As travel shut down during the height of the pandemic, I went nearly two full years without attending a single in-person business event. So, it was an interesting twist of fate that I found myself traveling to Salina, Kansas twice in December 2021—eight days apart—for two very different events hosted by Network Kansas.

The first, on December 8, was “CompuCon,” a gathering of about 100 educators and tech industry professionals from around the state—many from the Kansas City area—focused on growing the computer science workforce in Kansas. I was invited to share how community maker spaces can help spark interest in tech careers, especially among youth who might not otherwise see themselves in that world.

Eight days later, I was back in Salina for an “Ice House Facilitators Summit.” The Ice House program, which I’ve facilitated since 2012, isn’t about teaching entrepreneurial mindset in the traditional sense. Instead, it’s about drawing it out—helping participants discover and activate the mindset that’s already within them. Through stories of successful entrepreneurs—shared both through in-class guest speakers and compelling video content—the program inspires individuals to think differently, recognize opportunities, and take initiative. At the summit, veteran facilitators like me shared how we’ve adapted the program to fit our local communities. There’s no single “right” way to do it, which is part of the program’s strength: it’s flexible, empowering, and deeply personal.

Both times, I stayed at the Hilton Garden Inn—and both times, I was reminded that we’re all in the hospitality business.

On my first trip, I had a memorable breakfast experience. Unsure of the setup due to lingering COVID adjustments, I hesitated at the counter. A friendly attendant welcomed me with a smile, handed me a menu, and took my order. As I waited, I watched her greet each guest with the same warm energy. She wasn’t just serving food; she was delivering an experience. That’s hospitality.

My second trip was more dramatic. The day before my arrival, on December 15, a rare December derecho—a massive windstorm—swept through central Kansas. Driving north on I-135 from Wichita, I saw multiple overturned semis and trailers. It was the strongest crosswind I’ve ever driven through in my 65 years. When I finally arrived at the Hilton, I learned that parts of the city—including the Olive Garden and Walmart—had lost power. I braced myself for a vending machine dinner.

But when I returned to the Hilton, the hotel grill was buzzing. Staff had decided to open up and serve windblown travelers. It was past 7 PM, and a steady stream of people were still checking in. It turns out that several nearby hotels had lost power, and many guests had been transferred to the Hilton at the last minute. Despite being short-staffed and overwhelmed, the team took it in stride. I had a great meal.

The next morning, I saw that same breakfast attendant—once again, cheerful and on point. Overheard conversations revealed she had made the “executive decision” to serve complimentary breakfast to the displaced guests because that’s what they were supposed to receive at their original hotels. She didn’t need a policy or a directive—just a sense of what was right. That’s hospitality.

In today’s world, with AI chatbots answering customer questions and self-service kiosks replacing human cashiers, we might forget how vital people are to creating a memorable experience. Technology will continue to accelerate. Automation, robotics, and machine learning will change how—and how fast—business is done. But what won’t change is this: people will always gravitate to those who treat them with respect, empathy, and care.

Whether we run a hotel, restaurant, maker space, service business, retail shop, or a classroom, we’re all in the business of making someone else’s journey a little easier, a little more human. That’s especially true at Life Skills Academy, where we help people build the confidence to solve problems, launch businesses, and explore technology in a supportive maker-centered environment.

In the end, business is about solving problems. But great business—the kind that grows, that lasts—is about doing so with hospitality. Because when people feel welcome, they come back.

For generations, we’ve put pressure on our kids—often as early as 6th or 7th grade—to answer the question, “What do you want to be when you grow up?” By the time they get to high school, this pressure becomes formalized as part of a “college and career ready” process. Well-meaning parents and educators push students to define a clear path, often emphasizing that success means getting into the “right” college, landing the “right” job, and earning the “right” salary.

But in today’s world—and especially in the world we’re hurtling toward—that message no longer serves them well.

We now live in a time where the job market is shifting more rapidly than ever. Entire industries are being reshaped by automation, robotics, and artificial intelligence. Technologies are evolving at a pace we’ve never seen before. Careers that didn’t exist a few years ago are now in high demand—and many of today’s jobs may vanish in just a few more.

