As Mark Fitzpatrick, who developed the popular First Watch software (later sold to Veritas Software), points out, "You cannot make things follow a certain path, but if you stay active, you can do things to increase your chances of success. Your vision focuses you to be aware of opportunities and not filter them out. To succeed, you've got to take steps to improve yourself and keep looking for opportunities."
The Success Factor Modeling^TMprocess provides specific methodologies and tools for emerging growth companies to develop both the business practices and behavioral skills necessary in order to grow and succeed. Some of these key factors are summarized in the following table.

"SFM Success Factor Matrix^TM"

Applying the Success Factor Modeling process takes place over several stages:

1. Evaluation--Comprehensive Assessment of the Company with Respect to the SFM Success
Factor Matrix^TM.
2. Consulting/Counseling--Making Recommendations; Proposing Plans; Establishing Direction 3. Coaching--Training; Providing Guidelines, Tools and Feedback; Interacting and Participating to
Help Meet Targets.
4. Sourcing Resources and Alliances-- Providing Deal Flow for Investment; Recruiting Team
Members.
5. Mentoring--Advising; Sitting on Board; Making Strategic Suggestions; Reminding of Values and
Purpose; Focusing on the "Bigger Picture"; Acting as a "Sounding Board."

The New Fiat Leadership Model

Fiat has established an important new model of leadership, derived from a combination of a) interviews with top managers within Fiat, b) company values, and c) current literature on leadership. This new model of leadership is remarkably compatible and synergistic with many of the key factors necessary for entrepreneurial success in the new economy.
According to the model, leadership, like all professional competence, is founded upon: 1) knowledge, 2) actions and behavioral skills, and 3) personal qualities; which are all finalized in the achievement of four basic organizational outcomes: promoting change, achieving results, developing people, and realizing values.
The model asserts that basic managerial competence for achieving these goals may be greatly enhanced as a result of linking it with four primary actionsor processes of leadership:stretching, empowering, sharing, and coaching. These four actions of leadership both support and expand the core professional or managerial competence of the leader.
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