Maslow’s “self-actualization” has often been seen as some lofty and sophisticated aspiration reserved for those who have had their...

A Foundational Principle In Good to Great , Jim Collins (2001) and his 20-strong team shortlisted just eleven GREAT ORGANIZATIONS from “an initial universe of companies” that were on Fortune 500 from 1965 to 1995 (30 years). They each met the team’s stringent criteria, eliminating global giants such as 3M, Boeing, and Coca-Cola. Each of these eleven companies averaged cumulative stock returns 6.9 times the general market over a sustained period of fifteen years , following a

We are often two , or, if we go by our triune neurobiology  of head and heart and gut, three  minds about things. This internal conflict...

A Philosophy of "Natural Imperatives," and A System of Nine Basic and Universal Human Values A Universal Buy-In THERE APPEARS TO be but...

The Triune Brain and Our Personality Dispelling the left-OR-right-brained myth—and embracing our left-AND-right- (and-mid-) brained nature—can improve our well-being and increase our professional and leadership value. We are often two (in fact, three ) minds about things: Do I follow my heart (emotional needs), my head (logic), or my gut (instinct)? This is especially distressful when we have to make a decision that we know will significantly impact our future. Regardless o

Returning to Jung’s root definitions, and rediscovering their implications for our personal, professional, and leadership value. Jung’s Definition ​ There are a great many interpretations on what introversion and extraversion mean; no less from the pioneer, Carl Jung himself, through his years of ongoing study. They range from “Schopenhauer’s will,” to “the causal factor behind the conflict in the neurotic,” to “a concept of intensity of value,” to, more recently, “traits”