We use the concept of "time" to order our experiences and actives. However, when it comes to using time to enhance productivity some seem to have trouble. "'If only there were more hours in the day!...'; 'I don't have 'enough time!...' ; 'I can't afford to waste time!...'" etc. are some of the phrases we hear when it comes to the relationship with 'time' and persons wanting to be more productive. We even use monetary metaphors to express time's value (ex. have enough, waste, time is money, etc.) So if time is the currency of today -or one of the currencies - then we have to "invest in" and spend it wisely!" That being said, humans have devised all sorts of means and methods to either: "'control,' 'keep,' or 'measure,'" - time so it works for them. Some of these methods have proven to be useful, and have endured throughout "time", so to speak.
 
One such strategy for "getting the most value out of 'time'", manipulating it to your advantage, is the Urgent Importance Matrix (UIM). The UIM goes by many names, for example, the Eisenhower Matrix/Principle, because some claim the 36th.US President, Dwight Eisenhower, invented this method for being productive with one's time in order to get the most out of their day, week, month, or whatever the time-schedule one works with. A 1954 Eisenhower speech also credits him for this quote. But he (Eisenhower) attributed it to an unnamed university professor: “I have two kinds of problems, the urgent and the important. The urgent are not important, and the important are never urgent.” So who is the source of the UIM? At this point, that's  not important.
 
What's 'important', and of value, are the results conducted on this popular productivity model. How to decide what's Urgent and Important versus a mix, which includes their opposite. The Results? "Our attention is drawn to time-sensitive activities over ones that are less urgent... even when the 'less urgent activity' offers greater rewards". Researchers call this the Mere Urgency effect! In other words, when you have a deadline, and no option for choice, that it must be handled, you get the task done, and do what you will with the other tasks such has setting them aside, or saying NO to doing them.
 
When it comes to time and productivity, it's not about wishing for more; it's about utilizing what already exists, appreciating and making each moment count - quality time. If you're always "busy", yet feel like you are just wasting your time, or have long-term goals, but can't give them neither the necessary time nor energy, or even have trouble delegating and/or saying NO to irrelevant tasks, then the UIM is perfect for you. It allows you to expand or contract time - well, the perception of it - to increase your productivity.
 
So how does the UIM work?
 
The UIM is easy to use. The four boxes are as follows:
 
Box 1 Not Urgent BUT Important (-, +)
Delegate
 
Box 2 Urgent AND Important (+, +)
(Do it immediately)
 
Box 3 Not Urgent AND Not Important (-, -)
(Say NO to task, or eliminate it)
 
Box 4 Urgent BUT Not Important (+, -)
(Decide when you will do it; commit it to your timeline to do at a later time)
 
Simply ask yourself the following questions and insert your tasks into their corresponding boxes and follow its instruction.
 
Box 2- "What's Urgent AND Important AND MUST get done?" Note the linguistic structure - the modal operators of necessity (Need to, Have to, Must etc.) and the linkage words "AND", "BUT" - at work here. It's important that they are used. Modal operators of necessity used imply a lack of choice; they motivate you to take care of the task. The linkage words used in the quadrant boxes and within the sentences balance and highlight the task's urgency, or lack thereof.
 
Box 1 "What's Not Urgent BUT Important?"
Box 3 "What's Not Urgent AND Not Important?"
Box 4 "What's Urgent BUT Not Important?"
 
We tend to generalize that "all" tasks are urgent and important; and that might be true. Yet, this is how we become "overwhelmed", concluding that everything is equal. Like all generalizations, these beliefs need to be challenged, tested for their validity. If unstable they'll fall into the appropriate category within the matrix. This is why the structure of the questions posed above, and how the linkage words are dispersed within each quadrant are vital.
 
Placing each task in their appropriate box has the added benefit of putting you more in control, extending time, making it (time) flexible to the point of giving you choices. So for those who say "I can't find the 'time'"(as if time got lost), the UIM will help you to find it - and an abundance of it, time, that is.
 
So..... "'If only there were more hours in the day!...'; 'I don't have 'enough time!...'", etc.[says who?]
 

Video synopsis

Click image (above) or this LINK to Purchase

In this award-winning streaming docu-series, From Fear to Freedom, NLP master-trainer and world renowned phobia specialist, Kalliope Barlis, will take you on a journey into the mind and beliefs. If you thought  you were cursed with the burden of living with lifelong phobias...think again. Oh, Yes! Kalliope Barlis teach you practical strategies as well.

From Fear to Freedom is "must-see TV!"

To purchase Kalliope Barlis's best-seller:  "Phobia Relief: From Fear to Freedom!"

... beliefs and construals can actually alter our reality. ... As an example, take intelligence, something that many people believe to be a genetically predetermined entity. ...
 
... If you are an incremental theorist, you believe that intelligence is fluid. If you work harder, learn more, apply yourself better, you will become smarter. If, on the other hand, you are an entity theorist, you believe that intelligence is fixed. Try as you might, you will remain as smart (or not) as you were before. ... how someone performs, especially in reacting to failure, largely depends on which of the two beliefs he espouses. An incremental theorist sees failure as a learning opportunity; an entity theorist, as a frustrating personal shortcoming that cannot be remedied. ...
 
...At the end, I keep coming back to Hamlet, ..., “Why then ’tis none for you; for there is nothing either good or bad, but thinking makes it so.” To Hamlet, Denmark is a prison; to his companions, it is no more so than the world at large. How they see it affects how it is—not inherently good or bad, but good or bad as perceived through their own frame of mind...: our world is what we perceive it to be, and our place in it, how we imagine it.

​If we think of ourselves as able to learn, learn we will—and if we think we are doomed to fail, we doom ourselves ...  To view full article CLICK HERE

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​

Maria Konnikova is a writer living in New York City, where she works on an assortment of non-fiction and fiction. Her first book, MASTERMIND (Viking, 2013), was a New York Times bestseller. She previously wrote the popular psychology blog Artful Choice on Big Think. Her writing has appeared in publications that include The New Yorker, The Atlantic, The New York Times, Slate, The Wall Street Journal, The Paris Review, Salon, and The New Republic, among many others. She graduated magna cum laude from Harvard University, where she studied psychology, creative writing, and government, and received her PhD in Psychology from Columbia University. Most mornings, Maria can be found in a yoga studio. Most afternoons, she can be found writing, reading, or conducting definitive explorations into the workings of the human mind. 

