The Fatal Assumption Sabotaging Your Small Business — and How to Turn It Around
Why Working Harder Isn’t the Answer, and What You Need to Do Instead
Have you ever felt like your small business is running you, rather than the other way around?
You’re not alone. In fact, you’re in the company of countless entrepreneurs who started with a spark of passion only to find themselves knee-deep in a maze of obligations they never anticipated.
Let me paint you a picture.
Imagine waking up on a Monday morning (yes, we all dread them) with a to-do list longer than your grocery shopping list after skipping it for weeks. Your inbox is overflowing, your phone won’t stop buzzing, and that “quick” meeting you had scheduled has turned into a marathon.
By lunchtime, you’re wondering if that 9-to-5 grind you left behind was actually the better deal.
Been there? So have I.
I wanted to understand why this happens so often — why bright-eyed entrepreneurs with brilliant ideas end up feeling like overworked employees in their own businesses. That’s when I stumbled upon Michael E. Gerber’s masterpiece, The E-Myth Revisited.
And let me tell you, it was like getting the red pill in The Matrix. Suddenly, everything made sense.
The Hidden Trap in Starting a Small Business
So, what’s the big secret Gerber unveils?
Most small businesses are started by technicians — people who are exceptionally good at what they do. Think about it. A phenomenal chef decides to open a restaurant. A skilled software developer launches a tech startup. A talented tailor opens her own boutique after years of perfecting her craft.
It seems logical, right? If you’re great at baking the world’s best croissants, why not open a bakery?
But here’s where the plot thickens.
The Fatal Assumption
If you understand the technical work of a business, you understand a business that does that technical work.
This assumption is like believing that because you’re great at playing guitar, you can build and manage an entire orchestra. Spoiler alert: there’s a bit more to it.
Let me share a quick story.
A friend of mine, let’s call him Bob, was an outstanding graphic designer. His work was so good that clients started flocking to him, urging him to start his own agency. Flattered and fueled by the prospect of more creative freedom (and let’s be honest, more money), he took the leap.
Fast forward six months, and Bob was drowning in invoices, client negotiations, marketing strategies, and late-night YouTube tutorials on “How to Manage Cash Flow.” His actual design work — the thing he loved — had become a small fraction of his day.
Bob didn’t buy a business; he bought himself a job — a multifaceted, stress-inducing job.
The Three Roles Every Business Owner Must Balance
According to Gerber, every small business owner wears three hats:
- The Entrepreneur (Visionary)
Lives in the future. This is the dreamer, the innovator, the one who’s plotting to colonize Mars while everyone else is stuck in traffic on Earth. The Entrepreneur thrives on change and is always looking for the next big opportunity. - The Manager (Organizer)
Lives in the past. This role is all about creating order out of chaos. The Manager builds the systems, sets the schedules, and makes sure the trains run on time. They’re the Monica Geller of the business world — everything has its place. - The Technician (Doer)
Lives in the present. The Technician loves to get things done. They’re happiest when they’re hands-on, immersed in the work they know and love. Think of them as the craftspeople who lose track of time while perfecting their art.
Here’s the Kicker:
Most small business owners are predominantly Technicians. They spend about 70% of their time doing the technical work, 20% managing, and only 10% on entrepreneurial activities. It’s like trying to sail a ship while also scrubbing the decks, cooking in the galley, and navigating the stars — all at the same time.
No wonder so many entrepreneurs feel seasick.
Are You Working In Your Business or On It?
Let’s play a quick game. Answer these questions:
- If you took a two-week vacation (a real one, with your phone off), would your business survive?
- Do you often find yourself doing tasks that could be delegated or automated?
- Is “free time” something you read about in fairy tales?
If you answered yes to any of these, I’ve got news for you.
If your business can’t function without you, you don’t own a business — you own a job. And sometimes, it’s the worst job you’ve ever had.
Ouch. I know. But hang with me.
By getting entangled in daily tasks, you’re like a hamster on a wheel — expending a lot of energy but not actually going anywhere. You’re working in your business when you should be working on it.
Here’s a startling statistic: According to the Small Business Administration, about 50% of small businesses fail within five years.
One of the primary reasons? Owners are stuck in the Technician role, unable to steer the ship because they’re too busy mopping the floors.
Breaking Free from the Technician’s Trap
Drawing inspiration from Gerber’s insights and adding a sprinkle of practical wisdom I’ve gathered over the years, here are 11 actionable steps to flip the script and build a business that works for you.
1. Rediscover Your Primary Aim
Get crystal clear on what you truly want from life.
Before you can fix your business, you need to understand your personal goals. What does success look like for you? Is it financial freedom, more time with family, or the ability to travel the world?
