GETTING YOUR APPROACH RIGHT
My focus in the last post was to identify the typical and conventional ways we commonly approach problems which are not only wrong and do not work, but often makes things worse.
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My focus in the last post was to identify the typical and conventional ways we commonly approach problems which are not only wrong and do not work, but often makes things worse.
Beyond the 7 Meaning Detection Questions, which you need to develop expertise in problem-solving, you need the 7 Features of a Problem.
Nearly ten years ago I detailed the 100+ words in English that describe thinking and the seven key ways that thinking goes wrong, seven ways in which we engage in pseudo-thinking.
Let’s begin with the presence of a problem. Imagine that you have a problem or someone you know has a problem.
If you want to develop expertise in problem-solving, one of the key tools you’ll need are the 7 Meaning Detection Questions.
Here’s something audacious to imagine—imagine that you set out to solve a problem in five minutes.
Recently in introducing the very first 5-Minute Manager training in Hong Kong, I began by making one of the most important distinctions between managing and coaching.
In the last post, I described the structure of a problem.
You can know the Meta-Model and yet not know it, at least, not know how to use it effectively.
There’s a quick and sure way for people to reject your training or your proposition to bring training into an organization.
What is the actual structure of a problem?
When you are a trainer, you are a leader—after all, you are leading people to learn about Neuro- Semantics, Meta-States, Meta-Coaching, Self-Actualization, or any of the 50 gateway…
Far, far too much coaching today is merely an intellectual chat.
What does meaning mean?
In NLP and in Neuro-Semantics, we need more leaders and better leaders.
“The best way to design a failure is to establish a poor definition of the complaint.”
As a trainer who understands the importance of virtuous patterns and the eradication of detrimental ones in leadership, I know the immense value we offer.
As a Trainer, you know that Neuro-Semantics centers on the construct of meaning.
In a recent article by Derek Thompson, he titled it The End of Thinking and then made the following shocking declaration.
Each we open our mouth is an opportunity to make the world better or worse.
There is now a growing demand for Group & Team Coaching in organizations and that demand will be increasing in the coming years.
People who tend to think globally or generally rather than specifically and precisely are constantly asking me, “Okay, so how do I learn to think more specifically?”
As a Trainer, you know that Neuro-Semantics centers on the construct of meaning.
“Mind-body what?!” the HR Director replied.
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