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Frontally Addressing Unsolved Things

On March 04, 2014, in Leadership X3-Silver, by Neculai Fantanaru

Identify those assumptions that appear to be significant in determining the fair value of reality, relating your judgement value to the beliefs expressed by others.

- Strange things are happening here. It’s hard to tell. It could be hatred combined with an accusation leading towards a particular person.

- What do you think this means? Meaning the accusation being directed precisely against Ms. Lee?

- No, I do not think we can say that. Someone might have seen something, or heard something. A noise or a scream, or the horse running as if running for its life. And it could’ve trampled someone. And they could have seen or met a woman, shortly thereafter. But it sounds as if we were talking about a different woman, because everyone believes that someone else is somehow involved in this story. In such a way in which the message sounds as if a different person, a completely different woman would be tied to the event.

- Do you mean to say that that unknown woman caused the accident, the one we suspect more or less, without knowing if she actually exists or not? *

Leadership: Do you take into account the opinions of others in order to understand what cannot be described and represented on the map of your own certainties?

The certainty of the simplest acts supports grandeur in choosing that personality configuration that you are willing to accept as part of your existence beyond what you think is true for someone else. In other words, certainty is a revelation of the perceptual experience that you get by experiencing a rupture of the reality you’re used to spoiling your mind with.

To convince yourself of the importance leadership has in the light of the experience of understanding what others think, feel, what expectations they have, depending on their openings – a fact which turns you into a true tester for the verification of everything evident and measurable – you must pay attention to those assumptions that could be significant in determining the fair value of what you know. Or of that which you revealed in order to fill your understanding over the events that go beyond your control.

This understanding of events to which you don’t have access to and don’t have the power to manage, experimental if that level of "What others support and believe" is measured, requires the application of categorical judgement of your consciousness that tends towards stringent, causal explanations. In other words, you realize that there is, in fact, a side of things that you don’t image. That somewhere, perhaps not that far away, in waiting, an appearance of reality is taking place that involves an essence.

And this essence, which unties the mystery of any relating to own beliefs, is an invitation for the creation of new updates to your coordinates of impact on reality. You start to see the world differently, you begin to judge the problems of leadership that emerge much more leniently, completing the scope of the object of analysis on which you turn your thoughts to.

Leadership: How do you relate your judgment value to the beliefs expressed by others in case you are not willing to bear the costs of a wrong interpretation of the circumstances in which an event occurs?

The starting point of the approach of organizing the opinions vis-à-vis everything that goes on around you, revealing the tendency of giving a greater use to those beliefs that shape interpersonal interpretations, is represented by the thoughts that rush within you, which struggle deep within you incessantly trying to tell you something. They should not distort the perception of reality; whose poignancy sets a strong direction of the leadership quality control and the stimulation of the initiative for action.

The circumstances in which an event occurs must be interpreted in terms of what you feel about yourself as compared to the opinions of others if you fail to make the right choice. Beliefs expressed by other people over a given situation may be the revelation of a perfect blend between the pursuit of exploring a reality that surpasses any expectations and is open to an understanding of the overall situation placed in a context like: “everything must take shape somehow”.

Deep thoughts that at times overturn a lot of things within you, if not the whole truth you believe, retrieving something from what you thought you placed in the alienation of the meanings attributed to reality and depend on the perspective of others. Thoughts initiated by their unreliable testimonies, but sometimes credible, which you approve or disapprove, one by one, gathered within you like in a journal full of ideas, unmade until the moment your expectations are validated.

This means relating your judgement value to the beliefs expressed by others.

To understand leadership, you need to make an assessment of the certainty your analyst experience gives you in the search for a vision of the bigger picture, through what happens to you when you’re busy revealing a new reality.

Frontally Addressing Unsolved Things highlights that ability of relating yourself to "what exactly do others say and believe", to be in tandem with their objective expectations and realities. Which implies a judgement and reassessment of their own conscience and their own vision.



* Note: Agatha Christie - Endless Nigh


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