Rich Man, Poor Man—All in One Body
When I was eight, the TV mini-series Rich Man, Poor Man glued me to the screen. Two brothers: Rudy, the polished entrepreneur, and Tom, the rough-edged boxer. Back then I kept asking myself, Which brother do I want to be?
Forty-plus years later, I realise the question is outdated. Today a single career can swing from Rudy to Tom and back again—often more than once. The linear ladder has become a climbing wall, studded with unexpected handholds. And that changes how we see money, meaning, and leadership.
The End of the Straight-Line Career
Outside the public sector, few roles reward “time served.” What matters is relevance, adaptability, and the courage to reinvent. That means our relationship with money also evolves. A rewarding position may come with a slimmer pay-cheque and a fuller heart. I’ve accepted roles at half my previous salary—and felt richer for the stretch, the learning, the chance to serve a bigger “why.”
Linear careers lulled us into comfort. They fed the ego with titles, status, and predictable pay bumps. But comfort and consciousness are rarely roommates.
Beware the Corporate Climbers
Some professionals still worship the upward line. Let’s call them Climbers. They master politics, flash their busyness like a badge, and often confuse motion with progress. Because they fear failure, they hoard decisions and smother delegation. Loud in meetings, light on results.
Make no mistake: many twentieth-century corporations were built by Climbers. Political savvy and survival instinct kept the engines humming. But the twenty-first century is a different racetrack. Agility now outruns hierarchy, and curiosity trumps control.
Four Modern Career Paths
Think of careers today as routes on a metro map. You can ride one line for years, hop across, or loop back. Each path creates different leadership strengths—and blind spots.
| Path | Core Drive | Typical Strengths | Watch-outs |
|---|---|---|---|
| Expert | Mastery of a craft | Deep knowledge, rigor, credibility | Micromanagement, “I-know-everything” syndrome |
| Circular | Lifelong learning | Adaptability, cross-pollination, fresh ideas | Boredom threshold, restlessness |
| Transitory | Work to live, not live to work | Creativity, flexibility, outside passions | Misread as lazy; need managers who respect boundaries |
| Project Leader | Getting things done | Focus, problem-solving, delivery under pressure | Low political radar; may need mentoring for big-picture roles |
No path is “better.” Conscious leaders recognise which line they—and their people—are riding right now, and adjust expectations accordingly.
Welcome to the Age of Coronalism
COVID-19 didn’t just upend supply chains; it rewired our sense of purpose. In this “Coronalism” era, success looks less like a corner office and more like aligned values, continuous growth, and psychological safety. Money is still a tool—but no longer the scoreboard.
For leaders, the work is twofold:
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Listen inward. Notice when ego drives your next move, and when curiosity does.
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Design for diversity. Build teams that blend Experts, Circular learners, Transitories, and Project Leaders. The mosaic outperforms the monoculture.
When we honour these differences, we unlock a workforce ready to meet volatility with collective wisdom.
Conscious Leadership Tip #10
Measure wealth in growth, not in grades. Before accepting or assigning a role, ask, Will this expand our collective capacity to learn, adapt, and serve? If the answer is yes—even at a lower salary or smaller title—consider it a profitable investment in conscious leader