Follow Maria on Twitter @mkonnikova 
Website: www.MariaKonnikova.com ​

​(Visual, auditory, kinesthetic, olfactory, and gustatory): These modalities are the starting points. We use them to filter our experiences, move us into action, or inaction. Think of them as the "language of the mind." When arranged in a particular sequence they bring about our desired or undesired behavior. We have either seen persons or have had the experience of naturally excelling at a task, while others struggle. If we are all composed of the same biological matter then some questions to ask could be, "How is the successful person mentally organizing his/her resources? What are they doing inside of their mind that makes them good at what they do?"
 
Sadly, most don't; instead, they convince themselves it's better to "sing the verse" as others do, - which is to settle. This habitual acceptance without a challenge eventually morphs into beliefs about what they think is and isn't achievable in the world... within themselves... and the one they physically inhabit. This leads to unfulfilled potential and frustrated lives. Beliefs liberate or bind the mind.
 
We don't have to be bound by, personal, social or cultural expectations, or accept what has been established as the norm. This is "controversial" to some, according to their definition of that word and their lived experiences... And is NLP controversial? The technology moves contra, against the accepted status -quo, and the verse, the rhythm accepted by most about what's possible. NLP does not treat persons as a statistic. Instead, it respects each person as they are - a unique stand-alone individual possessing distinct strengths and unrecognized abilities. These (strengths and unrecognized abilities) are what NLP puts to use.
 
Strategies to organize our internal resources, to access alternative ways and levels of thinking, so we thrive are available; yours to for the taking. NLP's methods and approaches give the user conscious control to do these. Phobias, traumas can be a thing of the past. Clarity of mind so thoughts become focused and motivating goals are achieved. Increased physical and mental performance, and so much more are all obtainable.  Persons curious enough to defy the obvious have creatively applied NLP's techniques and strategies in various domains and professions: Sports, education, creative arts, personal performance business, science, counseling... If the will to change, to flow "against the rhythm of expectations" exists then there will no longer be the mind that restrains it.
 
Quotes from two poets and a theoretical physicist (Pindar, William Blake, David Bohm), when stitched together, sum things up:"...'do not aspire to immortal life, but exhaust the limits of the possible!'...'If the doors of perception were cleansed, everything would appear to man as is, infinite! For man has closed himself up, 'till he sees all things through narrow chinks of his cavern'...' The ability to perceive or think differently is more important than the knowledge gained!'...”

©2019 John G. Johnson All rights reserved! Subscribe to our mailing list for events, newsletters and events. Go to: www.nlpsuccessbydesign.com
​

"Change the way you think, changes the way you feel and changes what you do!"

Biohacker & NLP Trainer, Melina Vicario interviews Richard Bandler about his new book Thinking on Purpose: A 15-Day Plan to a Smarter Life and the practical strategies within it that you can immediately put to use. 

Adapted from Dare to Lead by Brené Brown
 
We started our interviews with senior leaders with one question: What, if anything, about the way people are leading today needs to change in order for leaders to be successful in a complex, rapidly changing environment where we’re faced with seemingly intractable challenges and an insatiable demand for innovation?
 
There was one answer across the interviews: We need braver leaders and more courageous cultures.
 
To better understand, we followed up by asking, Why courage? and What’s getting in the way of building more daring cultures? Of the ten behaviors and cultural issues that leaders identified as barriers to courage, there was one issue that leaders ranked as the greatest concern: Avoiding tough conversations, including giving honest, productive feedback.
 
Some leaders attributed this to a lack of courage, others to a lack of skills, and, shockingly, more than half talked about a cultural norm of “nice and polite” that’s leveraged as an excuse to avoid tough conversations.
 
Whatever the reason, there was saturation across the data that the consequences of avoiding tough conversations or tapping out of a difficult rumble as soon as it gets uncomfortable include:
 
1. Diminishing trust and engagement;
 
2. Increases in problematic behavior, including passive-aggressive behavior, talking behind people’s backs, pervasive backchannel communication (or “the meeting after the meeting”), gossip, and the “dirty yes” (when I say yes to your face and then go behind your back); and
 
3. Decreasing performance due to a lack of clarity and shared purpose.
 
Over the past several years, my team and I have learned something about clarity and the importance of hard conversations that has changed everything from the way we talk to each other to the way we negotiate with external partners. It’s simple but transformative: Clear is kind. Unclear is unkind.
 
I first heard this saying two decades ago in a 12-step meeting, but I was on slogan overload at the time and didn’t even think about it again until I saw the data about how most of us avoid clarity because we tell ourselves that we’re being kind, when what we’re actually doing is being unkind and unfair.
 
Feeding people half-truths or bullshit to make them feel better (which is almost always about making ourselves feel more comfortable) is unkind.
 
Not getting clear with a colleague about your expectations because it feels too hard, yet holding them accountable or blaming them for not delivering is unkind.
 
Talking about people rather than to them is unkind.
 
This lesson has so wildly transformed my life that we live by it at home. If Ellen is trying to figure out how to handle a college roommate issue or Charlie needs to talk to a friend about something . . . clear is kind. Unclear is unkind.
 
When we have to show up for a hard conversation we call it “a rumble.” For us, this is more than just a weird West Side Story way to say, “Let’s have a real conversation, even if it’s tough.” It’s become a serious intention and a behavioral cue or reminder.
A rumble is a discussion, conversation, or meeting defined by a commitment to lean into vulnerability, to stay curious and generous, to stick with the messy middle of problem identification and solving, to take a break and circle back when necessary, to be fearless in owning our parts, and, as psychologist Harriet Lerner teaches, to listen with the same passion with which we want to be heard.
 
More than anything else, when someone says, “Let’s rumble,” it cues me to show up with an open heart and mind so we can serve the work and each other, not our egos. Armoring up and protecting our egos rarely leads to productive, kind, and respectful conversations.
 
-You can purchase a copy of Dare to Lead here.
-Learn more about our LinkedIn Global Read-along here.
-Take the free Daring Leadership Assessment and download free companion workbooks here.

"...'Let me tell you the secret. The secret is it's not the snake that scared you; it was the big giant picture jumping out at you'....the images and sounds you generate in your mind create the feelings.

​Change the way you think, you change the way you feel, thus you change what you do...!"

​Teams of people tirelessly work behind the camera to breathe life into the TV shows we are addicted to each week. Or binge watch when the opportunity presents itself. Let's face it. If you own a laptop or TV then you have a favorite TV show. Perhaps several. (What’s one of mine? The Walking Dead). A skilled staff-writing unit makes up a part of this production team. Their job is to generate premises and break them into story beats. Then a member of this coveted staff writing team transforms all that information into a competent script ready to be filmed. Oftentimes he/she has less than a week to write the episode that hooks and hold us.
 
