Tag Archives: leadership

How important is it that you enjoy your role as a leader or manager?

It was Confucius who said ‘Choose a job you love, and you will never have to work a day in your Imagery Majestic Manager Shouting Loud Speakerlife’.  If you’re a leader however it maybe that there are times when life and work seems hard when directing your team or your business and it might be that you question your enjoyment.

For a business or organisation it may be that whether a person enjoys leading or not is irrelevant as long as results are achieved.  For your staff (and customers/clients/stakeholders) it matters a great deal. As human beings we tend to see the world not as it is, but as we are[i], therefore when we are unhappy, out of sync with the direction we need to go in and getting our message across to others (i.e. a difficult message such as redundancies) we can see others as being obstructive, when in fact they like us are having difficulty with the message received.

Not only are those we are leading or managing affected, it can affect our family, friends and social life and our own health.  We struggle to pretend to be engaged or committed when are delivering a message we don’t really believe in. We become incongruent.

When we are congruent, our response fits with the stimulus (question, event etc.) and when we are incongruent our response does not fit with stimulus (question, event etc.). Our tonality, physical responses, don’t fit with the verbal response. We leak this out to other people, we cannot not do that.

Think about a member of the family you know when you ask ‘Do you want sausages for tea?’ or ‘Can I change the TV channel?’ Although they say yes, we know from looking at them or the tonality that they mean no.

We have no control over other people’s responses, but we can manage, listen to, notice, watch out for and feel our own responses and do something with them.

So if we are incongruent towards those we lead, they will notice. It might not be immediate, but they will notice.  So when we smile, it’s good to mean that smile.  A smile is worth a thousand words, as are the words ‘please’ and ‘thank you’ and some of those old fashioned things like opening doors for people, picking your litter up and putting it in a bin yourself, helping others with simple things like carrying and lifting.  All of these are part of customer service and customer satisfaction.  Oh yes and it is ‘your job’, ‘your response-ability’ because if it involves your company, your ‘face to the public’ – it speaks volumes about you and if or whether you care.

 

Try spending more time talking to staff and clients/customers/stakeholders to find out how change is affecting them and consider what you can do to improve both your and their situations.  Learn to understand others better and how to improve getting your message across more effectively so that you and others feel better.

 

‘Confidence, like art, never comes from having all the answers, it is about being open to all the questions.’ Earl Gray Stevens

 

 

If you’d like to know more about career management coaching and how the LAB Profile® might help you in your choices ,contact me Rosie O’Hara the Developing Works website, or telephone +44 (0) 7796 134081, +44 (0)1224 900748, +44 (0)1309 676004.

 

[i] Variations of this phrase are attributed to the Talmud, Anais Nin and also Stephen Covey. Variations are also used in the personal development world and Quantum Mechanics might even play a role here.

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Have you thought about your Management Team?

Any company or organisation requires strong management to create direction, to engage shaking hands stockimages.jpgstaff in the vision and mission of the company or organisation.

Good management fosters commitment, ensures productivity is met and makes the strategic decisions around the future of the company or organisation enabling everyone to meet the joint goals effectively for the company and in a way that is workable for the individual

Large corporates have management teams, for SMEs it is just as important to have talented people who take on management duties.  For business owners or entrepreneurs the danger can be to spread yourself too thinly because it’s your vision and only you know how to do ‘this’ (your vision) properly.

One choice to ameliorate this is to bring in external people who have experience as well as skills to strengthen the management team and improve the company’s competitive advantage.  When making this decision experience is important. In my role I come across many graduates who tell me they are floundering due to lack of experience – coaching externally can help them with these issues, as they are more likely to admit their weakness in confidence to a person with no vested interest in the company.

Alternatively assessing the skills and competencies of existing staff and coaching or mentoring them into a new role will work towards building a robust management team.

Whatever choice a business owner or HR department makes both the candidate and existing staff will need careful mentoring or coaching.  This mentoring or coaching can be carried out internally by senior management or the company owner to ensure that those who have been there since the beginning (or for a long time) and are extremely good at what they do, do not feel undermined.  Should this not be possible for the owner of an SME due to time restraints or for practical reasons or in a large company where impartiality is required then working together with an external coach is probably the best option. A good coach provides a sounding board and will help the individual clarify and question their judgment, as well as guiding the to manage and work with others.

