The business of Mountain Biking

The Bureau of Land Management has recently presented new data on the impact of mountain-biking tourism.  I am glad to see data to support that Mountain Biking brings in an estimated $24 million each year to the local economy.  Estimates indicate that since 2000 the number of riders in the valley has grown from 50,000 to 160,000.  This is serious business.


Forbes.com on Grand Valley Mountain Biking

Connecting....well at least virtually

I'm taking a quick poll.  How do you like to stay connected?
http://polls.linkedin.com/p/84558/pcosc

The Entrepreneurs: Grand Valley Life

Published in Grand Valley Magazine (www.grandvalleymagazine.com) - March 2010

Communities that attract entrepreneurs and build strong, growing businesses tend to have a major research university, lots of PhDs, and a pack of venture capitalists throwing money at new inventions. The Grand Valley lacks all of these and yet is a thriving entrepreneurial community. So why exactly do people start their own companies here?
            I think it starts with an independent Western mind-set and an interest in solving problems ourselves. Add to that the fact that the Grand Valley has only a handful of large corporations, and 82 percent of the firms in our community have fewer than ten employees. Mix in the fact that it is very easy to start a business in Colorado (www.colorado.gov/cbe/ (Thank you to Bernie Buescher)), and our local governments are enthusiastic about new business development (for example, see Mesa County’s “Open for Business” initiative: www.mesacounty.us/openforbusiness/). And then top it off with demand for a wide variety of specialized services in sectors such as construction, natural extraction, health care, and recreation. This is not the kind of recipe or blend of factors that makes communities like Boston or San Francisco entrepreneurial, but it is what drives our local economy.
            Sometimes the choices we make about our professional careers have, at the core, more to do with our personal priorities than anything else. In digging deeper into what drives people to “put up a shingle” and go into businesses of their own, it really comes down to lifestyle. We see it every day at the Incubator Center: People choose to have their own business in order to take advantage of the flexibility this type of career gives them to accommodate other priorities.
            At the Incubator Center, you can see Kelly DeVries of Mollycoddle Soap (www.mollycoddlesoap.com), who cares for her kids during the day and works late into the night running her business. Fred Fowler of Delta Epsilon (www.deltaepsilon.com) often takes a road-bike ride at lunch, while Bruce Strong of Apex CAD Products (www.apexcadproducts.com) prefers taking a break in mid-afternoon to go mountain biking. Matt Mayer of Mayer Medical Technologies (www.mayermedical.com) is active in the Grand Valley Chapter of Trout Unlimited and coaches his daughter’s soccer team, but he’s in his office both early and late to balance out his family and work obligations. In downtown Grand Junction, Matthew Breman of Cranium 360 (www.cranium360.com) travels from Alaska to Florida growing his thriving marketing firm and still serves the community as president of the United Way of Mesa County. In Fruita, Jen Zeuner and Anne Keller are hard at work renovating a building to become the new Hot Tomato Café (www.hottomatocafe.com)  — a business that blends their passions for mountain biking, pizza, and good times. And in Palisade, Naomi Shepard-Smith shares her passion for art with wine at Grand Valley Vineyards (www.grandvalleywine.com) . There are thousands of other examples, but in each case, people are finding ways to have a successful professional life in balance with all the rest: with family, with recreation, and with passions that fulfill the spirit.
            The same things that make the Valley so attractive (a family-friendly community, abundant outdoor activities, and proximity to the mountains, the desert, rivers, and canyons) also make this a wonderful place to start a business. Business owners do get to decide how much to take on and when to do it, and along with that freedom comes a lot of work and a huge challenge. Still, it’s a workable and popular method to get more out of our Grand Valley lifestyle. Is it the road map for you? That’s something to think about.

Boomers and Gen Y: Tradition vs. Innovation

Published in Grand Valley Magazine – February 2010 (www.grandvalleymagazine.com)
By Chris Reddin

Some local business owners say their younger workers “spend too much time texting” or “aren’t really looking for a career.” And some younger professionals feel underpaid and uninspired. This situation is by no means universal, but it’s also undeniable.

In the professional world, we expect new employees to follow a tried-and-true routine: Respect authority and follow instructions in order to get ahead. This method worked effectively for many of experienced organizational leaders. But a lot of our younger professionals have new priorities and different expectations. Naturally, some tensions have arisen.

Who’s correct? They both are. The collision of tradition and innovation occurs in every generation. But here I think we have a good match of strong shared values, with some differences in delivery and timing. Let’s look and listen.

For the Baby Boomers

Gen Y are the twentysomethings working today. They are a well-educated, pro-learning group (higher graduation rates than any previous generation) who are at ease with ubiquitous technology. (Yes, they’re on their cell phones a lot.) They’re eager and willing to take on big jobs and make a difference and not particularly interested in “paying their dues” to get there. This attitude isn’t a good fit with a routine, menial job with little chance to make a difference for the company. But who does prefer menial work?

Our Grand Valley business community might be well advised to adapt, to be flexible, to meet new priorities — as difficult as that might sound. Worst-case scenario: We risk losing some of our best and brightest young talent to other communities that are willing to improve to meet their needs.

I asked some of the members of Grand Valley Young Professionals and a few well-regarded twentysomethings, “What does our local business community have to do to make this an attractive place for you to work?”

