Entrepreneurial Ecosystems

Small Business Owners

Words matter. When “small business” and “small business owner” is used over and over again, it begins to feel belittling. Together, opportunity awaits those who brew fresh ways to talk with and about small businesses!

First, let’s get an elephant in the room. Everyone understands the need for business categorization within an economy and yes, size is a simple metric. Entrepreneur Support Organizations (ESOs) are quick to explain that because of government policies, regulated programs, and the history of small business owners not thinking of themselves as entrepreneurs, using “small business” has become second nature.

The opportunity exists within events where the assemblage are small business owners, but what about this fear of marketing that won’t resonate without a clear call to “small business owners”? Here’s the trick. Use small business terms to gather awareness, but then let those technical terms chill once everyone comes together. This ensures clarity in branding, online activity, and event promotions. As events get underway, emcees, speakers, panelists, and staff can embolden the audience by using “small business owners” as necessary, but intentionally use more alternative titles that add depth to the narrative. Instead of everything being stuck on small, try these seven synonyms that describe greatness, importance, appreciation, growth, and yes, small business owners.

  • Entrepreneurs
  • Leaders
  • Students
  • Innovators
  • Heretics
  • Creators
  • Community Builders

As people who may have only identified as a small business owners start using enlivened vocabulary, these side conversations become a signal of something lasting! If this effort continues at future events, more people will connect with more terms they feel inspired by. This exposes small business owners to even more relevant resources, helpful ideas, and different areas to confidently explore within an expanding entrepreneurial ecosystem.

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When was the last time you wanted something important to be small?

Using this working draft of synonyms, we can each quietly inspire more inclusivity through fresh assimilation at events. Even if policies remain rigid, more people will learn to celebrate and identify with more codifications.

Over time, more will feel allyship with all that is entrepreneurship. We will remain proud small business owners, but just as vested when we hear whatever the latest jargon may be.

By Ben McDougal, ago

Playforce Principles

Introducing a modern equation:

C + I + R + V = future of work

The “future of work” is something many people throughout an entrepreneurial ecosystem think about, talk about, and work on together.

When everyone is trying to figure out the future of work, how have we arrived at this simple solution to such a complex, important, and constant debate?

It began with 20+ years of collaborating through connection. This experiential wisdom is wonderful, but thinking/writing/talking about education through the lens of entrepreneurship, intrapreneurship, and innovation has embedded perpetual learnings from students, educators, employers, and community builders. Along the way, “Playforce” was coined to describe a workforce that thirsts for significance through work that feels like play. In fact, an optional multiplier in this C.I.R.V. equation is actually having fun through an intrinsic sense of play. The depth of each variable (curiosity, initiative, real skills, and vocational knowledge) is also key to equalizing this complex equation.

This long-term focus has provided clarity, but this C.I.R.V. equation was refined through an ambitious collection of professional podcast interviews. In just three months, we orchestrated, recorded, and produced 55 fascinating episodes of You Don’t Need This Podcast. You read that right my friends. 55 thoughtful episodes of YDNTP were created in only 3 months, with a new episode now queued up to be released every week into 2024! During this prolific sprint, leaders boldly shared timeless insight linked to all parts within the educational system and related influences from throughout an entrepreneurial ecosystem. These were not quick chats. These were rich conversations with each special guest totally plugged in, sitting directly across me in a downtown recording studio! Navigating this many peculiar interactions sealed in the required comprehension that connects through pertinent perspectives.

Forecasting the future is hard, but action guided by the modern principles expressed in this new C.I.R.V. equation helps us activate exponential value as we continue building the future of work.

By Ben McDougal, ago

Hiatus

Taking a break can nourish an artist and the seasonality of the art they’re creating. A hiatus can refocus teams or provide space for a community to recharge as well, but misplaced interruptions can also become an excuse to stifle progress.

Let’s look at short breaks. For example, a moment to refill your mug, eat lunch, catch the latest episode of YDNTP, or get some sleep. When you’ve achieved flow, time away can feel like a waste of time. If a hiatus is only an excuse to avoid the work, then yes, worthless wandering is a trap and can actually devolve into a dangerous habit. When paralyzing progress is normalized, it will impact other things you actually want to accomplish. This means that even short breaks should be used to recharge your return.

What about a more extended hiatus? This could be time away, setting a project aside, or even taking breaks in a relationship. When things get tough or positive momentum starts to fade, it’s tempting to avoid reality by pushing pause. This may keep things afloat, but it’s often a lackadaisical move to avoid reality, which may include the challenges of calling it quits. If an extended hiatus is truly strategic, the time should feel restful and build confidence as rearranged resources add fresh motivation. If this time away is wasted however, a false restart can be hard to recover from and will further expose what always needed to change. If a hiatus ever feels like an excuse to dodge blame, instead of being fainthearted, perhaps the illusion of an endless break should be replaced by a determined effort to make the bigger decision.

