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TitleThe E-Myth Enterprise
LanguageEnglish
File Size641.9 KB
Total Pages145
Table of Contents
                            Cover
Title page
Dedication
Epigraph
Contents
Foreword
Preface
Introduction
Chapter One
Chapter Two
Chapter Three
Chapter Four
Chapter Five
Chapter Six
Chapter Seven
Chapter Eight
Chapter Nine
To Build Your E-Myth Enterprise
Searchable Terms
Acknowledgments
About the Author
Other Books by Michael E. Gerber
Copyright
About the Publisher
                        
Document Text Contents
Page 2

The E-Myth Enterprise

How to Turn a Great Idea into a Thriving Business

Michael E. Gerber

Page 72

doing business there. But what the state didn’t say was how it came to these
brilliant conclusions.

Instead, what the state did was to shove dozens of small vocational schools
to the very brink of financial disaster and put many others out of business.

As you might imagine, most of the schools, small and large, were simply
unprepared and therefore unable to comply.

But on the very day when all schools were expected to be in compliance,
with only two weeks’ notice, Mary’s school had fulfilled every single
requirement imposed on it.

She had done the impossible in record time.
Mary was able to accomplish the impossible in record time because her

school possessed something few businesses possess: the people who worked for
her, bought from her, sold to her, and loaned her money loved her and the school
she had created.

They thought she was incredible, and, the simple truth of it is, they were
right.

Mary had created a wonder out of nothing.
Her school was started in a small, shabby house with six students, no capital,

and absolutely no business experience of any kind. But she knew about people
and what it took to survive on the streets.

More importantly, she knew that she wanted to teach her students more than
a skill. She wanted to teach them what she had learned, and she wanted to teach
them what she hadn’t.

She wanted to teach people that it was possible to have work they love and
to have it on their own terms.

But she also wanted to teach people what it takes to make it on their own—
to become independent of the system, to grow, and expand, and thrive, as she
had, to take risks, as she had, to test themselves, as she had—without any
certainty, or any guarantee whatsoever that the end would justify the means.

Mary was afire with her convictions and absolutely inspired by what she had
to do.

And what she was about to do was learn.



They need to know

that there is a structure, a logic, a foundation, a clear set of standards, of

Page 73

principles, a fairness about the business and the job they are there to do.


The second rule Mary learned is that people need to feel heard. They need to
know that their contribution is important, that no matter where they stand in
relationship to the business—as employee, as customer, as supplier, as lender—
what they want matters, and that there is a channel through which they can
express what matters to them, and that the channel is always open.


The third rule Mary learned is that people need to feel connected to
something bigger than themselves. If the business has small aims, is simply
interested in surviving, in staying in business, it will not sustain them, it will not
touch them, it will not engage them. No, the business has to take on something
— —in an important way. It has to be
willing to tilt at windmills—the bigger, the better.

People are dying for want of something larger than life to believe in, to rally
around, to support. Could that be why young men and women volunteer to serve
in the armed forces, even in times of war or unrest?


The fourth rule Mary learned is that people need to have a purpose. They
need to have a plan. They need to be going someplace—someplace specific, in a
specific amount of time. Without a purpose, people begin to wallow. They
become suspended in time. They become a drag on each other, begin to feel
victimized, lose track of the time, go to movies and forget what they’ve seen.


The fifth rule Mary learned is that people need to feel that what they are
doing has moral weight. The business has to be concerned about what is right:
what is right for themselves, what is right for others, and what is right for the
world. The business has to operate with Without conscience, a
business is a drag on what little self-esteem people already possess.


The sixth rule Mary learned is that people need to feel that what they
personally do is important. They need to feel that the enterprise, without them,
somehow wouldn’t matter as much; that when they walk in the door, something
vital is added to the business, something only they can bring to the table. They
need to feel that if they were no longer there, the business wouldn’t be the same.

Page 144

* The Master Game: Beyond the Drug Experience, de Roop, Robert S. New York: Dell, 1974.

Page 145

* The Master Game: Beyond the Drug Experience, de Roop, Robert S. New York: Dell, 1974.

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