At times dependent on a person’s previous role models, perceptions, possible insecurities etc. their behaviour when brought into an existing team or promoted from within the company can lead to friction. Coaching or behavioural change work will help with this creating an environment where everyone performs at their best.

It is important to assess the time/cost factor for building your management team, in terms of do you carry out coaching or mentoring internally or do you bring in an external person.  Whichever choice you make the value of retaining your internal knowledge base weighed against the potential loss of information that all good employees keep in their heads is never quantifiable until lost.

Team building is important so that they not only understand one another’s strengths and weaknesses but also so that they have the skills to cope with these too.  Whether these skills are new behaviours or influencing skills.

Working on how the team works together as well as their individual wants and needs is vital for cohesive team working.  Part of this is ensuring that they complement each other in respect of skills and experience and behaviour patterns.  That they are capable of working together and taking and giving instructions where necessary.  How they cope with stress.  How they are motivated.  The right mix is vital, a mix made up of individuals who understand the challenges faced by the business and who support one another honestly (instead of shrugging and say ‘oh he/she is like that, there’s nothing you can do).

I’d like to hear or read what others think of this post and whether you agree or disagree with and if you have any questions please ask.

 

If you’d like to know more about career management coaching and how the LAB Profile® might help you in your choices,  contact me Rosie O’Hara the Developing Works website, or telephone +44 (0) 7796 134081, +44 (0)1224 900748, +44 (0)1309 676004.

 

 

 

If you can keep your head when all about you are losing theirs

“If you can keep your head when all about you are losing theirs and blaming it on youSirtangphoto multiheaded buddha

If you trust yourself when all men doubt you

..

If you can dream  – and not make dreams your master

If you can think and make thoughts your aim

If you meet with Triumph and Disaster”

 

Rudyard Kipling wrote these words in 1895 to his son John in a form as if it was fatherly advice, but they were written in tribute to Leander Starr Johnson, originally from Edinburgh (more about him click here).

Kipling’s words work equally well today, when there are downturns in markets and people lose their jobs we tend to panic and at times wonder if there’s a better option out there.  Whether we allow ourselves to be influenced by other people and what they believe and tell us or whether we decide for ourselves based on what we know and believe to be true.

What’s missing at times is a prepared objective and for a short period of time sitting back, thinking about how we can avoid problems and then with our objective in mind setting up a plan that we then put into action.

Sitting back and asking ourselves what we really want is not a complete waste of time.  It helps us to focus and think so that we don’t end up in a job that is potentially flattering but then becomes a waste of time, in that we become frustrated.

When we are clear about what we want we notice that other people appreciate us more.  We get recognition for asking for our needs to be met.

 

We can first look at the choices available to us and then choose a couple of options to work with. (Knowing that could go back to the other options, but as a start it’s good to be clear about just one or two options at the most.

After all when we are good at what we do, letting others know clearly will enable us to do what Kipling said over one hundred years ago that still holds true:

‘If you can keep your head’ – stay calm,

‘… trust yourself’ – in spite of what others say that might make you waiver,

‘… dream and not make dreams your master’ – not let endless options and possibilities, the ‘ifs’, the ”buts’  stop you from acting.

When we do all of those (with a little help if necessary) then we will get through trying times and carve out a new career or a new business or simply stay afloat and happy in trying times.

 

If you’d like to know more about career management coaching and how the LAB Profile® might help you in your choices ,contact me Rosie O’Hara the Developing Works website, or telephone +44 (0) 7796 134081, +44 (0)1224 900748, +44 (0)1309 676004.

 

 

Do you know you have an ‘Approachable Side’?

It’s probably something you never gave much thought to.waiting not talking

I recently came across a post from one of my contacts on LinkedIn it said –

‘Hostile listeners are often on the left of the speaker and concordant ones to the right. At a table, change positions to neuter conflict.’

I wondered if the person posting had come across this an exercise that I taught first to teachers and trainers and then to children and then back to business people – here are two versions below – perhaps you’d like to try it out and let me know what happens?

Checking your Approachable Side

Few of us are aware that we have an ‘approachable’ side, and the implications this can have for conversations with others.  This approachable side also applies to learners too. We have a ‘better / preferred’ side for taking on learning.

This is a fun exercise with huge implications we have found.

Are you more approachable from one side than the other?

In threes

A remains standing on the spot

B thinks up a question and asks the same question from three different positions

A’s task is to notice the differences in his/her response and feelings to the question.

