In the seventh grade, when I was thirteeen years old (early 1967), I had an instrumental teacher named Eleanor Betz Alter. Apparently, I had a habit of correcting her. On one occasion she talked about the opera singer Birgit Nilsson and wrote Nilsson’s name on the blackboard incorrectly as “Nielson.” I corrected Mrs. Alter. I said, “You spelled the name wrong. It’s N-i-l-s-s-o-n not N-i-e-l-s-o-n.” This angered Mrs. Alter who said, “You know, it says something about you that you have to correct people all the time!” I’m sure it did. But what did it say about a 13 year old kid that he could identify the name of an opera singer? What does it say that I can still remember that anecdote 50 years later?

I make people feel like they have to prove themselves around me! It started early !!

As a result of these special brain characteristics, gifted thinkers typically enjoy benefits including more vivid sensing, prodigious memory, greater fund of knowledge, more frequent and varied associations, and greater analytic ability. However, these same neurological characteristics carry a number of potential drawbacks, including sensory, emotional, and memory overload, sensory hypersensitivities, personal disorganization, sensory distractibility, delayed processing due to “analysis paralysis” (or getting “lost in thought” due to an excess of options), and mental fatigue.

more frequent and varied associations, = “He’s bipolar with loose associations and flight of ideas”

and greater analytic ability. = “He makes people feel like they have to prove themselves”

I have a high-powered corporate culture going on !!

One of the keys to maintaining this appropriate balance lies within the front of the brain of gifted thinkers. This balance can be achieved through a coordinated interaction of the right and left lobes in what we’ve termed “Creative Corporate Thinking.” Creative Corporate Thinking consists of a partnership between the Chief Executive Officer (CEO) on the left, and the Creativity Director on the right. The interaction between these two entities is that “corporate balancing act” between the “Suit” or CEO on the left that focuses and prioritizes goals, works out details, and implements strategies, and the “Talent” or Creativity Director on the right that dreams, combines ideas, sensations, and images, generates alternative approaches, and is oriented toward the “Big Picture.” Each of these functions has its distinct “corporate culture” with its unique style and language, and each is essential for good corporate function. The key to optimal thinking is to maintain productive communication and cooperation between the two sides. This cooperation is essential regardless of the task. Even seemingly “analytical” skills like math involve tremendous amounts of imaginative, dreamy, associational thinking; and even seemingly “abstract and creative” skills like painting or sculpting involve tremendous amounts of detailed planning.

Chief Executive Officer – perfect score on Wisconsin Card Sorting Test (evidence of high executive functioning)