The position of CEO (CEO) in the business world is more or less the equivalent of a president in the world of politics. Therefore, the frantic quest that everyone is making in order to reach this position is definitely justified, whether through career progression in institutions, or through the establishment and management of a private company in agreement with partners and investors. But the surprise that awaits you is that once you settle into the CEO chair, dreams of reaching the position are dissipated, replaced by nightmares of responsibility.
There is a permanent area of uncertainty regarding the position of CEO (CEO) and the responsibilities that come with it, especially for managers of start-up companies with a small number of employees. Is his role managing the operations himself, controlling the overall performance of the company, following up on technical operations, or dedicating himself to making deals and partnerships? In a more brief sense: Is the nature of the CEO’s work more administrative, marketing, entrepreneurial, or creative?!
When a startup is established, every CEO finds himself facing the immediate question: What exactly is his role? Should he oversee the technical details himself? Should he practice management patterns to manage and evaluate employees efficiently? Or should he focus on attracting deals and partnerships and developing long-term strategies?
Michael Gerber, a global expert on startups, has written an iconic book called The Entrepreneurship Myth, which tells the fictitious story of a young entrepreneur, Sarah, who opens a small restaurant. The book focuses on solving the dilemma of the role of the CEO, which is divided between three tasks: the entrepreneur and the technical director, and how the CEO’s effort can be properly distributed among the three departments. The book is closer to a narrative narrative that is interspersed with situations and events, and starts from the zero stage through the establishment and financing of the company, and then the stage of its growth and management.
The book is composed of 19 chapters covering all the basic axes for establishing a company, managing and developing it. It is divided into three main parts: The first, in which Gerber explains his view of the concept of entrepreneurship, its advantages and common mistakes. The second section: the operating system and a new vision for doing business, in which it focuses on the correct and comprehensive management of operations for all its components. As for the third section, it talks about building a successful project, highlighting the topics of management, strategies, organization, staffing, and others.
The book can be considered a guide that focuses on the mysteries and secrets of launching small companies, even in its traditional concept far from the entrepreneurial style “start-up”, and its title came with this name “The Myth of Entrepreneurship” because its author believes that the huge media momentum around the word entrepreneurship and its export as the preserve of creators and innovators is considered misconception, and that any person, man or woman, with sufficient correct theoretical knowledge, a good deal of continuous work based on sound methodologies and progressive development, can establish and run a successful company