The Delicate Shadow Behind Leadership

Use your understanding of human nature by taking as reference, with wisdom and moderation, the axis of your influence.

Hannibal Lecter is an equality between two latent psychological expressions: an animal behavior and a highly calculated thinking. You don’t need to create anything, just to accept everything in this subtle ecuation of invisibility of the concentrated electrifying means of the mind. Where, so unusually, an only unknown can be selected, put into a new background and transformed into a capital sentence: the reflex act, the automatic response to interaction with a certain humanist content.

The strength of the extasy of using the supreme level of understand human nature absorbs greedy, like a sponge, any trace of sensibility and sentimentalism. An individual experience, a subtle shiver, a rutheless thought, a negative emotion in real time, a strong mental anchor, they are all concentrated in a polyhedron of forces where any face has the property of activating strong vibrations, awakening the hidden and extreme part of the nature of the one who constantly supplements his energies.

The priercing force’s momentum when it breaches through the mental shield, disassembling the protection of the subject, that was kept through emitting a surging flow of high-frequency is repeated now too, in a strange manner, prooving to be disastrous.

Leadership: Do you consider yourself necessary for the transition to an "impossible absolute" due to the words loaded with the power to reveal the true meanings of a strong emotion?

If you have an opposite force acting on a shattered mind, what is the condition for that mind to act in balance, within normal parameters?

Like a stock jobber that triggers the explosion of the great hit he has been carefully planning, Hannibal Lecter interrupts every self-control and reason conducting circuit of the human mind, amplifying the frequency of the energy field that exercises a paralyzing and irreversible action. He considers himself necessary for the transition to an "impossible absolute" when he succeeds in gaining the full trust of the man beside him, negatively influencing him through the suffering he inoculates through an image that contains enough information to shock to the point of horror.

Lecter catches the fugitive moment when he can lead someone to downfall. Exactly the moment when Miggs, locked in the next cell, is about to shatter, based on the continuous tension he has cleverly generated through suggestion. Miggs has to defeat some opposite action forces, but he can’t oppose his downfall, he can’t react along the correction, control and punishment axis where Lecter’s verbal interventions are based.

The news travels fast. Miggs is dead. He swallowed his tongue little before dawn. Lecter suggested him that, or those are the hospital’s director, Dr. Frederick Chilton’s assumptions. The night guard heard Lecter slowly talking to Miggs. He said something, but the night guard couldn’t hear exactly what it was. Miggs cried for a while, and then stopped. Forever.

Nobody knows how Hannibal Lecter managed to convince Miggs to commit this gesture. But just like Peyrade, the informant of Balzac’s novel, muffled the door ring after midnight, so that nobody would know who’s visiting him, so did Hannibal Lecter, starting with the first moment when he talked to Miggs, activated his primal instincts, thus instantly annulling his resistance force field, without him noticing what’s really going on.

Leadership: Can you eliminate the secondary factors that have at their core rejection forces?

We can examine an important quantity of complex "supplements" that support the efficiency of leadership, starting with the influence that the leader has over the ordinary individual who’s being monitored, analyzed and controlled.

Influence, that always menaces to extend it "clinging" and "leaping forward" effects, being selectable, configurable and achievable at any decision level, becomes the only battle fought on enemy territory. Its coordinates, fully deciphered by the most talented of leaders and its sphere of coverage, applicability and action creates around leadership a certain potentiality that tends to accomplish itself up to perfection.

The secondary factors that can interfere in the evolution of leadership have at their core rejection forces between the leader and ordinary individuals and they manifest constantly through mentality, attitude and behavior changes, controllable or incontrollable, generated willfully or by constraint. These factors are related, predominantly, to those convictions or limitative ways thinking that can arise in the process of analysis and evaluation: related to the intimate, social and professional life of individuals.

In turn, these convictions or limitative ways of thinking can be gradually modified or changed provided there is a sturdy influence and a wise approach promoted through superior quality values; and only if they’re not enclosed in the circumstances inadequate for the final purpose, which is balancing the potential.

In leadership, the opposite action forces must be eliminated before they put too big of a pressure in the area of similarities and common thinking patterns, before they produce an irrecoverable rupture.

Leadership: Can you balance the two factors of equality, without becoming a constant of the attitude of protest against one’s self that extends the capacity to be receptive to others’ suggestions?

The perspectives of expanding leadership towards excellence in the future world need to be deeply understood, starting first of all from the acknowledgement that there is a stable and durable balance between the influencing and gain possibilities.

By using the level of understanding of human nature without taking as reference, with wisdom and moderation, the axis of your influence – "the personal power of infiltrating and invading" , you will disassembe the protection component of leadership, that only by creating a 100% compatibility of thought, can oppose "the downfall" of the others that are your referents.

The impossibility of identifying, understand or healing certain mental patterns, or on the contrary redimensioning or disassembling them, is deeply rooted in a volume of changing dimensions, depending on the individual leadership performances and on the value of the persuasion "coefficient". At the same time, it depends on the power of suggestion of the leader, and also on the level of the masses’ sugestibility.

You can set the balance between the two factors of equality: an equality of your own beliefs and values, eliminating that equality between mentality and different purposes, but only if you succeed to eliminate the hidden and extreme part of your nature.

Leadership is not a system of objects able to produce satisfaction simply by gazing upon them, or that can be moved so as it completes the desired design. It’s more of an incursion into a foreign space, initially unknown, where by introducing control rutines at our "internal frontieres", there should be an exception. And the element of empathy has to be valued more than the element of persuasion.

The hidden and extremist part of human nature is revealed when the suffering of not being recognized by others manifests itself as a refuge of lack of empathy or as a crescendo of despair of considering yourself an invincible power.

The Delicate Shadow Behind Leadership is that special capacity of the leader to influence the masses by using his persuasion and suggestion abilities, supported by more or less real elements.

The leader, the "inductor" of suggestion, needs to have a suggestion "catcher" (the masses of people). His success is dependant greatly on the suggestion inductor-acceptor relation. Of course, suggestion can be used for evil or good purposes, it can be positive or negative. But history proved that the great leaders that used suggestions for evil purposes, more or less personal, ended in a regretable fashion sooner rather than later, or they have stepped through "the backdoor" of history as negative examples.

Consequently, be careful how and to what extent you use suggestion.

* Note: The Silence of the Lambs (1991)