Entrepreneurs fail because they start their journey wearing the wrong hat. I’m talking about the roles they play – entrepreneur, manager, and technician. Each one is vital, yet most people only focus on one, especially in the beginning.
If this sounds familiar, it’s because Michael E. Gerber breaks this concept down brilliantly in his book The E-Myth. I’m reading it now, and it’s one of those rare reads that feels like a conversation with someone who gets it. Gerber explains that every business owner must juggle these three roles: the entrepreneur (the visionary), the manager (the planner), and the technician (the doer). Ignoring any one of these roles will sabotage the company.
Let’s break this down. When we first start a business, we’re often technicians at heart. We’re obsessed with doing the work. Maybe you’re a great software developer, baker, or designer, and you think, “I’ll start a business doing what I love.” Sounds logical, right? But being good at work doesn’t mean you’ll be good at running a business.
I’ve been there. Back at Binitex, when we were handling customer projects with a team of fewer than five people, I was knee-deep in code, solving technical puzzles, and delivering features. It was thrilling—until it wasn’t. I completely overlooked the entrepreneurial side (the visionary who sees the big picture) and the managerial side (the one who keeps everything running smoothly). The result? Stuck in slow growth and becoming a bottleneck for the company.
Why does this happen? Because the technician in us feels safe. We know how to do. Managing people or planning five years ahead? That’s uncharted territory, and it’s scary. But here’s the hard truth: a business built solely on the technician’s work is just a glorified job. It’ll consume your time, energy, and creativity – and eventually, it’ll burn you out.
The key is balance. It’s like doing an Ironman triathlon. The technician is the swimmer, focusing on the initial push and building momentum. Then the manager steps in as the cyclist, ensuring steady progress over the long haul. Finally, the entrepreneur takes over as the runner, pushing through to the finish line with vision and drive. Miss any one of these roles, and you’ll struggle to complete the race.
How do I find the right balance? It hasn’t been easy, but here’s what I’ve learned from my own journey:
- Start with self-awareness. I had to figure out which role came naturally to me. For me, it was always the technician—comfortable building and solving problems. Shifting to think more like an entrepreneur and manager wasn’t easy, but it began with admitting where I felt most at home.
- Embrace the learning curve. I had to accept that I couldn’t master all three roles overnight. Reading books like The E-Myth, looking for other successful businesses I knew, and studying what worked for them filled in the gaps for me.
- Build the right team. This was a game-changer. Delegating tasks to people better at certain roles than I was helped me focus on the areas where I could truly make a difference. If there’s one thing I’d do differently, it’s to start this earlier.
- Revisit the roles often. Over time, I’ve learned to step back and reassess. Sometimes I need to lean more into the entrepreneurial vision; other times, I’ve had to double down on managerial structure. Businesses evolve, and I’ve found that staying flexible is key.
Here’s the broader implication: the businesses aren’t built by superheroes—they’re built by people who know when to step into the right role. And those roles? They’re not static; they’re like gears in a machine, each one necessary to keep things running smoothly.
I’m still learning how to navigate this myself. I’m sure that in a couple of years, I’ll have even more insights to share, because you evolve alongside your business. It’s a process, and every step teaches you something new.