accidental entrepreneur aspect.
What words of wisdom do you have for somebody
who accidentally fell into it,
and now they've got a lot to learn
to make sure they pull that vision off?
Right.
Well, I think one reason why people end up in business
is because it's different from charity, right?
It's, if you wanna make a positive impact in the world,
that's another way to do it, right?
It's charitable contributions or volunteer work,
and that's all, that's noble work, that's honorable work.
There's something about a business though,
where you kinda have to earn your way.
You have to solve real problems in the real material world
that people are willing to exchange currency,
which in itself is neutral, in my opinion.
It means you're producing something of value,
you're actually making a difference,
and you're demonstrating it day after day
through this process.
But what it does for you is it makes your organization,
your business self-sustaining.
You're not dependent on somebody's handout,
like of a philanthropist or a donor,
to keep things running, and there's very, oops, sorry,
there's very few gifts, I just knocked something over here,
very few gifts without strings attached.
Social enterprise really just is-
You're talking about having a business model
around that process, needing to learn about that.
What's one resource?
If you had to name one resource,
what's kinda the king resource you would turn to
if you were that purpose-driven person today,
saying, man, I kinda wanna turn this into a business?
Yeah, I like Michael Gerber's E-Myth Revisited.
Yes, I was hoping you'd say that too.
Really?
Someone I wish I had read sooner.
Yeah, yeah, right,
cause he says you gotta think like a franchise.
That was his idea, and this goes back originally to the 80s,
then he revisited it in the 90s,
but he was ahead of his time in all these frameworks.
I work with frameworks, I work with EOS,
I work with System and Soul,
and it's all about having a system
for how you operate,
because you don't need to reinvent the wheel.
There's plenty of great minds around the world
who have thought about this for a long time,
and those systems have kind of cobbled together
in some cases, or synthesized,
all the great business literature and wisdom
and performance literature and wisdom,
and team building and accountability,
all these things, into a single system,
but it starts with Michael Gerber's book,
where he talks about, and a big part of that
is the difference between working in the business
versus working on the business.
We all get caught up, especially the entrepreneur,
wearing 16 hats simultaneously,
in the working, in the business,
and you can't see the forest from the trees,
and you need to separate those two.