“So Charlie, can you remember why you decided to work for yourself?“

Mark, I remind myself of that same question whenever the going gets tough. 

Why work for myself?  The personal rewards of course and (this may sound tedious) because I wanted control of my destiny. 

What about you, Mark, do you enjoy your work? 

“Well yes and no … tech is ever-changing, so the pace is fast, ‘though I’m well rewarded for what I do. Heard about ChatGPT?”

The GPwhaa..??  You seem to be enjoying the world of ‘tech,’ Mark?

“Ok, Charlie, I’m in it for the money. In fact, I need it, so I enjoy the tangible rewards for what I do. Yeah, I enjoy the job for the money.“

Mark, I was in a similar position to you earlier in my career. Then the money evaporated with the trade. This gave me an ‘opportunity’ to pursue something I enjoyed. Yet, I didn’t see change as a benefit right away. It took a while to find out exactly what kind of ‘opportunity’ came with the new direction. I made mistakes along the way. There was a period when I ‘experimented’ with promises & ‘lucrative’ roles. It wasn’t happening for me, all the while … I was looking for something else. 

“We all ‘work for ourselves,’ right Charlie?“

Correct Mark. I know now, during that transitional time for me the catalyst was the turmoil. I became driven to succeed through focus and fear of failure … the need to excel. I had the choice to step back or embrace the time. Even though ill judgment and wrong choices came along to ‘derail me,’ I survived, carried on and I have succeeded.

I didn’t realise it at the time Mark … these small (though not insignificant) episodes in life were the magic to forging who I was to become. I learned to understand that I didn’t need to chase the big money to be happy. When I became content with who I was, I developed a business that could work without me. 

“So you’re planning on finishing up?“

Steady. Not yet Mark. I came to work for myself because I was free to pursue my passion. That passion continues as the development of life skills. I’m doing this by engaging the people that matter, my colleagues.

The value of strong relationships as the foundation for happiness. This same strategy remains and will hold the business in good stead once I do ‘leave the room.’ 

People buy people Mark, now who or what is ChatGPT?