Most do an exceptional job. However, if a writer dares to complain to the show-runner that "writer's block" is preventing them from handling the job, the solution is simple: Writer is replaced or fired, and the task handed to the next writer in line. TV is a voracious animal. Consuming content is how it survives. It spares not the meek or whiny, whether in front of the camera, or behind it. It’s nothing personal. Just business.
 
But guess what? TV writers claiming to be in the throes of “writer’s block” rarely occur. The smart writers inoculate themselves against it; and if it (writer’s block) arises they have strategies to handle it. This then begs the question, “What are some of these strategies they utilize?”
 
Most important is the proper frame of mind. World-class writers possess the attitude, gained through experience, that their first draft is insufficient, and that their best is yet to come. This helps to keep their mind in top form. Flexibility, focus and confidence are other states of mind writers take advantage of when writing. These states allow surprises and discoveries, submerged within a writer's rich, deep, creative reservoir, to float to consciousness’s surface and reveal themselves.
 
Keen writers are also well aware that the act of writing is an output activity. This presupposes an input as well as a processing sequence exists before any official writing takes place. What subject matter is the writer writing about? What does he/she wish to accomplish with the piece? Etc. Having a direction in mind is part of the input and processing phase. It dictates what type of content the writer chooses to absorb, study, the information he/she gathers in order to explore, read, analyze etc. Law & Order: SVU, (their tagline: “ripped from the headlines!”) the longest running dramatic TV series to date – 20 years strong -, is a perfect example of gathering information – first – then working with it to produce a “work of art- that riveting episode.” Writers' get themselves into trouble when they violate this sequence.
 
The universe as it's constructed can give us a surprise, or two, once in a while. For a writer, those surprises are sometimes disguised as writer's block. When things seem to be going well, the writing is flowing, etc. writer's block can mysteriously creep into ones creative mind space, setting up residence, sometimes acting like a mind virus, weakening, if not crippling our progress. Things happen. It during these challenging times we are given the opportunity to learn and to grow.
 
Definitions vary as to what writer's block is. In a nutshell, it is a tense conflict between the writing task we wish to complete versus the excuses we tell and/or show ourselves why that can't happen. These excuses are just symptoms expressing itself in creative ways. For example, giving yourself so-called 'valid' reasons why your task must be put on hold; procrastinating, avoiding the writing assignment by ranking other activities as more important to do; allowing nasty internal dialogue or images to consume your focus that triggers a cascade of physiological responses, (sweaty palms, nervousness, etc). The examples are limitless...
 
So then what is writer's block from an NLP perspective? Hint...It's in the title. It's a nominalization, a fluid process that somehow has been transformed into a thing, immovable, stuck...a metaphorical "block" impeding progress. Looking from it from this angle then what needs to happen is to transform this static state back into a process, something moving. And that's where the fun and adventure begin.
 
Strategies to either eliminate, get through, above, below and/or around writer's block exist. Here are some more:-Get into a relaxed state and ask yourself, using a curious voice tone, "What is blocking me?" It's important to use the gerund "blockING!' It turns the noun back into a process verb. Also notice the present tense of the verb being used - IS.
 
Pay close attention to what emerges into consciousness via one or several of your modalities (visual, auditory, kinesthetic, gustatory). What you become aware of, revealed to you, is the issue, or issues begging to be taken care of so that you can return to the flow writing state.
 
A variation of the above is as follows: Get into a relaxed state and ask yourself, using a curious voice tone, "What 'was' blocking me?" Just as above, it's important to use the gerund "blockING! This time the past-tense "WAS" is being used. This variation presupposes that the issue is now in the past. Sometimes that might solve the problem. Oftentimes not, what this variation does do is to put space between you and the issue, giving you another point of view in which to address it. (As the expression goes...Give me some space to xyz...). Again, notice what surfaces in one or several of your modalities.
 
Writing is a whole-brain process, meaning the creative as well as the analytical part need to work together...in the proper sequence. Suppress the need edit your work when completing your first draft. Just write! Errors and all! Put words on the page! When you enter the editing phase, that's when the critical mind is needed. Not before. You need something to work with...
 
Another advantage of putting words on the page - first - is that you give yourself the opportunity to unpack and reveal the deeper meanings hidden within the words, phrases, sentences, paragraphs, etc. Take for example a simple sentence; "I watched TV last night!":...:

What kind of TV is it? How big/small? Flat-screen, or a box TV? Color or black & white?
Where were you last night?
What was the temperature like?
Were you alone?
Define "watched?"
Etc...

TV sit-com writer, Ellen Sandler, once said, "Writing is discovery on the page!" This requires that you are in-the - moment, the here and now. You need to put something on the page for this to occur. If writing begins by information input then - reading - is a great habit to get into. Books, (blog, e-book, etc.), aren't the only sources of information. There is also the environment in which you live, the people whom you interact with, places you visit, activities you partake in, the moments you experience, and so much more. There's also the world - within - you that you can read. As the NLP tenet states, "We have all the resource to affect change". Get to know who you are, your strengths, weakness, hopes dreams, pleasures, fears, angst, memories, desires etc. It's about utilizing opportunities to spur creativity and also to get ahead of writer's block.
 
So - "What did you think had stopped you from moving forward, or casting aside, what you had thought was writers block?" 


©2018 John G. Johnson All rights reserved! Subscribe to our mailing list for workshops, newsletters and events. Go to: www.nlpsuccessbydesign.com

​DO YOU HAVE something you want to propose?
 
Having a valid case isn’t enough. To get a yes, you must first summon the courage to ask for what you want, need or deserve, and then present your ideas with timing, sensitivity and skill so your listener is motivated to give you the go ahead.
 
Shelley, an athletic friend who works as a law clerk in a Washington D.C. law firm, spent every noon hour jogging on the paths bordering the Smithsonian. She loved getting outside for the exercise, but didn’t enjoy having to change back into her professional clothes without the benefit of a shower. She approached the partners and proposed that a women’s locker room be installed, similar to the one provided for male employees. They turned her down flat, citing the expense, lack of space, and so on. Shelley called me and said, “Help?!”
 
THE FIRST THING I did was compliment her on not relinquishing her dream. Then, I recommended she use these Five Principles of Persuasion to make it come true.
 
1. Walk in with positive expectations. Have you ever approached someone with a suggestion while inside you were thinking, “This is a waste of time. They’ll never approve this.” If you don’t believe your idea stands a chance, how can they? Talk yourself into a state of optimism (“I know this is worthwhile”) so you can go in with the courage of your convictions. As Winston Churchill said, “Before convincing others, we ourselves must be convinced.”
 
