It's been a while since my last post, and I want to address something that's been holding me back. There's this nagging voice in my head that questions whether anyone would care about what I have to say online or if I'm just sending out spam emails. But here's the truth: you're here because you found value in my content and decided to subscribe to my newsletter. For that, I'm truly grateful 😊.
So, let's dive in. Lately, I've been pondering what to discuss in these newsletters. After delving into books about business and productivity, a fundamental realization hit me: consistency is key. It's not just about producing content regularly; it's about establishing a connection with you, my amazing audience, and letting you become familiar with my thoughts and ideas.
Moving forward, I'll be sending out weekly emails. While it might seem like I'm offering advice, it's important to clarify that these insights are as much for me as they are for you. They're the words of guidance I wish I had received earlier, directed at a past version of myself. We all have unique situations, and I acknowledge that a one-size-fits-all approach isn't realistic. Consider my newsletters as a blend of personal reflection and shared wisdom.
Now, onto something I've been engrossed in lately: "E-myth Revisited." Despite its entrepreneurial focus, the book holds relevance for anyone navigating systems that resemble businesses. Picture three distinct personas within us: the technician, the manager, and the entrepreneur.
👩🔬 The technician is the results-driven achiever, the one who gets things done. Think bakers, doctors, lawyers – individuals who excel in specific tasks.
🛰️ The manager maintains order. They organize, oversee, and ensure things run smoothly, preserving the status quo.
🧭 The entrepreneur is the visionary, the trailblazer seeking uncharted territories to steer the ship towards innovation.
These personas often clash, internally or within workplace dynamics. Sometimes, when technicians and managers clash with the boss, they might branch out to create their own business endeavours. Conversely, these roles might merge to form new businesses. But here's the catch: a successful business requires all three, not just one or two. The misconception that excelling in one role translates to success in all is debunked by the book. A master chef might not be an adept restaurant manager or entrepreneur, and that's okay.
We often push ourselves to juggle all these roles, sacrificing our well-being, while other businesses thrive due to balanced systems. Remember, sustaining 100% engagement in all three personas long-term leads to burnout.
Before I sign off, here's a quote to ponder:
"Most people overestimate what they can do in one year, and underestimate what they can do in ten years."
Thank you for reading this week's newsletter! Let's keep the conversation flowing – feel free to share your thoughts, experiences, and insights.
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