Are you sapiosexual?

“Who are sapiosexuals?” you may ask. In a few words, sapiosexuals are those who fall in love with people’s minds.

Are you sapiosexual? Take the test! 😉


Have you ever fallen in love with the words?

Books are the most patient of teachers, the most constant of friends, and the wisest of counselors. From

or the books?

sapiosexual all the way

Do you appreciate intelligent conversation?

Yesss men we so. Intelligent conversation is real sexy. Stimulate my mind first.

Are you male or female? Well, that does not really matter 😉


Is intelligence the ultimate aphrodisiac for you? 



And SMART – the new SEXY? 

This was my lock screen forever...

If you answered ‘Yes’ to any of these questions, then I hope you do know  someone who is in love with your mind? Someone who wants to undress your conscience and make love to your thoughts? Someone who wants to watch you slowly take down all the walls you’ve built up around your mind and let them inside? Someone, who can’t forget the flavour of your mind?


souls connect ☽☆☾

Hope you do have that special SOMEONE in your life



Are You a Genius or a Genius Maker?


 We’ve all had experience with two dramatically different types of leaders. The first type drain intelligence, energy, and capability from the ones around them and always need to be the smartest ones in the room. These are the idea killers, the energy sappers, the diminishers of talent and commitment.

On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them. When these leaders walk into a room, lightbulbs go off over people’s heads, ideas flow, and problems get resolved. These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations. These are the Multipliers.



Multipliers are genius makers. Everyone around them gets smarter and more capable. People may not become geniuses in a traditional sense, but Multipliers invoke each person’s unique intelligence and create an atmosphere of genius – innovation, productive effort, and collective, viral intelligence.

Diminishers on the other hand are absorbed in their own intelligence, stifle others, and deplete the organization of crucial intelligence and capability.


The mind of Multiplier

Multipliers and Diminishers tend to hold radically different assumptions about the intelligence of the people they work with. These assumptions appear to explain much of the difference in how Diminishers and Multipliers operate.

The Diminisher’s view of intelligence is based on elitism and scarcity. Diminishers appear to believe that really intelligent people are a rare breed and I am one of the few really smart people. They then conclude, other people will never figure things out without me.

Multipliers on the other hand have a rich view of the intelligence of the people around them. They see intelligence as continually developing. Therefore their key assumption: people are smart. They will figure this out and will get even smarter in the process.


In analysing data from more than 150 leaders, Wiseman and McKeown have identified five key disciplines that distinguish Multipliers from Diminishers:

  1. The Talent Magnet: Attract and optimize talent
  2. The Liberator: Create intensity that requires best thinking
  3. The Challenger: Extend challenges
  4. The Debate Maker: Debate decisions
  5. The Investor: Instill ownership and accountability


* * *


The Talent Magnet


Talent Magnets get access to the best talent because people flock to work for them knowing they will be fully utilized and developed to be ready for the next stage. Talent Magnets:

  • Appreciate all types of genius: genius comes in many forms. Some minds excel at quantitative analysis or verbal reasoning – capabilities measured through IQ and other tests of traditional cognitive intelligence. Other minds offer creative genius, innovating through fresh thinking and bold ideas. Some minds are critical, spotting every problem or landmine lurking within a plan; the genius of some others is to find a way to tunnel around these landmines.
  • Ignore boundaries: Talent Magnets live in a world without walls and without hierarchical or lateral restrictions. Instead, they see talent networks.
  • Find people’s native genius: A native genius is something that people do, not only exceptionally well, but absolutely naturally. They do it easily (without extra effort) and freely (without condition). It is something that gives them inherent satisfaction, and they offer their capability voluntarily, even ardently. Native genius can be so instinctive for people that they may not even understand their own capability, like the fish that discovers the water last. By telling people what you see, Talent Magents can raise their awareness and confidence, allowing them to provide their capability more fully.
  • Utilize people to their fullest by connecting people with opportunities that allow them to be used at their highest point of contribution.