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With limitless ways to spend our time, it’s easy to take on more than we should. Be careful taking breaks when you’ve overextended your own personal bandwidth.

The length of any hiatus is relevant and so are the people who decide to take the break. Lone wolves can make these decisions easier, but they may struggle to understand the whole equation without feedback from customers, mentors, and fellow community members. When more people are involved, deciding what/when/how to take a break becomes more complex. For example, if a few people decide a break is good for a larger group, this decision may come from an individual’s lack of interest or bandwidth instead of what’s best for the group.

When we feel significant, promises are kept and more people are set free to lead together. When we lead together, the limitations of some are less likely to compromise the well-being of many. This agency supports enrollment, trust, creativity, and honesty between more linchpins who collectively decide when the right type of intermissions will be most invigorating.

By Ben McDougal, ago

Uncharted

Building without a map is a bold art form.
It’s challenging, dangerous, and rewarding.

It’s challenging, because these expeditions call for initiative to show up, but also an unknown amount of resources to stay persistent. All seven capitals (intellectual, human, financial, institutional, physical, network, and cultural) can be hard to find. Celebrating what we have with a sense of abundance, attracts more of what we want. As different types of capital connect, staying balanced with your personal bandwidth requires attention, but when we care enough and remain realistic, we give ourselves the permission to keep building.

Uncharted crusades can also be dangerous. This probably won’t go as planned and opportunity cost is high with endless ways to spend our time. Even when the odds are against us, a healthy obsession paired with a willingness to succeed or learn cultivates a potent mix of curiosity, optimism, and righteous recklessness. Those willing to try have a huge advantage over everyone else willing to wait.

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What might you regret not doing?

When exploring the unknown for the first time, be clever, collaborative, and patient. Also, remember that winners quit all the time. They simply quit the right things at the right time, so get passionate without falling in love with impossible. To do so, ask for help. There’s much to learn from heroes, mentors, and those you seek to serve. Success and failure leaves clues, so speed up progress and avoid pitfalls by leaning into the tribes you trust.

When you’ve built without a map for a long time, the highs and lows strengthen decision making, while also making the unknown less intimidating. Experienced way finders gather feedback faster, measure the right metrics, and appreciate the hardships without allowing pride from the past to be misleading.

We know how rewarding it can be to build an event, business, or relationship you’re proud of. To dance toward the unknown, be thoughtful with early moves, but don’t get paralyzed by perfection. Sustain growth with sequenced storytelling. Be urgent, but not frantic by activating trust channels that stimulate accountability. Welcome feedback like a scientist, listen with concentration, and savor metrics beyond the money.

By Ben McDougal, ago

Reluctance

There’s an art to keeping the right people engaged, for the right amount of time. When things feel stale, it’s often a signal of disinclination. One way to infuse new energy into a group, is to create space by releasing the reluctant.

Life happens, so it’s natural for interest and commitment levels to change over time. While engagement may expand, anyone’s ability to contribute can just as easily be reduced as a mission evolves and roles transform.

The spiral of someone’s reluctance will soon create stress between others who are still devoted. The longer this misalignment lingers, the more tension it creates. Even so, people hold on too long and the group fears confrontation. This extends the pain for everyone. The reluctant feel guilty for not contributing, while the zealous begin to resent the perceived lack of integrity. Along with internal toxicity, those being served experience less dependably, which devolves into reduced trust, enthusiasm, and engagement.

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“Winners quit all the time. They just quit the right stuff at the right time.” -Seth Godin

Keeping an eye on our personal bandwidth adds clarity for what and when to quit. This self awareness helps us stay centered and motivated by the way we spend our time. It also helps maintain good relationships by avoiding the unnecessary roughness of dramatic encounters, even when it’s time to explore a new direction. When bridges don’t get burned, we can make a ruckus, move on, and actually expand our impact while still staying connected.

For leaders dealing with lingering reluctance, let’s finish with a few friendly tactics to keep the group vibrant, while maintaining lasting loyalty from the departed.

An easy way to start, is by respectfully inviting individuals who have written their story, to graduate gracefully. Sometimes, good people simply don’t want to quit on the people/program they care about. When given a polite opportunity to exit with elegance, appreciation leads to a smooth transition. Another approach is to invite everyone to do more. Inviting initiative often provokes less committed members to bail. Lastly, know the end will always come. Be clear with expectations, transparent as things evolve, and keep succession apart of ongoing planning. Compliment the internal clarity with external celebration. Make a habit of recognizing individuals who made a difference in the past and praising those who are being generous now. This nurtures an environment where people are inspired to do their best when they’re involved, without feeling a sense of loss when it’s time to let go.

By Ben McDougal, ago