Category: Leadership

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Dream or Reality?


We tend to dismiss fresh, wild ideas simply because they seem hard to realize or attain.

What appears impossible today, may very well become possible tomorrow. Technology is but one domain where this observation is quite valid. How about our own lives? We can all remember a time when we looked at a situation, a goal, an aspiration, and said: “Boy, that would be great, but it’s out of my reach, it’s impossible.” Then, a few years, days, or dreams later, we see someone else be, have, or do it.

Stretching applies to the soul as it does to the body. A worthy vision deserves our best, doesn’t it? And we all agree that our best is not where we are at this point. It lies in the open, unknown range before our eyes, our real sight.

I came across this quote by Hellen Keller while reading On Fire by John O’Realy: “The most pathetic person in this world is someone who has sight, but has no vision.” However, a vision that stays locked down in a notebook, or hung on a wall is only worth the page or the wall it’s written on.

How can we translate a dream into reality? This question is as old as time. Yet, the answer is ever new and unique to each and every one of us. What if we dare to ask: “What if?” Would new possibilities open up in our hearts and minds? That, my friend, is the first, and most crucial step in fulfilling a dream!

Now that we’ve established the belief that our dream is “possible,” it’s time to stretch into new parts of possibility. Unkown territories of thought and action. Regions we’ve never dared to step into so far. A lofty dream calls for a daring mission, uncomfortable undertakings. One is answering the question: “What is it that I really want?” We need to get down to some details, but not too much at this point.

When it comes to manifestation, one must be clear, and positive. Surprisingly enough, we manifest what we want as much as what we do not want! The dynamics are the same. The only difference is the ‘not’ factor:)

Clarity goes a long way to affect the quality of the results we get. That’s why it’s important to write down that which we really want. Chances are if you don’t write it, you won’t get it. How can we achieve something we never admit we want. It’s the inner chamber of thoughts and feelings that matters here, not the ‘world’ view of what we aim to manifest.

When we write something down, new brain pathways start to emerge, especially if we use a pen/pencil and paper. Our mids are sensitive to action as well as thoughts and emotions. The wording is very important, too. “I don’t want to fail” leads to different results than “I intend to succeed.” Here we start to see the effect of negative statements. An even better goal would look like: “I intend to get an A in math this semester.” While the first intention is positive, it’s rather vague for the mind to start working on. The second, however, points clearly to the target.

We will delve into the ‘how’ in the next post. In the meantime, see if you can write down one or two of your dreams following these guidelines. Would be awesome if you’d share what you’ve written so we’d work together on turning a goal into a realistic action plan. Please use the comment section if you feel comfortable sharing.

Stay tuned.

The Wealth Maker

Image Credit: Photo by Hello I’m Nik 🎞 on Unsplash

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Have you tried?


We all have dreams. Some visual and crisp. Some vague.

Why dream? It’s in our nature. It’s part of being human.

Dreams have the power to manifest, only if we allow them to.

Let’s say a pressing need compels you to take some action. Once the dust settles, you catch your breath and think: How can I use this experience? How can I improve the situation so I wouldn’t have to take those actions, but something else?

Needs are powerful influencers. They demand responses, right now.

We can not change a situation that has reached that stage. However, we do have the choice to alter the course of life experiences before they get out of hand.

Here is an example.

It’s mid-July and the AC decides to take a vacation. Now that everyone around the house is in agony, you rush to the phone and ask for immediate help from a professional. Most of us have been there.

At that stage of the situation, we can’t sit back and say: Guys, let’s take it easy. How about some deep breathing?

That does not work.

Nonetheless, had we maintained the AC regularly, the instant of break down would not have occurred (yes, there is still a chance, but not as probable).

When we dream, whether consciously or unconsciously, we are in a realm beyond pressing needs. Rather, it is the realm of possibility. You see the difference? Attending to an emergency is usually driven by an immediate need. Dreaming, on the other hand, is seeing the fulfillment of inherent, but not urgent, needs that define who we are.

Most dreams die before they grasp a glimpse of light. Why? We discount them as simply ‘impossible,’ without a second thought. We deny ourselves the possibility of a new adventure. The prospect of navigating uncharted parts of our inner and outer universes.

Have you tried? What if contemplating a wild gut feeling hides behind its apparent uncertainty the potential of reaching unthought of levels of fulfillment? How would we know unless we give it the benefit of the doubt?

We will continue exploring this topic in the coming posts. It’s one of the most essential pillars of living a full life. Why? Without dreams, we drift from one emergency to another. We waste our most precious resources aimlessly. That’s absolutely not what we are here for.

Stay tuned.

The Wealth Maker

Image credit: Photo by Martin Sanchez on Unsplash

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The Leader-Manager Entrepreneur


One of my favorite books on leadership is the late Stephen Covey’s: The Seven Habits of Highly Effective People.

Covey’s articulation is top-class. He convinces you that there are two almost independent spheres: One for the leader and another for the manager. Could one person juggle between the two? Covey didn’t particularly recommend that, stressing that a leader should not be consumed by the day-to-day details of the business. Rather, he or she should be totally focused on vision, mission and long-term objectives.

While this can be true in corporations, when it comes to small businesses and entrepreneurship, the lines between the two worlds become rather blurry.

One day, your main focus would be on the five-year strategy of your marketing plan, the next you find yourself under a desk plugging Ethernet cables, or sorting out receipts of recent purchases. And that is the beauty of the whole thing, of the one-man-show adventure. That’s how it starts, and sometimes, that’s how it continues to run. Having said that, I do strongly recommend starting with a credible partner, who would stick with you the whole journey. Loneliness could be tough when the winds are not behind your sails.

In the previous article, Risk and Reward: The Two Vital R’s of Business, we talked about how an entrepreneur must evaluate their RT before delving into the ocean of business on their own. Here we explore how that is tested on the ground, in the midst of it. Now you know how much risk you can bear in order to reap a reward you had seen before you started!

On the lighter side of things, one would need suits and overhauls in their closets. Black, shiny shoes and thick, sturdy work boots. Fine perfumes and grease-cleansing hand soap.

This is not living two personalities. On the contrary, this is extracting the best of your God-given talents and putting them on the line.

Switching between the two roles becomes natural over time. A new, well-rounded personality, rooted in a character of offering true value and sincerity, evolves out of the continuous interaction with challenges and finding intelligent solutions.

Another aspect of this dual responsibility/multiple hats dynamic is being able to focus entirely on the one task at hand, no matter how different the previous or the next task would be. For example, you could be in a meeting with business stakeholders to discuss your product strategy. While in that crucial meeting, you remember that afterwards you must take care of an urgent maintenance issue in the office. The stakeholders meeting calls for your leadership presence, while the maintenance problem requires handyman skills. Being able to focus and then shift is key here. You could think of other interesting and fun examples that fall into the same realm.

Is there a special training for such interactive talent? I don’t think so. The best training is on the job, by actually trying, making mistakes, and learning, till the pool of skills is honed to almost perfection.

Enjoy!

The Wealth Maker