Management is an art for some, a craft for others. Being a great leader or manager isn't something you can simply learn from textbooks; it's a role you grow into through the act of doing, through leading teams, and steering companies. Experience is the irreplaceable teacher in this journey. 

 Reflecting on my own journey, I realize how the most defining moments were those not covered in academic syllabi. There were no classroom discussions on handling the emotional weight of talking to employees who've lost loved ones on the job, no lectures on the delicate matter of letting someone go, and certainly no exam questions on navigating the supply chain implications of geopolitical events like Huthi Rebel attacks. These real-world challenges are the forge in which great leadership is tempered. 

 However, the absence of a direct path to experience doesn't mean you're left unprepared for the managerial world. The landscape is rich with external resources. Traditionally, external insights for management styles and strategies have been gleaned from books, TED Talks, YouTube lectures, and conferences. However, the future of learning in management will be shaken to its ground by a revolutionary shift. 

 Picture this: You're facing a tough problem at work, the kind that leaves you racking your brain for solutions. How invaluable would it be if you could seek guidance from a business icon you admire? Imagine being able to ask Simon Sinek, for instance, about the best approach to deal with a specific individual or a particular issue and even brainstorm with him about the answers. 

 Well, guess what? By the end of this week, this won't just be a scenario to daydream about – it will be a real possibility. 

According to The Verge, "GPT Stores, where users can sell and share customized AI agents based on OpenAI’s large language models, will officially launch this week, OpenAI said in an email to people signed on as GPT Builders. 

OpenAI first announced at its November developers conference that it would let other people build AI agents, called GPTs, using its GPT-4 large language model. It’s only available to ChatGPT Plus and enterprise subscribers and lets people create customized versions of ChatGPT-style chatbots, ranging from one explaining Gen Z memes to one that guides people through negotiations."

 Conversations with the Wisdom of the Past 

 Imagine being able to seek personal advice from the greatest management minds like Adam Grant, Simon Sinek, Dr. Marshall Goldsmith, Brené Brown, Peter Drucker, Jim Collins or so many others, even posthumously. This is no longer a fantasy. With custom GPTs like the distilled essence of their wisdom is now at your fingertips, ready to be consulted and conversed with. There will be tons of GPTs built using the freely available knowledge from so many great minds who live or lived on our planet. 

 This AI-driven mentorship model will change how new managers acquire and apply knowledge. 

 I tried it myself and built such a Custom GPT and loaded it with the freely available knowledge of my management idols mentioned above. I named it

 "Philosophy of Work"

 How would that look like? 

 Let's explore how 'Philosophy of Work' can assist a new manager in navigating challenging situations with real-time, AI-driven advice. 

Scenario: Fostering Team Collaboration in a Remote Setting

 Manager's Query: 

 "I'm managing a remote team where communication seems to be breaking down. We have team members across different time zones, which complicates meeting schedules. There's also a noticeable divide between older team members who prefer email and younger ones who lean towards instant messaging platforms. I need to improve collaboration and ensure everyone feels equally involved and heard. How would you advise me to handle this?" 

 'Philosophy of Work' Response: 

 Your situation calls for a nuanced approach, integrating the principles of Brené Brown, Peter Drucker, and Jim Collins. Firstly, embrace Brené Brown's ethos of vulnerability and empathy. Address the communication challenges openly in your next team meeting, acknowledging the diversity in preferences and time zones as a strength rather than a hurdle. Create a safe space where everyone, regardless of their preferred communication method, can express their concerns and suggestions. 

 Peter Drucker's emphasis on effective communication in management comes into play here. You should establish a clear communication strategy that balances synchronous and asynchronous methods. For instance, rotate meeting times to accommodate different time zones fairly, ensuring no particular group is always inconvenienced. Supplement these meetings with a robust asynchronous communication plan, using a platform where emails, instant messages, and other updates are consolidated, ensuring accessibility for all team members. 

 Jim Collins' concept of disciplined action is crucial in implementing these strategies. Set specific, actionable goals for improving communication – for example, a bi-weekly rotation of meeting times and a monthly review of communication effectiveness. Encourage team members to hold each other accountable, fostering a culture of disciplined communication. 

 Finally, consider using collaborative tools that unify different communication styles, like a project management tool that integrates email and instant messaging, making it easier for everyone to stay on the same page. 

 Follow-Up Question: 

 "What if some team members resist the new communication methods or the rotation of meeting times?" 

 Follow-Up Answer: 

 Address resistance with a combination of empathy and firmness. Reiterate the importance of these changes in fostering a more inclusive and productive work environment. Encourage open feedback but be clear about the expectations and the reasons behind these changes. If certain individuals continue to resist, consider one-on-one meetings to understand their concerns better and find a middle ground without compromising the team's overall efficiency and morale. Remember, as a leader, your role is to guide and sometimes push your team towards practices that benefit the collective, even if they require some initial adjustment. 

2. Scenario: Dealing with Underperformance

 Manager's Query: 

 "I'm facing a challenging situation with a team member, Alex, who has been consistently underperforming. Alex used to be one of our star performers, but over the past few months, their productivity and quality of work have significantly declined. I've noticed that Alex seems disengaged and less communicative in team meetings. I need to address this issue without demoralizing Alex further. How would you suggest I approach this situation?" 

