Most entrepreneurs are merely technicians with an entrepreneurial seizure. Most entrepreneurs fail because you are working IN your business rather than ON your business.
Michael GerberRead
Quit being 'busy' and start actively owning and operating your company, and you'll be able to understand where the money is coming from and how to make more of it.
Interpretation
Shift your focus from being busy to actively managing your company to improve financial understanding and growth.
This quote emphasizes the importance of moving beyond mere busyness in business to a more engaged and informed approach to management. By taking ownership and being proactive about the operations of your company, you can gain valuable insights into revenue sources and strategies for increasing profits.
In practice
In a business seminar discussing effective management strategies.
Most entrepreneurs are merely technicians with an entrepreneurial seizure. Most entrepreneurs fail because you are working IN your business rather than ON your business.
The only choice that leads small business owners to real success in their endeavors is the one that requires real thought. Understanding and building the systems they need within their company to afford them a framework of organization that can scale the business from a company of one to a company of one thousand.
Most people who go into business for themselves and, therefore, believe they are entrepreneurs, are doomed to struggle because they don't have a true Entrepreneurial Perspective. They have a Technician's Perspective.
The entrepreneur rarely thinks in terms of what he or she wants, but dreams about results - always results and nothing but results - that can solve someone else's problem or contribute to making someone else's life better.
Here's the problem with phones - they are a ready-made diversion from the considerably harder work of growing a business.
Your goal as an entrepreneur is to understand not only what your business does but the clients that it serves. If you really have your pulse on their needs and wants, then your 'absolute' failures are always going to have limits.
Too many companies are running their business into the ground, I would argue, by being myopically short-term focused on the shareholder.
My model for business is The Beatles: They were four guys that kept each others' negative tendencies in check; they balanced each other. And the total was greater than the sum of the parts.
In the vast majority of businesses, there is simply no such thing as βthe best.β
The market and the consumer and idea trump the system.
Your customers can tell you the things that are broken and how they want to be made happy. Listen to them. Make them happy. But don't rely on them to create the future road map for your product or service. That's your job.
Those who enter to buy, support me. Those who come to flatter, please me. Those who complain, teach me how I may please others so that more will come. Those only hurt me who are displeased but do not complain. They refuse me permission to correct my errors and thus improve my service.
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