2. Anticipate and voice their objections. Determine why they might turn you down, and then state their arguments first. If you don't preface your points with their objections, they won’t even be listening to you; they’ll be waiting for their turn to talk so they can tell you why your recommendation won’t work. If you predict they’ll protest with, “We don’t have the money for this in our budget,” then guess what the first words out of your mouth better be? “You may be thinking we don’t have the funds available, and if I can have your attention for the next ten minutes, I can show how this will save us this amount of money in the first three weeks of operation.”
 
3. Number and document each point. The easiest and quickest way to lend legitimacy to points is to number them. Enumerating evidence makes material sound like facts rather than opinion so it carries more weight. Furthermore, listeners can understand and remember what’s being said more easily because of the clear structure. As a professional speaker for more than 20 years, I’ve learned the most powerful way to get a message across is to follow this pattern: make a point, give an example; make a point, give an example. Audiences relate to and remember examples, which give real-life “proof” of the benefits of what you’re proposing.
 
4. Meet their needs and speak their language. Avoid using the word I, as in “I think a locker room will be welcomed by our employees.” People won’t do things for your reasons; they’ll do them for their own. Ask yourself what’s most important to the person you’re trying to persuade. Money, safety, reputation, status, power? Figure out how your proposal will benefit him or her and then address those advantages.
​
5. Motivate them to “try on” your ideas. Ralph Waldo Emerson realized, “To know how to suggest is the great art of teaching.” The same is true of persuasion. If you pressure people with logic and try to point out the wisdom of your arguments, they may turn you down simply because they don’t like reasoning forced down their throats. The goal is to Socratically engage them with questions and vivid stories so they get out of the passive, resistive mode and see what you’re saying. As soon as they picture what’s being proposed and mentally answer your questions, they stop crossing their mental arms and start imagining your idea as if it were a done deal.
 
Now, as Paul Harvey would say . . . “for the rest of the story.”
 
Shelley succeeded in getting the lockers approved the second time around because she did her homework. She contacted a national fitness association and obtained data regarding the financial advantage of encouraging employees to exercise during their lunch hour. She located other corporations who were glad to talk about the health and workmen’s compensation benefits they’d reaped from installing changing/shower facilities for all staff members. Shelley neutralized the partners’ objections about lack of space by demonstrating the advantage of converting a little-used conference room.
 
When Shelley called to share her good news, she added a variation of Yogi Berra’s often-quoted line with this quip, “Looks like it’s not over ‘til the FIT lady sings.”
 
BRAVO! Next time you want something, invest the time to follow these Five Principles of Persuasion, and you can increase the likelihood of getting a green light to your proposal or project.
 

POP pitch expert and influential speaker, Sam Horn is president of Sam Horn Consulting-Keynotes-Creative (since 1981) Author of "Tongue Fu!" "POP" "ConZentrate," "What's Holding You Back?" "Take The Bully By The Horns," and "Tongue Fu At School!." Sam also is a corporate keynote speaker and presenter at major conferences on how individuals and organizations can communicate more cooperatively. She is also a 12-time Emcee of world-renowned Maui Writers Conference, where she works with authors to get their books out of their heads and into readers' hands.
 
Visit Sam Horn’s site http://www.SamHorn.com to learn more about what she dynamically does.
California office: 805-528-4351 Virginia office: 703-456-0870

© Copyright - Sam Horn 2018 - All rights reserved!

"
​Most people believe writing rests on two branches - creative writing and formal writing (business, academic). And there are those that think writers whom they admire were born with their so-called "gift." While it might seem that some do possess such a thing, writing is a craft; and like any craft it requires work. Talent alone is insufficient. In fact one does not need "talent" to write.
 
Another branch of writing exists, called Expressive writing (EW). Pioneered by social psychologist James Pennebaker, EW's goal's purpose is to free the mind of tensions and repressed emotions thus causing the individual to operate at their optimal best. Rigorous studies have been done on EW proving that it's powerful as it's helped students to increase their academic performance, organizations to effectively perform, EW has been used to enhance relationships, overcome personal trauma, increase memory, decrease life's stresses, clarifying personal goals so as to have a well-balanced and productive life.
 
​
Below are links to learn more about Expressive Writing.

James Pennebaker BBC Interview

How to do Expressive Writing

James Pennebaker's The Secret Life of Pronouns
 
Dr. Jordan Peterson
Self Authoring
 
As I previously mentioned: You do not need "talent" to write.


©2018 John G. Johnson All rights reserved! Subscribe to our mailing list for workshops, newsletters and events. Go to: www.nlpsuccessbydesign.com

​“Vulnerability is the birthplace of love, belonging, joy, courage, empathy, and creativity. It is the source of hope, empathy, accountability, and authenticity. If we want greater clarity in our purpose or deeper and more meaningful spiritual lives, vulnerability is the path.” –  Brené Brown

The more I learn, the more I admire the power of vulnerability.

• “We live in a society that sees vulnerability as a weakness most of the time…”
• “This person cannot take the pressure and will not be good for the job.”
• “I am a women and I work in a male dominant industry, so I need to be tough to be respected.”
• “I cannot show how I truly feel to my clients, (friends, family or whatever the case may be) because they will think I am a failure.”

​“I tried to laugh about it, cover it all up with lies, I tried to laugh about it, hiding the tears in my eyes because boys don’t cry!” –The Cure

Guess what? Let me break the news for you: congratulations, you are human!!!

I can spend more time giving you other examples as the ones mentioned above, but that is not the point. The point I want to make is to show you that we are not robots, we are not machines. Life needs balance and to have a balanced life we need to allow ourselves to be the great super humans we were born to be.

I had the honor to see the blooming power of vulnerability right in front of my eyes a few times, moments where no status quo mattered and everyone was together, being kind, helpful and open to just be and support one another. The love simply poured and tears, hugs and collaboration became “natural”.

And what is natural for us after all??? Worth wondering…

If being vulnerable makes you feel uncomfortable and unsafe out there, practice vulnerability with your loved ones (at least) and open your heart to pour whatever is inside. If you are overflowing happiness, let it out and share. If you are feeling down and need support, open yourself up to ask and accept help from others. What happens when we don’t create a vulnerability “escape valve” is that we keep our feelings inside until they explode!