 'Philosophy of Work' Response: 

 "This challenging scenario calls for a nuanced approach, integrating insights from Simon Sinek, Steffen Reckert, and Adam Grant. 

 1. Discovering the 'Why' (Simon Sinek's Principles): Start by having an empathetic, one-on-one conversation with Alex to understand their 'why'. Simon Sinek emphasizes the importance of understanding the underlying motivations and values that drive individuals. Encourage Alex to open up about any personal or professional challenges they may be facing and what they feel passionate about in their work. This can help rekindle their intrinsic motivation. 

 2. Agile Adaptation (Steffen Reckert's Approach): Drawing from Steffen Reckert’s principles, adopt an agile approach to managing Alex’s situation. This might involve redefining Alex’s role to better align with their strengths and interests or adjusting their workload to manage stress better. The key is to be flexible and responsive to the needs of Alex, showing a willingness to make changes that could reignite their performance. Document performance impacts and validate with data if the change helped. 

 3. Fostering Originality (Adam Grant’s Perspective): Utilize Adam Grant’s insights on nurturing originality and creativity. Encourage Alex to come up with innovative solutions to their current challenges, or propose new projects they feel passionate about. This could help boost their engagement and provide a new perspective on their role. Grant's approach underlines the importance of non-conformity and creative problem-solving in revitalizing one's work life." 

 Follow-Up Question: 

 "What should I do if Alex continues to underperform, even after these interventions?" 

 Follow-Up Answer: 

 If Alex’s performance does not improve despite your efforts, it’s important to have a candid conversation about the future. Discuss the possibility of finding a role that better suits their current state or exploring professional development opportunities that could reignite their interest and skills. However, also be clear that continued underperformance cannot be sustained indefinitely. It’s crucial to balance empathy with the need for accountability and the overall well-being of the team, as advocated by these thought leaders. 

 Whats Next? 

 Of course you could now start and ask further follow up questions to dive deeper into the topic and brainstorm with the GPT. 

 Exploring further into the topic of AI-driven decision-making in management, the intersection of artificial intelligence capability (AIC), management, and decision-making presents a groundbreaking avenue for enhancing firm performance. A study highlighted in Frontiers underscores this potential, revealing how AIC indirectly influences firm performance through creativity, AI in management (AIM), and AI-driven decision making (AIDDM). This relationship is moderated by factors such as innovation culture and environmental dynamism. 

 In the context of our custom GPT tool, the implications are profound. Managers can delve deeper into complex topics and brainstorm solutions by interacting with AI. For instance, they might explore how to balance technological innovation with human-centric leadership, drawing on AI's data processing capabilities while maintaining a focus on creativity and empathy. Such AI tools could potentially help managers navigate through complex decision-making processes by providing insights based on a vast repository of management knowledge and principles. This aligns with the evolving role of AI in enhancing decision-making quality, as seen in various business domains. 

Respecting Creator Rights in the Age of AI

 As we embrace the revolutionary capabilities of AI in management learning, a crucial ethical question arises: What about the creator rights of the management thinkers whose wisdom is being distilled into these AI tools? 

 If we were to speculate on what Simon Sinek, a proponent of inspirational leadership, might say about his ideas being integrated into a GPT, we could imagine a range of reactions. On one hand, Sinek, known for his encouragement of sharing and spreading ideas to inspire action, might appreciate the broader dissemination of his concepts, recognizing the potential for greater impact and reach. 

 On the other hand, there's the matter of consent and compensation. Would Sinek, or any thought leader for that matter, be comfortable with their intellectual property being used in this way? This is not just about personal credit but also about the financial implications. In a world where knowledge is power and has monetary value, should there be a system in place, akin to royalties in the music industry, to compensate creators every time their knowledge is utilized? 

 This raises broader questions in the realm of AI and creator rights: 

Consent and Acknowledgement: How do we ensure that the creators of the content fed into AI systems are properly acknowledged and have consented to this use?

Financial Compensation: Should there be a mechanism for compensating creators, similar to how royalties work in the music and publishing industries?

Ethical Use and Distribution: How do we balance the free distribution of knowledge with the rights of the individuals who originally created that knowledge?

Legal Frameworks: What legal frameworks need to be developed to protect the intellectual property rights of creators in the age of AI?

 In conclusion, while AI tools like 'Philosophy of Work' offer exciting possibilities for management learning, they also bring to the forefront the need for careful consideration of creator rights. This is not just a technical challenge but a moral and legal one, requiring thoughtful dialogue and policy-making to ensure fair and ethical use of intellectual property in the AI era. 

 It will be very interesting where this will go and maybe I will be forced to delte my management helper tool soon, but nevertheless, this represents a paradigm shift in management learning. 

 Our GPT is a tool that blends the wisdom of the past with the technology of the future, offering personalized, context-specific advice. This AI-powered mentor is more than just a repository of knowledge; it's a dynamic, interactive guide that evolves with you. As we step into the future of management. My GPT 'Philosophy of Work' stands as one testament to the endless possibilities of AI in enhancing leadership skills and organizational success. This is just a glimpse into what is currently coming along our way. 

