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» Are You an Empathic Narcissist?

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Aletheia Luna
Weird title huh? How can an empath be a narcissist? … It just doesn’t sound possible.

But it is.

Empaths by definition are supposed to be so finely “tuned in” to others and their feelings and thoughts that they can literally experience firsthand (or secondhand) what it’s like to be another person. Narcissists on the other hand seem to only care about themselves and their own needs and interests, appearing to be devoid of concern for others.

But here’s the thing: being an empath doesn’t necessarily mean that you actively feel empathy towards others. And being a narcissist doesn’t mean that you don’t have the capacity to feel what others feel on a mental and psychological level.

When most of us think of narcissists we tend to picture obnoxious, extroverted and self-obsessed people, on par with many Hollywood celebrities. But did you know that there are actually Cheap 2018 Lucy Choi London Woman Cole Snakeeffect Leather Sandals Animal Print Size 37 Lucy Choi London How Much Cheap Price Cheap Sale Perfect Shopping Discounts Online Discount 100% Original TvP5PSeyr
: the overt and covert? Overt narcissists are typically thick-skinned and openly conceited. Covert narcissists, on the other hand, are generally shy, sensitive and introverted. However, both share similar traits of a lack of concern for others, obsessive self-interest, blaming and criticizing, dishonesty and manipulation.

Covert narcissists, on the other hand, are generally shy, sensitive and introverted.

Finally, this article was written in the interests of self-exploration and self-growth, not as an actual medical diagnosis. Fortunately most empaths are empathetic , but if you suspect that you may harbor any borderline or obvious traits, you’re free to keep reading.

Fortunately most empaths are empathetic 10 Signs You’re an Empathic Narcissist

For most of my life I strongly believed that I was a kind, patient, caring and empathetic person. This idealized self-image I had created for myself only served to mask the real truth of who I was: that of a self-centered wounded egomaniac who couldn’t truly empathize with others. Don’t worry, I’m not “dissing” myself – it’sthe truth! And you know, sometimes I still can be self-centered, but I have improved a great deal since then. By the way, this breakthrough from unempathetic empath to empathetic empath was greatly assisted bywho shook me up and put the mirror of Clarity right in front of me.

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A definitive new study dispels the myth of the Silicon Valley wunderkind.

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While this may seem extreme, there is clearly a bias among many in the tech sector toward the young. Take Mark Zuckerberg’s statement that “ young people are just smarter ,” or the Essential Top Plumeria shirt underwater by VIDA VIDA Best Wholesale Cheap Price b1CCWB
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, a professor of strategy at the Kellogg School.

But is this notion accurate?

“If you look at age and great achievement in the sciences in general, it doesn’t peak in the twenties,” he says. “It’s more middle-aged.” Even Nobel Prize winners are having their breakthrough successes later and later in life, Jones found Pumps amp; High Heels for Women On Sale in Outlet Powder Leather 2017 3 Dolce amp; Gabbana Low Cost Find Great For Sale Recommend Discount AATm23
. Are the startups of Silicon Valley really an exception?

In a new study, Jones, along with Javier Miranda of the U.S. Census Bureau and MIT's Pierre Azoulay and J. Daniel Kim , use an expansive dataset to tackle that question. The researchers find that, contrary to popular thinking, the best entrepreneurs tend to be middle-aged. Among the very fastest-growing new tech companies, the average founder was 45 at the time of founding. Furthermore, a given 50-year-old entrepreneur is nearly twice as likely to have a runaway success as a 30-year-old.

Scientists who make breakthroughs are older than ever

A QA on why you should “date before you marry” with an entrepreneur who took the plunge.

Advice from Kellogg faculty experts on starting and running your own business.

These findings have serious implications—not only for aspiring entrepreneurs, who might be over- or underestimating their odds of success based on their age, but for society at large. After all, if venture capitalists are reluctant to bet on older entrepreneurs, then many potentially successful startups may never get off the ground.

“If we’re not allocating dollars to the right people in entrepreneurship, we may be losing, in terms of the advances that best raise socioeconomic prosperity,” Jones says. “It’s actually a fairly high-stakes question.”

It’s not like there’s any repercussions for defense industry executives, either. Sure, they might take some sort of weak excuse for a “pounding” in the political arena, but in the end, it doesn’t matter. Defense executives aren’t beholden to the general taxpayer, they’re beholden to shareholders.

