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Case Upon - How to Apply EMyth Principles to Your Leadership Role
Have you mistakenly trained your branding to fall over and play dead? Do you know how to use psychology to create branding that lights up with the voltage of a thousand neon bulbs? And can you play Scrooge with your budget, yet get huge branding mileage? And if so, how? Read on and find out how you can be a Leonardo Da Vinci with your brand!It’s Raining 3000+ Messages a Day! I have a friend. Let’s call him Eugene. Partly because that’s his real name. Eugene positions himself as a pitch manager. Very effectively, he shows CEOs and executives (who make pitches for new and existing business) how they can use simple steps to get a powerful presentation across.Eugene had a problem that all of us do. His brand (or his company’s brand) was just one of three thousand new messages that bamboozle us every day through various media. To get his name welded in his customer’s brain was like being on a rocking chair. You feel
Systemisation, by which I mean developing an integrated system that does the work of the business whilst the people run the system, is the fourth EMyth principle. Gerber advocates The Franchise Prototype model where you pretend your business is (or will be) the prototype for thousands more just like it (not almost like it, but exactly like it) i.e. you pretend you’re going to franchise your business! (Note I said pretend – you don’t have to, unless of course you own the business and you want to.)
This franchise prototype model must follow certain rules:
• It must provide consistent value to customers, employees, suppliers and lenders, beyond what they expect.
What could your prototype do to provide consistently outstanding value?
• It must be operated by people with the lowest possible level of skill (i.e. necessary to fulfil the function.)
How can you give your
So many contractors go out of business because their construction cost estimating is too low or too high. When the amount estimated in not high enough the company can lose a lot of money; when the estimate is too high you lose the job to a competitor and gain a bad reputation. If either occurs enough times it can result in total failure for the company. Human error is something that will always happen to some degree, and if you want to cut mistakes out completely, you need construction cost estimating software. It can seem overwhelming knowing which is the best construction cost estimating software for your particular company, with such a huge variety available now days. Prior to beginning your search you should read the following guide to ensure you have a clear idea of what you need.Commercial or Residential The first decision to make is whether your company is primarily in the business of commercial or resid
Gerber believes that every manager should treat the organisation (or their part in it) as a small business and think of themselves as small business owners; so these principles apply to leaders and managers in any size organisation, as well as to business owners.
The first core principle is concerned with your life. Gerber believes (as do I) that you need to think of your business as a way of getting more from your life. Obviously in order to do that you need to know the purpose of your life, or have a vision of who you want to be and the kind of life you want to lead: Gerber describes this as your primary aim.
Once you’ve established this you can then ask yourself whether the organisation’s aim serves your aim, whether the work you’re currently doing allows you to fulfil your aim, whether your company is a place where you can grow and experience yourself becoming the person you want to be.
In other words, as a manager you must do the internal work first, the work on yourself that enables you to answer these questions, otherwise you might fall into the trap of accepting the organisation’s purpose as your own, committing yourself to it, fighting battles for it and progressing well. But you might wake up one day and ask yourself “Who am I?” “Where am I?” “What happened?” If so, you’ll realise you’ve passively relinquished responsibility for creating your own purpose, your own vision, your own life! Your vision, or primary aim, once created will become your internal benchmark against which you make all decisions concerning life and work.
The second EMyth principle is ojectivisation or objectivising the business; viewing it as apart from rather than a part of you. You must see the business as a way of 'serving' your primary aim as opposed to 'being' your primary aim. Obviously, this would be impossible if you’d not worked on the creation of your own vision for your life, which is why the principles are in this order.
This principle involves deciding on the purpose of the business, or its strategic objectives. This means viewing the business as if it was a product sitting on a shelf and competing for the customer’s attention against a whole shelf of competing products (or businesses.) Put another way, this has less to do with what’s done in the business and more to do with how it’s done. The commodity isn’t important – the way it’s delivered is! Your business is your product.
You develop your strategic objective by asking “How will my organisation look? How will it feel? How will it work? How will it justify its existence financially?” Write your Company Story – the standards and character of your organisation.
Once you’ve done this the tactical objectives will start to reveal themselves, because once you determine this is the kind of organisation, then it’ll follow that that is what we must do to manifest it. The strategic objectives therefore become the external benchmark by which you can evaluate your role as a leader or manager.