"Sometime they’ll give a war and nobody will come." - Carl Sandburg

 In a world that's constantly changing, we're at a crossroads in how we think about our teams and leaders. This article is all about digging into that big question: In these tough times, do we need unwavering warriors or inventive creators to steer the ship? We're mixing some serious economic predictions with a dash of philosophy and real-deal workplace vibes to tackle this. It's more than just a thought exercise; it's about figuring out the best way to lead and thrive when the going gets tough. So, let’s dive in and see what kind of team we really need to make it through the storm. 

 In these challenging times, our companies face unprecedented pressures. The most recent World Bank's report predicts a global growth deceleration from 5.5% in 2021 to 4.1% in 2022 and 3.2% in 2023, impacting economies worldwide. The World Economic Forum echoes this, forecasting global growth to slow to 2.7% in 2023, with about one-third of the world's economy facing a technical recession. This downturn is led by advanced markets, with projected growth falling to 1.1% in 2023. 

 This backdrop leads companies to prepare their employees for tough times, appealing to their corporeal spirit and loyalty. Calling for warriors. 

 But what happens when employees resist this call to arms? What if, as Berthold Brecht suggested, the company declares war time and no one shows up? 

 This article delves into what employers must provide to ensure employee loyalty in challenging times and if it is really warriors we need. It's not about picking the easy path, but about finding the benefits of the hard way and understanding the types of employees in your organization. 

 Rather than simply outlining a list of strategies for companies, I'd like to embark on a brief exploration of the two types of individuals who make up your workforce in this times. Understanding the nature of your employees is key to discerning what will encourage them to stay. 

 Let's delve deeper into these employee archetypes, questioning the traditional preference for Warriors in the workplace and emphasizing the crucial role of Creators. 

 The Warrior Versus The Creator 

 The Warrior represents the traditional employee - disciplined, reliable, and adept at navigating structured, rule-based environments. They excel in execution, embodying loyalty and a methodical approach to tasks. In contrast, the Creator is the epitome of modern workforce dynamism - innovative, adaptable, and unbound by conventional norms. Creators are visionary thinkers, driven by a passion for pioneering new ideas and solutions, often thriving in less structured, more fluid environments. This juxtaposition between the Warrior's steadfast obedience and the Creator's imaginative problem-solving highlights the evolving needs of contemporary businesses, emphasizing the growing importance of creativity and adaptability alongside traditional corporate virtues. 

 The Misconception of Need 

 Many employers cling to the notion that they need Warriors - those who maintain the status quo. However, the evolving business landscape demands Creators - the innovators and architects of transformation. The essence of a creator lies in their pursuit of a higher goal, unlike Warriors who focus on immediate objectives. 

 Recent research shifts the focus towards employees who embody creativity, challenging the traditional preference for a 'warrior-like' adherence to orders and execution. 

 An IBM study, surveying over 1,500 executives, found creativity to be the most crucial factor in business success, surpassing management, integrity, and vision. This shift signifies a growing acknowledgment of creative prowess as an essential driver across industries. 

 Similarly, LinkedIn Learning ranks creativity among the most sought-after skills in the modern workforce, equating it with technical abilities like cloud computing. The adaptability and applicability of creative skills across various sectors underscore the increasing need for innovative thinkers who can adapt to and shape the rapidly evolving workplace landscape. 

 In a world where automation and robotics are taking over routine, process-driven tasks, there is an escalating demand for employees capable of conceiving new and enhanced solutions. Our world is rapidly transforming, with adaptability becoming increasingly crucial. Gone are the times when you'd land a job and stick with it indefinitely. Take, for instance, my uncle who celebrated a 50-year work anniversary – a rare feat these days. When you envision your own career path, does it mirror your long-term commitment? For most of us, the answer is likely no. 

 The U.S. Bureau of Labor Statistics reports that the median tenure of salaried and wage workers with their employers is 4.1 years, with a slight variation between men (4.3 years) and women (3.9 years). This same bureau also found that the average person holds around 12 jobs in their lifetime. Men typically hold 12.6 jobs, and women hold 12.3 jobs on average. Furthermore, the average person changes careers 5-7 times throughout their working life, and approximately 30% of the total workforce changes jobs every 12 months 

 In this evolving context, soft skills such as creativity are becoming increasingly valuable, distinguishing exceptional job candidates capable of introducing unique and pioneering ideas. 

 This scenario presents a conundrum where company leaders desire employees who are both warriors and creators. Nietzsche’s philosophy, particularly his discourse on “War & Warriors” in "Thus Spoke Zarathustra," resonates with this situation. He lauds the warrior’s qualities but also emphasizes their distinctiveness from creators. Nietzsche points out, “To the good warrior soundeth ‘thou shalt’ pleasanter than ‘I will.’” This suggests that those conditioned to obey - by education, societal norms, or other influences - are less likely to innovate. The need for creative ideas is critical for a company to gain a competitive edge in challenging times. 

 Thus, we're witnessing a paradigm shift where companies are encouraged to transition from a focus on 'warrior-like' employees, who excel in execution and compliance, to valuing 'creators' known for their innovative, flexible, and problem-solving abilities. 