B approaches A from A’s left, stands still and asks a question “Could you do me a favour and lend me some money?”  B gives A time to notice and fix A’s immediate response.

B moves away and approaches A from the right and repeats the same procedure.

Finally B approaches from the front.

 

Give feedback away from the spot on which A was stood. What did A notice, what did B notice and what did C notice?  Carry this exercise out for all three participants.

Debrief – will this have an effect on where you might stand / sit in the classroom (and at meetings as well).  Notice – are there sometimes pupils (people) with whom you have difficulties? What would happen if you moved or asked to sit somewhere else?

 

and with children we used this version

Checking your Approachable Side

Working in three

Person A remains standing on the spot.

Person B thinks up a question and asks the same question from three different positions, such as ‘can I borrow your pencil?’ (Make it a realistic ask or it won’t work).

Person A’s task is to notice the differences in his/her response and feelings to the question.

Person B approaches A from A’s left, stands still and asks a question “Could you do me a favour and lend me your pencil?”  B gives A time to notice A’s their immediate response.

B moves away and approaches A from the right and repeats “Could you do me a favour and lend me your pencil?”  B gives A time to notice A’s immediate response.

Finally B approaches from the front and repeats “Could you do me a favour and lend me your pencil?”  B gives A time to notice and fix A’s immediate response.

All three of you get together away from the spot on which A was stood and talk about what you each noticed. What did A notice, what did B notice and what did C (the person watching) notice?

Carry this exercise out for all three of you.

Notice – are there sometimes people with whom you have difficulties? What would happen if you moved or asked to sit somewhere else?

The latter version is included with a story in Picture

Birko and Friends – using stories and NLP to enhance learning
If I can help you wth anything else please either contact me through the Developing Works Website or contact me on 01309 676004, 01224 900748 or 07796 134081 or find me on Twitter or LinkedIn where I share useful tips on Words that Change Minds and Career Managment Coaching.

 

 

 

 

When life get’s in the way

So you know the John Lennon line ‘Life is what happens to you while you’re busy making gun to headother plans’? I’ve learned in life to become really good at avoiding things or planning for doing something different. These so-called ‘opportunities/challenges or whatever, let’s face it when you’re  running a business and who knows what else they are just a bloomin’ nuisance .
You know the situation – you knew exactly (more or less) where your life was/is going. You’ve done all the planning, all the strategy stuff and ……………….. well a multitude of things can happen, or may happen and sometimes they do. Or sometimes it’s just one simple thing that upsets the apple cart so to speak.
Client cancels, car won’t start, child throws up (sorry), child comes out in spots – school/nursery says sorry must stay at home, client goes bankrupt, loses funding (let’s be topical here), your partner is arrested, someone dies (ok it’s getting worse), partner breaks leg as you go on holiday, you miss the ferry coming back, next one is 2 days later, you find out you have  cancer – you know those things some peple seem to take in their stride  !
There are options:- headless chicken syndrome, sit down and cry (quite good for a minute at the most – trust me), scream, shout, blame someone else (worst one I think personally – trust me they won’t sort it out).
Being in a good and useful state is something I talk about a lot in my work. After all we can ‘get in a state’, and mostly we say things like ‘look at the state of him or her’, ‘why did you get yourself into that state?’, ‘what a state you’re in!’ So in the UK (because in the US and perhaps other countries a state is a place in which you live, so you could change state;)) and in the training we provide (you can find me at http://www.nlphighland.co.uk for more info) we encourage people to find a good and useful state.
When you have a moment think of 5 separate times in your life when things have been going really well ,and for each one think of a label. Do it one at time – here are some suggestions Confident, Peaceful, Courageous, Enthusiastic, Motivated, Excited, Powerful, Focused, Blissful, Empowered, Successful, Relaxed, Loved, Joyful, Healthy, Humorous or anything else you like.

Thinking about each time separately so for example Confident, think about that time see what you’re seeing, hear what you’re hearing, and feel how you’re feeling when you are confident then and when you have all of that in your mind and body; press on a point on your collar bone and ‘anchor’ that confident state.

Do the same thing for each of the 4 other ‘states’ you choose and press on or ‘anchor’ on the same spot. Then briefly think of something else like doing the dishes, just briefly. Then press on your collar bone again in that spot and notice what happens. If you need to, repeat the process until it’s all really powerful and now you have an unobtrusive ‘anchor’ for a ‘good and useful state’ that you can use anywhere at any time.

