I just read E-Myth. It's a little fun from a strict early retirement perspective, but it's more fun/recommended for anyone working on entrepreneurial activities. Especially if they are still learning and appearing in a different background.
By the way, E-Myth has nothing to do with electronics in emails, it represents entrepreneurs.
This book divides people into three types of people
- A technician is a person who works in practical work. They write papers, make products, sell products, etc. According to E-Myth, technicians were present.
- Managers, they are the people who make sure that others actually do the work they should do. Not too many, not too small, but according to specifications. According to E-Myth, managers used to be oriented.
- Entrepreneurs, they are the ones who create managers to implement programs. According to E-Myth, entrepreneurs are future-oriented.
A good startup should have all three characters, usually the same person. It's easy to see what might be wrong. The problem with the technician is that he builds his favorite job without considering the end user (this is my personal question). The problem with the administrator is that without the technician, books or procedures that follow, he is useless. Indeed, the manager will only ask someone to do something to expect miracles. The problem with entrepreneurs is that they are visuals, but there are no technicians to get the job done, and managers make sure that these ideas are implemented correctly, and all Visionaires can do is sit around and have good ideas.
From a personal point of view, I've seen all of this happen. I probably liked the book because someone said what I always thought.
When starting this (visionary) collaboration, my regret has always been: “We need a driver”. Someone needs to be responsible for achieving this, and in my opinion, this person is always a technician/manager of the portfolio.
Since drivers have never been assigned, many ideas have fallen on the front. At the same time, entrepreneurs are very satisfied with themselves because they think they are highly productive, even if they don't Real They've finished and they organized a new meeting to have new ideas.
The second thing I took from this book is to treat all startups as franchises, if not. This forces people to think of business as a system and build the right procedures instead of wingspanning them. For entrepreneurs, they tend not to “waste” time to formalize their business, but to do what they need to do. However, this is the speech of the technician. Once the business grows, difficulties will arise.
I can actually think of ERE as a franchise. Not that I'm getting paid for, but maybe or maybe it's a system with manuals in it: “Use this method and do this as follows”. I didn't write this book like this, but maybe I should have it. Maybe I'll write a second book. this 30The 21-day makeover is closer to this model.
The third thing is to think about design business in the same way as the game does. This isn't very delicate, so I suspect it's just triggering because I slowly read the art of game design, like the latticework Bible of game design. Many of the ideas in this book are transferred to the “real world”. I especially like Richard Bartle's players to be suitable for the dirt. I think you can build the whole management philosophy on this paper while balancing the staff. Recommend any HR manager
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Originally published 2010-05-23 10:14:13.
