The autonomous entrepreneur is also inclined to be impatient in working with other people. He often does not trust the competency of those with whom he now works (or with whom he could work). Alternatively, he doesn’t trust the intentions of his colleagues. This entrepreneur needs to sort out the trust issue. First, the autonomous entrepreneur determines if the mistrust is based in a sense that the other person is incompetent (trust in competence) or in a sense that the other person is not interested in the entrepreneur’s welfare (trust in intentions). If the trust issue relates to intentions, then the autonomous entrepreneur might ask: “why don’t I trust this person—have they done anything specific to warrant my mistrust?” “What might I say or do which would enable me to test out this person’s trustworthiness?” If the trust issue is based in concern about competence, then the autonomous entrepreneur might ask themselves such questions as: “have I actually witnessed this person’s incompetence, or do I just assume that he/she is incompetent?” “What might I ask this person to do that would demonstrate whether or not they are competent—something that would not impact in a significant way on the operations of my organization or project?” As one can tell from these questions, the key objectives are to determine the reasons for or sources of the mistrust and to determine what the other person might do to either justify or overturn the mistrust. The autonomous entrepreneur is often inclined to live in his own world, without much actual data to support his assumptions about the motives or talents of other people. An autonomous entrepreneur should open the door and let some data about the world enter their life.

A second issue is commonly found among autonomous entrepreneurs. Like the creative entrepreneur, the autonomous entrepreneur is likely to take on too much of the workload. As I have already noted, this type of entrepreneur is hesitant to ask for assistance—and this extends to the workplace. This entrepreneur is often unwilling or unable to seek support from co-workers or delegate work. This is partly a matter of trust, as I have already indicated. It is also a matter of lost freedom and lost control. The autonomous entrepreneur fears that if he collaborates with other people, he will no longer be able to do what he wants to do, when he wants to do it and in a way that fits with his own work habits. To some extent this fear is justified, for collaboration always involves a loss of some freedom and control. The entrepreneur needs to be honest about this trade-off. After acknowledging the potential loss, the autonomous entrepreneur recognizes the gains to be found in collaboration.

These gains might include greater success in promoting the product or service, broadened perspectives regarding the nature or use of the product or service, and the creation of an audience (made up of co-workers) who can fully appreciate the talents and achievements of the autonomous entrepreneur. While this third reason (appreciation) might not initially be acknowledged by the autonomous entrepreneur, it could ultimately be of greatest importance. Like the technical and functional entrepreneur, the autonomous entrepreneur is often less interested in the immediate financial benefits accruing from his activities than in the impact of his work on the world. If a tree falls in the forest and there is no one there to hear it, does the tree make a sound? If the autonomous entrepreneur has created a wonderful product or service by himself—but there is no one there to witness this achievement—than is it really wonderful and can the entrepreneur gain satisfaction in what he has offered the world?