 Keeping the Creators 

 In tough times, the challenge is not just to have these creators but to retain them. The three main strategies include: 

Empowerment and Autonomy: Following the principles of Auftragstaktik, providing creators with the freedom to innovate is crucial. This fosters a sense of ownership and responsibility.

Recognition and Appreciation: As emphasized by Dr. Marshall Goldsmith, meaningful recognition of creative contributions is vital for employee retention.

Professional Growth and Development: Inspired by Adam Grant's ideas, offering continuous growth opportunities is key. This includes access to new projects, mentorship, and training, showing a commitment to their future.

 To retain top talent, consider these questions: 

Do you provide sufficient autonomy, allowing employees to challenge standards and be heard by top management?

Do your employees feel genuinely valued, as measured by engagement scores?

What development opportunities are you providing? It's about creating an environment for growth, not just providing tools.

 The times call for a shift from valuing Warriors to embracing Creators. Even when the times are rough, it's about building an environment where innovation thrives, and every employee feels valued and motivated to contribute to the long-term success of the company. 

 Within the corporate world, a disconcerting phenomenon often unfolds: Individuals who contribute little to innovation or value creation ascend to high positions. This puzzling situation arises because these individuals, commonly known as 'bad managers,' invest their energy into crafting a compelling narrative about themselves rather than creating real value for the company. This grants them a competitive edge over hard working peers who juggle between their core responsibilities and the need to sell their successes internally. The underlying question is: How does this happen?
 
 Management often faces challenges in distinguishing between these two types of individuals. Hiring and promotion decisions are frequently made by committees with limited familiarity with the candidates. It requires exceptional people skills to discern in brief interactions whether a person has genuinely earned their successes or merely appropriated the hard work of others.
 The issue lies not only in recognizing  these 'bubble-talkers' but in the systemic flaws that allow them to thrive. Skilled in gaming the system for personal gain, these individuals often rise to positions where real leadership is crucial. However, when their facade crumbles, they resort to blaming others for their inevitable failures.
 
 Assuming a position of influence inherently invites intense pressure. If you haven't acquired the necessary skills and resilience to manage this pressure, or haven't learned to effectively utilize your pressure relief mechanisms, the situation can quickly escalate to a boiling point.
 Your primary objective must be to fulfill your role to the best of your ability. The stakes are high - people's livelihoods, and indeed, their overall well-being, hinge on your performance! This isn't an exaggeration. As a leader, your employees' engagement is directly influenced by your actions. Their level of engagement, in turn, impacts their mood and permeates their personal lives. If you transform someone's job into a tormenting ordeal, you must recognize that you're not just wreaking havoc on their professional life, but also causing collateral damage to their personal life.

 As one ascends the career ladder, the significance of people management skills intensifies, and the absence of these skills becomes glaringly evident. When such inept managers ascend to the pinnacle, not by genuine accomplishments borne out of navigating the inherent trials and tribulations on the path to success, but by mere self-promotion, failure becomes inevitable and the chaos begins to accumulate.
 
 Negative feedback should prompt adjustments in conduct or role removal.  Regrettably, this seldom occurs due to two primary factors. First, poor managers will fiercely defend their attained status. They will never concede that they could have been mistaken or admit that they manipulated their way to the top. Second, as decision-makers in organizations, we depend on feedback. However, if this feedback isn't truthful and aimed at uncovering shortcomings and errors, it loses its value.
 
 When people perceive that providing candid feedback is discouraged, competent individuals distance themselves, leaving a void filled by underperformers. Remaining flatterers adapt and applaud every action, losing touch with reality. The dangers of surrounding oneself with sycophants can lead to poor decision-making and a disconnection from reality, as demonstrated by historical examples like Kim Jong-un's regime in North Korea and various dictators throughout history. Kim Jong-Un's regime is notorious for its strict control over information and the severe punishment of dissent. This environment fosters a culture of sycophancy, as those around him are often too fearful to provide honest feedback or challenge his decisions.
 
 Kim Jong-un's leadership style has led to a situation where he is often surrounded by individuals who constantly affirm his decisions, regardless of their actual merit or the potential consequences. This lack of honest feedback and critical evaluation can lead to poor decision-making and a disconnect from the realities faced by the people of North Korea.
 Another source, a book review in The Guardian of "How to Be a Dictator" by Frank Dikötter, mentions how dictators like Mussolini, Hitler, Stalin, Mao Zedong, Kim Il-sung, and Haiti's "Papa Doc" Duvalier, have all surrounded themselves with sycophants, leading to disastrous consequences for their countries.

 These examples illustrate the dangers of leaders surrounding themselves with flatterers and yes-people, as it can lead to a distorted view of reality and poor decision-making. It's a cautionary tale for any leader, reminding them of the importance of fostering an environment where honest feedback is valued and encouraged.
 
 Niccolò Machiavelli once remarked, "There is no other means of guarding oneself against flattery than by letting men understand that they will not offend you by speaking the truth."

