my job

By Laura French • jobslink@startribune.com

Dina Simon spent 20 years in the staffing industry. Part of her role was to help employees and franchisees define transferable skills for starting a new career or business venture. When the 70- to 80-percent travel requirements of her role put a strain on her personal and family life, she decided to start her own business. After looking at her own transferable skills, she founded Simon Says Lead four years ago, offering independent coaching to business entrepreneurs.

Simon defines an entrepreneur as "someone who has the ability to create the vision, then brings the vision to life through their personal business acumen — which is rare — or by building a team of people around them." In her practice, Simon sees the entrepreneurial spirit applied in a range of settings and business models. While the stereotype of the entrepreneur is the individual who is driven to create something new, Simon said that some corporations allow managers to function as entrepreneurial leaders within a larger organization. In her work with franchisees, she also saw the "semi-entrepreneur," who wants to own a business but wants to buy into a proven concept rather than developing something from scratch.

In all cases, Simon said, entrepreneurs need to start by defining their business concept clearly, then taking a clear look at their own transferable skills — "What are my talents as a leader and owner?" The answers to those questions are the foundation for what Simon called "the biggest piece; what is still missing?" The leader identifies the skills and talents they need to assemble, as employees or occasional resources.

Having the right resources in place enables the entrepreneur to create a strategic plan. "It's divide and conquer," she said, "not just the business owner doing it all."

Simon asks every client to talk about the greatest leader they've ever worked for. "It's really sad that very often people can't tell you a great experience," she said.

What is the most common problem you encounter among fledgling entrepreneurs?

It's really hard to release control and delegate certain things. The entrepreneur thinks, "This is my baby, my passion, my brand." We'll do one-on-one coaching with the business owner and call that stuff out. We say, "You are your own roadblock, here's evidence to prove that. Here's how you've got to release control."

What are the ongoing challenges for entrepreneurs?

The culture of a start-up can look radically different in years three, five and 10. That is very difficult for some entrepreneurs. They aren't just functioning as an individual contributor — they need be a leader, a visionary. They need to be the big thinker, the face of the organization. That's a whole new world as well.

What's the key to building an entrepreneurial culture?

Recognize the skills and talents everybody brings to the table. Talk about that. We worked with a team of eight people where one individual would often come to team meetings saying, "I have this great new idea!" The others treated it as just another shiny object. We worked through the dynamics, and a year or two later, the individual feels much more valued, and also has much more personal awareness of how he was sharing information. He asks, "Did I give you enough of the facts? If you like this idea, would you help me create the full picture?" Overall, it's improved team engagement. â–¡