Why Does Corporate Life Feel So Frustrating? | A Saju Career Reading on Freelancing, Business, and Partnerships

Why Freelancing and Business May Feel More Appealing Than Corporate Life

Kkiyeomi tends to be more motivated in environments where they can create results in their own way and clearly see those results become part of their own achievements.

In Saju terms, this was explained through the self-directed nature of a Jia Wood (甲木) Day Master combined with a strong Gyeopjae (劫財) influence in the month branch. This does not simply mean wanting freedom inside an organization. It also suggests a strong desire to understand what value comes back from the results they personally create.

At the same time, the chart also contains the influence of authority and wealth-related elements, so Kkiyeomi is not someone who automatically dislikes rules or responsibility. On the contrary, strengths may become more visible in areas where standards are clear and results can be measured, such as sales, customer-facing work, and performance-based roles.

So the attraction to freelancing or business is not simply about “not wanting to work under someone else.” It is more about preferring a structure where judgment, responsibility, and reward are directly connected.

When Job Changes Are Frequent, Look at the Environment Before Blaming Persistence

Kkiyeomi is less likely to leave a job simply because they cannot endure responsibility. A more likely pattern is deciding to move on quickly when the environment no longer seems capable of offering growth or a chance to prove themselves.

For example, frustration may rise quickly in workplaces with too many approval layers, delayed recognition even after good results, or repeated rejection of reasonable proposals. In such situations, the thought “Nothing will change even if I keep trying here” may come relatively quickly.

When Bigyeon (比肩) and Gyeopjae (劫財), which are associated with independence, peers, and competition, are strong, once an internal standard has been reached, the person may be more inclined to make a clean decision than to keep hesitating. From the outside, this can look like frequent job-hopping. In the consultation, however, it was viewed less as impulsiveness and more as a departure pattern that appears when authority and the pace of evaluation do not match.

The opposite is also true. If Kkiyeomi's role is clear and greater results naturally lead to greater authority and responsibility, staying in one organization for a long time may be entirely possible.

Rather than making “staying for many years” the goal itself, it is more important to ask whether experience, achievement, and responsibility are genuinely accumulating in that workplace.

Start the Business Alone, Then Add Collaboration Later

For business or independent work, the reading suggested that it may be more suitable for Kkiyeomi to first create a small working structure alone rather than building everything together with a partner from day one.

The most sensitive issue in a partnership may be less about trust itself and more about decision-making power and profit distribution.

Even with someone who initially feels highly compatible, conflict can increase as the business grows if different decision-making styles begin to interfere with the original direction, or if Kkiyeomi has to divide ownership of something they largely built themselves.

Starting alone allows quick judgment and strong execution to work as strengths.

However, working alone is not automatically safer. If every decision depends on one person, growth can be fast when the judgment is right, but there may be too few safeguards when the judgment is wrong.

For that reason, rather than appointing a co-CEO or equity partner from the beginning, it may be more stable to keep the core decision-making authority while using outside specialists or clearly defined collaborators for areas such as tax, accounting, design, development, or sales.

More Important Than Freedom Is “Rules I Set Myself”

Being suited to freelancing or business does not mean Kkiyeomi needs to work with no restrictions at all.

In fact, the chart suggests that strengths become more stable when self-created rules are clear—for example, agreements with clients, income standards, and the boundaries of responsibility.

Even as a freelancer, if the income structure is vague or the role changes constantly depending on the client, the same frustration felt in corporate life can easily return.

Business also requires more than ideas and execution. People, money, documents, and the speed of expansion all need to be managed.

In particular, it may be wise to be cautious about increasing headcount or dividing ownership before actual results have been verified.