|Peter Urs Bender||Previous Page | Next Page|
sermons his own feelings, emotions, and practical experience. That's what
makes him such a powerful preacher.
I think very highly of Dr. Graham. If Billy Graham believes God
gives him his words, I wouldn't want to debate it with him because I believe
"as men think so shall it be." I think it is the spirit of himself talking it out,
and that is what I see as spirituality. Spirituality is a feeling that gives one
the power to use our energy. To do more, and to become more productive.
Spirituality, like leadership, comes from within. Everyone has it. Some are
just more able to access it than others. I think that is because they have
"experienced" to it more often than others.
Think of your own life. If you think something doesn't exist, then for
you it doesn't. If you say you don't have a problem, then in your own eyes,
you don't. Others might think you have one. The person having the problem
first needs to recognize he has one, or there's no chance of ever fixing it.
I also think we can be guided into becoming more aware of our
intuitiveness or Gutfeeling. But you have to look at the person and the kind
of background he was raised in. If one grew up in a very analytical, left-
brain society, one probably is not all that familiar with Gutfeeling. If one
grew up in a more creative, right-brain environment, then there's no question
one knows and uses intuition and Gutfeeling more often.
I believe analytical thinking and intuitiveness complement each other.
Take, for instance, a surgeon. If he says to you "I have a Gutfeeling there's
something wrong with you and I want to operate to fix it," you won't be too
impressed. You expect your surgeon to be an analytical genius. A Gutfeeling
is a personal intuition.
But I also bet that if you found the top surgeon in a hospital and
started to talk with him, sooner or later he'd start talking about "Gutfeeling".
He might say something like this: "When I did that operation I had the
feeling I should look at such-and-such an organ. This, too, needed to be
fixed. I did, and it worked. Why? Nobody knows." That surgeon just
listened to his or her Gutfeeling.
I once knew a brilliant accountant. She was a genius at buying defunct
or near-defunct companies, ferreting out information about them, and using
it to negotiate the most advantageous purchase price possible. It was
analytical, dry-as-dust stuff she was doing, but she wasn't a dry-as-dust
person. She was, in my opinion, quite an intuitive person.
One day I asked her how she could possibly cope with all the dry
analytical stuff she was doing and not go nuts. She replied that she found it
fascinating to "get behind the figures". What did she mean, I asked. She said
the figures led her to be able to draw a picture of the company's psyche! In
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