That concept rang true for him and cofounder Amy Langer, he says. “The one thing in common in our hiring, our Web site, all the things we’ve done, has been the process where we take time out to ask ourselves questions,” Folkestad says. “Where should we be going? Why are we doing what we’re doing? How can we offload things that are not core?”
It turns out that offloading non-core functions can be extremely helpful for a company on its way up. Many fast-growing young firms seem to have a tight, unerring focus on the essence of their business. In Salo’s case, marketing and branding were judged to be essential; other duties, less so. So the inessentials were farmed out to trusted vendors.
“We found the best branding person we could possibly find that could speak our voice,” Folkestad says. “We went and got a kickass CPA, a great attorney. We basically built a team around us, such that we could continue to evolve and grow.”
Herland agrees that outsourcing is crucial. “When you are in a small business, you need to have good resources,” she says. “Third-party administrators, contract-employee companies, insurance brokerages. They offer so many back-room services for HR help, risk management help, and all kinds of expertise you may not have.”
Vendors are important, but so are other kinds of advisors. Whether you seek professional advice or just the opinions of friends, outside opinions are invaluable. After all, it can become difficult to see the obvious when you’re embroiled in a fast-growing company.
“Get involved in peer-to-peer mentoring groups,” suggests Richard Anderson, CEO of Next Level Café, Inc., a Burnsville company that provides outsourced technology management. “I don’t care if it’s a life coach or some other kind of professional. Just assume you do not know the answer to all of the world’s problems, and get affiliated with people who can advise you. Some of the best decisions we’ve ever made didn’t come out of my head. They came out of somebody else’s.”
Talk to peers, he says. Go to chambers of commerce, and contact former coworkers and employers. Find out what advice has worked for them. “I think the best advice I have is to not face it alone,” Herland says. “If you have a question about your business, don’t be afraid to go ask some of the state agencies. If you have a question with the Department of Labor, ask them. Most of the places that you’ll go are really willing to help you learn.
Because almost every small to mid-sized business that’s growing quickly has the same issues to figure out, we asked some up-and-coming Twin Cities companies—and a few of their vendors—for some words of wisdom. They offered advice on three of the most common bugbears: hiring new employees, expanding into new physical space, and ramping up your marketing efforts.