And development dollars, heading straight into corporate coffers, delight shareholders.

Thus you have end up with a culture of never-ending “doubling down” on troubled weapons programs, in hopes that they will be usable someday. And nobody really has to ‘own’ any of these decisions anyway, because those responsible end up getting promoted, or moved to another position, or have long left for the cushy confines private industry, by the time things start falling apart.

As concurrency isn’t bad enough itself, some basic, proven and highly logical practices that are aimed at abating some of the risk posed by a concurrent procurement and testing strategy get thrown out for savings that amounts to a tiny fraction of an entire program’s cost. Case in point, the incredibly stupid move to cut the F-35’s alternative engine. It seems that under concurrency, all logic is tossed overboard in the hopes of buying, or selling, just a few more units down the line.

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The DoD painted the F-35's alternative jet engine as a huge unneeded expense, one that was…

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What complicates matters even further is that delays and cost overruns surrounding weapon systems built under the concurrency fantasy end up requiring the existing and proven inventory of weapon systems to be upgraded to “bridge the capability gap,” until their troubled replacements eventually come online.

The problem is that the failures of concurrency, and the avalanche of delays and cost overruns it causes, suck up so much funding that there is often simply no money left to provide these necessary upgrades.

As a result, even ensuring that the existing fleet remains strategically or tactical relevant becomes a pipe dream.

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Yes, there was a chance that a Nimitz Class nuclear supercarrier was going to get retired after only half its useful life, because the Navy couldn’t afford to refuel and overhaul it. Yet at the same time, the Navy is supposed to be able to afford its $13B+ replacements all the while.

“You don’t understand! You weren’t there.” “I don’t know what I want.” “Eh, it’s alright, I guess.” We think of empathy as a moral value. (When, in fact, it’s a muscle.) We are all different Data isn’t enough

A working definition

A practical framework

Read on for practical tips that a product manager, their teams, and their organization can leverage, to strengthen the empathy muscle.

As a Product Manager,try:

Work to hear what’s not being explicitly being said. If you are a verbal and literal person, this is a bit more work, but very worthwhile. On Friday evening, Mr. Green offered up multiple clues into what would help him be more successful. I just had to very keenly listen to him.

I’ve found it useful to run through PM interview exercises. Even if you aren’t looking for a new opportunity, check out “PM interview articles” that suggest exercises on developing design empathy. Particularly valuable are exercises that don’t have anything to do with your professional life:

The ideas expressed here are technology / tool agnostic. What that means is — you have to be willing to be flexible about the underlying technology, in service of user needs and market fit. Even Facebook rethinks its strategy more frequently than you may realize.

As a Product Team,try:

Remember Mr. Green? He wasn’t quite happy with what he had, but didn’t quite know what he wanted. That’s ok, and that’s where prototyping comes into the picture. When you have found those broader themes, create a prototype, and check in with him. Prototypes gives qualified users something to react to, and gives you valuable feedback. Sneakers for Women On Sale Deerupt Runner Black Fabric 2017 US 5 UK 45 EU 37 adidas Great Deals For Sale 127Qb
, from Intuit.

Set up opportunities to, quite literally, watch people using your product. Transcribe that experience, and create personas based on it. (“) Spend time getting to know  — allowing for accurate inferential and intuitive leaps to what he wants. Share this experience, transcription, and persona with your internal teams, helping them increase their empathetic understanding. There’s no substitute for a first-hand / fresh-eyed experience; however, a secondary experience, when immersive, comes close. Here’s a case study of one way to do that , from HBR.

When creating a new feature, consider running a Empathy Map workshop. This is a self-contained way to validate assumptions of success. In a way, it’s a summation of all the concepts in this article: gathering qualified users, creating self-organizing personas, designing a user journey, getting early feedback — it all comes together here.

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. This does not replace your work of designing the new feature; however it dramatically supports it, and boosts the chances of a great market-fit.

As a Product Organization, try:

Consider introducing Key Performance Indicator (KPI) targets that specifically motivate and incentivize growth of empathetic processes, features, functions, and products.

And — as for Mr.Green?

W hile he did not immediately get what he wanted (and who does?), he remains a loyal customer and an engaged advocate. Knowing that we heard understood his business needs (and his own) — had gone a long way.

Good deal for a Friday evening.

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