How to Become an Entrepreneur in 9 Lessons

Things were going well for young entrepreneur, Yusr Sabra ’02. So well, that sometimes she wondered if it could all be true. But on that day in October 2019, she erupted into tears. She didn’t let anyone see her cry. Certainly not her team. A demoralized staff was the last thing she needed. They were all so hypedup about the projected large orders of the soon-to-come Christmas gifts.

It promised to be a great season for her online delivery service. As she watched the protests unfold, Sabra dried her tears. Things will pick up, she consoled herself. She will find a way to make up the sudden 70% drop in orders. But for now, let’s help out, she told herself. She sent out an ‘SOS’ message to all her staff. Drivers with motorcycles: go ahead and take the next few days off to transport protestors back and forth. Free of charge. Those who cannot help the revolution, please come to work. Sabra waited. Will her team show up? She had long realized, even at the tender age of 23, when she first started working, that a close-knit relationship with her team was key to a successful business. She prided herself on selecting staff based on certain character traits - mostly dedication and loyalty to the business.

As she expected, her staff showed up. Sales are down, she said. We can’t stay afloat at this rate. We will find a way, they answered. And Sabra knew that they would indeed find a way together. Wage cuts and layoffs were not an option. All eyes looked at Sabra. She was the epitome of a young entrepreneur. Hardworking, passionate, and determined. Economic crisis or not, she will find a way. The brainstorming began. Finally, a plan of action: How about appealing for help for our business on a social platform?

And so Sabra did just that and sent out a video message asking for financial assistance to keep her business afloat. It didn’t work. Very little money came in. But, and to her pleasant surprise, her appeal managed to attract two investors: one from Lebanon and one from Oman. It was enough to keep the business going for another year and a half. Her thoughts began to expand outside the country. Yes, she told her staff confidently, we will find a way to survive this crisis.

Sabra smiled. Another lesson learned – certainly not the last: Never ever give up.

business one day. In fact, her aspiration when still at IC was to become a teacher. Her high school grades, however, managed to get her into the electrical engineering department at AUB. Even though she graduated with honors, she attributed much of her success to the group work required. She didn’t know it then, but she was developing a keen sense of managerial skills.

They were skills that would begin to surface during a job stint at Solidere’s allmale maintenance department two years later. Barely a month in the job, the team leader resigned, and Sabra found herself assigned his post of project manager.

The callow 23-year old was at first aghast. She had no experience on the ground to speak of. The highly experienced male staff – ranging in age of 30 to 60 – were obviously skeptical. A kid, they fumed. Just a kid. And a female kid at that. She knows nothing. Absolutely nothing.

The cynical attitude didn’t go unnoticed by Sabra. She didn’t let it faze her, knowing quite well that there was one thing that she did have: perseverance. Dogmatic perseverance.

L esson 2: Learn and Listen

She resolved to earn their respect. The next days saw the young manager spending endless hours with each technician, shadowing him, and learning every job aspect possible. She was with them at all hours. A machine malfunction at midnight? The technician on duty would turn around to find Sabra there. A blown roof antenna at dawn? Sabra would practically trail the attending engineer. At home, she would devour books on the subject and google every topic ad nauseum, until she developed an arcane knowledge of the technicalities of each job.

And somewhere along the way, a mutual respect developed between the rookie manager and team.

L esson 3: Smile. Create a ‘Happy ’ Atmosph ere

It was an open-door policy, and staff floated in. Many times, Sabra found herself wearing a psychologist’s hat as she patiently dealt with ‘difficult’ characters. She knew, callow or not, that the secret to a successful team, was a harmonious and contented staff. In their young manager, team members found an avid listener, as each complaint was noted seriously. Sabra set about ‘fixing’ things for disgruntled workers.

“The complaints were legitimate, really,” she said. “They were things that I could easily fix, like rewriting schedules or restructuring their hours, refurbishing offices, and creating a nice rest area. So I did.”

Lesson 4: Give Credit, Say ‘Well Done’

Still, much to Sabra’s dismay, some workers remained disgruntled. Until the day that is, she shared a compliment given about the team. She watched incredulously as frowns turned into smiles.

Before long, the team became exemplary in the company, and seven years sailed by smoothly. In 2014, Sabra completed her masters at AUB in engineering management, technology, and entrepreneurship. She was now well within her ‘comfort zone’ at her job.

“Really?” said her uncle during a visit, “don’t you think you could be doing more?”

Lesson 5: Th ink big , Take risks

Solidere was downsizing at the time and offering financial packages as incentives to resign. Sabra opted for the package, took the money and invested it into cofounding a maintenance team company, ‘Tiqany.’ Almost immediately, the team was hired for many projects. With every project, however, came a rather odd question: Could you please take care of our errands while we are away?

And so in 2016, Sabra branched into yet another business idea: concierge service, ‘Wakilni.’ Requests came pouring in. But not for errands, as she thought, but mostly for courier delivery services.

L esson 6: Recog nize An Opp ortunity. Expl ore it!

Why not, thought Sabra. It’s a new niche. One company driver was allocated to the job. He was to drive Sabra’s car. But it soon became clear that one driver couldn’t possibly cope with the sudden avalanche of requests mostly from e-commerce businesses, startups, online stores, and even individuals.

Word of mouth was quick. Various big investors – six so far - came on board. The company swelled to fifty staff members, including 35 drivers – two of whom are women.

L esson 7: Be Passionate About Wh at You Do

Today, Wakilni, is a delivery service that provides support with a governmental transaction, offers storage room, and provides workspace (in cooperating with ANTWORK) and hooks up clients with those who can guide their startup companies. Its driving force then and now: Sabra’s unwavering passion for the company.

Lesson 8: Hire The Right People

A long way away from her first rookie job, Sabra largely credits her success to her tried-and-tested formula during her Solidere days: the staff.

“We have a superhero team,” she said. “Hire the people with the right personalities, train them well, create a good work atmosphere, and you will earn their loyalty. I couldn’t have done anything without the support of my team.”

Lesson no 9: wh en COVID -19 h its, take precautions but keep th e sh ow g oing

Initially, Sabra took a decision to shut down the operation. But clients pleaded with her to continue. They themselves had shut down their stores and were desperately relying on e-commerce. Finally, Sabra gave the choice to her staff: those who want to come, come. Those who don’t, stay at home. It’s ok. Most opted in. Those who stayed at home voluntarily returned two weeks later. Safety precautions at the office went into effect: social distancing, masks, daily temperature readings, disinfectants – the whole works. On several occasions, the police came and shut them down. Sabra had to petition authorities to reopen citing that her company has become the sole lifeline of many businesses. Permission was repeatedly granted.

“Many people are relying on us,” she said. “You just can’t let them down.”