My experiences with several of our new programs at South Dakota Rural Enterprise have been teaching me a new paradigm for leadership, one of helping people slow down. We’re learning that it is important to take the time to delve into an issue, to explore models of success and to learn from other’s failures before “solutions” are implemented that have unintended consequences which may create more problems. This new way of conducting meetings, approaching decision making and managing my personal life arises from my participation in the Meadowlark project and has been reinforced by the Dakota Rising Design Team process.

It all began with the partnership of the Northwest Area Foundation and Citi Foundation. These organizations recognize SD Rural Enterprise’s success in forging partnerships to implement innovative solutions to development opportunities. They funded a proposal submitted to “create infrastructure to support entrepreneur development in SD.” I asked for and received the authority to slow down the implementation of the proposal plan and bring together a Design Team, comprised of SD business assistance providers and nationally-recognized entrepreneur developers, to design an effective program to grow successful small businesses in rural South Dakota.

Slowing down, taking the time to research and explore ideas without the pressure to go directly to implementation, but with a charge to “get it as right as we could get it” was the key to the successful choice of the rural entrepreneur fellowship model. We slowed down in our Design Team meetings, taking time for thoughtful reflection between sessions of dialogue. We are going to slow down the implementation by the pilot sites and provide training and networking opportunities for our eight finalists.

There is a renaissance in rural America largely fueled by entrepreneur development. That energy motivated 40 communities to submit an “Intent to Apply” and inspired 25 of those communities to collaborate and submit 13 final applications to become Dakota Rising Sites. Community leaders realize that encouraging entrepreneurs is an important economic development strategy. They are looking for tools to assist their local business owners grow and prosper.

We want successful entrepreneurs to grow their businesses in South Dakota and keep their businesses in South Dakota. Too often we suffer from the “tall poppy syndrome,” a resentment of others' success. Dakota Rising Sites will provide support and recognition for entrepreneurial successes.

We hope that those communities that did not apply and those that were not selected as finalists will activate local resource teams. Next year, applicants should be telling us not what they plan to do, but what they are already doing to support entrepreneurs in their communities. Likewise, entrepreneurs should be developing growth plans and personal development plans for themselves and their businesses. Those entrepreneurs who are not selected as Fellows this year will be better qualified candidates in years to come.

This is the power of Dakota Rising, and the potential it holds for our state.

2008 SUMMER REPORT
	Entrepreneur program finalist communities
	Appreciating the value of lifetime learning
	First round of CVAC planning complete
	Parker wins Community Success Stories award
	Wagner to represent SD Rural Enterprise
	Early childhood development sound investment
	Slow down and make things happen
	Don't let your assets become a liability