I am myself guilty to a certain degree, and as I usually mention, my growth as a human being and as a coach is a constant. As a matter of fact, I am being vulnerable right now admitting my imperfection in a public post. If I am human and I work with other humans, I cannot become a robot. I need to feel, hear and see with my heart to fully understand where my clients are coming from, what others need most and be open to ask for help also.

Go-Givers usually feel unnatural to receive and ask for help. After all, they are the helpers and the time “wasted” getting help is the time they will not be “giving” help to others… Right? – WRONG! – Trust me me, giving and not receiving will get you empty. Caregivers need to be taken care of also!
​
I understand that the hard shell we sometimes choose to live inside may have an even greater purpose: our protection! If we felt safe to just be, shine and make things happen from our being essence, if we didn’t fear being judged or massacred by the masses when they find out that super-heroes become humans after removing their cape, we would not hide behind shields of protection.

“Owning our story can be hard but not nearly as difficult as spending our lives running from it. Embracing our vulnerabilities is risky but not nearly as dangerous as giving up on love and belonging and joy—the experiences that make us the most vulnerable. Only when we are brave enough to explore the darkness will we discover the infinite power of our light.” – Brené Brown 

• Book: Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead

I once shared with a friend my opinion regarding the difference between being a good person and being a pleaser. Good people are truthful to their values and life purpose and organically deliver their best self to the world. Pleasers on the other hand, will try anything and everything to be noticed and appreciated, and will even go against their own values and life purpose to follow others, please and serve, in hopes to be loved and appreciated. People don’t love you for what you do for them, they love you for who you are for them!

Having said that, don’t forget to take your super-hero cape off when you get to a place where you feel safe to give baby steps practicing the power of vulnerability. Once you are more comfortable, open the doors to your life and start exploring your vulnerability in other places. In the end, you will get to a beautiful point where you don’t feel judged, hurt or afraid anymore and you will be proud to know that you can and have the right to simply… BE HUMAN!

Make it outstanding!
Coach Cris



Cris Repoles - also known as the "Phoenix coach" is a licensed practitioner of NLP, a Havening Techniques practitioner and a peak-performance Coach. Go to her website: Coach Cris Repoles.com to learn more about what she does.  "Start living the life of your choosing and make it non-negotiable!"

There was a moment in sports when employing a coach was unimaginable. Times and attitudes have changed. Now refusing to do so is unimaginable. A coach in today’s world makes the difference between Good or Great, no matter if we talk about Health or Wealth.

What are the “symptoms” of a great business-coach? What can inform us if the money and time are worth investing in one? As the Business Coaching industry continues to expand, prospective clients will eventually need to pay more and more attention to:

1. Determining the must-have skills and competency of a great business-coach.
2. Determining the value that will be provided.

Therefore, what prospective clients ought to be asking is: “How do I know how to choose a great business coach?” It begins with learning how to detect competency and congruency, or lack thereof, within the person calling themselves a “business-coach.” Paying attention body language, for example, posture, gestures, speech rate, their use of verbal-language, and vocal intonations are an important start, for it can also lead to uncovering the potential business-coach’s knowledge, experience, integrity, intelligence, fairness, and much more.

A great business-coach plays to his/her strengths; metaphorically speaking, they “don’t promise the sea as a gift when they don't know how the river flows.” They will know how to differentiate the methods and techniques to be used, which is based on the client’s real-time feedback .They’ll also possess proven methodologies and tools for success, for example, the coveted skill of Packing questions and Unpacking responses.

Packing determines the difference between a smart question and a stupid one. It also causes the client to strategically focus. A thought-provoking question changes the brain’s chemistry, re arranging the neurological paths, breaking the self defense mechanisms of the Ego. The more time the client spends thinking, because of the question posed to them, the better the Question is. “How do you know?” is definitely the best question ever. “How do you know when to be angry during a meeting and be nice during the next one?” “How do you know when to start being mad and furious?” Change takes time, so does the answer. The more reluctant the client is, the stronger the evidence is that the question broke the wall of inner self defense.

Knowing what to notice and how to draw out what’s relevant from what’s irrelevant within the client’s communication are vital. This is unpacking. And a great coach is a master of this skill. In other words, metaphorically speaking, they possess the ability to see the tree in the forest during foggy weather, instead of trying to clear the fog!”

A great business coach oftentimes has a strong NLP background. This enables them to recognize conscious and unconscious responses. Unconscious reluctance is a self-defense mechanism, meaning that the person is trying to defend their existing patterns, beliefs, or inner ideas that stops them from being successful.

The last but not the least, the best business coaches not only will help you to establish new roots or strengthen the useful ones, they’ll teach you tools you can utilize for a lifetime, and strategies to enter and maintain positive states during and beyond their coaching sessions that will allow you to reach your goal – the one you’ve chosen to make real.


Laura Ion,
Author, Business Coach, NLP Trainer

Author, Business Coach, NLP Trainer, Laura Ion has a specialized instinct for inspiring and moving people so that they can perform beyond their best. She has over 8 years experience in Middle and Top Management positions in national and multinational companies, and more than 5 years experience in Training/Facilitating and Business Coaching. Laura is also the author of "Lead the Way by Persuasion", book that teaches you how to become a skilled persuader, and powerful leader and how to perceive “change” of any kind  as an opportunity for growing and development.
 
Visit Laura’s website: www.BuyYourBrain,com Purchase Laura’s bestseller, "Lead the Way by Persuasion", on Amazon

 

How many times have we seen this scenario in films: A character gathers his/her resources and single-mindedly chases a goal, claims it...only to discover the goal wasn't worth it, or it wasn't what they hoped it would be, etc. This is after they've spent extra-ordinary amounts of time, energy and resources striving for it. Sounds backwards, right? Well, movies aren't life; but they can imitate aspects of it, even teach us something about ourselves and nature.

People in the public eye who we think "have it all" surprise most of us when they self-destruct or abandon a coveted position or social role. What they've done compels most of us to naturally go in search of answers, starting with questions like, "Why? or How?" Or we make statements such as, "Look at all they had..." "...If I were them, I would never have done what they did!..." “They're stupid," etc.  We make these kinds of judgments and form our opinions because we are using our filters, points, of views, and values to see their world as opposed to seeing the world the way they do. If you have a heart, and consider yourself a part of the human race, then you, too, are vulnerable to such reversal of desire. Not just movie characters or public figures. If you are a self-reflecting person abandoning something you once chased isn't bad. Because you can and do learn something about yourself that you can use to improve the quality of your life ("Live Long and Prosper"...[in mind body and spirit] as Mr. Spock would say, R.I.P. Leonard Nimoy)

Having goals do make for healthy living; they help to add meaning and purpose to our life... But can any goal do the aforementioned? Which one specifically? Sure we can chase anything and say we are adding substance to our life. But are you sure that what you are seeking to grasp will give you and your life satisfaction? If so, great. If you don't know... then that's something to look into.  Goals exist to satisfy a "need"; a need that's been awakened, is excited and yearning to settle down. The clearer we are on what this need is, the better our chances are that we will choose the appropriate goal, with the added benefit that your resources will be utilized with precision. Take for example your standard action movie - Taken 1 - starring Liam Neeson. Antagonists have kidnapped the protagonist's daughter with the intent on selling her on the black market. The antagonists' actions have awakened a clearly defined need in the protagonist who then chooses the appropriate goal and will take the "necessary steps" to reach it so that his need - safety for his family - is satisfied.

