The E-Myth is that businesses are started by entrepreneurs who are skilled and knowledgeable about building a small business. Instead, Gerber argues, businesses are started by “technicians” who are good at what they do but have no idea how to run a business. 

To better run their businesses, the book suggests business owners take a lesson from franchises and develop turn-key processes and systems so their businesses can run more efficiently.

Gerber’s core idea is that business owners need to take the broader view. You should be working on the vision for your business—concentrating on developing strategies and not just handling the day to day.

 In “Dare to Lead,” Brown continues her assertion that business leaders need to be themselves and urges us to reconsider what it means to be a leader. Being the boss is not about wielding power. Instead, she writes, “A leader is anyone who takes responsibility for recognizing the potential in people and ideas, and has the courage to develop that potential.” 

To create a positive work culture, “Dare to Lead” encourages business owners to stop micromanaging. It’s not about abdicating responsibility, Brown says. Business owners should still “stay curious and ask the right questions,” but it’s critical we trust employees to do their jobs.

Brown says we need to create a work culture where employees are encouraged to explore and try new things but know that it’s okay to fail.

Essentially, our habits are hardwired into our brains, and when triggered, we don’t think—we behave instinctively.

So, while that’s positive news for our good habits, what are we to do about the bad habits we’ve developed? Duhigg says all habits consist of three steps—cue, routine, and reward. To change our bad habits, we need to recognize the cue and substitute the routine with a better one. The key is willpower. It’s not easy to change bad habits, but it’s possible if we work toward that every day.

One of my favorite parts of this book is the Think Win/Win chapter, which stresses that there is more than one way to solve a problem. The advice is to listen to what others have to say and then decide whether they know what they’re talking about.

The book also reminds us that we can succeed by being fair, honest, and authentic and by treating people the way we want to be treated. The “Golden Rule” never gets outdated.

 If you’re planning to start a business, you need to know why you are doing it. When you understand that, Sinek says you’ll know what products to launch with and which services to offer. If you’re already in business, you should remind yourself why you started: What was your purpose—and are you still living it? 

 Once you know (or remember) your purpose, you can inspire and lead others more easily. This is particularly sound advice today as a growing number of millennials and Gen Z workers are seeking employers who have a clear purpose and are both community- and socially-minded.

 Like E-Myth author Michael Gerber, Sinek believes that if you focus on why you started your company rather than worrying about the day-to-day operations, you will be better prepared to inspire and lead, and your business will grow.