| Intuition is often viewed more as a feminine trait but | | | | trust in business success. Company mergers can be |
| men use their intuition as well. Best-selling author, Marc | | | | complex and drawn out affairs involving an army of |
| Allen, reflecting on one of his mistakes regarding a | | | | lawyers, accountants and the like. It can sometimes |
| business deal that went sour, said in a teleseminar, | | | | take up to a year to finalise details. |
| "My first gut impression when I looked in his eyes was | | | | However, when some years ago, Berkshire Hathaway |
| "Don't trust this guy". That was my initial intuitive | | | | bought McLane Distribution Company from Wal-Mart |
| impression and ever since then I've never denied that | | | | the transaction was finalised in record time. Following a |
| intuitive impression. I always wanted to meet people | | | | 2-hour meeting the acquisition was finalised in just |
| face-to-face. Just look in their eyes and you get a lot | | | | under a month. And we're not talking about trifling |
| of intuitive information." | | | | sums here. |
| Allen's intuition was proved right when the company | | | | This was a $23 billion transaction. |
| that this guy was brought in to manage went belly-up. | | | | Both companies were public and therefore their |
| Some people underestimate the power of their intuition | | | | records could be scrutinised by the public. Warren |
| but it is not just a whim. Intuitive thought or a hunch is | | | | Buffett said, |
| often the result of, among other things, our senses | | | | "I trusted Wal-Mart, I trusted the people I worked with. I |
| taking in and analysing a mass of data and helping us | | | | knew everything would be in exactly the order that |
| to formulate an opinion on the subject and assess a | | | | they said it would be, and it was." He said, "We did no |
| situation in a uniquely insightful way manner. | | | | due diligence." |
| So as Dr Joyce Brothers said, | | | | Can you see the advantages of being able to operate |
| "Trust your hunches. They're usually based on facts | | | | under such an umbrella of complete trust? As Indira |
| filed away just below the conscious level." | | | | Gandhi said, |
| However, like most things, intuition is a skill that must be | | | | "You can't shake hands with a clenched fist." |
| honed so here are five ways to improve your powers | | | | A word of caution - this deal may have been lightning |
| of intuition: | | | | fast but this relationship was gradually built up over |
| 1. Accept that intuition exists and is a gift that can help | | | | time. However, building trust is something we are all |
| you to reach your goals faster. | | | | capable of and need to develop if we are to be |
| 2. Discover what fears you have that prevent you | | | | successful in building any sort of relationships whether |
| from using your intuition fully. | | | | personal or business. |
| 3. Follow your intuition - when you hear that quiet voice, | | | | Here are five simple ways you can create trust in |
| when you have inspired thought, act on it. | | | | your relationships: |
| 4. Practice extreme self-care - take care of mind, | | | | 1. Be open, transparent and scrupulously honest in your |
| body and spirit by exercising regularly, eating healthily, | | | | business dealings; |
| drinking plenty of fresh water and getting adequate | | | | 2. Stick to your word - be known as someone who is |
| rest this will make you more receptive to intuitive | | | | completely reliable; |
| thoughts. | | | | 3. Under-promise and over deliver - people love to |
| 5. Keep a journal - you may be able to see patterns | | | | receive unexpected bonuses; |
| that emerge when you have intuitive thought. | | | | 4. Refrain from gossiping about your colleagues or |
| Intuition and trust go hand in hand. You cannot exercise | | | | business partners, it is unprofessional and can seriously |
| your intuition without also using trust and when you | | | | backfire; and |
| trust you often have to rely on your instinct or intuition. | | | | 5. Take responsibility for your actions especially when |
| There are many situations that don't allow the time for | | | | things go wrong. Similarly, give credit where credit is |
| other mechanisms for building trust to come into effect. | | | | due. |
| Sometimes we have to make a snap decision relating | | | | Trust and intuition are inexorably linked. To be able to |
| to matters that can involve large sums or money or | | | | tap into your intuition you have to learn how to trust |
| even our well being. | | | | yourself and as Cardinal de Retz said: |
| The richest man in the world, legendary billionaire stock | | | | "A man who doesn't trust himself can never really |
| market investor, Warren Buffett and CEO of Berkshire | | | | trust anyone else. |
| Hathaway, provides a great example of the value of | | | | |