My wonderful toolbox
(Part 01 – The entrepreneur-manager-specialist model)
Many founders start out full of passion, but quickly come up against limits that cannot be overcome with expertise alone. As a start-up coach, I experience time and again how methods and models not only change my clients’ day-to-day work, but also their lives. Michael E. Gerber ‘s Entrepreneur-Manager-Specialist model in particular opens many people’s eyes and helps them find their way out of dead ends.
Why founders get stuck at some point
Founders are usually experts in their field, but are suddenly also responsible for strategy, organisation, finances and management. The belief that ” I am responsible for everything!” leads them to do everything themselves. The result: overwork, frustration and the feeling of being trapped in their own company. Gerber’s model shows a way out and helps to change the focus. – Albert Einstein’ s famous theorem illustrates the dilemma and also provides a way out of it:
“Problems can never be solved at the same level at which they were created.”
It requires a change in thinking and beliefs and this can only be achieved by changing levels. If implemented consistently ,this revolution in thinking leads to a revolution in time.
The entrepreneur-manager-specialist model
Gerber distinguishes between three roles:
- Specialist: Carries out the operational work, creates added value.
- Manager: Plans processes, creates structures, keeps the system running.
- Entrepreneur: Recognises opportunities, sets values and strategy.
In small companies, one person usually takes on all roles – with contradictory goals. The specialist wants to act immediately, the manager seeks order, the entrepreneur thinks visionary. Those who only act as specialists get stuck in day-to-day business and prevent growth.
Aha moments from practice
Many customers report that the model helps them understand for the first time why they are not making progress despite working hard. Typical insights:
- “Now I understand why I’m always stressed – I do everything myself!”
- “My company must function like a system that also runs without me.”
- “More expertise alone is not enough – I lacked the entrepreneurial mindset.”
From self-employed to entrepreneur
- Createawareness: Your own time is limited. If you want to grow, you have to hand over tasks and concentrate on development.
- Reflect onroles: Becoming an entrepreneur requires courage and discarding old habits.
- Establishsystems and processes: Clear structures, checklists and responsibilities are crucial.
- Strengthen the entrepreneurial role: develop visions, set goals, orientate the company towards autonomy.
Testimonials
- Agency owner: on the verge of burnout because she was doing everything herself. Thanks to the model, she learnt to hand over tasks permanently and gained time for herself and her role as an entrepreneur.
- IT consultant: Could never go on holiday because everything depended on him. The reorganisation of roles and their tasks created clarity, freedom for the entrepreneur and time for his own development.
Other effective methods
- The bottleneck-focussed strategy (according to Mewes): Very quicklyclarifies what a strategy is and how it can work.
- The positioning triangle (according to Hokema): Helps to develop your own positioning on the market.
- The 6-level model (according to Allen and Hokema): Creating a basic organisational structure for projects, companies and individuals.
Why methods are so powerful
- They create clarity and help to recognise blind spots.
- They provide orientation – especially in uncertain times.
- They enable growth through role allocation and processes.
- They promote self-reflection and new approaches.
The role of a business coach.
As a coach, I choose suitable methods, accompany you during implementation and provide support in the event of setbacks. Trust and honesty are crucial.
Conclusion
Many founders report that methods such as the entrepreneur-manager-specialist model have opened their eyes and ” saved” them. They realise that they don’t have to do everything themselves, but can take their company to a new level through clever role allocation and systems. It would therefore be more correct to state the belief from the beginning of this article as follows:”I am responsible for the whole and not for everything!”. Do you recognise the crucial difference?
The true power of methods lies in the fact that they can trigger real transformation – for the company and for your own life.
Fancy working on it? I ‘m ready when you are.
Carsten Hokema
