Category: NLP

“Objetivo – Sucesso “ Como executar a sua estratégia – Como passar do papel para as pessoas

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Como fazer a sua estratégia funzionar – como passar do papel para as pessoas.
Atrair desempenho de ouro aumenta a possibilidade de sucesso.
Muitos dos entrevistados como relata o livro  Making Your Strategy Work: How to Go from Paper to People de Chris Outram,  insistem na importancia  do execesso de investimento em pessoas.  Contratar o melhor, treinar bem, desafiar com frequencia e assumir os riscos em promover mais cedo os colaboradores. Quase sempre você sera recompensado por um desempenho superior. Nos dias hoje,  as empresas precisam de colaboradores expertos e mais preparados, para competir com os concorrentes que estão cada vez mais bem informados e capacitados.
“Pessoas boas produzem resultados bons resultados, as pessoas excelentes irão produzir resultados excelentes.”
Por consequência a principal tarefa do líder é encontrar pessoas excelentes.

“Limpando as plataformas:”

O corolario da conspiração da gestão “É preciso expurgar os colaboradores confirmados como – os duvidosos”. Como observa o CEO Duncan Painter do Grupo Top Right. Ele observa:
“As pessoas são a razão pela qual as empresas falham. Você deve sempre fazer um esforço para trazer os dissidentes de volta para o rebanho, mas se isso falhar remova-os”. Eles potencialmente se tornarão tóxicos. Causando a execução e implementação das estratégias mais difícil e mais cara do que poderia ser.
Os colaboradores duvidosos são um modelo pobre para os juniors, criando um ceticismo que irradia para fora e para baixo em toda estrutura hierárquica da empresa. Se a sua equipe não age como uma equipe,  substitua-la; diz Ian Livingston, CEO da BT Group.  “E faça parte do seu bônus dependente dos objetivos comuns para conduzir a  importância da colaboração.” Arno Mahlert, ex-CEO e CFO da Maxingvest, concorda:. “Os gestores precisam para criar a cultura certa, sendo  verdadeiros modelos. Eles precisam inspirar credibilidade sendo aberto a comentários. Eles também precisam ser capazes de tolerar alguns erros, mas a única coisa que não pode ser tolerada é o comportamento destrutivo. “Estratégias de desenvolvimento precisam de abertura e desafio”, diz John Brock, presidente e CEO da Coca-Cola. “Mas, uma vez que a estratégia está definida, você tem que executar, executar, executar. Você não pode permitir negativismo “.” Se alguém não estiver alinhado, você precisa levá-lo para fora do campo. ” Eles podem ser bons, inteligentes e eficazes em algum coisa, mas se eles estão bloqueando o caminho da execução da estratégia, em seguida, é fundamental removê-los, às vezes você pode mover as pessoas para funções menos críticas. Na sua forma mais extrema, você pode achar que é necessário gerenciar algumas demissões de alto perfil, se livrar dos executivos que não seguem ou não podem seguir o fluxo.
Do livro  Making Your Strategy Work: How to Go from Paper to People de Chris Outram
Estas estratégias na sua forma extrema resultam em cortes e reposicionamento de colaboradores que de um certo modo contribuíram para desenvolvimento da empresa, porem em um cenário atual são vistos como potenciais tóxicos de pessimismo e desmotivadores.  E se ainda existisse uma outra abordagem? Coaching e Programação Neurolinguistica.
O negativismo e a falta de cooperação das pessoas chaves no processo de implementação de estratégias pode e dever ser afrontado com um trabalho de parceria com coaches e uso da PNL. Ultrapassar crenças limitadoras, resignificar e alinhar os colaboradores com a visão, missão e estratégias da empresa são fattores importantes para o sucesso.
Vou citar dois tipos de abordagem de coaching:
Coaching de desempenho:  nesta abordagem o papel do coach é motivar o ”talento” a tomar  medidas em relação a uma certa habilidade ou ambiente, promover uma abertura ao feedback e estabelecer objetivos voltados ao aumento do desempenho.
Coaching de desenvolvimento:  Como ativar no “talento” a habilidade de refletir e mudar pensamentos, crenças, valors e identidades  que estão obstruindo o alcance dos resultados desejados.
 
Neste processo de busca da excelência em todos os aspectos, seja pessoal ou profissional, promove o desenvolvimento de  uma equipe eficaz, desenvolve o pensamento flexível, promove a  abertura aos desafios e novas idéias, compreensão dos valores individuais e da equipe. Engajamento de conflitos com o uso de posições perceptivas a fim de aprender e resolver conflitos e situações indesejadas. Adoção de Modelos de Níveis Lógicos para entender o propósito e os valores, e o que isto afeta nas mudanças do comportamento. Ressignificação da responsabilidade como algo que não pode ser dado, só pode ser conquistado.

Renato Moreira – Coach Executivo e palestrante em cursos de desenvolvimento pessoal.

