BAZIQUEEN

LEVERAGING ASTROLOGY
T O A D VA N C E Y O U R C A R E E R

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We need not feel ashamed of flirting with the
zodiac. The zodiac is well worth flirting with.

–D.H LAWRENCE
Z O D I A C … A S T R O L O G Y… D R A G O N S …
T I G E R S … B U L L S H I T… ?
ANSWER: YES
 SUCCESS

Heaven Earth
33% 33%

Man
33%
T H E R E A L D E A L : 1 0 D AY M A S T E R S
MING 命 YUEN 運
“I feel that luck is preparation meeting
opportunity.”

–OPRAH WINFREY
USING ASTROLOGY FOR CAREER

• Determine your suitability for your job or industry. Wrong

job = failure to launch. Wrong job = 40 years of misery.

• Ascertain high and low points in career according to luck

• Forecast incoming bumps and valleys, and how to deal

with these bumps and valleys

• Understand YOURSELF. Know your capacity for CHANGE

and GROWTH. Are your motivations MONEY or
POWER?
T H E C O N S U LTA N T ’ S J O B :

• find your gift. Everyone has one. It just may not be

what people consider a ‘gift’.

• position you in the right industry or in the right role.

• stretch you, but not let you fall too far.

• Risk-manage your career advancement, from

remuneration to when to decline a promotion
JIA 甲 WOOD

• At work, best as a supporting player. Good team

players but don’t know it

• Resilient minions who can take abuse, have capacity

for change albeit with considerable pain involved.

• Good mentors to subordinates of the opposite sex,

needy to subordinates of the same sex.

• Leadership by example types but unadaptive leaders

YI ⼄ WOOD

• Superb networking skills, excellent at delegating and multi-

tasking, adaptive survivalists. Best as team leads, or the
person taking charge. Good team-players in the sense that
they are effective in a group.Highly adaptive.

• As subordinates, they respond only if put under extreme

pressure. As superiors, better with the opposite sex at all
times.

• As Mentors, they may nd it dif cult to distinguish between

helping you progress and using you to do their dirty work.

• Highly adaptive leaders but will not hesitate to sacri ce

someone to escape blame.
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BING 丙 FIRE

• Highly individualistic and independent, capacity for

tremendous detachment at work. Good in both
leadership and subordinate positions generally.

• Independent staff who should be empowered.

• Tend to have a detached relationship with staff.

Neither particularly kind nor particularly hard on them.
As mentors, will expect you to come to them.

• Unique leadership, all-in, gutsy style.

DING 丁 FIRE

• Motivational, cheerleader type, believes in can-do. Better in

small teams (as small as possible) and preferably without
hierarchy or competitive circumstances

• Knowledge-hungry staff who like new challenges and

opportunities that offer unique or new experiences.

• Enjoying sharing knowledge but only after they have

gathered enough for themselves. Otherwise, tend to hog
information. Love being mentees, not fond of mentoring.

• Inspiring leaders but ckle ones who often change direction

without notice.
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WU 戊 EARTH

• Generally stable steady individuals (assuming modest

dynamic stars). They tend to uctuate between bouts of
extreme activity and extreme inactivity.

• As a subordinate, they need pressure before they will

perform. Change, advancement or improvement tends to be
incremental.

• Can be anxious mentors who don’t ever think you’re ready for
anything. It can be dif cult to tell if they have substance worth
sharing or not.

• Excel in crisis situations, where the requirement is either

tremendous impetus or absolute resilience.
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JI ⼰ EARTH

• Made for middle management, Ji Earths excel at interfacing

between two parties with competing needs ie: client-staff, boss-
staff. At the senior level, they do best in large organisations
where they have to manage above and below with equal results.

• As subordinates, you can work them relentlessly and they will

never complain. However, burn out needs to be managed.

• As Mentors, they are superb but will never let you take off the
training wheels.

• Are crafty leaders who work best in organisations mired in

politics, but don’t excel where they have to demonstrate
direction.
G E N G 庚 M E TA L

• Best in pioneer roles where they go in and break new

ground or are the forward setup person. Less effective once
work becomes routine or lacks stakes.

• Subordinates who you can shape and mould into a speci c

role but have a habit of being generalists.

• As Mentors, they can be relied upon to have your back, but

may not be very good at offering advice. War stories is how
you learn from them.

• As leaders, have an egalitarian approach and will not

hesitate to get into the trenches with everyone else.

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X I N ⾟ M E TA L

• Either leaders or plotters, no two ways about it. They excel in

information-driven roles and special positions, and jobs
where getting it done involves power dress or out-thinking the
other side.

• As subordinates, they need to respect you or they will start to

think your job should be theirs.

• Love being mentors but are you a part of their master plan?
That’s what matters.

• Vain leaders who will only take one for the team if it’s going to
mean a badge of honour. But in public, talk the talk brilliantly.
R E N 壬 W AT E R

• Dynamic focused individuals who will get the task done

no matter what. Limited multi-tasking abilities but built
for big jobs or tasks that have tremendous complexity.

• As subordinates, are workhorses who you can push to

the limits because they believe they are LIMITLESS.

• No time for mentorship. Expect you to learn by osmosis

(and on your own time!)

• Superb leaders, a boss you may hate but who you

absolutely respect. Total leaders without title.
 G U I 癸 W AT E R

• Multi-tasking is their most powerful skill, and their adaptive

quality lets them plug into a multitude of positions or insert
themselves into a few teams with minimal fuss or orientation.

• As minions, their biggest problem is a distracted attention

span and focus. They need multiple projects.

• They are superb mentors, but bear in mind you are one of
many they mentor. Tendency towards Frankenstein complex.

• Dynamic leaders who are best with growing a company or

nding direction for an ailing company.
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