The E-Myth Contractor by Michael E. Gerber

By Michael E. Gerber

With The E-Myth Contractor, Michael E. Gerber launches a sequence of books that follow the E-Myth to precise sorts of small companies. the 1st is geared toward contractors.

This publication unearths an intensive new frame of mind that would loose contractors from the tyranny of an unprofitable, unproductive regimen. With particular tips about issues as an important as making plans, funds and body of workers administration, The E-Myth Contractor teaches readers how to:

  • Implement the inventive turnkey method of management—a technique of making a company prototype that displays the company owner's certain set of skills and replicating and allotting them between staff and customers.
  • Recognise and deal with the 4 types of money—income, revenue, movement and equity.
  • Harness the facility of swap to extend the company.

The booklet additionally offers assistance on a bigger point, major readers in the direction of changing into enterprise visionaries by way of relinquishing tactical paintings and embracing strategic paintings, by means of letting visit achieve regulate. as soon as positioned into motion, Gerber's innovative principles promise not just to aid contractors construct winning companies, yet winning lives as well.

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The E-Myth Contractor

With The E-Myth Contractor, Michael E. Gerber launches a sequence of books that practice the E-Myth to express sorts of small companies. the 1st is geared toward contractors. This ebook unearths a thorough new state of mind that may unfastened contractors from the tyranny of an unprofitable, unproductive regimen. With particular pointers on issues as an important as making plans, funds and group of workers administration, The E-Myth Contractor teaches readers how to:Implement the creative turnkey approach of management—a technique of making a company prototype that displays the company owner's distinctive set of abilities and replicating and dispensing them between staff and buyers.

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Sample text

Life . . they all come down to how well your business works. Whether money takes the form of Income, Profit, Flow, or Equity, the amount of it—and how much of on the subject of money 23 it stays—will always depend on how well your business works. Your business holds the secret to more money. Are you ready to learn how to find it? Earlier in this chapter, I alerted you to the inevitable conflict between the Contractor-as-Employee and the Contractor-as-Owner. Between the part of you working in the business and the part of you working on the business.

He left early in the morning before anyone was awake. He was in no mood for questions or arguments. When Richard got to the office, something was very wrong. Robert, the bookkeeper, was AWOL. Fear flashed through Richard’s body like an electrical current. People were disappearing—first Sarah, and now Robert. But Robert handled the money! He tried to reach Robert at home. No answer. Rummaging through Robert’s desk, Richard discovered that the checkbook was missing! And all the company’s financial records!

Let me tell you the story of Richard and Anne. Richard and Anne were married, with two children. They lived near Sacramento, California. They dearly loved each other, were active members of their church, participated in community organizations, and spent “quality time” together. All in all, they considered themselves one of the most fortunate families they knew. Richard had worked as a framer for 8 years while diligently studying at nights for his Contractor’s license. When he finally had his license in hand, he started his own home-building firm.

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