resources

Include extrinsic supports such as learning new skills, availability of opportunity, or education.

Agency

Agency refers to intrinsic supports and is strongly tied to self-esteem, sense of control, and
power or self-reliance.

Self-Awareness

Conscious knowledge of ones own character, feelings, motives, and desires.

Limiting Belief

A belief that a person has that makes her doubt what she can do or be. It can come from
making an incorrect conclusion about something in life.

Intention

Statement or thought of a strong purpose, or aim. In some cases, this thought can be the
starting point of a lifes dream.

Self-Responsibility

Being answerable or accountable for something within ones power.

Self-Esteem

The ability to believe in and to hold a favorable impression of oneself.

LEADERSHIP SECTION
TERM

DEFINITION

Vision

Statements or views that guide and provide direction in someones life.

Structural Conflict

Conflict caused by patterns or structures of actual or perceived power, which create perceived
inequality.

SMART Goals

Goals that are Specific, Measurable, Achievable, Realistic, and Time-Bound.

Proactive

Being proactive means taking responsibility for ourselves, our actions, our choices, and our
futures. Pro means for, literally for actionto act instead of waiting to be acted upon.

Reactive Responses

Guided by feelings, not valuesreacting without thinking. Reactive people put the blame on
others for their problems.

Proactive Responses

Guided by values. Instead of just reacting, pausing for a moment and selecting a response
that is in line with personal values.

Active Listening

Listening in order to better understand; giving full attention to the speaker.

EPIC Communication

Communication that goes through the following four stages to capture an audience: Engage,
Problem, Inform, Call to action.

Engage

To attract or earn the attention and interest of another person.

Plan of Action

A plan that explores what one would like to achieve and goals that must be accomplished to
get there. It is a roadmap to achieving ones goals and can be used for personal or business-related goals.

Global Alliance for Clean Cookstoves

1750 Pennsylvania Avenue NW, Suite 300
Washington, DC 20006
www.cleancookstoves.org

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