The answers were both daunting and inspiring. They clearly spelled out that it’s tough to attract and retain young talent when comparable jobs pay significantly more on the Front Range. The Valley is great for recreational opportunities and has a decent social scene, but it has a tough time competing with urban communities that have more to offer both inside and outside of work (particularly for singles).

They want to be successful; they are ambitious. Angela Harness from the City of Grand Junction comments that her generation is not interested in learning to do things because “that is the way we do it.” They want to contribute to the discussion of “what changes will make a positive difference?”

The bar has been raised; this generation says, “Encourage us to be excellent at something.”

Specifically, they recommend that companies offer flexibility in the day’s schedule. Outdoor activities are one of the main attractions here. If your company lets younger workers get their bike rides in during the day and catch up on their deliverables at night, you’ll be offering something different and attractive.

Communicate. Use technology. Try texting. Let younger workers in on your strategic direction, hopes, and plans for the future of the company.

Help them to make a difference. Candice Walton of Ameriprise Financial comments that she would like to see “something along the lines of what REI and Alpine Bank do with giving employees time to give back to the community as part of their work schedule — I love that.”

For Gen Y

The Baby Boom generation are in their mid-forties to mid-sixties (and likely to be your boss or executive leadership). They are the children of the 1960s, similar to their younger staff/co-workers in their idealism. The difference is that this group has been trying to make the world a better place for 40 years now. Their core values are still strong, but their actions are tempered by experience and wisdom.

I asked some Boomer-leader types, “How can younger workers convince you to give them meaningful work — and quickly?”

Is there is a disconnect between young professionals having to “pay their dues” and their desire for important, gratifying work? Jerome Gonzales of JG Management Systems doesn’t see it that way. Jerome challenges his Gen Y staff to “be excellent” and take on bigger projects, but he also warns that with these opportunities come equal amounts of accountability and responsibility. He counsels them to “accept both the opportunity and the hard work that accompanies it.” Paying their dues means taking responsibility and delivering results.

Young professionals are advised to listen. Do not assume. Ask questions. What will it take to make a change? What will improvement cost in terms of dollars, time, and energy? You may be surprised to find that the Boomer generation shares your passion for meaningful work, but you won’t know this unless you listen first.

Ask for a mentor. Maybe one of your company’s leadership team would have coffee with you once a month to help you with your career. (And show them some respect by buying the coffee!)

Find out if your company will help you get connected in the community. Ask to apply for the Grand Junction Chamber’s Leadership Program. Ask if you can participate in the GVYP Conversation with a CEO series. This is still a small community, and our business leadership is readily accessible.

It will take some simple steps and a little progress from both sides, but the benefits are clear.

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To learn more about Grand Valley Young Professionals, visit www.gvyp.org.

The Good Ol’ Boy Network: Fresh Views

Because I’m not a boy and don’t like to think of myself as ol’, I’m not one the most likely candidate to set forth the value of a network of old boys. However, I am here to say that the “good ol’ boy network” is alive and well in the Grand Valley (although it is not completely composed of old boys). In our community, it is all about who you know (male or female, young or old). From job interviews to finding the best caterer to expanding your customer base, it is all about connecting with the right people.

We hear complaints about this aspect of our community. It can be hard for newcomers to break into the network. Someone with a fresh face and a shiny new idea to sell may not get a welcome reception. When I moved here, I felt put off by how some people were known and recognized, while others were not. As a newbie, the line at Main Street Bagels in the morning drove me nuts. I would steam with frustration at the glacier-moving pace at which coffee was delivered because many customers were greeted personally and frequently by name. How’s your day going? How was Ryan’s baseball game? Have your grandchildren arrived? All these nice questions take time — time in which I was hoping to get coffee.

But over the years I’ve acclimated and embraced our networked nature. We are a community that likes to know the names of our neighbors, business associates, and customers. I get it now: Go to the drive-thru at Starbucks if you don’t want to be engaged. At Main Street Bagels, they know the names of all the regulars, and most people prefer it that way. Businesses in this Valley pride themselves on their customer service — they know their loyal customers’ names and have a personal connection with them. Many local businesses rely on their network connections for their success.

Let’s apply some analytics to this. A social network consists of individuals (or organizations) called "nodes," connected by specific types of interdependency, such as friendship, financial exchange, knowledge, prestige, etc. Social networks can be either egalitarian or aristocratic. In an egalitarian network, all the nodes have an equal level of connection. In an aristocratic network, some nodes are more connected than others and become hubs of connectivity. This hub structure tends to grow more exaggerated as new nodes join with existing hubs in order to get connected to as many other nodes as possible. This sounds like our “good ol’ boy network” to me.

This can be good. In the various centers of activity in our community, there are hub people who can get you connected quickly. No need to try to reach everyone: Just connect (in a genuine way) to the hub people in your area of interest, and — presto! — you’re plugged in.

So what should you do to get connected? Get out and get active. Most of the hub people in our community play a leadership role of some sort in their fields. How do you do this? Volunteer. Participate. Organize something. If you want to start a mountain biking business, work on building local trails. If you love music, volunteer at KAFM. If you run a machine shop, join the Mesa County Manufacturer’s Council. There are always ways to help, and in doing so you’ll meet the people you need to connect with. That’s where they are, too — out making a difference.