The E-Myth Revisited
by Michael E. Gerber
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Gerber argues most small businesses fail because technicians become owners without learning to build systems. The solution: work on your business, not in it.
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- 288
In the Conversation
In this collection, The E-Myth Revisited is cited by 7 other books.
It’s picked up by Company of One, Traction and Built to Sell and 4 others.
Scroll down to read the exact passages where other authors reference this book and what they say about it.
What People Say
The E-Myth Revisited is one of the most frequently cited books among entrepreneurs and small business authors, valued for its blunt diagnosis of why most small businesses fail. Paul Jarvis references it for solopreneur systems, Gino Wickman cites its sobering failure statistics in Traction, and John Warrillow draws on it in Built to Sell for building businesses that can operate independently of their founders.
Dan Martell and even screenwriting authors like Robert McKee and Blake Snyder echo Gerber's core insight that durable work comes from disciplined systems, not inspiration or talent alone. Readers find the 'work on your business, not in it' framework genuinely life-changing, though some note the fictional narrative device Gerber uses can feel dated and a bit drawn out.
What This Book Draws On
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What Other Authors Say About It
7The exact passages where other authors bring up “The E-Myth Revisited” and what they take from it.
Jarvis references Gerber's E-Myth on solopreneur systems.
Wickman references Gerber's E-Myth on 80% failure statistic.
Warrillow references Gerber's E-Myth on building businesses independent of founders.
McKee's insistence on deep industry craft over talent parallels Gerber's E-Myth argument that durable work comes from disciplined systems, not inspiration
Snyder's systematization of screenwriting into repeatable templates parallels Gerber's E-Myth insight that creative work scales only when turned into documented process
Gerber's E-Myth framework about working "on" the business rather than "in" it is referenced in the Replacement Ladder chapter. Martell builds on this idea, showing how entrepreneurs can systematically replace themselves at each level.
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