The narrator plans to send Chris home and then to check himself into a hospital. He explains his mental instability to Chris and warns his son that he may suffer the same illness. This distresses Chris profoundly. Chris asks why the narrator did not open the glass door that separated them at the hospital, and the narrator explains that he was not permitted to. This spurs the mutual realization that Phaedrus was not, in fact, insane.
The narrator begins to reconcile his once-divided identity, and he and his son ride towards San Francisco in high spirits. Zen and the Art of Motorcycle Maintenance.
Plot Summary. LitCharts Teacher Editions. Teach your students to analyze literature like LitCharts does. Detailed explanations, analysis, and citation info for every important quote on LitCharts.
The original text plus a side-by-side modern translation of every Shakespeare play. Sign Up. Already have an account? Sign in. To The Manager, however, work is a system of results in which The Technician is but a component part.
To The Manager, then, The Technician becomes a problem to be managed. To The Technician, The Manager becomes a meddler to be avoided. To both of them, The Entrepreneur is the one who got them into trouble in the first place! The fact of the matter is that we all have an Entrepreneur, Manager, and Technician inside us. The Entrepreneur would be free to forge ahead into new areas of interest; The Manager would be solidifying the base of operations; and The Technician would be doing the technical work.
Each would derive satisfaction from the work he does best, serving the whole in the most productive way. Unfortunately, our experience shows us that few people who go into business are blessed with such a balance.
Instead, the typical small business owner is only 10 percent Entrepreneur, 20 percent Manager, and 70 percent Technician. The Entrepreneur wakes up with a vision. Not to pursue the entrepreneurial dream, however, but to finally wrest control of his work from the other two.
The Boss is dead. The Technician is in charge! Sarah looked a little overwhelmed. The only reason I went into this business was because I loved baking pies. If one of you wants this, and another of you wants that, and a third wants something entirely different, can you imagine the confusion that causes in our lives? If this is true, and all you need to do to discover whether it is or not is to take a look at yourself from day to day, as though from above, as though from outside of your skin, as though you were watching someone else—that is, to observe yourself as you go through the day—you would see the different parts come out.
You would see them playing their respective games. You would see how they fight for their own space—and the space of all the others—and sabotage each other as best they can. You would see that it not only matters that your personalities are not in a balanced relationship with each other but that your life depends on gaining that balance.
Such a business will die very neatly. All I ever wanted to do was to bake pies, just like The Technician you described.
When entrepreneurial personalities were passed out, I think I got passed over. What do I do if there is no Entrepreneur in me? This was going to be fun. The work of asking all the right questions about why this business, as opposed to that business? Why a pie baking business rather than a body shop?
If you are a baker of pies and are determined to do entrepreneurial work, you would leave your pie-baking experience behind you and engage in the internal dialogue with which every truly entrepreneurial personality is wonderfully familiar. And the best way to do that anywhere in this whole wide opportunity-filled world is to create an exciting new business.
I wonder what that business would be? The dreaming question, I call it. I wonder. To see with as much of herself as she can muster the possibilities that waft about in midair someplace there above her head and within her heart. Not in the past but in the future. Just as every inventor must. Just as every composer must. Just as every artist, or every craftsperson, or every physicist must. Just as every baker of pies must. I call it Future Work. Unfortunately, most businesses are not run according to this principle.
Instead most businesses are operated according to what the owner wants as opposed to what the business needs. And what The Technician who runs the company wants is not growth or change but exactly the opposite.
He wants a place to go to work, free to do what he wants, when he wants, free from the constraints of working for The Boss. Unfortunately, what The Technician wants dooms his business before it even begins.
The Boss is dead, and you, The Technician, are free at last. Finally, you can do your own thing in your own business. Hope runs high. The air is electric with possibility. Your newfound freedom is intoxicating. In the beginning nothing is too much for your business to ask. After all, your middle name is Work. Ten, twelve, fourteen hours a day. Seven days a week. All your thoughts, all your feelings, revolve around your new business. If you removed the owner from an Infancy business, there would be no business left.