The third EMyth principle involves working 'on' the business rather than 'in' it. This flows from the first two principles in that if you can see the business as apart from you, that your business is not your life, then you will recognise that the primary purpose of your life is not to serve your business, but rather the primary purpose of your business is to serve your life.
Once this is truly understood, you can go to work 'on' your business rather than 'in' it with a full understanding of why it’s absolutely necessary for you to do so. This needs to become the central theme of your daily activity, the prime catalyst for everything you do going forward. It means stepping out, taking the helicopter view so that you can more easily see what work you’re currently doing, and whether it is moving you towards the business you want, because your role is to create a business that manifests the strategic objectives.
Systemisation, by which I mean developing an integrated system that does the work of the business whilst the people run the system, is the fourth EMyth principle. Gerber advocates The Franchise Prototype model where you pretend your business is (or will be) the prototype for thousands more just like it (not almost like it, but exactly like it) i.e. you pretend you’re going to franchise your business! (Note I said pretend – you don’t have to, unless of course you own the business and you want to.)
This franchise prototype model must follow certain rules:
• It must provide consistent value to customers, employees, suppliers and lenders, beyond what they expect.
What could your prototype do to provide consistently outstanding value?
• It must be operated by people with the lowest possible level of skill (i.e. necessary to fulfil the function.)
How can you give your
1. Do you seem to be running and running and running every day and getting nowhere just like a gerbil?2. As you lay in your bed at the end of each day, do you think about tomorrow and see grey?3. Are you tired of just having a J.O.B.(Just Over Broke!) and doing the same thing day after day after day never getting ahead or feeling excited about your work?5, Wouldn't you rather wake up in the morning, JUMP out of bed and rush to get dressed so you can get to work?6. Wouldn't you love to live your life purpose, making people feel good, making a difference in the world and make a good income as well?7. Are you good with your hands?7.5 Would you like to make your own hours?If you said yes to any of these questions, you don't want to miss this!Have you considered a career in the exciting and fast growing field of massage therapy!Imagine this for a momen
In other words, as a manager you must do the internal work first, the work on yourself that enables you to answer these questions, otherwise you might fall into the trap of accepting the organisation’s purpose as your own, committing yourself to it, fighting battles for it and progressing well. But you might wake up one day and ask yourself “Who am I?” “Where am I?” “What happened?” If so, you’ll realise you’ve passively relinquished responsibility for creating your own purpose, your own vision, your own life! Your vision, or primary aim, once created will become your internal benchmark against which you make all decisions concerning life and work.
The second EMyth principle is ojectivisation or objectivising the business; viewing it as apart from rather than a part of you. You must see the business as a way of 'serving' your primary aim as opposed to 'being' your primary aim. Obviously, this would be impossible if you’d not worked on the creation of your own vision for your life, which is why the principles are in this order.
This principle involves deciding on the purpose of the business, or its strategic objectives. This means viewing the business as if it was a product sitting on a shelf and competing for the customer’s attention against a whole shelf of competing products (or businesses.) Put another way, this has less to do with what’s done in the business and more to do with how it’s done. The commodity isn’t important – the way it’s delivered is! Your business is your product.
You develop your strategic objective by asking “How will my organisation look? How will it feel? How will it work? How will it justify its existence financially?” Write your Company Story – the standards and character of your organisation.
Once you’ve done this the tactical objectives will start to reveal themselves, because once you determine this is the kind of organisation, then it’ll follow that that is what we must do to manifest it. The strategic objectives therefore become the external benchmark by which you can evaluate your role as a leader or manager.
The third EMyth principle involves working 'on' the business rather than 'in' it. This flows from the first two principles in that if you can see the business as apart from you, that your business is not your life, then you will recognise that the primary purpose of your life is not to serve your business, but rather the primary purpose of your business is to serve your life.
Once this is truly understood, you can go to work 'on' your business rather than 'in' it with a full understanding of why it’s absolutely necessary for you to do so. This needs to become the central theme of your daily activity, the prime catalyst for everything you do going forward. It means stepping out, taking the helicopter view so that you can more easily see what work you’re currently doing, and whether it is moving you towards the business you want, because your role is to create a business that manifests the strategic objectives.