This accelerating change makes it almost impossible to "hit the target" of choosing a career path in middle school or even college. We simply don’t know what the marketplace will look like in 5 or 10 years. So why are we still asking our youth to plan their futures based on outdated assumptions?

It’s time to change the question.

Instead of asking, “What do you want to be?” we should be asking, “What problems do you want to solve?” Or “How would you like to help others or make the world a better place?” These are questions that cultivate purpose, curiosity, and a mindset of lifelong learning—qualities that are far more valuable in a fast-changing world.

That mindset shift—from fixed to growth—is vital. A fixed mindset says you pick a job, go to school for it, and follow a straight path to security. A growth mindset understands that success comes from continually learning, adapting, and discovering new ways to contribute. In a world where knowledge becomes outdated quickly, it’s those with curiosity, resilience, and creativity who will thrive.

One powerful way to build this mindset is through hands-on exploration—especially in environments designed for learning and making. That’s the vision behind Life Skills Academy (LSA), opening in August 2025. LSA will be a community learning center and maker space where people of all ages can experiment with technology, design, fabrication, coding, robotics, and more. By learning to conceive of and create things, participants build the mindset and skills needed to meet tomorrow’s challenges—whatever those may be.

Exploring different technologies and disciplines in a place like LSA helps people discover not only what they can do, but what they love to do. And in the process, they begin to see opportunities everywhere: to start a business, launch a new career, or simply become more capable in navigating life’s complexities.

We need to stop defining success solely by titles and salaries, and start emphasizing purpose, adaptability, and the ability to solve problems. Yes, some students will still find fulfillment through traditional careers. But many more—especially those who have struggled to fit the academic mold—will thrive by forging their own paths, empowered by skills, support, and the belief that they can learn and grow throughout their lives.

Let’s prepare our youth not for the world we grew up in, but for the one that’s coming. That starts with asking better questions—and giving them the tools to build meaningful answers.

Update/Context

In an age of rapid change—from post-pandemic recovery to the AI revolution—many communities are asking how to keep up. How do we prepare our young people, respond to workforce disruption, and support those starting over? In moments like this, it’s important to remember a simple, powerful metaphor: entrepreneurs are the stem cells of the economy.

We often talk about STEM—science, technology, engineering, and math—as a foundation for economic growth. But there’s another kind of “stem” that’s just as vital: the kind that regenerates, repairs, and rebuilds. That’s where stem cell therapy (SCT) offers insight into how entrepreneurs fuel recovery and resilience, especially in uncertain times.

What Is Stem Cell Therapy?

Put simply, a stem cell is a cell with the unique ability to develop into specialized cell types in the body. Stem cell therapy involves injecting these cells into damaged tissue to rebuild or repair it. In the early days, stem cells came from embryos—a highly controversial source. Today, doctors can take cells from the patient’s own body, reprogram them externally into stem cells, and reintroduce them into damaged areas to regenerate healthy tissue.

A Lesson from Veterinary Medicine

I first learned about this therapy in 2010, when Dr. Larry Snyder, a Topeka veterinarian and early pioneer in adipose (fat-based) stem cell therapy for animals, donated a sonogram machine to the Vet Tech program at ICC. In a 2011 visit, he showed how stem cells could be extracted from a dog’s fat cells, transformed through a multi-step process, and then re-injected into a joint to heal bad knees or hips. These cells became the problem solvers—transforming into joint tissue and repairing the damage.

In 2015, I explored this option for myself instead of undergoing hip replacement surgery. Unable to find a practitioner nearby, I chose (and had success with) the surgery. However, a friend who opted for stem cell therapy instead of knee surgery had a very successful outcome. It was a powerful reminder of how healing comes not just from treatment, but from the right problem-solvers, at the right time.

Entrepreneurs as Economic Healers

In 2011, Greg Pesci wrote an op-ed titled “Entrepreneurs: Leading the Way Out”. He made the case that entrepreneurs have always been the leaders of economic healing. From the revolutionaries of the 1770s to the innovators of the 1970s—when the U.S. faced recession, inflation, and deep political disillusionment—it was entrepreneurs who reignited growth. Out of that decade came Apple, FedEx, Microsoft, and Southwest Airlines, along with thousands of small businesses that quietly created the bulk of new American jobs.

