Continuing the theme on flexibility in your beliefs giving you freedom, contributing to your intelligence, and attracting people, I’ll continue about ways to increase that flexibility. Yesterday covered using a prevalent ad campaign to help develop non-judgmental acceptance of other people’s beliefs and changing your own. By the way, by accepting other people’s beliefs, I don’t mean necessarily agreeing with them, just accepting that they have them and understanding them.[…] Keep reading →

I’ll build on yesterday’s post on changing your perspective to make it easier to change your perspective with a post I’ve been meaning to write for a while. Airports around the world are full of an ad campaign that provide another great exercise in enabling changing your perspective. Flexibility in changing your perspective is one of the most important tools in changing your world, creating freedom for yourself, and in[…] Keep reading →

One last behavioral trend to round out a few recent posts on behaviors that correlate with importance. The others were on leaders having the least stuff, being the least hurried, and the most common route to becoming CEO. People know this one, though they don’t always act consistently with it. Look throughout an organization. The higher you move in the organization chart, the more responsibility people have. Having responsibility because[…] Keep reading →

“What is the best route to become CEO of a corporation?“ For people driven to reach the top it’s a common question. A classmate asked it of Ralph Biggadike, professor of Top Management Processes, which, when I was at Columbia Business School, was the class in highest demand. Ralph is an excellent teacher, as knowledgeable about top management as you’d expect one of the top professors at one of the[…] Keep reading →

Following up on yesterday’s post about one aspect of behavior — how much stuff you carry and how functional you are — that correlates with importance is how calm or rushed you are. Likewise, how purposeful or reactive you are. People who know their priorities tend not to be rushed. They know what should be done in what order and they do it. So it’s not surprising that people who[…] Keep reading →

Important people do things differently than unimportant people — that is, behavior correlates with importance. If you want people to consider you more important — to trust and defer to you — you should pick up on how behavior correlates with importance. And with unimportance if you want to avoid being lumped in with unimportant people. The more important you are, the less you carry. The following corporate examples are[…] Keep reading →

Thanks to all who attended this weekend’s leadership and personal development seminar through Columbia Business School Alumni Club of New York and Parsons the New School of Design. Thanks also to those who made it possible.