Systemisation, by which I mean developing an integrated system that does the work of the business whilst the people run the system, is the fourth EMyth principle. Gerber advocates The Franchise Prototype model where you pretend your business is (or will be) the prototype for thousands more just like it (not almost like it, but exactly like it) i.e. you pretend you’re going to franchise your business! (Note I said pretend – you don’t have to, unless of course you own the business and you want to.)
This franchise prototype model must follow certain rules:
• It must provide consistent value to customers, employees, suppliers and lenders, beyond what they expect.
What could your prototype do to provide consistently outstanding value?
• It must be operated by people with the lowest possible level of skill (i.e. necessary to fulfil the function.)
How can you give your
My wife and I were both effectively eliminated from the traditional corporate work force in the early 1990’s. It was traumatic. We were college graduates. We had climbed the corporate ladder, rapidly, inexorably. We enjoyed six figure incomes, a second home, club memberships, prosperous investment accounts, wonderful benefit packages, a College investment plan for our three kids, sports cars and extensive travel. We were devastated! But, it became the best thing that ever happened to us, children included.We went from regularity, a false sense of security and believing that we enjoyed a bit of that “Master of the Universe” complex, to really considering things we had taken for granted. Yeah, we were down for a few weeks. The house was glum. What was next? However, fairly quickly, we realized that we had to make things happen. Things weren’t going to be falling into our laps. We needed to start thinking like entrepreneur
This principle involves deciding on the purpose of the business, or its strategic objectives. This means viewing the business as if it was a product sitting on a shelf and competing for the customer’s attention against a whole shelf of competing products (or businesses.) Put another way, this has less to do with what’s done in the business and more to do with how it’s done. The commodity isn’t important – the way it’s delivered is! Your business is your product.
You develop your strategic objective by asking “How will my organisation look? How will it feel? How will it work? How will it justify its existence financially?” Write your Company Story – the standards and character of your organisation.
Once you’ve done this the tactical objectives will start to reveal themselves, because once you determine this is the kind of organisation, then it’ll follow that that is what we must do to manifest it. The strategic objectives therefore become the external benchmark by which you can evaluate your role as a leader or manager.
The third EMyth principle involves working 'on' the business rather than 'in' it. This flows from the first two principles in that if you can see the business as apart from you, that your business is not your life, then you will recognise that the primary purpose of your life is not to serve your business, but rather the primary purpose of your business is to serve your life.
Once this is truly understood, you can go to work 'on' your business rather than 'in' it with a full understanding of why it’s absolutely necessary for you to do so. This needs to become the central theme of your daily activity, the prime catalyst for everything you do going forward. It means stepping out, taking the helicopter view so that you can more easily see what work you’re currently doing, and whether it is moving you towards the business you want, because your role is to create a business that manifests the strategic objectives.
Systemisation, by which I mean developing an integrated system that does the work of the business whilst the people run the system, is the fourth EMyth principle. Gerber advocates The Franchise Prototype model where you pretend your business is (or will be) the prototype for thousands more just like it (not almost like it, but exactly like it) i.e. you pretend you’re going to franchise your business! (Note I said pretend – you don’t have to, unless of course you own the business and you want to.)
This franchise prototype model must follow certain rules:
• It must provide consistent value to customers, employees, suppliers and lenders, beyond what they expect.
What could your prototype do to provide consistently outstanding value?
• It must be operated by people with the lowest possible level of skill (i.e. necessary to fulfil the function.)
How can you give your
Does your company have employees who smoke? Smokers not only endanger their own health; they can also cost businesses big bucks! Some corporations have responded via policies that forbid their employees to smoke at all, at the risk of getting fired. Short of that, there are other things business owners and managers can do to reduce the number of smokers in the workplace. This article provides information on the costs of smoking to employers and to employees, and gives advice on how businesses can encourage employees to quit. The statistics in this article come from the American Cancer Society, the American Lung Association, the Centers for Disease Control of the National Institutes of Health, and the World Health Organization.While you may think that an employee’s choice to smoke is a strictly private matter, perhaps you’ll reconsider when you know what smokers can cost their employers. Here’s a few U.S. statistics
The third EMyth principle involves working 'on' the business rather than 'in' it. This flows from the first two principles in that if you can see the business as apart from you, that your business is not your life, then you will recognise that the primary purpose of your life is not to serve your business, but rather the primary purpose of your business is to serve your life.
