I was reading a book called thinking Grow Rich by Napoleon Hill. And the funny part about reading the book is is this very small book and paperback and I'd seen it many, many times and thought it was a joke. I finally just got intuitive hit, pick up this book and read it. I did not know who Napoleon Hill was. And in reading the book I uncovered that Napoleon Hill had been commissioned by Andrew Carnegie, who was one of the wealthiest men ever at the turn of the century, he was worth $400 million or so in the year 1900. That would extrapolate to many billions now.

And he hired Napoleon Hill to write the memoirs as to what gave him his great insights. One of the last chapters was about making connection with the collective unconscious. I found this quite fascinating Napoleon Hill said he would sit when he had a question to wrestle with, he would sit in an imaginary Board of Directors environment. And at his table, he would have Socrates and Plato and Abraham Lincoln, and Teddy Roosevelt. And Albert Einstein, you get a sense of this. And he would imagine posing that question to each, whatever his question was each of these advisors.

I thought, what a fascinating idea. He actually imagined their response from their place, and time, and intelligence and reference point. And I noticed that I was getting very excited and reading quite rapidly at that point. And I came across a sentence where he said, you may notice that you're reading quite rapidly right now. I thought, How did he know this? And he was talking about the energy that takes place when you start to think and align with the unconscious, the unconscious mind, which is where the intuitive realms are.

And I finished the book and very excited Way, and I went to sleep was about 1130 at night. And as I dug further, all of a sudden in the lap of the second was diamonds, and jewels and gold beyond belief, and I bolted out of bed. I thought this is a dream I don't want to forget and I wrote it down. And what came through to me at that time, is that the more I dig into the wisdom of the ancients, the more my riches will be revealed to me. And that I would say was one of my more profound experiences. I've learned to trust dreams, you know, trying hard to be serious and finding the answer locks us into logic.

It locks us into the mental ruts of traditional thinking, in fact, now chemically, in a field called psycho neural immunology, we know that when we're trying hard to find the answer, you especially when you get anxious about it, you emit a lot of attention. adrenaline thickens the blood to coagulate it in case you're wounded in battle c won't lead to death. It also constricts the blood vessels to push a high majority of the blood from the brain in the digestive tract out to the extremities. So you can be very strong but you get very strong and very dumb. Because the Brian has now gone down into the brainstem, the reptilian brain. Now if you want to reverse that and be very creative and very intuitive, you get outrageous and playful, and when you just roll on the floor, laughing You know when you've really lost it, and it's a wonderful pun or a wonderful whatever.

You emit a lot of endorphins, endorphins, then the blood relax the sphincters to the cardiovascular, so your blood perming it permeates the richness of all of that part of your brain where there have not been connections and that's why you that's part of how you get the synapses of new thinking. And you know, creativity is taking too are unrelated things and suddenly they, they join. And that's intuition when you get the aha, the Eureka. So one of the best ways to do it is to go off duty and be outrageous and and be playful. in corporate America, one of the techniques that I teach is get a serious problem. We frequently bring kids in to help stop real problems.

And it's incredible what happens adults think and behave differently with kids in the room. And then we'll take something totally unrelated, like you say, how would a lion tamer solve your problem? We get kind of crazy. And you know, you might say, well, the lion tamer might reach through the roof or grab the tail and pull the liner inside out, which is you know, totally outrageous. How, what would that mean? Well, then, okay, connect that to your problem.

And maybe it's going to be Start with the product the client wants, and pull it back to you and then design toward the need, instead of saying, but we can't do that. And that's literally the way Sony got the Walkman. So your, your brain will give you the answer. But by being playful, you push through that that barrier that keeps you constricted in old thought. One of the most powerful things we found in in addition to bringing kids in for a day and partnering them around real problems, is to invite corporate teams to come with a picture of himself as a little kid wearing clothes, reminiscent of their favorite way to dress as a kid and bringing some object from childhood if not the real object close to it. Well, the day is totally different and we don't have breaks we have recess.

And I start in the morning saying Where's your energy And we work eight hours. And at the end, I say, where's your energy and they're astounded because they leave with a totally different quality of energy. Well, it is the endorphins. But all day long, I've connected them to their intuition. Through CLI, I coach, corporate leaders to make their workspace. So fun.

They can't wait to get there. Now, most CEOs have permission to do that, but five levels down, they're like prison cells. And so then the important thing is to give permission to each person in the organization to make their workplace. Inviting to their little kids stuff in the place you go to work is fun. For example, we found a Crayola calculator. And you know, having toys and meetings opens intuition.

I think it's so important that I find most adults are phobic about, about kids spirit there, they get polarized and think if we're having too much fun, we can't be making a profit. Look at Southwest Airlines, one of the wackiest companies in the world. And they're blowing all the other airlines and why and one of their core ingredients is making it fun to fly and making it fun fun to support each other in their, in their work. I consume as much literature as I possibly can. I read magazines that have nothing to do with anything but I'm interested in discover magazine, Omni magazine, the scientific magazines, trade rags, I generally tend to stay away from the from the broad media for exposure because it's usually too late in the cycle. It's already been completely identified, if indeed I'm going to do anything will be to go counter to something that's hitting a national broadcast mechanism.

Thing that needs to be said most importantly, is that we just need to open up to and be more aware of, in a conscious way, no words to bring intuition out of the closet in the management sector. It is coming out of the closet. Now, we just need to accelerate that process, I think that's the most important thing is to get it more out in the open, and just acknowledge what people are doing naturally anyway, so that we can be more aware of that share with us about it more, and just have it more become a more conscious process of this business decision making, rather than this thing we don't recognize you're paying attention to? Well, first of all, for intuition, particularly if it's used in business, or for some specific project, where there's information that you say, well know how we're going to do this.

What do we do first, what's important and so on. You have to have to have something you want done. And more than that, and I don't know how important people think this is, but you've got to have enthusiasm and drive for solving that. This is why when General Colin Powell decided not to be President, I thought he was right, because he just never did demonstrate that drive that activity of personality, which I think a president needs. So first of all, you have to have that. Then you have to get together everything that your non intuition can do all the factual information that's really available there.

And you have to decide kind of where is the area that you want the intuition about? So then you ask like a dowser asks, Where is the water underground? You kind of ask, Well, now, whom do you ask, right? I've had experiences like that, where I was told well, and I can tell you those experiences if you want where I was. So just ask, Well, you ask whatever you think. So then you ask, and then you have to wait for the intuitive message to come through either universal unconscious or your own memory bank, and you get it in any one of 15 ways that I have.

Listed there, and it may take an hour or more likely to take overnight or it might even take a week to do that. And then after you've done that, of course, you have to interpret this symbolic message which you do with any kind of intuition. And then after that, you have to say now what, in a practical way, how can we use this information to make the thing happen? I'm clear when I read the studies of, of some of the great players in the markets, that this is what they use. john templeton in Forbes magazine in January, said that the more spiritual you become, the better investor you'll become. George Soros talks about using intuition and having a superlative and analytical mind.

And Bernard Baruch, who was one of the great investors in the early turn of the century, said, Yes, I'm a speculator. The speculator comes from the word the Latin word specula which means to observe. And the whole thing about being an observer is to have more of an intuitive, larger sense of viewing. And it's from that larger sense of viewing making the connections, the interconnections in assuming that these connections are valuable and real and able to operate on when you begin to understand that there are certain waves and connections to pay attention to then synchronicities are not random events. They're calls to action.