Moving from the world of fiction into the real one, most of us know that billionaire Bill Gates left the company he founded to pursue philanthropic goals. What need could he be satisfying by taking this bold step? Each of us has needs that are personal. Being aware of them, as previously stated, will help us to choose the right goals that will satisfy them. If you are pursuing a goal the following questions will help you to become aware of your need. Also, pay attention to your experience and check to see if the pursuit of the goal will satisfy that particular need:

• What is this goal really about?
• What will reaching this goal do for me or give me?
• Why is this goal so important?
• Is the goal I'm' pursuing going to satisfy my need?

©2015 John G. Johnson All rights reserved! Subscribe to our mailing list for workshops, newsletters and events. Go to: www.nlpsuccessbydesign.com

Listen to both videos. They are short – (2 min. each), but contain a wealth of information you can easily put use towards your success. Listen, listen and listen again. Strategies for success aren't all that difficult. As you listen, pay attention to how Olympic Gold-medalist, Iwan Thomas, used language to become a winner. Notice that he only focused only on encouraging statements he said to himself and from others, dismissing anything else that was irrelevant. – Focus! Listen to what Dr. Richard Bandler says that's required for success... 
 “…so strong you have to feel it in every fibre of your soul!...”

Video 1: Richard Bandler's interview with Iwan Thomas and how he became a top athlete.

Video 2: Richard Bandler's interview with Iwan Thomas and how he became a top athlete.

We’ve heard it before: networking is more akin to farming than it is to hunting. The act of hunting to put food on the table creates an immediate result – we go and get it. But it’s unsustainable; we have to go get it again, and next month we have to go out and get it again. A hunter-networker is out there meeting people, building relationships, adding new contacts to her list, and in the end, the “prospective clients” she is putting into the top of her Business Development Funnel are prospects that she found. Hunting in this analogy simply means that the bulk of the prospects to whom we’re presenting our business are people that we brought to the table. Nothing wrong with it. If we have quotas to meet and overhead to cover, then we gotta hunt. Hunting, however, is based in linear dynamics and does not give us leverage. As Michael Gerber of the E-Myth book series likes to say, we’re out there “doing it, doing it, doing it”.

The philosophy of a farmer-networker is a complete paradigm shift. It is based in non-linear dynamics and provides access to leverage. This kind of networker is also out their meeting people, building relationships, adding contacts to his list, however, the prospects entering his Business Development Funnel are people that were referred to him by his strategic alliances, also known as referral sources, or what I like to call “power partners”. So then, how does the difference between these two “networking worldviews” manifest itself? When a hunting-oriented networker walks into a room at a networking function or an alumni gathering, what she will see is a “room full of prospects”. When the farming-oriented networker walks into the same event, what he will see is a “room full of gateways” leading to 100’s of potential clients.

Of course, the challenge for every farmer-networker is this: if everyone in that room is a potential gateway, and if a gateway will only “let me in the door” and act as a referral source if they know, like, and trust me, then there is clearly some nurturing and fertilizing to do before that relationship becomes a fruit-bearing resource. Yes, there is a time lag here. Which is why I recommend to my clients that they do both: while we put food on the table through our hunting activities, we intentionally launch a farming initiative so that we can wean ourselves off of our dependence on hunting, and experience the peace of mind that comes with sustainable results – reaping the benefits of cultivating relationships that bear fruit year after year.

The key phrase is “farming initiative”. When we launch an initiative, do we wing it or is there a plan? The most effective networkers are those with a long-term plan, just like the most effective farmers are those with a plan, who took the time to develop their agricultural skills, and learned how to use the tools that accelerate the process and maximize their effectiveness. Developing skills in farming (as in any profession or sport) takes time, and it takes the willingness to practice consistently. Sporadic efforts toward our networking (or any endeavor for that matter) will yield mediocre results at best.

There are many tools for accelerating our yield from networking, and as we master the use of these tools, we see our results blossom. The tool that is typically the most under-utilized, and that is one of the most leveraged activities in the networking toolbox, is that activity known as “Inviting”. Hours could be spent on how to use this tool to its maximum. Let’s take a moment and dip our toe in the water of Inviting.

Many of us have read or heard of the book, “Never Eat Alone,” by Keith Ferrazzi, in which he reminds us to take the time spent eating a meal and invest it simultaneously into cultivating a relationship.

And that’s why I like to say, “Never go to an event alone”.

There is no better way to leverage your networking (i.e., relationship cultivating) efforts than to include others from your network in the events you’re attending. You are already going to be there at that networking breakfast, or art opening, or book signing, or lecture on mind-body medicine. Look at your calendar and see what events you are scheduled to attend in the upcoming weeks, and with each event, ask yourself, “Which of my relationships can I water and fertilize by inviting them to join me?”

This is a game-changing question. And it is multi-dimensional (which is to be expected of anything based in non-linear dynamics). Here are just a few of the many layers to consider:

To access the Inviting tool, you must first answer this question: “Who are my potential invitees?” And we arrive at that answer by asking yet another question: “Who are my VIP’s?” The Very Important Person can be flocked together with others of the same feather. Ask yourself: “Which segments of my overall network are the most important ‘relationship crops’ that I want to nurture and fertilize on an ongoing basis? These would include current and past clients, prospective clients, referral sources and potential referral sources, mentors, and friends.

Once you identify your potential invitees, take a look at the events you’re already attending, and ask:

• Which of my VIP’s have an interest in the topic of this event?
• Which of my VIP’s would like to meet the types of people who are going to be attending this kind of event?
  
• Which of my VIP’s would I like to hang out with and get to know better – and this event sounds like a conducive environment to provide that opportunity?
  

And the masterful networker goes even deeper and asks:

• Serving as a Connector, who could I invite to this event that needs to meet each other? If I invite “Victor VIP”, who else could I invite that would be a favorable introduction for Victor’s business?

