Dream Manager is someone who has strong competitive urges. The three qualities we look for are hungry, humble, and smart. We want people to be hungry in the sense that they have some ambition. We want them to be humble in the sense that a Dream Manager is not responsible for living the dreams, and shouldn't take the credit when people do live their dreams. We want them to be smart, not necessarily in the academic sense, but more street-smart.
Why do we need a dream manager?
MK: As human beings we're driven by our dreams. I think there's a growing awareness that we have a turnover problem in corporate America. It's a big problem. Disengagement is probably the only problem larger than the turnover problem. A lot of employees quit and stay. So, they're disengaged on the inside, but they keep showing up to work and collecting a paycheck. These people are poisonous to an environment. They're absolutely toxic to a business. The most engaged employees are those who can see the connection between the work they do each day and their personal dreams. Dream Managers make that real.
What would you tell someone who has lost touch with their dreams and is reading this interview, but hasn't read the book yet? What's the first thing they should do to get back in touch with their dreams?
MK: Sit down and put together a list of 100 dreams. It will be hard work at first, but take a look at the 12 areas: physical, emotional, intellectual, spiritual, psychological, material, professional, financial, creative, adventure, legacy, and character. Essentially, if you come up with eight dreams in each of those areas, you've got your list of 100 dreams.
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