Action: Write down your primary aim. Be specific. This will be your North Star.
2. Envision Your Strategic Objective
Define clear, measurable goals for your business that align with your life vision.
Your business should be a vehicle to achieve your personal objectives, not a roadblock.
Action: Set SMART goals (Specific, Measurable, Achievable, Relevant, Time-bound) for your business. For example, “Achieve $250,000 in annual net profit within three years while working no more than 25 hours a week.”
3. Develop a Systems Mindset
Think of your business as a series of interconnected systems.
Just like a well-oiled machine, your business should run smoothly without your constant intervention.
Action: Map out all the processes in your business, from client onboarding to invoicing. Identify bottlenecks and areas for improvement.
4. Create an Organizational Chart (Yes, Even If You’re Solo)
Define all the roles your business needs to function optimally.
Even if you’re wearing multiple hats right now, outlining these roles prepares you for future growth.
Action: List out positions like CEO, Marketing Director, Sales Rep, Customer Service, etc. Assign your name to roles you’re currently filling, but keep in mind these will be delegated over time.
5. Systematize Routine Tasks
Document procedures to ensure consistency and efficiency.
This is your operations manual — the key to making your business scalable.
Action: Start with one routine task this week. Write down each step in detail. Use tools like Loom or Standard Operating Procedure (SOP) templates to streamline the process.
6. Delegate and Automate
Free yourself from the trivial and repititive tasks by empowering others and leveraging technology.
You can’t do everything yourself. Nor should you.
Action: Identify tasks that can be outsourced or automated.
7. Cultivate a Strong Company Culture
Your team is a reflection of your leadership and values.
Culture isn’t just about words on a wall; it’s about daily actions and attitudes.
Action: Define your core values and integrate them into every aspect of your business. Ensure you lead by example.
8. Innovate Continuously
Stay ahead of the curve by embracing change and seeking improvement.
Growth comes from consistent refinement.
Action: Allocate time each week to brainstorm new ideas, whether it’s improving a product, enhancing customer experience, or exploring new markets.
9. Measure What Matters
What gets measured gets managed.
Data-driven decisions trump gut feelings.
Action: Set up key performance indicators (KPIs) relevant to your business — like customer acquisition cost, lifetime value, or conversion rates — and review them regularly.
10. Master Your Marketing
Your technical skills are useless if no one knows about your business.
Marketing isn’t just advertising; it’s understanding and communicating your value proposition.
Action: Develop a marketing strategy that leverages channels where your target audience hangs out — be it social media, right locations, or partnerships.
11. Regularly Step Back to Strategize
Regularly remove yourself from daily operations to focus on the big picture.
Set aside dedicated time to work on your business, not just in it.
Reflection fuels progress.
Action: Schedule regular strategic sessions. This could be a day each month or an hour each week where you disconnect from daily tasks to assess your business from a higher perspective.
The Light at the End of the Tunnel
Remember our friend Bob? After a particularly rough week, he realized something had to change. He revisited Gerber’s teachings and decided to shift his approach.
He started scheduling time to focus on the entrepreneurial aspects of his business — setting visions, exploring new markets, and strategizing growth. He created systems to handle routine tasks and began delegating work to others.
Was it easy? No. Was it worth it? Absolutely.
Within a year, Bob’s agency was not only thriving but also expanding. He reclaimed his weekends, started enjoying his work again, and even picked up trekking — something he’d always wanted to try but never had the time.
Bringing It Home
So, what’s the takeaway here?
Being great at what you do is fantastic, but it’s just the starting point. To build a successful business, you need to balance the roles of the Entrepreneur, the Manager, and the Technician.
It’s about stepping back and asking yourself:
- Am I spending enough time envisioning the future of my business?
- Do I have systems in place to ensure consistency and efficiency?
- Am I the bottleneck that’s holding my business back?
These aren’t easy questions, but they’re essential.
A Little Exercise
Grab a piece of paper and draw three columns titled Entrepreneur, Manager, and Technician. Over the next week, jot down the tasks you do each day under the appropriate column.
At the end of the week, take a look.
If your Technician column looks like a stack of pancakes piled way too high, and the other two are more like small side dishes, it’s time to rebalance your plate.
Final Thoughts
Building a business that doesn’t consume your every waking moment is not just a dream — it’s entirely possible.
It requires a shift in mindset, a willingness to let go of some control, and the courage to step into roles that may be outside your comfort zone.
But hey, growth never happens in the comfort zone, right?
So, the next time you feel overwhelmed, remember that you’re not alone, and there’s a way out of the hamster wheel.
Embrace the Entrepreneur within you, organize like the Manager, and let the Technician shine when needed .
After all, life’s too short to be chained to a job you accidentally created for yourself.