* * *


The Liberator


Liberators create an intense environment that requires people’s best thinking and work. As a result, people offer their best and boldest thinking and give their best effort.


  • Release others by restraining themselves: it is a small victory to create space for others to contribute. But it is a huge victory to maintain that space and resist the temptation to jump back in and consume it yourself.
  • Shift the ratio of listening to talking: liberators are ferocious listeners who listen to feed their hunger for knowledge.
  • Operate consistently: The consistency in the liberator’s actions establishes a predictable pattern of behaviour. This allows others to know when it is their turn and where there is space for them to contribute. It also creates safety with all people knowing what to expect.
  • Level the playing field: in any formal organization, the playing field is rarely level, and certain voices are inherently advantaged. These include senior executives. Unless managed, other voices that are perhaps closest to the real issues can become muffled.
  • Demand best work: Asking whether people are giving their best gives them the opportunity to push themselves beyond their previous limits.
  • Distinguish best work from outcomes: people feel positive pressure when they are held to their best work, however it is important to avoid creating stress by holding people accountable for outcomes beyond their control.
  • Generate rapid learning cycles by admitting and sharing mistakes and insisting on learning from mistakes.


* * *


The Challenger


Challengers define opportunities that challenge people to go beyond what they know how to do. As a result they get an organisation that understands the challenge and has the focus and energy to take it on.

The Challengers:

  • Seed the opportunity by allowing people to discover it, challenging the assumptions, re-framing the problems into opportunities, and providing the starting point.
  • Lay down a challenge by asking the hard questions and letting others to fill in the blanks.
  • Generate belief in what is possible by laying out a path, co-creating the plan and beginning with small early wins.


* * *


The Debate Maker


Debate Makers engage people in debating the issues up front, which leads to sound decisions that people understand and can execute efficiently.

Debate Makers:

  • Frame the issue by defining the question that unearths and challenges the assumptions entrenched in the organization, forming the team, and assembling the required data.
  • Spark the debate by creating safe environment for best thinking and demanding rigor.
  • Drive sound decision making.


* * *


The Investor


Multipliers operate as Investors. They invest by infusing others with the resources and ownership they need to produce results independent of the leader.

The Investors:

  • Define ownership by naming the lead, giving ownership for the end goal and stretching the role
  • Invest resources by providing mentoring, coaching and backup
  • Hold people accountable


Multipliers also tend to have a great sense of humor. They aren’t necessarily comedians, but they don’t take themselves or situations too seriously. They can laugh at themselves and see comedy in error and in life’s foibles. Their sense of humor liberates others. Multipliers use humor to create comfort and to spark a natural energy and intelligence in others.

 From “Multipliers: How the Best Leaders Make Everyone Smarter” by Liz Wiseman with Greg McKeown


The concept of Diminishers and Multipliers however is not limited to business leadership only. It can be easily applied to any relationship, including marriage, family, parenting, friendship etc.


Are you a Diminisher or a Multiplier, a Genius or a Genius Maker?





Believe nothing…


“Believe nothing just because a so-called wise person said it. Believe nothing just because a belief is generally held. Believe nothing just because it is said in ancient books. Believe nothing just because it is said to be of divine origin. Believe nothing just because someone else believes it. Believe only what you yourself test and judge to be true.”


Related posts:



Emotional Intelligence (EQ) for happy life and successful career

EQ1From IZquotes

* * *

communication_j how goodFrom Communicating with Confidence

We probably all know people, who are really good listeners. No matter what kind of situation we’re in, they always seem to know what to say – and how to say it – so that we’re not offended or upset. They’re caring and considerate, and even if we don’t find a solution to our problem, we usually leave feeling better.

We probably also know people who are masters in managing their emotions. They don’t get angry in stressful situations. Instead, they have the ability to look at a problem and calmly find a solution.