Time and again, when the economy has been broken, entrepreneurs have stepped in like stem cells—transforming into whatever was needed to regenerate the system. They don’t wait for permission. They don’t require blueprints. They act.

The Pandemic Wasn’t the End—It Was a Reset

Despite the upheaval caused by COVID-19, it’s the entrepreneurial mindset that is again providing therapy for our communities. And now, in 2025, we face another era of change—artificial intelligence, shifting labor markets, and a new kind of uncertainty. Just like before, it will be everyday entrepreneurs—many still unknown—who diagnose the problems and build the solutions.

But here’s the key: we must keep the conditions right for these economic stem cells to thrive. That means freedom, access, and mindset training—not just for young people, but for anyone with the courage to see and solve problems.

Local Entrepreneurs, Local Healing

We don’t need to look far to see how this works.

The late Curtis Lavine started Kansas Aviation in his late 50s to rebuild jet fuel controls. From there, he launched a leasing company, a survey firm, a family fitness center, a restaurant, and more—building from need, not resume. Curtis didn’t start with expertise; he started with curiosity and commitment.

Another example is Alicia Yates, who began selling Avon in the early 2000s as a stay-at-home mom. By 2003, she was so successful that Avon asked her to write a book on fundraising. She went on to buy and run a printing company, a screen print/embroidery business, a retail clothing store, and most recently, purchased Twigs Floral in Independence. In every case, she figured out how to run the business as she built it.

These are economic stem cells at work—in real life, right here at home.

Let’s Raise a Generation of Problem Solvers

A friend recently shared a quote from Chris Guillebeau, author of The $100 Startup:

“There’s no rehab program for being addicted to freedom. Once you’ve seen what it’s like on the other side, good luck trying to follow someone else’s rules ever again.”

That’s what happens when someone discovers the entrepreneurial mindset. For many young people—especially those who aren’t well suited for the traditional college-to-career pipeline—the freedom to see and solve problems on their own terms is transformational.

Instead of pushing them toward narrow career choices in middle school, what if we gave them the tools and freedom to experiment, to create, and to lead?

Bring on the Entrepreneurs

If we want resilient communities, we need economic stem cells—entrepreneurs who will go where the problems are and build something new. Just like the body heals with the help of stem cells, our economy recovers with the help of bold, resourceful problem-solvers.

It’s a common question at community and economic development meetings, usually prefaced by talk about the general decline in rural Kansas populations. And then someone asks: “Why are our young people leaving?”

The truth is the youth are doing exactly what we’ve told them to do.

For at least the last 70 years, the message — from families, schools, peers, and society at large — has been clear: the real opportunities are “out there somewhere,” and if you want to be successful, you’ll need to go somewhere else. That part of the message has been direct. The more subtle, and maybe more damaging, part of the message is the implication that if you come back to your hometown, it means you couldn’t cut it in the city.

So off they’ve gone, for generations, many never to return — and we wonder why they left.

How do we change this?

Here are three things we should start doing right now:

1. Change the message.
Let’s shift from the old idea that opportunity only exists “somewhere else” to a message that says: opportunities lie in finding solutions to the problems of others — and you can do that anywhere. Whether as an employee or as an entrepreneur and small business owner, problem-solvers are needed everywhere, especially here at home.

2️. Encourage them as they leave — but remind them they’re welcome back.
At 18 or 20 years old, most young people want to see their hometown in the rear-view mirror. That’s natural. We should cheer them on as they explore the world, learn, and chase big dreams. But we should also remind them: their hometown is part of the world too, and there are plenty of problems to solve and opportunities to grow right here.

Humboldt, Kansas has a beautiful tradition — they give each graduating senior a personalized mailbox as a symbolic invitation to return anytime. More towns should adopt that kind of gesture.

3️. Actively invite them back.
Every small town should develop a process for inviting hometown youth to return. This could include building a database of names and locations, using family connections and class reunions, and sending regular outreach — updates on what’s happening, what’s changing, and what opportunities are available.