 If you cultivate and sustain an environment of trust, people will feel at ease to convey even the most uncomfortable truths to you or the skip level manager. That's when you know you're on the right path. Once you're cognizant of an uncomfortable truth, you must make a concerted effort to address it.
 So, if you find yourself surrounded by sycophants, you're in a significant trouble, and this trouble is of your own making. You must rectify this flaw at the earliest. Positive feedback is beneficial if genuine, but demanding or rewarding it exclusively can lead to detrimental outcomes. The moment feedback ceases to be about WHAT and HOW and becomes solely about WHO, it's time for you to introspect and engage in a serious conversation with yourself.
 Avoid allowing autocrats to steer your organizations, as they will inevitably lead to their downfall, much like their real-life counterparts do to their nations. This primarily occurs through the disengagement of your workforce and the erosion of relationships with your stakeholders.

 Leadership is not about authoritarianism; it is about inspiring and enabling others to achieve greatness. By embodying these principles, organizations can cultivate effective leadership and avoid the downfall associated with inept management or as Dwight D. Eisenhower once said, "You do not lead by hitting people over the head — that's assault, not leadership."

Navigating Value and Appreciation in the Modern Workplace

 In the ever-evolving landscape of modern business, understanding and fostering a sense of value and appreciation among employees is crucial. I want to describe some concepts, exploring how they impact employee engagement and satisfaction. 

 Lets start with some data: 

• 41% lower quality defects
• 64% lower safety incidents
• 28% lower theft rate
• 81% lower absenteeism
• 14% higher productivity
• 23% higher profitability

 Is this something you would be happy to see amongst your employees? So you should make sure that they feel engaged. Feeling valued is at the heart of engagement. The above mentioned KPIs are the effects of engagement according to the Gallup Engagement Survey. 

Understanding the Dynamics of Workplace Value

 At the heart of employee satisfaction and engagement lies a critical question: Do employees feel valued? This inquiry transcends mere acknowledgment, diving into the intrinsic worth that individuals contribute to their roles. The subjective nature of value in the workplace is similar to how we might value everyday objects differently depending on our circumstances and needs. 

 A value is always an agreement between two parties based on their needs. Lets look at this from the other point of view: How much are you worth to your company? 

 You get your salary, let's say you get $50,000 a year - your value now is $50,000. But what are you giving back to the company? Is it worth $50,000? Are you developing a product that sells and generates revenue that would cover all the costs associated with you, plus a little bit more to make a profit as well? Have you done projects that save the company $50,000 or more per year in costs? Your value is created by you and determines your feeling of worth. 

 Let's say you did a great cost savings project and helped the company save $100 million. At some point, you'll start to wonder if your value to the company is really "just" the $50,000 they're paying you, right? Then it's time to kick down the door to your boss and ask for a hefty raise, right? The answer to that is not so simple. After all, if they made 100 million in savings, surely you should get at least 50 million of that. Fifty-fifty, that would be fair. 

 However, if your job was to save 200 million, then the deal you made with your company was that they would give you 50k for saving them 200 million. However, you actually "only" delivered 100 million, which technically reduces your value to 25k. The tricky thing is that you could have also said from the beginning that this deal is not fair, and you want at least 100k. The value is a given. The company puts a value on the job you are doing and so do you. At a certain point you agree, and the contract is sealed. 

The Challenge of Aligning Perceptions of Value

 However, aligning perceptions of value is often challenging. Vague job descriptions, unclear goals, and sporadic feedback can lead to a mismatch between expected and perceived value. This gap can lead to employee dissatisfaction, as individuals struggle to understand and fulfill their roles effectively. Moreover, psychological tendencies like the Dunning-Kruger effect show that people often overestimate their contributions, adding another layer of complexity to this issue. 

Leadership's Role in Value Creation and Recognition

 Leadership plays a crucial role in navigating these complexities. Managers must ensure clarity in roles and expectations, defining what constitutes value in specific contexts. Recognizing both tangible and intangible contributions is key to creating a work environment where every team member feels valued and appreciated. 

 Beyond monetary compensation, the spectrum of value in the workplace includes other forms of recognition, such as support, opportunities for growth, and a sense of fulfillment. Understanding these non-monetary aspects is essential in creating a positive and engaging work environment. 

 Effective communication of value is essential. Employees who understand and can articulate their value are more likely to be recognized and advance within their organizations. This requires self-reflection and honesty, enabling individuals to objectively evaluate their contributions and communicate their value effectively. 

Aligning Personal Goals with Organizational Objectives

 Aligning personal goals with organizational objectives is critical for creating a sense of value and purpose. When employees resonate with the company's vision and goals, their sense of contribution and fulfillment deepens. This alignment, coupled with a broader understanding of value, is vital for a harmonious and productive work environment. 

 In conclusion, understanding and fostering a sense of value and appreciation in the workplace is a multifaceted challenge. It requires a continuous dialogue between individual self-worth and organizational needs. Leaders and employees alike must navigate this landscape, recognizing that feeling valued is not just a personal desire but a fundamental component of organizational success and harmony. This journey of mutual appreciation and understanding is crucial for building a resilient, motivated, and engaged workforce in today’s dynamic business environment. 

How the People Around You Shape Your Success

 In the world of business and entrepreneurship, we often come across Jim Rohn's popular quote: "You are the average of the five people you spend the most time with." This statement underscores the profound influence our social circles have on our personal and professional growth. 

