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accidental entrepreneur aspect.

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What words of wisdom do you have for somebody

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who accidentally fell into it,

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and now they've got a lot to learn

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to make sure they pull that vision off?

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Right.

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Well, I think one reason why people end up in business

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is because it's different from charity, right?

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It's, if you wanna make a positive impact in the world,

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that's another way to do it, right?

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It's charitable contributions or volunteer work,

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and that's all, that's noble work, that's honorable work.

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There's something about a business though,

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where you kinda have to earn your way.

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You have to solve real problems in the real material world

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that people are willing to exchange currency,

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which in itself is neutral, in my opinion.

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It means you're producing something of value,

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you're actually making a difference,

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and you're demonstrating it day after day

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through this process.

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But what it does for you is it makes your organization,

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your business self-sustaining.

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You're not dependent on somebody's handout,

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like of a philanthropist or a donor,

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to keep things running, and there's very, oops, sorry,

27
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there's very few gifts, I just knocked something over here,

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very few gifts without strings attached.

29
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Social enterprise really just is-

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You're talking about having a business model

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around that process, needing to learn about that.

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What's one resource?

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If you had to name one resource,

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what's kinda the king resource you would turn to

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if you were that purpose-driven person today,

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saying, man, I kinda wanna turn this into a business?

37
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Yeah, I like Michael Gerber's E-Myth Revisited.

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Yes, I was hoping you'd say that too.

39
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Really?

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Someone I wish I had read sooner.

41
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Yeah, yeah, right,

42
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cause he says you gotta think like a franchise.

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That was his idea, and this goes back originally to the 80s,

44
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then he revisited it in the 90s,

45
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but he was ahead of his time in all these frameworks.

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I work with frameworks, I work with EOS,

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I work with System and Soul,

48
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and it's all about having a system

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for how you operate,

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because you don't need to reinvent the wheel.

51
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There's plenty of great minds around the world

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who have thought about this for a long time,

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and those systems have kind of cobbled together

54
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in some cases, or synthesized,

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all the great business literature and wisdom

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and performance literature and wisdom,

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and team building and accountability,

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all these things, into a single system,

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but it starts with Michael Gerber's book,

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where he talks about, and a big part of that

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is the difference between working in the business

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versus working on the business.

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We all get caught up, especially the entrepreneur,

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wearing 16 hats simultaneously,

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in the working, in the business,

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and you can't see the forest from the trees,

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and you need to separate those two.

