ntrepreneurs are generally viewed as go-it-alone type workaholics who assume an enormous amount of risk and then optimistically hurl themselves into the market in search of profits and success.

But no one can really do it alone. Everyone needs someone with whom to share problems and from whom to receive advice and support.

The payments industry was built by many such individuals. They have launched, grown and sold successful ventures only to have another great idea and start anew. And they likely received some help along the way.

We asked members of The Green Sheet Advisory Board the following questions about their experiences with seeking and providing business advice:

• Have you ever served as someone's mentor or mentoree?
• How did you come across each other?
• What was unique about your experience?
• What did you learn from the relationship?
• What did you gain - personally or professionally- from it?
• Did you find the relationship beneficial?

Because we received very thoughtful answers, we divided this story into two parts. Part one appeared in the Jan. 8, 2007, issue of The Green Sheet. Following is the second set of GS Advisory Board responses, in alphabetical order:

"I was lucky enough to find my two biggest mentors very early in life right at home with my parents. [They] were small business owners, and from them I learned the value of hard work and successes and failures of owning your own business.

"I also learned the value of ... caring and compassion for your fellow man. Our house was always open to friends, family and anyone else who needed some encouraging words, a hot meal, financial assistance or just some TLC.

"When I entered the bankcard industry, I was lucky enough to be blessed with several bosses who saw potential in me that even I at that stage didn't see or realize.

"As I moved through the various stages of my career in bankcard and climbed the ladder, these mentors encouraged me, challenged me, taught me and became friends while sharing their work experiences.

"To those people I will always be eternally grateful. I have tried to carry that forward as I moved into positions of authority.

"While I was blessed with many great bosses and mentors, I also took the opportunity to learn and grow from bosses, jobs or situations that were less than ideal. These too gave me the opportunity to learn and hone my knowledge, skills and management style even if I didn't agree with everything."

Dee Karawadra, Impact PaySystem

"I couldn't say that I have one or two mentors; I have a group of mentors. When I got started in this industry as an agent, I never knew what I was getting myself into.

"I was lucky to have my wife, Emily, who worked for Concord EFS, who either had the answer or directed me to someone who knew the answer. I ended up building relationships with these people, who became good friends and mentors.

"The unique thing is that as an agent, I was able to build relationships with customer service guys, tech support guys, relationship managers and a few upper management people (some of whom have now joined the Impact PaySystem family).

"It was nice to go to happy hour and pick their brains. Some of these people I had never met [in person], and they were still willing to help me understand this industry.

"There is so much I have learned from my friendships. My wife (one of my mentors), always picked me up, dusted me off and motivated me to get out there and write deals. The others have taught me that mentors/friends come from all types of positions and backgrounds. ...

"When I was building these relationships, I often thought about what was in it for them. They had no selfish motives, as I was just an agent. The time they took to help me has changed my entire life.

"This is one of the many reasons why I try to make myself available to agents ... I know what they are going through, especially if they don't have friends or family in the business. Mentors and friends come in unexpected ways, from unexpected people."

Allen Kopelman, Nationwide Payment Systems Inc.

"Being a business owner is much different than being an employee. It takes drive to keep going every day, or there will be no paycheck. There are benefits and risks to being a business owner, and it is not for everyone.

"You need the support of your family, and you need to believe in yourself. Even when there are people around you who like to play it safe and have a regular job and don't understand that you are willing to work hard and have the financial benefits that go along with that.

"Along the way I have had a business partner, which makes things easier. We grew twice as fast, we share responsibilities, and it's easier to take time off.

"We also benefited from an angel when we first started out. [This was] a gentleman who took a liking to us and rented us our first office - all furnished and at a really great price. ...

"We have also had the benefit of ... legal advice from my business partner's father. He advises us and guides us through legal matters, situations and contracts. Also, my brother is a CPA and has assisted us in setting up our accounting software, taxes and providing us with other financial advice."

"My partner, Chris McIntire, and I think who you work with in this industry is much more important than your buy rate.

"Often a mentoring business relationship can develop between a hard-working agent and the ISO. I found that I learned a lot from the various ISOs that I worked with over the years.

"I made it a point to visit the ISO every three to six months in person to develop the relationship versus relying 100% on the phone. It seemed the different owners of the ISOs were willing to spend a little time with me when they saw I was committed to the business and their ISO.

"The perspective I gained on this industry from those people has been invaluable to me over the years.

"Keep in mind that business relationships are two-way streets, and ISOs get calls every day from agents who are just shopping around.

"You will need to work hard to earn their attention by the quantity/quality/consistency of your production and the way you interact with their staff.

"Large ISOs are beginning to see strong returns by investing in their current independent agent/ISO group by sharing technology, marketing support and business experience.

"The character of the management team of your ISO is going to provide a resource for your business, enabling strong production increases far beyond a better buy rate if you can earn their attention."

"Most mentor/mentoree relationships seem to take place from the standpoint of one (for example) ISO working for a larger acquirer and then learning the business through the mentor at the larger organization.

"In these circumstances, it is a healthy relationship as long as both are happy with the level of income each respective party provides the other, given their levels of responsibility.

"Once that relationship matures, it is natural for the [individual from the] smaller organization to move on - to leave the nest, so to speak - and to venture forth on his/her own.

"These mentoring-type relationships can also be antagonistic once mentorees begin to feel that they are able to achieve the greatness their mentor before has done.

"Unfortunately, what might start out as a good relationship soon proves to be difficult for both involved and often results in a breaking of ties in a very abrupt and sudden fashion.

"I think at the core of any mentoring relationship is the mutual desire to help the other each for his or her own financial gain. These are not bad relationships, per se, but they are structured in such a way that, I feel, there is an inevitable leaving of the nest in the cards."

"I have been the adviser/mentor for a young gentleman who started his business following college graduation. We had a ... family friendship, and although I'm 12 years older than him, we always, through the years, discussed business concepts, running a company and everything else it takes to be a successful business-owner.

"As he was starting his business, he constantly called me for advice. Eventually I became his sounding board when [he was] implementing significant changes to his company.

"Working with Andy (who is not in the credit card industry), it is evident that business is business. Although the service and/or product may vary from company to company, the fundamental concepts are always the same.

"I also learned from this experience that entrepreneurs need an outlet to speak with other entrepreneurs or to develop a board of advisers to discuss their ideas with and learn from others.

"Many times, entrepreneurs who do not have partners or valued advisers are sitting all alone at the top without the resources to have meaningful two-way conversations to help grow their business."

"Most mentors are not born; they are found. They are found sometimes years later when you realize your actions, thoughts, etc. are that of someone else whom you looked up to.

"And when the realization hits you, you can only hope that you still have a regular interaction with that person in order to expand on this experience and wisdom even further.

"Don't be shy. Reach out if there is someone you seek guidance from. They will most often be flattered and will support you in an outside/unbiased fashion. It helps when this person is not in your organization, as there are no hidden agendas other than real, professional guidance.

"We as an industry need more of this. A true success of being a mentor is learning as much, if not more, from the person you mentor."

"I seem to be mentoring a lot more lately. Maybe it's my age (grin). We get great satisfaction from helping people succeed. ... It is also a time for creative new ideas that benefit both of us."

Winston Churchill said, "'We make a living by what we get, but we make a life by what we give.' I would encourage as many as possible to give in this way."

We thank the GS Advisory Board members who responded to our questions.