 However, a thought-provoking article by David Burkus challenges the notion of limited influence. Citing research  by Nicholas Christakis and James Fowler (Framingham Heart Study;  doi:10.1136/bmj.a2338), Burkus argues that our social influence extends beyond our immediate circle. The happiness and behaviors of our friends, and even friends of friends, can shape our own attitudes and actions - just as we can influence theirs. 

 This broader social influence has significant implications for entrepreneurs and business leaders. The larger your social network, the more diverse the influences on your behavior and mindset. However, this diversity can dilute the concentration of success-oriented values and behaviors in your network. And it also heavily depends on who is in the network.  

 As Burkus is writing in his article: 

“[...] But if your friend of a friend of a friend is happy with their life, then you have a 6 percent greater likelihood of being happy yourself. Now six percent might not seem like much, but consider that other studies suggest that if I gave you a $10,000 raise, that would only trigger about a 2 percent increase in your happiness.”

 Taking these studies into consideration, it becomes clear that the people around you have a tremendous influence on you, and you should choose wisely who you include in your inner circle, as their friends also influence you, and even the friends of their friends. 

 The question that was on my mind now was: how likely is it that the people around you are already as successful as you want to be? How likely is it that the people around you are as intelligent as you want to be? Again, consider all of them! The probability is pretty low - especially if you set your sights very high. The values that make for very successful people are spread very thin, which leads to a simple indirect correlation. The bigger your social network gets, the less likely it is that it will help you achieve your goals. And the larger the sample size, the more likely it is to tend toward the mean (Law of the high numbers). If you are surrounded by the mean, the probability of ending up or staying at the mean increases. 

 Management literature likes to claim that the "brutal truth" about successful people is that they are lonely or alone. I disagree, they are not lonely because they are successful. No, they are successful because they are lonely. It's because successful people set a very high standard for themselves and the people around them, and there simply aren't many to choose from. 

 However, it's important to acknowledge that these considerations mainly apply for those striving for extraordinary achievements. Not everyone aspires to be a CEO or a world-class athlete, and that's perfectly acceptable. Life is about balance and finding what makes you happy and fulfilled. For those aiming for exceptional success, a more disciplined and focused approach is often necessary. 

 This doesn't mean you should isolate yourself or shun social activities. Rather, it's about making conscious decisions about who you spend time with and how you allocate your time. It's about understanding the trade-offs and benefits of your social interactions and making decisions that support your goals. 

 In the words of Friedrich Nietzsche's character Zarathustra, successful people are not lonely because they are successful; they are successful because they are selective. They focus on creating value and surround themselves with individuals who appreciate and contribute to that vision . 

 This perspective may initially seem anti-social or self-centered, but it's about prioritizing personal growth and success. It's about understanding that your time and energy are limited resources, and using them wisely can lead to greater success and fulfillment. 

 So, take a moment to evaluate your social and business network. Are the people around you supporting your growth and success? Are they challenging you, inspiring you, and pushing you to be better? If not, it might be time to make some changes. Remember, your success ultimately lies in your hands. Choose wisely, act consciously, and manifest the success you envision. 

 Understanding the impact of our social circles on our journey to success is crucial. Let friends be true friends, but if you confuse the words follower and friend, sooner or later you'll learn that friends don't follow you, they lead you. 

The secret of truly succeeding in our chosen fields? It's more than just raw passion. 🌟 Dive into this piece exploring Jim Collins’ Hedgehog Concept and discover how to align dreams with achievable reality. Let me know your thoughts 😊 

 

 In the myriad of modern aspirations, Jim Collins’ Hedgehog Concept, highlighted in his book "From Good to Great," emerges as a guiding beacon. It steers us towards anchoring our desires within the sphere of the achievable. This concept resonates through real-life discussions and personal experiences, shedding light on how a realistic approach often paves the path to success. 

 A recent conversation with a friend’s son brought this concept to life. The young man was enchanted by the idea of becoming a game streamer, inspired by the success stories of individuals who have managed to turn their gaming passion into lucrative careers. His eyes sparkled as he spoke about streaming his favorite game, Fortnite, and building a community of followers. However, a deeper dive into this aspiration revealed a rough road ahead. 

 He was extremely passionate about the game and loved watching his favorite streamers while playing. I asked him how successful he is and there was the first barrier. He was not bad at playing, but also not amazingly good. In a normal battle royal, which includes 100 random players, he would usually make it to the top 30 or 40 players. So not world class. Not even top quartile. And inferring from that, what would be the chances of people wanting to watch his streams if he is not the best? What could they learn from a slightly above average player? So the potential commercial success was low at best, and probably impossible.  Unless he has the time and resources to dedicate himself to becoming #1, every time, he should not go for it. 

 I also tried another analogy to make my point a bit clearer. If you take 100,000 people who study medicine and 100,000 people who want to become gaming streamers and compare the potential for success, you get a quite clear picture. The success quote for medicine students is around 95%. So nearly everyone who arrives at studying medicine will become a doctor in the end. Only 5,000 people out of our initial 100,000 would stop. Doctors in the US would arrive at an average annual salary of around $313,000 according to the Medscape International Physician Compensation Report from 2019. So pretty good outlook I would say. With Doctors, the “filter” is at the beginning: getting into medical school is hard, but once you are admitted, you have made it. And if you don’t get into med school, you still have a biology or chemistry degree to use for something else. 