Once this is truly understood, you can go to work 'on' your business rather than 'in' it with a full understanding of why it’s absolutely necessary for you to do so. This needs to become the central theme of your daily activity, the prime catalyst for everything you do going forward. It means stepping out, taking the helicopter view so that you can more easily see what work you’re currently doing, and whether it is moving you towards the business you want, because your role is to create a business that manifests the strategic objectives.
Systemisation, by which I mean developing an integrated system that does the work of the business whilst the people run the system, is the fourth EMyth principle. Gerber advocates The Franchise Prototype model where you pretend your business is (or will be) the prototype for thousands more just like it (not almost like it, but exactly like it) i.e. you pretend you’re going to franchise your business! (Note I said pretend – you don’t have to, unless of course you own the business and you want to.)
This franchise prototype model must follow certain rules:
• It must provide consistent value to customers, employees, suppliers and lenders, beyond what they expect.
What could your prototype do to provide consistently outstanding value?
• It must be operated by people with the lowest possible level of skill (i.e. necessary to fulfil the function.)
How can you give your
How many times have you as a customer felt as though you were putting a salesperson out by asking for assistance or interrupting them as they were engaged in a personal conversation with a co-worker or friend?I can recall times I've actually said to different store clerks, who were either fully engaged in telling their co-workers about the wild party they attended over the weekend or the big fight they had with their husband, "I'm sorry to bother you, but do you have this in my size?" and have them look at me as if I had just shattered the most important moment in their life.Have you ever had an experience like this?Many years ago when competition was almost non-existent for many businesses, consumers accepted this type of behavior because they didn't have many options to choose from.Business owners had the upper hand and could charge the prices they wanted without having any real concern for whethe
Systemisation, by which I mean developing an integrated system that does the work of the business whilst the people run the system, is the fourth EMyth principle. Gerber advocates The Franchise Prototype model where you pretend your business is (or will be) the prototype for thousands more just like it (not almost like it, but exactly like it) i.e. you pretend you’re going to franchise your business! (Note I said pretend – you don’t have to, unless of course you own the business and you want to.)
This franchise prototype model must follow certain rules:
• It must provide consistent value to customers, employees, suppliers and lenders, beyond what they expect.
What could your prototype do to provide consistently outstanding value?
• It must be operated by people with the lowest possible level of skill (i.e. necessary to fulfil the function.)
How can you give your customer the results he wants systematically, rather than personally? How can you create a business whose results are system dependant rather than people or expert dependant?
• It must stand out as a place of impeccable order.
How can you create structure and order? How can you create a business that says to its customers, your people know what they’re doing; a business that says to your people, you know what you’re doing?
• All work in the model must be documented in Operations manuals. This is your bible for “How we do it here.” It documents the purpose of the work, the specific steps to be taken, and the standards relating to both the process and the result. It is crucial for your prototype.
‘How do you do it’ in your organisation?
• It must provide a uniformly predictable service to customers. Looking orderly is not enough; the business must also act orderly – it must do things in a predictable, uniform way.
How can you ensure that what you do, you do the same way each and every time?
• It must utilise a uniform colour, dress and facilities code. The model must be thought of as a package for your one and only product – your business.
How can you package your business as carefully as a box of cereal?
Building the prototype of your business is a continuous business development process and this is the fifth and last EMyth principle.
Business Development from the EMyth perspective consists of 3 distinct but integrated processes – innovation, quantification & orchestration. Innovation is the ability to create what could be. Quantification is recording and truly knowing the numbers in your organisation, so that you can recall the relationship between one event and another and a string of events that follow the same action. Orchestration is organising the work into replicable systems for consistent results. (My previous article gives more detail on these 3 processes.)
So, from the EMyth perspective, and the principles described:
What is your primary aim? What are your strategic objectives?
In order to leverage your time you need to be analysing your daily activities and asking yourself :
"Am I serving my primary aim (purpose of life) through the fulfilment of strategic objectives (purpose of business) by the work I’m doing at this moment?"
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