Fortune Making, Not Fortune Telling

Remote influencing works not only on individuals.  It works on groups of people as well, assembled at meetings, for example, or as a working selection set.  That can include all of your prospective clients, your employers, employees.  The selection set is what defines the people included in the influencing process.

I make sure my client’s  best interests are served by taking apart dissonant ideations and knitting new ideations into the target’s belief system.  By integrating my client’s intended beliefs into my target using ideation scaffolding, the people who’s minds my client pays me to change think their thoughts are their own.  My methods are proprietary and will never be taught while I am in business as an influencer.

Using the methods I designed, my client’s  business needs are served with exponentially more speed and effectiveness than the usual remote influencing method of repeating a message to a person.   My feedback method is immediate, so I know if the target is being influenced, how they are responding to it internally, and what their opposing beliefs are that are preventing it.    That can be addressed then, in a process of rational persuasion followed by integration into the subject’s mind using ideation scaffolding.

I do effectively change someone’s whole thought process to be in concert with my client’s intentions while giving them a set of criteria couching the revised ideation in rational supporting data.  In short, supporting my client’s agenda in the mind of the person they wish to influence with rational information gives credence to the new point of view.  It lets the person or persons feel like their change of mind is entirely their own and not irrational.

When I influence someone, I first scan them and form a conceptual model of their personality structure.  When I influence a group of people, I go about it differently.  If I am monitoring a situation such as a board meeting, I monitor the targets individually, and read them via feedback as the meeting progresses, influencing them to believe my client’s agenda is their own as I go, and pushing the group as a whole to create continuity.

If you’re accustomed to sitting in long meetings you know how after a half hour or so everyone tends to become very aligned in their participation.  There may be one or two individuals in disagreement with the rest, but that usually occurs when someone has come to the meeting with an agenda diverse from the rest of the group.  Once people get together they tend to work in harmony, which works to my client’s advantage, as I am able to influence the group around a particular issue in real time.













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