Of course, not everyone will be interested in coming home. But even a 10% success rate would be transformational.

Why would they come back?

The best and brightest young people I see returning to this area as entrepreneurs, professionals, and community leaders are doing so for one big reason: to be close to family. That connection is powerful, and we should do everything we can to encourage them — to show that not only is home a place of belonging, but it’s also a place of opportunity.

And let’s be honest: city life isn’t always all it’s cracked up to be.

Big cities may sparkle with promise, but rising crime, skyrocketing living costs, and the relentless pace have made many people rethink what “success” really looks like. As Mac Davis sang back in 1980, sometimes we only realize “happiness was Lubbock, Texas, in my rear-view mirror” until we’ve been away too long, and return home.

It’s time we help our young people see that their hometown has always been — and can still be — part of their big dreams.

 

The words entrepreneur and entrepreneurship come from French — though unlike fashion, cuisine, or art, they’ve never been easy for English speakers to embrace. When I became the facilitator of the Successful Entrepreneur Program at Independence Community College years ago, it took me a long time to learn how to pronounce entrepreneur, let alone spell it. Even today, after typing it thousands of times, spell-check still warns me I’ve misplaced an “r.”

Beyond the spelling challenge, the meaning of entrepreneur — and related ideas like entrepreneurship, entrepreneurial mindset, and entrepreneurial thinking — has evolved. Many people today have widely different ideas about what entrepreneurship means.

Entrepreneurship Is Not Just About Owning a Business

Traditionally, entrepreneurship was seen as launching and owning a business. Society often portrays entrepreneurs as mavericks who risk everything on a bold idea. But the idea that all entrepreneurs are reckless risk-takers is a myth.

In fact, research has shown that 98% of new businesses that later appeared on the Fortune 500 list were started with less than $10,000. What set these founders apart wasn’t how much money they risked — it was how they thought. Entrepreneurial thinking is useful not only for business owners but also for employees, government workers, educators, nonprofit leaders — anyone trying to solve problems and make the most of limited resources.

How Entrepreneurs Really Think

Studies on entrepreneurial mindset reveal how successful entrepreneurs approach problems and solutions.

They start by making assumptions about a perceived problem and a possible solution — but they don’t rush into long business plans or detailed five-year projections. They don’t borrow huge sums of money and hope their guesses are right.

Instead, they run a series of small, low-cost experiments to test their assumptions. If the assumptions prove wrong, they haven’t exhausted their resources; they can adjust their solution or even pivot to a new idea. Only after validating key assumptions do they invest more time, energy, and money.

Validation Means More Than Focus Groups

These entrepreneurs don’t rely only on market studies, surveys, or focus groups asking what people say they want.

Instead, they build a minimum viable product (MVP) — the simplest possible version of their solution — and see if even a small group of real customers will actually pay to try it. This creates a feedback loop: they learn, tweak, and improve based on how customers respond after using the product or service, not just based on opinions.

This mindset — testing assumptions early, starting small, learning as you go — saves time, money, and effort. And it’s a valuable approach for anyone, in any line of work, where solving problems for others is central.

Why We Should All Think Entrepreneurially

Imagine a community or society where everyone — not just business owners — approached their work with entrepreneurial thinking.

In businesses, government agencies, schools, nonprofits, and even in our personal lives, this approach helps us do more with limited time, money, and energy. That’s why so many of us working in entrepreneurship today believe this way of thinking benefits everyone.

Entrepreneurial thinking isn’t just about starting companies; it’s about how we solve problems, how we test ideas, and how we create value in whatever work we do. It’s a mindset worth practicing — no matter where you work or what you do.

Update/Context: May 2025
Since this piece was first published in 2021, the pace of change has only accelerated. More communities are trying to build innovation hubs, maker spaces, and Fab Labs—but many still approach it through outdated strategic planning models. As we continue to develop the Life Skills Academy and explore new opportunities downtown, the lessons below are more relevant than ever.