 How is that now for Streamers? The average salary of the streaming stars in our region is between $150,000 and $750,000. That would be quite comparable to doctors. But the crux lies in the success quota. According to “The Verge”, only around 10% of the streamers on Twitch (which is today the most successful streaming platform) make more than $100,000 a year. To reach the mentioned $313,000 a doctor makes, according to a rough calculation, you would need around 2,000 viewers on average per month. According to Twitchtracker.com this is achieved by the top 1,300 streamers out of seven million! So the success rate here is at 0.0002%. Here, there is no filter at the beginning. Anybody can try, but only a very few succeed. And what do you have if you fail? A nice room in your parent’s basement until you can finally afford an apartment of your own at 35. 

 So I unfortunately had to tell the young one that becoming a streaming hot shot is possible, but the likelihood of getting rich with it is close to zero. To become a doctor if you are passionate and hard working is way more likely than becoming a famous streamer. Becoming a doctor is under your control and not dependent on so many different circumstances. 

 This wasn't the happiest day for him, but it is better to face the reality here than to waste your energy or hope for something happening. You could still discuss the idea of becoming a streamer after you became a doctor and combine it and stream your work, that might be even better. The pre-med student has backup opportunities too. 

 You should also ask yourself about the things that you do at the moment and be honest with yourself. What can you achieve on your own initiative? What can your team achieve? Don't wait for someone or something to tell you what to do. Take it into your own hands and don't shy away from the hard stuff. 

 My personal journey resonated with this lesson in realism. I too harbored a dream that was more of a fantasy—traveling to Mars or at least the Moon. I am deeply passionate about flying to the moon, but my current physical condition with a spinal disk error would make me a poor candidate for a trip and it would be exorbitantly expensive and mean financial ruin. A clear and data driven result following the hedgehog concept. I will not fly to any extraterrestrial planet or satellite in the foreseeable future and thus will not spend anything else than a dream on it. Dreams are fine for fun. They can even guide your priorities. But plans are how we succeed. 

 But what about writing a book? I’ve always wanted to share all these things I’ve witnessed during my career, the positives and the learnings from the negative. All my ideas about management philosophy. Is it a dream or part of a plan? 

 Am I deeply passionate about it? For sure. Could I become great at it? There is at least a chance that the ideas might resonate with people, and it could become a great engine for a lot of people, so yes. And could it lead to commercial success? If the book sells even moderately well, it might pay for the time I put into it. And even if it doesn’t, a published book could boost my consulting credentials. So, the decision should be clear, put time and effort in and do it. 

 This led to a shift in focus. I decided to pen down my experiences, insights, and the management philosophies I had gathered over the years. Writing was not only a passion but also a domain where I could excel and potentially secure a financial return. The exercise of writing the book was enriching, fulfilling, and most importantly, grounded in reality. 

 The contrasting stories of the aspiring streamer and my personal venture into writing underlined a common lesson—success often demands a realistic evaluation of one’s abilities, passions, and the financial implications. While dreaming is easy and chasing fantasies is exhilarating, anchoring our aspirations in the realm of the achievable is often the wise path to success. 

 The Hedgehog Concept beckons us to be honest with ourselves, to evaluate the alignment between our dreams, abilities, and the reality of economic sustainability. It's not about curbing one’s dreams but steering them towards a horizon where they can manifest into tangible success. Whether at a career crossroad or at the cusp of chasing a new dream, a moment of realistic reflection could be the stepping stone to a fulfilling and successful journey. 

 Navigating the career landscape is akin to traversing a labyrinth; knowing when to change direction is crucial. Reflecting on some insights from my career and studies I want to share some thoughts on the dynamics of transitioning through varied roles in our professional journey. 

 Knowing When to Move On 

 We kick off with a philosophical note, likening career transitions to Nietzsche's metaphor of knowing the 'right time to die'—a dramatic portrayal of bidding adieu to old roles to welcome new ones. A story of one of my past VP’s advice at Amazon against sticking to the same position for over two years to avoid complacency echoes this sentiment. The essence isn’t about leaving your company, but reshuffling your role to keep the learning curve steep and the excitement fresh. 

 Keep the Wheels Turning 

 A buzzing organization is depicted as a self-rolling wheel, constantly churning with new projects and ideas. And if things seem stagnant, it’s up to us to reignite the momentum. Injecting fresh ideas, sparking discussions, and backing innovative teammates can unveil exciting prospects for the whole team. It’s about nurturing a culture where challenges are greeted warmly as they spark innovation. 

 Beyond the Comfort Zone 

 A personal story about considering a career in craftsmanship while also exploring academic and corporate goals highlights an important concept: just because you excel in one area doesn't mean you won't shine even brighter in another. Years ago, I was a skilled craftsman, even securing second place in a national competition. But did that mean I should have solely pursued craftsmanship? I pondered, believing that even if I was proficient in this craft, there could be other areas where I might excel even more. The story nudges us to step beyond our comfort zones and explore potentially larger vistas and underscores the essence of seeking beyond the known, beyond the comfortable. 