• Given that I could relate to the person holding/sponsoring/speaking at the event as a VIP herself (someone inspiring and influential that I’d like to nurture and develop), then who could I invite from my network that would be a potential referral or potential power partner for this VIP, thereby further cultivating my relationship with her?
  

Even if none of your invitees shows up at the event, the act of inviting them is where much of the magic lives. When they read your email invitation, or listen to your voice mail inviting them to the event, what they’re left with is, “How nice of Cynthia to think of me!” particularly if you include in your invitation wording along the lines of wanting to connect them to some other mover/shakers who will also be attending, or saying, “I thought this event would be a great way to check out some wonderful art (or get in some good networking) while at the same time learning more about you and how I can connect the right people to you.”

Through that kind of invitation, the relationship is never the same. You distinguish yourself. You stand out from the crowd of people that your contact has met the past few months. You register as valuable to them because you value them.

What goes around comes around. You get what you give. Networking is indeed like farming. Commit to mastering what it takes to efficiently and effectively harness the potential in your “relationship crops”. Learn the skills. Master the tools. And you will reap a bountiful harvest of mutually satisfying relationships and sustainable growth in your business.


A graduate of the Wharton School of Business, Cynthia Greenawalt is a leading trainer, consultant, and professional coach on networking and developing social capital.

Cynthia founded Sea Change Networking to address the demand for a senior level networking venue for developing high-value alliance building and mastering the principles behind her core methodology, “The Science and Art of Breakthrough Networking.” Contributing author of the New York Times bestseller, “Masters Of Networking,” and the Wall Street Journal bestseller, “Masters Of Success,” Cynthia provides business leaders with access to extraordinary results by developing their social capital and increasing their return on relationships. To learn more about Sea Change Networking and their initiatives, go to www.seachangenetworking.com

Almost two decades had passed since I last saw Leroy. So when we finally met to catch up no topic was off limits. We spoke about all kinds of things. Our conversation eventually steered itself towards the subject of perception and how it informs our beliefs and actions. I told Leroy about an experience a mutual friend of ours, Norman, had. 

Norman lost the charging cable belonging to his so - called smart phone’s external power-pack. (Actually, carelessness on his part caused him to lose it; but that is a totally different story). The standard phone cable wasn't compatible. Norman could have easily taken off the external power-pack and relied solely on the built in battery. But as most, if not, everyone knows, so-called “smart phones” suck power. And the way Norman used his device, he definitely needed additional power.

Norman searched the website of the power-pack's manufacturer, with the hope of finding a replacement cable that he could purchase. He found it; but it wasn’t cheap. Price, however, wasn’t a concern. The time it took to receive the accessory, if purchased directly from the manufacturer’s website, was of concern. For it would take up to several days. Norman needed*a cord, and he wanted* it fast. Relieving his inconvenience was priority. What to do? 

It was a bold move, but Norman went back to the store where he originally purchased the phone and power-pack, thinking the accessory just might be available. That’s where things got interesting, to say the least.

“Contact the power-pack’s manufacturer. They’ll send you a replacement - at ‘no charge,’” the sales rep told Norman. This rep is absolutely wrong, Norman thought. He was sure of this. I asked Norman what made him think the sales rep's statement was incorrect. “You break you pay,” Norman told me. What Norman really meant was that no company is going to give away something when the customer is at fault for a product’s loss or damage. Norman also saw the replacement cable being advertised for sale (not free) on the manufacturer’s website. This further fortified his belief. So he was ready to pay. Every attempt to correct what the sales rep said only created increased friction between them. Each took a firm position, standing by what they said – and rightfully believed.

But somebody had to “blink,” so to speak, sooner or later. Norman did. Why? It was useless holding this stalemate. Besides, the salesperson’s conviction intrigued Norman. But most of all Norman wanted to prove the salesperson wrong. So he went to a nearby coffee shop and placed a call to the power-pack manufacturer’s customer service department.

Surprise…the salesperson was right! “How?” Norman thought. Why advertise something for sale when a call can get you the same product – at no charge?... Questions bombarded Norman’s mind. But he never bothered finding the answers. Getting a replacement charge cord was more important. But time was the only trade-off. That was fine though. Obtaining the cord by any means was important. 

Here’s the interesting thing: Leroy and I met again several days later and he tells me about his recent coffee and muffin experience:... Getting a cup of coffee and a whole-wheat muffin from his favorite coffee cart was Leroy’s morning routine while heading to work.

One morning, while standing in line, waiting his turn to be served, Leroy noticed that the coffee-cart’s pastry showcase was almost empty. He didn't see his favorite pastry on display either. Everything must already have been sold before he arrived, Leroy thought, which was a surprise to him. For this had never happened before. But there’s a first time for everything he thought. So Leroy just ordered coffee and went on his way. 

Leroy then said the story I told him about Norman’s charge cord experience flashed into his mind, causing him to stop, turn around and ask the coffee cart's server if he had any whole-wheat muffins. Yes! The coffee cart's server had them. But a sudden rush of customers demanding coffee delayed him from re-stocking the display case before Leroy arrived.

These are two different stories and experiences; yet, a theme connects them. Norman, accepting responsibility for losing his charge cord, and seeing it advertised for a price meant he was expected to pay for the replacement cord. Makes sense, right? Leroy, not seeing the whole-wheat muffin in the coffee cart's showcase meant that none was available. Makes sense, right? 

The point is what we perceive to be reality sometimes isn't. We can become so rigid that no other points of views can enter our mind when we think we are certain about something, and we think have supporting evidence. This rigidity can prove useful sometimes; at other times we can miss opportunities, because this focus “blinds” us from prospects existing within our periphery. Knowing that options are available give us the power to choose the best or appropriate one(s). It’s worth it then to pay attention to ourselves and notice when we are so “convinced” of something, and are unwilling to yield to other perspectives. It’s worth it then to “loosen” rigidity, allowing another point of view to enter. Just to see what happens.

Quoting Dr. Richard Bandler, “Are you sure enough to be unsure!”

*--“Needs” and “Wants” are two different modalities. Say these sentences to yourself. PAY ATTENTION to your internal experience: 
1=“I need a car” 
2= “I want a car”.

 

©2015 John G. Johnson All rights reserved! Subscribe to our mailing list for workshops, newsletters and events. Go to: www.nlpsuccessbydesign.com

Gestures are often overlooked; yet, they are powerful tools when used properly during communication. NLP founders, Bandler & Grinder, modeled world-renowned family therapist, Virginia Satir. They creatively applied her successful methods in a variety of communication contexts outside the therapeutic sphere. This helped to bring Virginia's work into the mainstream. 