Como coach atuo com profissionais e empresarios que buscam desenvolver uma performance criativa e inovadora em ambientes altamente produtivos. Esses profissionais estão dispostos a agir com coragem para atingir os seus objetivos e assumir os riscos necessários para alcançá-los.

How can I be the way I want to be?

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Businesswoman examining paint swatchesIn life, lots of people know what to do, but few people do what they know. Knowing is not enough! You must take action.

Saying that, here a bit more on how;  If you want to excel in any area of your life, simply apply the following:

Know your outcome:  Start with the end in mind. What do you want? People respond best when they know what they want as opposed to what they don’t want. By focusing on your desired end result and the way in which you will experience yourself at that point  (how you will be), you will be self motivated to take the appropriate actions toward the manifestation of that which you desire.
Be flexible: When you don’t achieve the outcome that you want, change your behaviour, not your outcome. Keep changing what you do until you get the results that you want. The person with the most flexibility will be the controlling element in the system.
Use your senses with precision: To reach your outcome you’ve got to know whether you’re getting close to it or further away. Look and listen out for nudges in your environment, as well as from those around you. “Tune in” and allow yourself to be guided by intuitions (as there are the inner workings of your higher intelligence).
Take action, NOW!  This is personal power. Action steps show the way, as the path is revealed, and success momentum is gained once the first step is taken. Allow you actions to be inspired by the feelings that are associated with achieving your desired outcome.
Take action now!!!

As a coach I invite my clients to expand the workspace. Many limitations are self imposed. We are prisoners of our own minds. We wake up each morning and act out a story we have written about who we are and the role we play in our family, community, and organisation. We have a personal narrative about what is possible for us, what can be done and what cannot, and then we live our lives within that script, re-creating and solidifying the store each day. Through the intense and candid dialogue of a coaching relationship, we are able to learn about how we have been crafting these scripts and begin to see where we have placed arbitrary boundaries around ourselves.

One of the greatest values that coaching has to offer is that it demands action. Coaching beings with a conversation, but the real work starts when the Talent (coachee)  goes back to his  life and being to behave differently. Through this process, he learns that previous limitations no longer exits and in fact, they never did. He expands the range in which he can act, and in so doing, increases his “response-ability.”
Renato Moreira

The practitioners of magic

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magic-book

Down through the ages the power and wonder of practitioners of magic have been recorded in song and story. The presence of wizards, witches, sorcerers , shamans, and gurus has always been intriguing and  inspiring to the average person. These people of power, wrapped in a cloak of secrecy, presented a striking contradiction to the common ways of dealing, with the world. The spells and incantations they wove were feared beyond belief and, at the same time, sought constantly for the help they could provide.

Whenever these people of power publicly performed their wonders, they would both shatter the concepts of reality of that time and place and present themselves as having something that was beyond learning, In modern time, the mantle of the wizards is most often place upon those dynamic practitioners of psychotherapy who exceed the skill of  others therapists by leap and bounds, and whose works is so amazing to watch that it moves us with powerful emotions, disbelief, and utter confusion. Just as with all wizards of the ages of the earth whose knowledge was treasured and passed down from sage to sage – losing and adding pieces but retaining a basic structure – so, too, does the magic of those therapeutic wizards also have structure.
The prince and the magician
Once upon a time there was a young prince who believed in all things but three. He did not believe in princesses, he did not believe in islands, he did not believe in God. His father, the king told him that such things did not exist. As there were no princesses or islands in his father’s domains, and no sign of God, the prince believed his father.
But then, one day, the prince ran away from his palace and come to the next island. There, to his astonishment, from every coast he saw islands,  and on these islands, strange and troubling creatures whom he dared not name. As he was searching for a boat, man in full dress approached him along the shore.
“Are those real islands? asked the young prince.
“Of course they are real islands,” said the man in evening dress.
“And those strange and troubling creatures?”
They are all genuine and authentic princesses.”
“Then God must also exist!. cried the prince.
“I am God,” replied the man in evening dress, with a bow.
The young prince returned home as quickly as he could.
“So, you are back”, said his father, the king.
“I have seem islands, I have seem princesses, I have seem God,”
said the prince reproachfully.
The king was unmoved.
“Neither real islands, nor real princesses, nor a real God exist”
“I saw them!”
“Tell me how God was dressed.”
“God was in full evening dress.”
“Were the sleeves of his coat rolled back?”
The prince remembered that they had been. The kid smiled.
“That is the uniform of a magician.  You have been deceived.”
At this, the prince returned to the next land and went to the same shore, where once again he came upon the man in full evening dress.
“My father, the king told me who you are,” said the prince indignantly. You deceived me last time, but not again.
Now I know that those are not real islands and real princesses, because you are magician.”
The man on the shore smiled.
“It is you who are deceived, my boy. In your father’s kingdom, there are may islands and many princesses. But you are under your father’s spell, so you cannot see them.”
The prince pensively return home. When he saw his father, the looked him in the eyes.
“Father, is it  true that you are not a real king, but only a magician?”
The king smiled and rolled back his sleeves.
“Yes, my son, I’m only a magician.”
“Then the man on the other shore was God.”
“The man on the other shore was another magician.”
“I must know the truth, the truth beyond magic.”
“There is no truth beyond magic,” said the king.
The prince was full of sadness. He said, “I will kill myself.”
The king by magic caused death to appear. Death stood in the door and beckoned  to the prince. The prince shuddered. He remembered the beautiful but unreal islands and the unreal but beautiful princesses.
“Very well” he said, “I can bear it.”
“You see, my son,” said the king, “you, too, now begin to be a magician.”