It would disappear! In Infancy, you are the business. You work hard. Their friends have friends. Joe, Tommy, and Mary are just like old friends. They work hard for their money. And they do good work. Joe is the best barber I ever went to. Tommy is the best printer I ever used. Mary makes the best corned beef sandwich I ever ate. Your customers are crazy about you. They keep coming, in droves. And you love it! But then it changes. Subtly at first, but gradually it becomes obvious.
The customers are relentless. They want you; they need you. And then the inevitable happens. You, the Master Juggler, begin to drop some of the balls! Your enthusiasm for working with the customers wanes. Deliveries, once early, are now late. The product begins to show the wear and tear. Nothing seems to work the way it did at first. I said brown! It is pastrami.
This is corned beef! You stretch. You work harder. You put in more time, more energy. If you put in twelve hours before, you now put in fourteen. If you put in fourteen hours before, you now put in sixteen. If you put in sixteen hours before, you now put in twenty. But the balls keep dropping! All of a sudden, they want to hide. In a flash, you realize that your business has become The Boss you thought you left behind.
Infancy ends when the owner realizes that the business cannot continue to run the way it has been; that, in order for it to survive, it will have to change. When that happens—when the reality sinks in—most business failures occur. When that happens, most of The Technicians lock their doors behind them and walk away. The rest go on to Adolescence. Sarah was beginning to look defeated again. I had seen that look before on the faces of countless clients. When a Technician-turned-business- owner is suddenly confronted with the reality of her situation, a sense of hopelessness can set in.
The challenge can seem overwhelming. But, I sensed that Sarah would struggle with the idea—and herself—until she got it. I used to love the work I do. Because as a Technician-turned-business-owner, your focus is upside down. You see the world from the bottom up rather than from the top down. You have a tactical view rather than a strategic view. You believe that a business is nothing more than an aggregate of the various types of work done in it, when in fact it is much more than that.
When The Technician fills your day with work. When The Technician avoids the challenge of learning how to grow a business. When The Technician shrinks from the entrepreneurial role so necessary to the lifeblood, the momentum, of a truly extraordinary small business, and from the managerial role so critical to the operational balance or grounding of a small business on a day-to-day basis.
I saw that Sarah was still struggling with the idea of doing what she does differently. On a vacation? Or at home? Reading a book? Working in the garden? So you can invent something that satisfies a need in the marketplace that has never been satisfied before. So you can live an expanded, stimulating new life. And get rid of it as quickly as you can. Because a small business simply demands that we do it or the business will shrivel on the vine.
Alvin Toffler The Third Wave Adolescence begins at the point in the life of your business when you decide to get some help. But it always happens, precipitated by a crisis in the Infancy stage. Every business that lasts must grow into the Adolescent phase. Every small business owner who survives seeks help. What kind of help do you, the overloaded Technician, go out to get?
The answer is as easy as it is inevitable: technical help. Someone with experience. Someone with experience in your kind of business. The sales-oriented owner goes out to find a production person. The production-oriented owner looks for a salesperson. And just about everybody tries to find someone to do the books!
Harry knows the books. He knows how to do the books in eight different languages. But most important, Harry has twenty-two years of experience doing the books in a company just like yours. The world suddenly looks brighter again. A major ball is about to be caught—and by somebody else for a change! Harry arrives. You cleared out a generous space for him.
You arranged the books and the stack of unopened letters on his desk. In your business, Harry is that person. And this Monday morning is that critical time. Think about it. Harry is going to take one look at the books and know the truth.
Will he laugh? Will he cry? Will he leave? Or will he go to work? And in a single stroke, you suddenly understand what it means to be in business in a way you never understood before. The Manager in you wakes up and The Technician temporarily goes to sleep.
Your worries are over. Someone else is going to do that now. But at the same time—unaccustomed as you are to being The Manager—your newfound freedom takes on an all too common form. In short, like every small business owner has done before you, you hand the books over to Harry…and run. And for a while you are free. At least relatively so. After all, you still have all the other work to do.
But now that you have Harry, things are beginning to change. Life becomes easier. Life becomes a dream. You begin to take a little longer lunch: thirty minutes instead of fifteen.
Harry comes to you occasionally to tell you what he needs, and you, busy as usual, simply tell him to handle it. Harry needs more people.
