Most Likely To Disconnect






“It isn’t intellect that connects us to
other people; it is feeling.” — Charles Fowler


You are quick to respond if people become unhappy or upset. You
seldom ignore the feelings or reactions of other people. This is especially
true when those feelings or reactions are negative. That is when people are
most likely to disconnect or behave in unexpected ways, thus making it much
more difficult for you to predict events or manage the situation. This does not
mean that you necessarily change decisions or modifies circumstances to appease
people or to prevent their becoming upset. Rather, it means that you respond
immediately to the feelings and reactions. Whether they were anticipated or
not, the feelings and reactions are there and represent the current iteration
of reality for you. It’s the here-and-now and thus needs and gets your
immediate attention.






Who You Are






“Assertiveness is not what you do, it’s who
you are!” — Cal
Le Mon


Don’t let people take advantage of you. The issue here is
twofold. First, an unfortunate element of human nature is that letting people
take advantage of you encourages them to repeat the behavior in the future. The
more people take advantage of you, the more people will take advantage of you.


Second, being taken advantage of evokes anger, frustration,
resentment, and related energy draining emotions and feelings. Along with being
unpleasant, these emotions and feelings are unproductive and divert attention
and energy from cognitive processes and especially from intuitive processes.
The manifest cost of being taken advantage of is apparent but the hidden cost
to one’s intuitive capacity is even more disabling. For you, the bill
associated with letting people take advantage is quite simply too high.






Going Around Problems






“Most people spend more time and energy
going around problems than in trying to solve them.” — Henry Ford


You neither avoid nor obsess over the details of problems or
situations. You are able to quickly grasp the whole, while being aware of the
details and their relationship to each other and to external factors. This is
key to your capacity to see connections, implications, and possible actions
nearly immediately.






The Fountains Of Knowledge






“The secret to creativity is knowing
how to hide your sources.” — Albert Einstein


John Locke was perhaps even more skeptical than Einstein when he
said, “All ideas come from sensation or reflection. — Let us then suppose the
mind to be, as we say, white paper, void of all characters, without any ideas;
how comes it to be furnished? Whence comes it by that vast store, which the
busy and boundless fancy of man has painted on it with an almost endless
variety? Whence has it all the materials of reason and knowledge? To this I
answer, in one word, from Experience; in that all our knowledge is founded, and
from that it ultimately derives itself. Our observation, employed either about
external sensible objects, or about the internal operations of our minds,
perceived and reflected on by ourselves, is that which supplies our understandings
with all the materials of thinking. These two are the fountains of knowledge,
from whence all the ideas we have, or can naturally have, do spring.”


If the perspectives of Einstein and Locke are merged, creativity
is a product of “your sources” that are themselves not apparent to others. They
are hidden from view but precede any creative product. What are those sources?
They are either sensations about external objects or reflections about the
internal operations of one’s mind.


This leads to an interesting hypothesis. Few would disagree that
the “internal operation” of the minds of people like Einstein and Locke is
hidden from most everyone else. They hide their mental sources very well. It’s
also true that few would question that they fall in the “genius” category. By
that, the notion is that they have mental sources that most people don’t have.


It would be equally reasonable to conclude that they also have
sensations about external objects that most people don’t have. It’s not simply
that they have higher sensory acuity. They see and hear things that others
don’t see or hear. They experience a fuller and richer reality. That reality
includes “objects” and “experiences” that are not accessible by most people.
What is usually understood as creativity may merely be reports by otherwise
unexceptional people about the hidden reality that is only known to a very few.






Your Proper Role






“Do not worry about holding high position;
worry rather about playing your proper role.” — Confucius


You clearly understand your roles with people. You have a real
knack for knowing that being the leader does not mean that one always takes the
lead, is always in charge, or is always the one to whom others turn for advice,
guidance, or direction. This enables you to easily and smoothly change roles
from person to person and with a specific person as situations and
circumstances shift over time. Among other things, this means that you can
shift to being the follower/subordinate as easily as you can take charge. The
transitions are likely automatic and intuitive, without conscious thought or
decision. You just know what is called for in any particular situation.