 The Long Game in Career Progression 

 Here’s where it gets interesting. Drawing from an analysis of top executives in DAX 30 companies Dr. Georg Kraus, it's highlighted that on average, it takes about 22 years for these individuals to reach the pinnacle of their careers, becoming CEOs. The detailed analysis portrays a picture of measured progression, with executives being around 53 years old on average and having spent about five years in their role. They were typically appointed as CEOs around the age of 48, having climbed through about six career levels to reach there, post a starting age of roughly 26 post-studies. This translates to about 3.7 years spent per career level on average, painting a picture of steady, paced growth. 

 Let's break it down with a simple calculation. At a major online retailer where I once worked, the entry-level for managers was Level 5, while the CEO was at Level 12. Notably, Levels 9 and 11 did not exist. So, in theory, I would need six promotions to reach the CEO position. That doesn't seem like a lot. However, if you spread that over an average of 22 years, it equates to about 4.5 years per job level. If you apply the logic that promotions come quicker in the early stages and slow down as you progress, you can develop a realistic timeline to gauge how hard to push at each level. I hope this perspective helps many managers, especially the younger ones, to understand that it's not realistic to expect a promotion every year. 

 This analysis busts the myth of rapid ascensions and underlines the importance of a balanced pace in career transitions. Continuity, especially in senior roles, is emphasized as vital for building trust and engagement with subordinates. Yet, the narrative also cautions against overstaying in a role to the point of blocking others’ career paths. 

 Mapping Out the Journey 

 Building a roadmap of our career aspirations can provide a realistic gauge of the pace at which we should be transitioning through roles. Especially for those early in their careers, the allure of rapid promotions can be enticing, but a more measured, thoughtful progression might render a more fulfilling and rewarding journey. 

 I hope these reflections offer a nuanced view on orchestrating our careers with a blend of ambition, patience, and well-timed transitions. It’s a gentle prod for us to keep evolving, not merely for personal growth but also for fostering a spirited and innovative work environment. 

" Many a man also grows too old for his truths and victories; a toothless mouth no longer has the right to any truth.

And everyone who wants to have fame must say goodbye to honor at times and practice the difficult art of - going at the right time." - Friedrich Nietzsche

 Canadian-American motivational speaker Brian Tracy identifies three primary adversaries of success: the comfort zone, learned helplessness, and the path of least resistance. 

 However, from my point of view, these enemies can be distilled into a single, formidable foe: the avoidance of pain. In this article, we explore the transformative power of embracing pain as an unconventional yet essential path to achieving remarkable success. 

 Ordinary individuals often shy away from challenges due to the associated pain, whether it manifests as mistakes, losses, stress, conflicts, or physical discomfort. This deep-rooted aversion to pain is so ingrained that those who willingly endure it, such as tattooed individuals or elite athletes, are often viewed with suspicion or awe. 

 A 2017 study titled “Tattoo or taboo? Tattoo stigma and negative attitudes toward tattooed individuals” by Kristin A Broussard and Helen C Harton, published in The Journal of Social Psychology, found that tattooed individuals, particularly women, were perceived as stronger and more independent, but were also rated negatively on other character attributes. This stigma persists despite the increasing prevalence of tattoos in modern culture. 

 Similarly, the journey to athletic excellence is fraught with physical and psychological challenges. It demands exceptional courage, unwavering willpower, and oftentimes, a solitary journey. The path to success, whether in sports or other fields, is inevitably marked by pain and discomfort. 

 The pain experienced on the path to success is both inevitable and necessary. It's not the pain itself that we seek, but the exceptional results that come from enduring it. Accepting pain as a measure of personal growth can lead to extraordinary outcomes. It becomes an active choice: to live comfortably with average results or to strive for greatness, inevitably accompanied by pain 

 The majority of people don't have grand plans in life. Their goals are often modest: finding a good partner, raising children, living in a comfortable home, and earning a decent income. However, for those whose dreams are larger, the path to success may involve a significant amount of pain and suffering. 

 Consider the process of setting and achieving ambitious goals, which often requires stepping outside of one's comfort zone and embracing challenges. This could involve starting a new business, pursuing a demanding career, or working towards a significant personal transformation. Each of these paths is likely to involve a considerable amount of discomfort and pain. 

 The journey towards achieving these ambitious goals will undoubtedly involve overcoming numerous obstacles and navigating difficult situations. Though painful these experiences present invaluable opportunities for personal growth and development. They involve tackling challenging work environments, resolving conflicts, or learning from one's own mistakes and misjudgments. 

 In each case, the pain and discomfort experienced along the way are not just inevitable but also necessary. They serve as catalysts for growth, pushing individuals to develop resilience, adaptability, and other vital skills that are crucial for success. While the process might be tough, the rewards - achieving one's goals and realizing one's full potential - are well worth the struggle. 

 In conclusion, the worst enemy of success are not external factors, but the individual's own reluctance to embrace discomfort and grow from it. The path to success often involves stepping out of your comfort zone, confronting challenges head-on, and learning from the experience. So, stop complaining about problems or looking for excuses - instead, see them as challenges and climb the damn wall! The only person who could have stopped you in this way was yourself. Your potential for growth lies within your own hands, waiting to be unlocked every day.