A few years ago, while I was serving as director of Fab Lab ICC, I received a call from a representative of a community college in Oregon. He said they were excited to add a maker space to their new strategic plan, in partnership with their city. They had heard about the success of our Lab and wanted advice—particularly about community needs assessments and planning resources.

I had to tell him the truth: we never conducted a formal needs assessment, and Fab Lab ICC wasn’t part of any strategic plan. And yet, it worked.

That conversation highlighted two of the biggest challenges with strategic planning—especially when it comes to innovation.

Challenge #1: We Plan for Five Years We Can't Predict

Strategic plans often operate on a five-year timeline. But in today’s world, we can barely predict five months out. By the time you complete a lengthy planning process, the conditions may have changed. In innovation and education, the environment is simply moving too fast for rigid, step-by-step plans to keep up.

Challenge #2: People Can’t Want What They Don’t Know

The second problem lies in asking people what they want—especially through community needs assessments. Back in 2012, when a few of us first discussed starting a Fab Lab, a survey would have told us almost nothing. Most people would have drawn a blank if asked whether we needed a maker space.

It’s not because the community didn’t need it—but because they didn’t know what it was. As the saying goes, if Henry Ford had asked people how to improve transportation, they would’ve said “faster horses.” Vision often precedes awareness.

A Case Study in Missed Opportunity

A year after that initial call, I met the Oregon college president at a conference. She said their campus now had a maker space and that the city was exploring a downtown innovation hub. That sounded great—until she added that the city planned to hire a consultant to do a community needs assessment.

That’s when my jaw nearly hit the floor.

Most consultants lack any real experience with maker spaces or Fab Labs. They may be great at gathering input, but how do you measure the value of something the community hasn’t yet experienced?

In many cases, the city would be better off skipping the consultant fee and using that money to buy a small set of equipment and set it up in a public place—like a library. Firsthand experience is the most powerful assessment tool there is.

From Strategic Planning to Strategic Vision

Brian Scudamore, founder of 1-800-GOT-JUNK, faced this same dilemma when trying to grow his company. He realized he couldn’t predict all the steps to get there. So instead of a rigid plan, he created a clear vision of what he wanted the business to become—and made decisions aligned with that vision.

That approach applies to communities and colleges too.

The Bottom Line

Strategic planning still has its place. But if we want to foster innovation, support entrepreneurs, and grow stronger communities, we need to rethink how we use it. Don’t just plan based on what people know today—create a bold vision of what’s possible tomorrow, and give people the chance to experience it firsthand.

That’s the kind of mindset that turns ideas into impact.

Update/Context:
When I first wrote this piece back in 2017 — and again when I updated it in 2021 — the world was just beginning to understand the implications of automation, robotics, and artificial intelligence. At the time, we were talking about AI. I had no idea that by April of 2025, I’d be having full conversations with AI — something (or someone) called ChatGPT. Around the house and with colleagues, I refer to it as “Geppetto,” which feels fitting since it's shaping how ideas, stories, and even decisions come to life in this new era.

Back in 2017, the automation conversation centered on minimum wage debates and the risk of robots replacing low-wage workers. By 2021, it was clear that higher-skilled positions weren’t safe either. Now, in 2025, AI tools like Geppetto are making intellectual, creative, and even emotional labor more efficient — and in some cases, replacing the need for human input altogether.

This isn’t science fiction. It’s not even speculation. It’s daily life.

And yet, the core message of this article still stands: we are not adequately preparing people for the scale of disruption that is already unfolding. The need to foster an entrepreneurial mindset, paired with real-world problem-solving skills, is more urgent than ever — not just to survive the wave of change, but to shape what comes next.

It’s Time to Talk About Robots Again
When I wrote this piece back in 2017, the primary concern was robots and automation taking over jobs at the lower end of the wage scale — especially amid political discussions about raising the minimum wage to $15 an hour. But even then, I pointed out how entire wind farms required only a handful of highly paid technicians to stay operational.

Today, robots are not only doing those kinds of jobs — they’ve moved into higher-wage roles like machine operators and industrial loaders. At the end of this article, I discuss the idea of displaced workers becoming entrepreneurs and contractors. That still holds true. But now, as workforce disruptions continue from everything from automation to mandates, layoffs, and corporate restructuring, we’re seeing an even broader wave of displacement.