So if ‘life get’s in the way’ again, – press on your collar bone.

 

Five Reasons Why Coaching Didn’t Work For You

1          You chose the wrong coach2015-10-19 15.00.50

Coaches deal with different aspects of life and work. (Did you ask yourself ‘do I want someone to offload all my worries to and to be listening and sympathetic ear and say there there’ or did you ask ‘do I want someone to motivate me? Or did you ask ‘do I want someone to help/guide/assist me in my career or business?’ Different coaches deal with different aspects.

Did you ask ‘do they have business experience?’ What kind of training do they have?  ‘Are they recommended?’ Notice when you initially meet them do they carefully question how you say what you say or do they rephrase or paraphrase your language and you’re too polite to comment.

 

2          You relied on the coach to tell you what to do

The only person in life who is in charge of you is you. You are ‘driving your bus’.  Admittedly there will be times in everyone’s life when we want to give and or abdicate responsibility. Ultimately you have to make your own decisions without hearing from someone who tells ‘oh that happened to me, what I think you should do is….’  Incidentally ‘should’ is about the other person about how they think or tell you what to do.  You will most probably ultimately find that what you should do (according to them) was not the right thing to do.

 

3          You weren’t in the right place at the time

Coaching is not intended to resolve the deeper underlying issues that are the cause of serious problems like poor motivation, low self-esteem and poor job performance.

When we go into a coaching relationship we do that in the belief that we are self-aware and a ‘whole person’ and that we have chosen coaching because we don’t require a therapeutic intervention. It can be that even with underlying issues we will experience success within a coaching context even without resolving the underlying issues. If we become ‘stuck’ and the coaching is not achieving desired results, then a therapeutic intervention may be necessary for me to move forward and achieve your goals. Therapeutic interventions are not coaching and even coaching using NLP is not therapeutic and as a coachee you need to be clear on that.

 

 

4          You didn’t like the task you were given. If you and your coach agreed that you would do certain things by a deadline and you didn’t like what you agreed. Then there are options:

A. Life got in the way

And it does, tell your coach and re-arrange the deadline. Be aware – if you keep on changing your coaching dates – do you need to ask yourself ‘why am I allowing this to happen?  After all the most successful people in life juggle things, work through things, overcome obstacles, ask for help, delegate and more.

B. Say you didn’t/don’t like it and then talk that through with your coach. Your coach

Your coach offers you a supportive and motivating environment to explore what you want in life and how you might achieve your aims and desires and fulfil your needs.   There is no such thing as failure in life and your coach’s job is to enable you to get to where you want to be.

C. Give up and say coaching didn’t work for you

If you choose this option perhaps ask yourself how willing you are/were to commit and if you are prepared to make changes to your behaviour(s).  When we stay the same so do other people. Or other people actually become worse because they will tire of our behaviour.

Bear in mind when you change your team or change your job you will still take you with you. We have to ‘be the change we want to see in the world’.

Sometimes we get in our own way with our beliefs.  Discuss this with your coach, be open and honest with your coach (and yourself). Say what didn’t work and get them to assist you to get to where you want to be.  The coaches job is to assist you commit to action and be a sounding-board for your experiences.

D. Ask your coach to help you

If you coach has additional qualifications such as NLP, CBT etc. they are in a position to assist you but you both must agree that this is what happening. Or get your coach to recommend you to a qualified practitioner or find someone who someone else recommends, in that they have worked with them.

E.You didn’t like the fact that your coach asked you to set goals/outcomes/objectives.

In the coaching sessions you and your coach will generally be more concerned with the practical issues of setting goals and achieving results within specific time-scales. Coaching allows you the personal space and support you need to grow and develop. Your coach’s key role can be in assisting you to maintain the motivation and commitment needed to achieve your goals. However they aren’t there to ‘kick your butt’ or be ‘on your case’ every day.  If you think you need that then there are behaviours and beliefs that could do with changing on your part.

Only you are in charge of you and only you will do what you agree to do with yourself.

If you’d like to know more about coaching with me Rosie O’Hara please contact me via the Developing Works website, tel. +44 (0) 7796 134081, +44 (0)1224 900748, +44 (0)1309 676004.

 

 

Words that turn people off

Do you like to be told what to?

Most of us don’t usually. We want to decide for themselves. yelling at phone

Depending on how we say and do something (or don’t say and do it), our ideas will be considered or immediately dismissed by the other person/other people. When people are processing life, the world and the universe in this way, they are have an Internal Motivation Pattern.

