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.
I never think in terms of how we can compete against the other companies; rather, our primary focus is to make consumers feel the uniqueness and attractiveness of our products.
Participant (Productions) is the only production company in town that has a double bottom line: social good plus financial returns. It's too early to tell how our returns are going to look - though all signs are promising - but social good is what we're really after.
There's nothing worse that you can do than create an aura about a company that's not substantiated by fact. It's not only ineffective but actually harmful to the company. You can create an image or whatever, but it won't stick.
Today, if someone showed me a five-year plan, I'd toss out the pages detailing Years Three, Four and Five as pure fantasy Anyone who thinks he or she can evaluate business conditions five years from now, flunks.
Wherever we are seeing something getting used, that to us is an early indicator that there might be something that people want. And then let's figure out how to make that great. And then let's go figure out monetization.
Because its purpose is to create a customer, the business enterprise has two - and only these two β basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are 'costs'.
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