Robots Are Getting Smarter by the Day
For the sake of this article, we’ll use “robots” as shorthand for robotics, automation, and artificial intelligence (AI). Robots hold enormous potential to improve safety and quality of life. They can help us distribute products and services more efficiently and affordably, making the essentials of life more accessible to a broader population.

But there’s one area where we are behind: workforce planning. The future of work in an increasingly automated global economy is rarely discussed in earnest. For many community colleges and institutions of higher learning, this is the invisible elephant in the room — a coming employment collapse that nobody wants to face directly.

Some New Technologies Don’t Need Training for Masses of Workers
Most colleges suffer from “institutional sluggishness.” Some haven’t yet grasped how radically the nature of work is changing. Not long ago, several Kansas community colleges scrambled to launch wind energy programs. Wind energy is a promising technology, no doubt — but they assumed it would require a workforce similar to past industries.

That’s not the case. When a group from ICC visited a major wind turbine installation near Beaumont, they learned that only 8 to 10 technicians are required to manage the entire site — despite its massive footprint and enormous investment. If a field that size only requires ten techs, it doesn’t make sense to have multiple colleges churning out dozens of wind energy graduates each year.

In the future, most new technologies will come with automation and robotics already built in. This will reduce the cost of operations and make products and services cheaper — but it also means fewer workers will be needed to maintain those systems.

We Won’t Need Masses of Robot Technicians Either
The smart colleges caught this trend in time and backed off their wind energy investments. But what about other existing technical fields? Right now, we’re still turning out thousands of new technicians across industrial sectors each year. Yet companies in every industry are actively developing systems to automate even these jobs using robotics and AI.

The common counterpoint I hear is: “Well, someone has to repair and maintain the robots.” True — but not thousands of people. If a company with 500 employees automates down to 250, it won’t need 250 robot techs to maintain the system. It may need 10 or 15. The rest are out of a job.

Entrepreneurial Mindset Is Part of the Answer
No matter how advanced our automation becomes, the world will still have problems that need solving. We will always need people who can think creatively, spot opportunities, and build solutions — even if they no longer work a traditional job.

That’s why we need to shift from training people just to get jobs to preparing them to create value. This means teaching entrepreneurial thinking alongside technical skills. As more workers are displaced by automation, those who have the tools and confidence to work independently — as freelancers, contractors, business owners, or collaborators — will be best positioned to thrive in the new economy.

 

Update/Context: Since the original publication of this article in 2021, the City of Independence has successfully implemented one of Roger Brooks’ key recommendations—installing large, professional, and easy-to-read wayfinding signs throughout the community. For several years now, these consistent and strategically placed signs have served their purpose well, guiding both residents and visitors to local attractions, businesses, and amenities. The improved signage has contributed to a more welcoming and navigable experience across town.

Sign, sign, everywhere a sign; so go the lyrics to the 1971 song called “Sign” by a group called “5 Man Electric Band.” Indeed, there are signs all around us. Some like the road and street signs that convey information to help us get from point A to point B without crashing into each other are generic and consistent, a good thing given their purpose. Early in the days of automobile travel, roadbuilders saw a value in this consistency. The purpose of other signs is to convey information about businesses, products and services. Today, elaborate digital signs are available so messages can be changed every few seconds. 

Missing Signs Are Part of the Story Too 

Sometimes signs that are missing are an important part of the story. In 2014, Independence brought a community branding expert named Roger Brooks to town to give people an outsider’s view of the community. One of the main points made by Mr. Brooks was that there are a lot of great attractions and businesses in the community but directional signage either doesn’t exist or is not prominent in helping visitors and newcomers find things. He suggested destination signage, branded and consistent, be added along all highway entrances into town. He also suggested what are called “blade” signs under the awnings of downtown businesses. Blade signs are perpendicular to the traffic path and easier to read than the parallel signs on the store fronts. Someone in the audience commented that the blade signs were against city ordinance. I’m paraphrasing, but his response was something like “Well, you can regulate your way out of existence.” There has been a movement just in the last few months to design and create the destination signage for community entrances. As far as I know, the ordinances against blade signs are still in place although a few rogue business owners have hung them anyway. 

