A powerful article from John Maxwell as appeared in Jim Rohn’s newsletter on the power of trusting those who have gone before you and and your confidents.
Sometimes we do need to learn to trust these people, yet to also realise those people who are unable to be trusted or are unable to be a confident as that person
may be lacking in the experience to provide you with the rite advice as a person. Some people give the wrong advice and end up in a mess. Yet you have to trust
your instincts and know weather its rite or wrong.
When bouncing ideas off people in your organisation you have to ensure that the people are going to give you good advice which quite often only comes from
experience as my mentor Michael Dlouhy says, would you go to someone who has only been married for 5 years when you have been married 40 years or would
you go to someone who has been married 45 to 50 years. I’d go to someone who’s been married longer. Where would you go?
Trusting Your Intuitive Instincts
by John C. Maxwell
There is a certain element of risk in intuitive leadership, but that is the very nature of leadership. André Gide said, “One doesn’t discover new lands without consenting to lose sight of the shore for a very long time.” A neglect of cultivating intuition results from doing what is safe and secure. I can’t think of very many things of value that are won by staying safe and secure.
While leaning on your intuition is a leadership advantage, it can also be a weakness. You’ll gain the trust of others when your intuitions lead to good decisions. And you’ll forfeit trust when you fail because you continually ignore the wise advice of those around you. Robert Heller said, “Never ignore a great feeling, but never believe that it’s enough.” Great leaders learn to trust the intuition of their confidantes as well.
Here are some steps I’ve developed for tapping into my intuitive instincts:
1. Write down the issue at hand.
2. Identify as many options as possible.
3. Pull away from the process and pray.
4. Start playing out consequences of your options, eliminating them one by one.
5. Bounce a couple of your top options off of wise people both inside and outside your organization.
6. Do a heart check. This involves looking at:
– My motive: “Why am I doing this?”
– My responsibility: ‘Should I be doing this?”
– My emotional status: “Can I feel right about doing this?”
7. Make a decision.
8. Hold to that decision.
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