The business is beginning to grow. Busy as usual, you tell him to hire them. He does. He never complains. He just works. You get to be The Boss, doing the work you love to do, and Harry takes care of everything else. Ah, the life of an Entrepreneur! And then it unexpectedly happens. A customer calls to complain about the shabby treatment she received from one of your people.
You promise to look into it. Your oldest supplier calls to tell you that the order you placed the week before was placed wrong, so the shipment will be ten weeks late. Out on the shipping dock, you walk up to a kid Harry hired. You look at the package and explode. Here, give it to me. That very afternoon, you happen to be walking by the production line.
You almost drop in your tracks. And as the thud of the landing balls becomes deafening, you begin to realize that you never should have trusted Harry. You never should have trusted anyone. You should have known better.
As the balls continue to fall at an overwhelming rate, you begin to realize that no one cares about your business the way you do. That no one is willing to work as hard as you work. That no one has your judgment, or your ability, or your desire, or your interest. So you run back into your business to become the Master Juggler again. So he interferes with what they have to do even more.
But Harry knew this when he started. He could have told you—his new Boss—that ultimately The Boss always interferes. And the reason is that The Boss always changes his mind about what needs to be done, and how. For you to behave differently you would need to awaken the personalities who have been asleep within you for a long time—The Entrepreneur and The Manager—and then help them to develop the skills only they can add to your business.
The Technician in you has got to go to work! The Technician in you has got to catch the balls! The Technician in you has got to keep busy. The Technician in you has just reached the limits of his Comfort Zone. I looked over at Sarah and could tell I had hit a nerve. Sarah had discovered something in the course of our conversation— something about her Comfort Zone that was very meaningful for her. And, intuitively, I knew we had just taken a snapshot of it.
And it perhaps depends on the way this need is satisfied whether the process of change runs smoothly or is attended with convulsions and explosions. But Harry has needs of his own. He needs more direction than The Technician can give him. He also needs to know where the business is going and where his accountabilities fit into its overall strategy.
And the lack of one causes the business to go into a tailspin. It can return to Infancy. It can go for broke. Or it can hang on for dear life. In short, go back to the time when business was simple, back to Infancy. And thousands upon thousands of technicians do just that. They get rid of their people, get rid of their inventory, wrap up their payables in a large bag, rent a smaller facility, put the machine in the middle, put the telephone by the machine, and go back to doing it all by themselves again.
They go back to being the owner, sole proprietor, chief cook and bottle washer—doing everything that needs to be done, all alone, but comfortable with the feeling of regained control. Predictably, this too takes its toll.
At that point you feel the despair and the cynicism almost every small business owner gets to feel. And with it, any desire to keep busy, busy, busy. The customers become a problem rather than an opportunity. Your standards of dress begin to deteriorate. The sign on the front door fades and peels. For when the dream is gone, the only thing left is work. The tyranny of routine. The day-to-day grind of purposeless activity. Finally, you close the doors.
According to the Small Business Administration, more than , such businesses close their doors in the United States every year. Your business, once the shining promise of your life, and now no promise at all, has gradually become a mortuary for dead dreams. The roll call is endless: Itel, Osbourne Computer, Coleco, and countless more. They are a high-tech phenomenon. With the explosion of new technology and the numbers of those who create it, a whole new breed of technicians has flocked to the business arena.
Along with these wizards and their seemingly unlimited technical virtuosity, an avalanche of new products has thundered through the wide-open doors of an enthralled and receptive marketplace. Unfortunately, most of these companies barely get through the doors before the uncontrollable momentum that got them there forces them to stumble and then fall. As quickly as it grows, chaos grows even faster. For tied to the tail of a technological breakthrough, The Technician and his people rarely break free long enough to gain some perspective about their condition.
The demand for the commodity of which they are so proud quickly exceeds their chronically Adolescent ability to produce it. The result is almost always catastrophic. The reality is otherwise. Luck and speed and brilliant technology have never been enough, because somebody is always luckier, faster, and technologically brighter.