Some Signs Say Too Much 

Many of our signs try to say too much, especially billboards. Most people will only spend 3 – 5 seconds reading a sign, while driving; it’s more like three seconds. Words and images and even the fonts should be chosen very carefully to be very brief and concise. You can’t read many billboards until very close and then you zoom by without time to finish. I knew a billboard designer once whose sign text, I thought, was too big and bold to be attractive. I changed my mind when I noticed that, in a two-sign structure, his sign was always readable from much further away than the one with too many words. 

Signs Should Say Welcome, Some Do Not 

Most signs in businesses and organizations should be used to welcome customers or patrons to use their products and services. The messages conveyed by our signs go far beyond the words and images. Many times, the subtle—or not so subtle—message beyond the message is contrary to the intent of the sign. Look around. Many signs you see are worn out, dirty or faded. Often, there are too many “No’s.” No Public Restrooms, No Substitutions, No Shoplifting-You Will Be Prosecuted and We Are Watching You, No [insert your text here] Allowed. People want to buy from or otherwise patronize businesses and organizations that are clean, welcoming and up to date. Signs that are worn out, dirty or faded make the opposite impression. 

Signs Should Not Punish the Many for the Faults of a Few 

The “No” signs usually are a result of a small percentage; let’s say 10%, of customers doing something that makes us mad. We want to make sure the offending practice doesn’t happen again, so we put up a “No” sign.  The problem is that 90% of our customers would never do the offending practices and are a little (sometimes a lot) put off by all the negativities. Sometimes, we’re put off enough that we don’t come back. Many “No” signs can be reworded to eliminate the word “No.” Instead of “No Public Restroom” how about “Restrooms Are For Our Customers?”  

It’s a good idea periodically for us all to take a look at our signage and try to do so with the objectivity of a stranger. There are now several small businesses available to help with the physical upgrading of many types of signs. They are very good at wording and layout to help make sure you are conveying the messages you intend. 

Update/Context: The first few paragraphs of today’s column are from 2017, but the concepts still apply today. In 2006, we rarely heard the word “entrepreneurship” used without it referencing a new business start-up. The idea of using entrepreneurial thinking (or mindset) in other kinds of organizations and situations was almost never expressed. Today the value of entrepreneurial mindset in all aspects of society, with its emphasis on problem solving, is becoming clear to many more people. Yet, it’s difficult to “teach” in a traditional education setting and it is not picked up naturally in traditional academic classes. We have a very different Entrepreneurial Mindset class for that and there’s more information about that at the end of this article. Here is what I first wrote in 2017. 

 I think I've underestimated the potential of entrepreneurship (now, I call it entrepreneurial mindset) since 2006 when I learned how to spell the word after accepting the position of facilitator/business coach of the Successful Entrepreneur Program at Independence Community College. 

 For many people, the term "entrepreneurship" implies business ownership or business "start-up." Certainly, that is true sometimes, but entrepreneurship can be interpreted as a way of thinking of new ways to solve problems for others, many times with limited resources. Successful entrepreneurship includes continuous innovation with successful entrepreneurs knowing they always have to be looking for the next greatest way to serve their customers or coworkers.  Innovation sometimes means new inventions and/or new technology but many times it means a new twist on an existing idea. 

Today I'm starting to realize that a goal of developing the "Mindset" among everyone in a region has a great potential—indeed, the only hope--to provide economic prosperity and overall satisfaction with life. 

 The overarching objective of the Entrepreneurial Mindset class, featuring the Ice House Entrepreneurship curriculum is to learn how successful entrepreneurs recognize problems as opportunities and figure out creative ways to solve them. Pretty much, no matter what any of us do with our lives, we are involved in solving problems for others, or at least we should be. This can be as a self-employed businessperson, or as an employee in someone else's company or organization. Entrepreneurial Mindset should go far beyond that; our social, civic and government programs should seek to solve problems for others with Entrepreneurial Mindset. 

