Are psychic intuitions real?
And can you really use them to make solid and sensible life ( and career) choices? Some people say not only YES…..but that the BEST choices, ( and the most inspirational leaders) are often the ones who use a “6th sense” to make important decisions that impact themselves, their employees and often the entire fabric of their lives.
Very cool stuff, actually…..and as we move ahead and evolve a bit as a culture, these sorts of stories are becoming more and more common.
Check out the story below on psychic intuition in the workplace…and then take a look at your OWN life, and see what (if anything) you are holding in that MAY be keeping you back as well. Enjoy!
Hundreds of top-level executives integrate intuition with logic in decision-making to catapult their companies to the leading edge of their respective industries. You may not hear anyone say out loud that “my intuition told me” to build a new facility, hire a particular candidate, adopt a radical marketing campaign, start a company, or even risk a merger.
Listen closely, though, and you may hear mention of a hunch, gut feeling, or making a judgment call before taking such a risk. None disregarded the logic or facts and figures, but each used intuitive input when needed to buttress the facts and figures of a complex situation. They confidently listened to the intuitive voice in order to remain open to new possibilities, even though they may not have attached the intuitive label to the process.Intuition has successfully bridged the gap between cultures where different interpretation or words are used to communicate the ideas.
When John Brockman, an executive in international sales, receives a telex from Taiwan, he knows it is not going to be expressed in the same English that is used in the United States. He has to tap his intuition to make assumptions and go beyond the apparent facts to determine what the message really means. If a sales manager in Taiwan tells Brockman he is facing a crisis, the situation may not be articulated clearly. Brockman needs to “read between the lines,” relying upon intuition about what the manager really needs to do.
