A wise unselfishness is not a surrender of yourself to the wishes of anyone, but only to the best discoverable course of action. David Seabury
You normally look beyond simple self-interest. This does not mean that you never proceed purely based on self-interest because you occasionally do. Rather, it means that you scan the interest field before proceeding. This is usually fairly instantaneous and automatic but most always precedes action. You normally know whose interests are affected by your action and the nature of the effect. That insight then becomes an important element in your action equation, giving you a concurrent short and long-term perspective, thus reducing the likelihood of negative eventualities following your action. Your actions seldom come back to bite you.
The challenge of leadership is to be strong, but not rude; be kind, but not weak; be bold, but not bully; be thoughtful, but not lazy; be humble, but not timid; be proud, but not arrogant; have humor, but without folly. — Jim Rohn
You are a grounded, down-to-earth person. Many people who are as talented and successful as you become arrogant and develop an above it all attitude and demeanor. They highly value their superior talent or intellect and let others know about it in subtle and not so subtle ways. People like you who come across as just regular folks are normally more intuitive than those who dont. They may be obviously very bright or talented, as you are, but are comfortable with their gifts and dont give the impression that they think that makes them better or more important than other people. You are also rather self-contained and dont splash your emotions, attitudes, or opinions on everyone around you. You live within your personal space.
“You can motivate by fear. And you can motivate by reward. But those methods are temporary. The only lasting motivation is self-motivation.” — Homer Smith
You are highly concerned about the self-motivation and individual interests of other people. At times, you may seem indifferent to the people-side of events and circumstances; however, this is merely apparent but not real. You understand that motivations and interests are always relevant and that not giving them your serious and complete consideration represents partial understanding and is a sure way to incomplete and inadequate analysis and action. People always matter. Not accepting that reality is foolish; and you are rarely foolish.
Most people spend more time and energy going around problems than in trying to solve them. — Henry Ford
You neither avoid nor obsess over the details of problems or situations. You are able to quickly grasp the whole, while being aware of the details and their relationship to each other and to external factors. This is key to your capacity to see connections, implications, and possible actions nearly immediately.
No problem can stand the assault of sustained thinking. — Voltaire
Divide problems into manageable parts. You know that most any significant problem or issue can be made to seem so complex that it can never be resolved. This is why so many situations don’t get resolved and, alternatively, why you are successful in resolving problems and difficulties at a higher rate than most other people. You approach problems by first identifying elements that you can and do understand. You then draw on your experience and expertise to manage those aspects of the problem or circumstance. As you proceed, you trust in your intuitive capacity to make new connections and to provide fresh insights to other aspects of the puzzle. It frequently appears that you knew what you needed to know all along but you know you didn’t. Your intuition again came to your rescue.