The race is won by reflex, a stroke of genius, or a stroke of luck. Adolescent Survival The most tragic possibility of all for an Adolescent business is that it actually survives! And you do survive. And so you put everything you have into it. And, for whatever reason, you manage to keep it going. Day after day, fighting the same battles, in exactly the same way you did the day before.
You never change. Night after night, you go home to unwind, only to wind up even tighter in anticipation of tomorrow. Something has to give, and that something is you. Does this sound familiar? Because the tragedy is that the condition of Infancy and Adolescence dominates American small business.
It is the condition in most of the small businesses we at E-Myth Worldwide have visited over the past twenty-four years, a condition of rampant confusion and wasted spirits. There is a better way. The nerve I had touched earlier in Sarah had diminished enough for her to collect her thoughts. She knew the answer.
She did everything for me, Elizabeth did. She was absolutely incredible. She did the books. She helped me bake. She cleaned up in the morning and after we closed. She hired my first three employees, taught them how to do the various jobs that needed to be done. She was always here when I needed her. And, as the business grew over the next two years, Elizabeth took on more and more of the responsibility for the business. She worked as hard as I did.
And she seemed to love it here. And me. She seemed to love me too. Goodness knows, I loved her. That she had taken another job. Just like that! I thought it was a joke. And Elizabeth said she was sorry. And then hung up! Hung up. Just hung up. I felt cold inside. How could this be? I thought to myself. How could someone I thought I knew so well, someone I trusted so much, have suddenly become a stranger?
What in the world did this say about me? About my lack of judgment? The people she hired left soon afterward. To be honest with you, I never really had a connection with them.
How easy it was for me to become absorbed by the work rather than the people. And I guess they knew that. Because after Elizabeth left they all seemed to regard me with suspicion. Like I had let her go without telling them or something. If Elizabeth could leave, a woman like that, what did it say about them for staying?
Who knew? I was too devastated to ask. The thought of it is terrifying to me. And so I do it all myself. But trust can only take us so far. Trust alone can set us up to repeat those same disappointing experiences. Because true trust comes from knowing, not from blind faith. And to know, one must understand. And to understand, one must have an intimate awareness of what conditions are truly present. In short, Sarah trusted Elizabeth blindly. Sarah simply wanted to believe in Elizabeth.
It was easier that way. The work of coming to agreement about what her relationship with Elizabeth was about. What role each of them was there to play. What it meant for Sarah to be an owner and Elizabeth to be her employee. She abdicated her accountability as an owner and took on the role of just another employee. She avoided fully participating in her relationship with Elizabeth, and, in the process, created a dynamic between herself and her employee built on a weak structure.
I just needed to find the right way to show her how she could do it differently the next time. How big is small? One person? Ten people? Sixty people? One hundred fifty people? To a Fortune company, a Fortune 1, company is small.
To a Fortune 1, company, a Fortune 3, company is small. To a ten-person company, a two-person company is small. How big can your business naturally become, with the operative word being naturally? Better safe than sorry. They literally implode upon themselves. But over time they die.
Atrophy and die. The job of the owner. When do I wish to be there? How much capital will that take? How many people, doing what work, and how? What technology will be required? Will you make mistakes? Will you change your mind? Of course you will! More often than not. But, done right, you will also have contingency plans in place.
Best case, worst case. And sometimes you will simply fly by the seat of your pants; you will go with the flow, follow your intuition. Nothing written, nothing committed to paper, nothing concrete at all. A Mature company is started differently than all the rest.
A Mature company is founded on a broader perspective, an entrepreneurial perspective, a more intelligent point of view. And therein resides the true difference between an Adolescent company, where everything is left up to chance, and a Mature company, where there is a vision against which the present is shaped. That there is an entirely different way to start a business than the way you and most Technicians-turned-business-owners start theirs.
And that anyone can do it! As though, by answering that question, everything else will be answered. As if the answer to all of the frustrations most small business owners experience is somehow tied to particular people. And so did Elizabeth. To build your business in an enlivening way. Are you ready? A Mature business knows how it got to be where it is, and what it must do to get where it wants to go.
Therefore, Maturity is not an inevitable result of the first two phases. It is not the end product of a serial process, beginning with Infancy and moving through Adolescence. See also Licensing.
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