Problem with performance-managing professionals
By Stefan Stern
When our first child was born last spring my wife and I indulged in that traditional speculation practised by many new parents: what did we want the dear girl to do when she grew up?
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Like a lot of proud fathers, I instinctively veered towards the conventional. She would, of course, pursue a brilliant professional career, achieving both financial security
and social respectability. Put your trust in the professions and you can’t go wrong.
My wife, less hidebound than me and, crucially, a few years younger, was more pragmatic. “I bet she’d make a good plumber,” she said.
At only 15 months, my daughter has not yet had to face the literacy and numeracy tests that will soon be coming her way from the UK’s Department for Education and Skills. It is therefore too early to say in which direction she is headed
