Share your dreams

Some people are anxious to share their dreams.
But nothing is wrong with that. And with good friends you can even share your deeper thoughts.
So good friends may contribute to fulfill your dreams.



But suppose you've got a brand new idea or activity that you're (only) good at.
Don't worry to share this either.

Sharing good plans and ideas are just like giving away 'sheet music' of Bach:

It looks easy to play, But it isn't !
Still difficult to accept?



Imagine a fugue by Bach that's played by a fireman. Or the fire of your burning house that had to be extinguished by Bach.
What would the performance be in both cases?
Be confident about yourself.


Share your dreams and ideas and things will come your way !

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Columbus Egg

We often try to perform,living by the rules.

Rules are often developed based upon experiences, the past.
To capture the future, set for new directions, 'old rules' sometimes get in the way.

One step further is the Master, who sets the rules needed to achieve new goals.

A great example of such a master is Christofer Columbus, who discovered America in 1492.

The egg of Columbus

Just after his first voyage, Columbus was at a party.

There, somebody told him that if he had not discovered America, someone else would have.

Without reply, Columbus took an egg and said, "He who can make this egg stand here on the table without support, he was the first to discover the Indies."

Each person on the table attempted to make the egg stand, but no one succeeded.


Then Columbus took the egg in his hand an with a smart stroke upon the table, it remained upright.

As is clear, Columbus in one single action proved:

• He (only) had the capabilities of succeeding in utopic goals
  
• Once somebody discovered something new in a simple way, that doesn't mean it wasn't hard to discover
  
• To succeed, if neccesary, you'll have to change the rules (stroke the egg)
  
• Tough situations urge for thinking out of the box

Remember, sometimes you cannot make an omelette without breaking the egg.

Next time your goals look unreacheable or you don't have enough time or patience, simply try changing the rules.

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Career Decision Matrix

Rewarding employees looks simple. If someone "makes the numbers", simply reward him or her. When exceeding the numbers simply give an extra bonus or promote someone.

If someone doesn't deliver the promised targets, simply fire that person.

Unfortunately it's not that easy...





Lack of attitude
What if your employee "makes the numbers" but doesn't show the right attitude and/or doesn't demonstrate the company values.

Although it seems hard to decide: Fire that employee. Not firing, will result in 'copy behavior' of other employees, with chaos or possible mutiny as a result.


Not delivering the numbers
What about the reversed situation, when someone is showing the right attitude and company values, but doesn't (yet) deliver the promised numbers?

Give him or her a second or third chance.


Next time you reward someone, take into account his or her attitude.

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Permission paradox

You recognize these situations?:

• You apply for a 'manager job', but are turned down because you don't have any 'manager experience' However, you can not seem to gain manager experience without first being a manager.


• You've got your drivers license, but your father or partner doesn't allow you to drive his car. He's afraid you might damage it. You can only proof you will not damage the car by driving it.

These situations are examples of what is called the

Permission Paradox




The permission paradox with regard to career management is described and promoted by Spencer Stuart on bases of the book 'The 5 Patterns of Extraordinary Careers'.

It's one of the great Catch-22s in business.

In general it's simply stated: “You can't get the permission (job) without the experience and you can't get the experience without the permission (job).”


In practice you can overcome the paradox. Let's mention a few methods for gaining permission.

• If you want something, just ask


• Demonstrate competence or required behavior in areas that form the building blocks for new future roles


• To gain associative or expert permission, get the relevant credentials


• Ensure that both parties get something from the relationship

Of course there are more, (discussable) strategies to avoid the permission paradox.

But anyway, unlock your potential, be aware of the paradox and don't accept a 'no' for an answer: do something!

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