from the books: The Magus by John Fowles and The Structure of Magic  by Richard Bandler & John Grinder

As a coach I invite my clients to expand the workspace. Many limitations are self imposed. We are prisoners of our own minds. We wake up each morning and act out a story we have written about who we are and the role we play in our family, community, and organisation. We have a personal narrative about what is possible for us, what can be done and what cannot, and then we live our lives within that script, re-creating and solidifying the store each day. Through the intense and candid dialogue of a coaching relationship, we are able to learn about how we have been crafting these scripts and begin to see where we have placed arbitrary boundaries around ourselves.

One of the greatest values that coaching has to offer is that it demands action. Coaching beings with a conversation, but the real work starts when the Talent (coachee)  goes back to his  life and begin to behave differently. Through this process, he learns that previous limitations no longer exits and in fact, they never did. He expands the range in which he can act, and in so doing, increases his “response-ability.”
Renato Moreira

THE STORY, THE REFRAME

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THE STORY
It happened at a New York Airport. This is hilarious. I wish I had the guts of this girl. An award should go to the United Airlines gate agent in New York for being smart and funny, while making her point, when confronted with a passenger who probably deserved to fly as cargo. For all of you out there who have had to deal with an irate customer, this one is for you.
A crowded United Airlines flight was canceled. A single agent was re-booking a long line of inconvenienced travelers.
Suddenly, an angry passenger pushed his way to the desk. He slapped his ticket on the counter and said, “I HAVE to be on this flight and it has to be FIRST CLASS.”
The agent replied, “I’m sorry, sir. I’ll be happy to try to help you, but I’ve got to help these folks first;  and them I’m sure we’ll be able to work something out.”
The passenger was unimpressed. He asked loudly, so that the passengers behind him could hear, “DO YOU HAVE ANY IDEA WHO I AM?”
Without hesitating, the agent smiled and grabbed her public address microphone. “May I have your attention, please?”, she began, her voice heard clearly throughout the terminal. “We have a passenger here at Gate 14 WHO DOES NOT KNOW WHO HE IS. If anyone can help him with his identity, please come to Gate 14”.
With the folks behind him in line laughing hysterically, the man glared at the United Airlines agent, gritted his teeth, and said, “F*** You!”
Without flinching, she smiled and said, “I’m sorry sir, you’ll have to get in line for that, too.”
Life isn’t about how to survive the storm, but how to dance in the rain.
THE REFRAME:
Reframing is another way of looking at things. The concept of cognitive reframing consists of changing the way people see things and trying to find alternative ways of viewing ideas, events, situations, or a variety of other concepts. And interpreting language is one way. The air line agent was very quick in responding to this and also to reframe. This was something she did in a speedy way.
Comedians use reframing a lot and reframing usually has a humorous effect. In this case the effect on the customer was the opposite and therefore reframing can have different effects and can be found with or without so called “rapport”, or having a click with someone.
Reframing has a huge effect on the subconscious mind. It breaks thinking and especially in cases of problem thinking or limiting beliefs.
Well, a problem is never a problem actually. It is a state in which you approach a context right?!
And a limiting belief is only limiting when you see it as limiting right, just like there is always another direction for the things you don’t want. It is usually the things you want.

As a coach I invite my clients to expand the workspace. Many limitations are self imposed. We are prisoners of our own minds. We wake up each morning and act out a story we have written about who we are and the role we play in our family, community, and organisation. We have a personal narrative about what is possible for us, what can be done and what cannot, and then we live our lives within that script, re-creating and solidifying the store each day. Through the intense and candid dialogue of a coaching relationship, we are able to learn about how we have been crafting these scripts and begin to see where we have placed arbitrary boundaries around ourselves.

One of the greatest values that coaching has to offer is that it demands action. Coaching beings with a conversation, but the real work starts when the Talent (coachee)  goes back to his  life and being to behave differently. Through this process, he learns that previous limitations no longer exits and in fact, they never did. He expands the range in which he can act, and in so doing, increases his “response-ability.”
Renato Moreira