People like this have a high degree of emotional intelligence. They know themselves very well, and they’re also able to sense the emotional needs of others.

Emotional intelligence (EQ) is recognised by many psychologists as more important than IQ for the success or failure in life and career.


Components of the Daniel Goleman emotional intelligence model

What is Emotional Intelligence?

Emotional intelligence is the ability to recognize your emotions, understand what they’re telling you, and realize how your emotions affect people around you. Emotional intelligence also involves your perception of others: when you understand how they feel, this allows you to manage relationships more effectively.

There are 5 key characteristics of Emotional Intelligence:

  1. Self-Awareness – ability to understand your own emotions.
  2. Self-Regulation – ability to control emotions and impulses.
  3. Motivation – ability to defer immediate results for long-term success.
  4. Empathy –  ability to identify with and understand the wants, needs, and viewpoints of those around you.
  5. Social Skills – ability to communicate effectively with others, build and maintain relationships.

 Dad's loveFrom ’10 Tips for Dad’s – By Men For Men’

How can you help your child to develop emotional intelligence?

Relationship with you provides the first step to developing emotional intelligence for your child:

1. Hold your infant when he/she wants you and respond quickly to his/her cries.

2. Calm your own anxiety. It has been confirmed that parents’ touch, voices, and movements can either soothe a child or stimulate anxiety.

3. Accept and acknowledge your child’s emotions. Teach children that they can’t choose their feelings, but they can — and must — choose what to do with those feelings.

4. Demonstrate empathy. Your empathy teaches your child that his/her emotional life is not dangerous, is not shameful, and in fact is universal and manageable. Your child realises that he/she is not alone and learns to understand and accept his/her feelings.

5. Don’t shame your child when he/she gets hurt (e.g. don’t tell your son ‘big boys don’t cry’) and avoid repressing emotions. Repressed feelings don’t fade away, as feelings that have been freely expressed do. Repressed feelings are trapped and looking for a way out. Because they are not under conscious control, they can develop into nightmares and nervous tics.

6. Active Listening helps to diffuse intense feelings. Accepting his/her feelings and reflecting them does not mean you agree with them or endorse them. You’re only showing him/her that you understand.

7. Help your child to come up with an appropriate way to solve a problem or deal with an upsetting issue or situation.

8. Handling anger constructively is one of the most important skills you can give your child. When he/she’s angry, look under the anger for the hurt or fear that his/her anger is defending against. Use words, not force. Don’t let anger escalate. Breathe so you can keep listening.

11. Model emotional intelligence. What your child sees you do is what he/she will do. Do you start snapping at people when you’re under stress? Have minor tantrums when things go wrong? Can you stay calm during emotionally charged discussions? Do you empathize when feelings are expressed? So will your child.

12. Don’t let your own feelings to get out of hand. If you end up screaming, your children just feel picked on. They learn nothing useful and much that is harmful about how to handle their own feelings when they watch you indulge yours at their expense.

13. Don’t undermine your child’s emotional self-knowledge. Respect his/her feelings about others. If he/she feels uncomfortable letting Uncle Herman hug him/her, teach him/her to shake hands. Affirm your child’s ability to trust his/her own feelings. Children need to make their own decisions about relationships from an early age.

Sounds scary? Emotional intelligence is not my strongest point and although I put a lot of effort into improving my communication skills and emotion control, I still have plenty of room for improvement. However I try to avoid being a perfectionist. I believe that if I get 90% of these points right, it is better than nothing. And when I get something wrong or lose control of my own emotions, I do apologise to my children for hurting their feelings and use that as an opportunity to discuss how we can help each other in controlling our emotions and expressing ourselves in a more appropriate way. I think it is good for children to see that adults are also not perfect, that adults have emotions too and controlling emotions can be challenging for them as well. None of us is perfect and improving yourself is a life-long journey.

fathers-day-dad-with-kidsFrom Who is your daddy?

Online Resources on Emotional Intelligence: