What makes powerful people

Growth of the business was the most important followed by the continuity of the business and profits. Family interests came in last place. This acts to intensify certain emotions and make people more eager to fulfil their aims and desires, including rewarding experiences — such as eating delicious foods or having sex. As a result, both men and women in power are more prone to infidelity than the average person.

People in power are also more engaged, optimistic and take more risks. They signal power by highlighting their competence through verbal and non-verbal displays such as speaking in a confident manner, appearing relaxed and occupying more space physically. In the face of threats to their ego, such as when lacking competence or facing instability, power holders often reassert their dominance using authoritarian means such as aggression.

Broadly speaking, power energises people to pursue any aims and desires that they deem important. Therefore, people in power often have tunnel vision in line with their priorities, neglecting information that they consider to be irrelevant. They are expressive and can flexibly enact different roles, especially those that advance organisational or personal interests.

Signing out of account, Standby While timing, hard work and passion are all prevalent, powerful people also possess the following 11 habits. Powerful people are confident -- which is a skill you can work on -- and people are naturally drawn to confident individuals. Do you think Pope Francis seeks out fame and fortune?

Instead, they focus on what matters most to their customers, company and community. A experiment conducted by psychologists Dana Carney and Amy Cuddy found that subjects who stayed in a position that took up more space for longer than one minute actually felt more powerful.

This was caused by a biochemical reaction that increased testosterone and decreased cortisol. Powerful individuals know when to talk and what exactly to say at the right time. Also, by not speaking that much, it decreases their chance of saying something foolish.

Based on research by psychologists Frances Chen and Julia Minson, it was found that eye contact can actually be counterproductive because it lessens persuasion. Powerful people are not afraid of the backlash. If you look at most leaders, what do they wear? Powerful people consider how their plans affect everyone concerned. People that know their own power also know that every decision they make will not only affect them, but everyone they are connected to -- and they've learned how to create a plan that will not only be of benefit to them, but it will benefit everyone else involved too.

They excel at recognizing a win-win situation, and they are skillful at creating win-win opportunities.

Powerful people know what their strengths are and they are willing to share them freely. One of my favorite spiritual teachers, the late Florence Scovel Shinn, wrote "there is no competition on the spiritual plane. They know that there is only one of them, and that their own talents and gifts are unique. They also recognize that collaboration is far more powerful than competition or even cooperation.

Powerful people know how to tap into their "Inner Winner. They build community with other powerful people automatically because their ability to tap into that winning energy is like a magnet that attracts others with the same winning capacity.

If you want to tap into this immediately just remember one time when you knew your stuff. It doesn't have to be rocket science. If you've ever taught a 6 year old how to make a PBJ you've already experienced this. You are an authority about something. Powerful people live in a state of gratitude.

They have developed their "abundance radar" -- actively seeking and noticing the areas in which they are abundant. Powerful people have learned to focus on what's working, on what's going right, on the goodness they've experienced. Consequently, high-power individuals are more likely to blame others if they perform poorly and they are also more likely to punish them.

As a result they assign more blame when people make mistakes or have shortcomings. Thus, they see the current hierarchy as more justified. The results from the research were derived from three different studies the authors conducted to replicate the findings in different settings.

The first study was conducted via a survey in which the researchers measured the sense of power of members of the general public recruited through the platform Prolific. They also asked the participants to complete a separate survey, claiming it was unrelated, in which they were crowdsourcing how to resolve a human resources issue at the university.