 The eight life's lessons in the Ice House curriculum provide the central themes of the "Mindset." They are timeless and really have more to do with a way of looking at life and interacting with others than they do with specifically starting or running a business.   

So, while we do talk about business start-ups in this class, what we really emphasize is how to learn to become better problem solvers. Entrepreneurs can be at work both within other companies and organizations as well as within their own businesses.  Employees that understand the "Mindset" will do a much better job at taking care of customers whether they are external to the company or internal customers within the same organization. 

As more and more companies strive to be more innovative in our current entrepreneurial economy, look for more and more employees to come to the "Entrepreneurial Mindset" class and sitting down beside those with a goal to open their own businesses. All are looking for a new mindset to better view problems as opportunities and find innovative solutions. 

The next Entrepreneurial Mindset class will be offered in the fall of 2025 as our new Life Skills Academy, powered by Innovative Business Resource Center establishes its location in or near Independence. Feel free to email me if you’d like to be notified when we open registration.

 

Update/Context: This article was first written in 2017, when a big part of the Fab Lab ICC mission was to help entrepreneurs launch businesses.  Since my retirement in September 2022, we have been working to establish Life Skills Academy (LSA) as a new community maker space, providing entrepreneurs and inventors with the tools, resources, and guidance needed to bring their ideas to life. At LSA, powered by the Innovative Business Resource Center (IBRC), we continue to champion the mindset that “People will pay money for the things you can make here.” Our mission is to equip makers with not only the physical tools—such as 3D printers, laser cutters, and prototyping equipment—but also the business coaching and entrepreneurial guidance necessary to turn ideas into viable products. Whether you’re developing a prototype or exploring ways to solve real-world problems, LSA is here to support your journey from concept to marketplace. We expect to open LSA by fall, 2025.

While I was the director at Fab Lab ICC, we encouraged members, students and visitors to think about using the Fab Lab to “make things and make money.” Another way is to say “People will pay money for the things you can make here.” People in business and in their personal lives have wants and needs, i.e. problems to solve, and they are willing to spend money to fix those problems. That’s the whole premise behind this new way of thinking about entrepreneurship, finding better ways to solve problems. 

For entrepreneurs and inventors with new product ideas, a community maker space is a great place to develop prototypes in a quick and inexpensive way. At any given time, there are from one to five people working in various stages to bring new products to the marketplace. 

But wait. There’s more to introducing a new product than just making a working prototype. We must have a pretty good idea that there are people that want the new product and that they are willing to pay for it.  

Here are five questions that need to be answered before talking to (i.e. spending money, time and/or effort to talk to) bankers, lawyers, patent attorneys or accountants about that new business idea you have. The answers can be informally written out and shared with a business coach, a service we now provide through Life Skills Academy, powered by Innovative Business Resource Center.

1. Describe the product or business idea, i.e. your solution. 
2. Describe the want, need or problem that your solution will solve. 
3. What are the current solutions? 
4. How is your solution different, i.e. better? 
5. How many people have the problem? 

The best way to answer these questions is to “go out into the world” and find those people that have the problem you are trying to solve and see if they think your solution would be preferable to whatever method they are currently using to deal with the problem. We believe this self-derived, informal method of determining whether potential customers are interested in your solution is far superior to formal market research. 

Framing your business idea in the context of how it will solve a problem is an essential first step in understanding whether anyone will actually buy your solution when it becomes available. It is also important to examine current solutions. Most problems are not new so one way or another people are dealing with them in some way. It is important to know as much as possible about current solutions so you can ask people if they think your solution will be better. How many people have the problem is not really a quantitative question for which you need a definite number. Another way to phrase the question might be “How widespread is the problem?” In a random gathering of 100 people from all walks of life, how many might have the problem you are trying to solve? 

Answering these five questions, especially after discussions with potential customers in the “real world” will most always point out that the solution you envision, in its current form, is not quite what people want. Use these five questions in an iterative process, answering them again and again after each tweak to the business or product idea. This is the best way to bring a new solution to the market without exhausting all your financial resources on a solution that most people will not buy.