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
I've said it for four decades - work 'on' your business, not just 'in' your business!
Interpretation
Focus on building and strategizing your business rather than just managing daily tasks.
This quote emphasizes the importance of taking a step back from the daily operations and instead concentrating on the growth and development of your business. It suggests that business owners should spend time on strategic planning and overall vision rather than becoming overly engrossed in routine tasks that are less impactful in the long run.
In practice
During a business seminar, I quoted Gerber to emphasize the importance of strategic planning.
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.
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.
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.
It doesn't matter much where your company sits in its industry ecosystem, nor how vertically or horizontally integrated it is - what matters is its relative 'share of customer value' in the final product or solution, and its cost of producing that value.
I am confident that partnering my Dollywood Company with a great company like Gaylord will create something truly special.
If you have a business model that relies on customers being misinformed, you better start working on changing your business model.
At Patagonia, making a profit is not the goal because the Zen master would say profits happen 'when you do everything else right'.
I love business. I love helping urban communities grow. I love putting people to work of color. I love making sure - like right now the whole mortgage crisis, I want to help people get back into their homes.
Investment banking is not a business; it is a personal service where bankers work hand in hand with their clients. And it is a service that must not simply be about making bigger and bigger deals that reap rewards for only a small group of executives.
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