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This sort of approach is common in small business that if something does not work out, an employee can change jobs, or the owner can open a new company, but as a rule, in this new endeavor he will sooner or later encounter the same problem again. I know many people who own several small businesses that are as alike as two drops of water in terms of their problems. This failure to change is tantamount to repeating third grade over and over again simply because the homework is too difficult in fourth grade-many actions are taken, but the result is poor.

After leaving that first company, I came to two conclusions. The first was that authority must be in the hands of one person, and the second was that there should be no co-owners at all. The first was true, but not the second. The problem was not in the number of co-owners, but in how I had managed the company and dealt with my partners. Fortunately, I stopped making such mistakes after that, and I was therefore able to create two successful manufacturing companies and one consulting company. But I did not immediately recognize the reasons for my first setback, and I had to seriously look into how to manage a group of people and organize their work.