Power is truly in your hands.

Maybe you've heard the adage “you can either be right, or you can be connected.” But what helps people connect? Values are a high-leverage way to create connection.

What are values? In short, values are what make life meaningful to you; they guide your decisions and actions; they are our internal compass of right and wrong. Examples of values are honesty, creativity, freedom, security, family, love, or service to others.

People usually fight because they have different values. For example if a couple is fighting about money, the surface conversation is about what to buy and what to save. When fighting about money, people usually stay on the surface, and decide that the other person is immature, or rigid. But if we go underneath the surface to what is most deeply meaningful to each of them, we’ll see their values. The spender may value spontaneity, fun, beauty, and freedom; while the saver may value security, efficiency, or leaving a legacy.

Values don’t inherently conflict. For example, there’s a way to have a life full of both fun AND efficiency. So if both people can develop compassion and understanding for each other’s values, they can create a solution that honors both of them.

5 Steps to Resolve Conflict Using Shared Values

1) Find values that are MORE IMPORTANT than the conflict. For example, you may value connection, intimacy, compassion, listening, being open minded, growth, or family MORE than being right, and that helps you listen to the other person’s point of view. So pick one of the above shared values that helps you step out of your point of view momentarily, and listen to the other person.

2) With an attitude of curiosity, take turns asking questions and listening to each person, to uncover what is most deeply meaningful to them about their position. One person shares for about 10-15 minutes, and then you switch.

For example, if the spender values spontaneity, you can ask them:

• What’s important to you about spontaneity?
  
• What does being spontaneous provide for you?
  
• What are your core beliefs or ethics behind your point of view?
  
• Is there a story behind this for you, or does this relate to your history in some way?
  
• Is there a fear that comes up for you, in not having this value honored?
  
• What other ways can you get this value met?
  
• What would be your ideal solution here?

3) When you are the listener, validate the other person’s point of view. You don’t have to agree with all of it, but tell the other person what makes sense about what they shared. For example, you might say, “I see how spontaneity makes life meaningful to you. When you’re being spontaneous, you light up, feel your creativity, and you can enjoy life. Otherwise you feel too boxed in, like you’re wearing clothes that are too tight. That makes sense to me.”

4) When the first person feels heard, switch, and ask the same questions to the other person, with curiosity and validation. The intention is for both people to feel compassion and connection to the values underneath their point of view. The creative solution comes out of the connection that both people feel when they are heard and understood.

5) Create a plan that honors both people’s values. A simple example in the money conflict is to create room in the budget for “pocket cash” that you can spend on whatever you want, while still saving something every month. This solution can only be created when people honor each other’s values.

I have used this strategy in my own life, as well as with many couples, to create movement on issues that have felt stuck for years!

Here's to a life of meaning and enjoyment, because you're honoring what matters to you most. 

I'd love to hear from you! When you try these steps, post in the comments about your experience.


Valerie Greene is an NLP practioner and a Conscious Living and Relationship Coach who has been coaching since 2005, as well as taught many workshops and retreats. She specializes in working with couples who are fighting or feel disconnected, to identify the patterns that are causing distress in their relationship, and help them create emotional connection, passion, and fulfillment. Valerie’s clients have breathed new life into spousal relations, crafted friendships from the ashes of bitter divorce, and attracted the right kinds of dating partners. You can learn more about Valerie, and download her free course "Transform Fighting Into Intimacy" at: www.CoachValerieGreene.com

You are correct if you say we communicate using words- partially though! We also employ voice tone, gestures and body language, emotional state, clothing, the physical location (aka time/place setting) we occupy, and more; this is, in addition to the words we use. Even the lack of communicating is a form of communication. In short, we are always transmitting messages. We just cannot– not – communicate!

This non-stop sending of messages, intentionally, or not, does several things: One, it makes is highly likely that mis-communication will occur. Those among us who've lived a life have experienced the aforementioned, whether it’s you that misinterpreted the sender’s transmission, or the other way around. Two, it calls out a response from the receiver, somewhat like a stimulus response loop. For example, I say “good morning” to you and you respond in turn. Or with the intent of initiating a handshake, I extend my hand, and you do the same (providing you are polite).

Skilled negotiators and communicators understand the role their goals and intent play when crafting and delivering precise messages. They’re also keenly aware of the important role the receiver’s subjective experience of reality plays in how the message is received and interpreted.

Take note, because it’s on the level of subjectivity where mis-communication oftentimes occurs, hence the axiom: “The meaning of the communication is the response you get!”

Case in point: (names changed to protect the not-so-innocent) “Host and Wife” were having a private dinner for “Couple M & W”, new-found friends of theirs. In some cultures, it’s customary to take your shoes off upon entering a home. This is the practise Host and Wife observed as children, and still today as adults.

When Couple M & W arrived they had no idea about Host and Wife’s cultural protocol. So in they came, shoes and all. On top of this, Couple M & W graciously brought with them, because it was their customary practice to do so, to demonstrate politeness and grace, a gift, theirs was a cooked meal, which happened to be meat, for Host and Wife. What Couple M & W also didn't know was that Host and Wife were strict vegetarians.

From Host and Wife’s point of view they were being insulted – from the failure of their guests to remove their shoes, and that meat entered their home.

Couple and Wife realizing the ice-cold atmosphere getting even colder by the moment sincerely and whole-heartedly apologized and made the necessary adjustments. They explained that it was not their intent to offend.

Who’s right versus who’s wrong, in an interaction, sparked by a misunderstanding, is irrelevant, Because from their point of view, and from the intent of all parties involved, all are right!

This subjective world is rich and vast. As such you can't be error proof when sending messages; but you can reduce the likelihood. If  a perceived misunderstanding arises, apologize, error correct, explain your intent and find common ground so you and the other person can move forward.

“Treat people the way you want to be treated!” is not only dumb, but a false adage that's gone unchallenged. It's akin to saying "fight fire with fire," when water quenches fire. Like a virus, the former (and latter) has infected various communication models.... “Treat people the way they want to be treated.” Thinking from this view point allows one to behave differently, whether you're the message's sender or receiver. Saying it another way...whether you are the sender or receiver, get to know the other's worldview. You will learn more about each other. And you will literally be discovering how "each other prefers to be served," so to speak!


©2014 John G. Johnson All rights reserved! Subscribe to our mailing list for workshops, newsletters and events. Go to:  www.nlpsuccessbydesign.com