When people are in Internal Mode, they like to gather information and evaluate it for themselves and hate having someone decide for them. In fact, they love to make their own decisions, based on what is important to them.

So here are the Top Ten Things to Avoid Saying to an Internal (or someone who feels that way)

Words That Close Minds
1. You should …… (almost guarantees they won’t)
2. I need to talk to you. (especially unhelpful to say to your partner in life)
3. I have the solution to your problem.
4. I know what you did wrong.
5. I know why that won’t work.
6. I told you so.
7. I have a better idea.
8. You should have an open mind about this.
9. Here’s what everyone thinks about what you did/do/will do.
10. No one is doing that any more.

Top Ten Suggested Things to Say to an Internal
Words That Open Minds
1. I have an idea that I’d like to run by you to find out what you think.
2. May I make a suggestion?
3. What would you think if we ……?
4. When you are deciding about X, what are the most important things?
5. I have an idea that may not be completely useless.
6. Here’s what I think….. what is your opinion?
7. You said that X, Y, and Z were important, so that’s why I’d like to suggest ….
8. Here is something that you may wish to consider.
9. Here is something that you may wish to avoid.
10. You be the judge.

It’s interesting to note the differences between the two approaches. The first list is mainly about you deciding for the other person, while the second encourages the other person judge for his/herself.

Which list ‘makes you feel better’?  Which list do you think would get you better results?

With thanks to Shelle Rose Charvet

 

For more info on Words that Change Minds please click here

Putting Yourself in the Picture

A while ago someone asked me how did I remember things, more importantly how did I frameremember to take things with me after an event, training or meeting or what happened in that meeting. I’d like to share with you.

There’s a technique known as ‘Reframing’ to create a different meaning literally around something, for example to turn a bad experience into a good one, or to notice that there is actually something positive.

Here’s a simple way to do that.

A. Remember an occasion when or where you got angry.
B. Make a picture or image of this or imagine this having happened and see yourself in the picture.
C. Now put a frame around the picture or image.

How does your response to the situation change when you put a wooden frame around it? What about a metal frame? A multi-coloured frame. An oval frame? How about a colourful frame with balloons hanging from it?

And what do we do to remember things when we’ve walked through the door?

We need to make a conscious effort to stop briefly and think about the thing we want to do, or are going to, or are have been doing. And then we need to make a mental image of this thing and place it up to our left. And looking up to our left see this thing, this object, this person, this task, this memory, then imagine seeing it in colour and see it standing still. Making sure it’s still there, move on out of the room and when you’re out of the room and doing the next thing look up to your left and see this item, still standing there. And hey presto, you’ll remember.

If you find this tricky, practice. Only perfect practise makes permanent.

And for some people you might need to place this image up on your right.

Try it out and let me know what happens for you, then walking through the door will be much easier and your memory will improve.

Forgotten to catch up after a meeting or networking?

Well most of us do at times. Some of us believe making notes will help, not so good if you then lave all your info somewhere. I recently realised that I had left all my info from one networking meeting, neatly packaged on one place on the table in the room I had been in. Fortunately the info was still there.
According to an article in Scientific American online, which being scientific has lots and lots of references and could be (for me) a tad exhausting; when we walk through a door we forget. Well actually they were interested in why walking through a door makes us forget.
The article: Gabriel A. Radvansky, Sabine A. Krawietz & Andrea K. Tamplin (2011): Walking through doorways causes forgetting: Further explorations, The Quarterly Journal of Experimental Psychology, 64:8,1632-1645 (click here to read that)  states that walking through a doorway causes what they call ‘an event boundary’ and we update our model of events in respect of what happened previously. They maintain that this ‘can reduce the availability of information in our memory for objects associated with the prior event. And then they do some scientific speak about how memory is essential (in my words) dependent on how or what we associate with the previous event. ? What does that mean, you might be asking? Well it means we need to remind ourselves in some way of what happened or was happening before we left the room.

So in my case above remembering to take all my info from the event happened because I generally (I stress the word generally) have a checking thing (or system) before I leave one place to go to another. We don’t always check because often deep in thought we move from one doorway to another and therefore onto something else.
If you would like to know more, please contact me Rosie O’Hara http://www.developingworks.com, http://www.rosieohara.com tel. 07796 134081 (What’sApp as well), 01224 900748, 01309 676004

Emotional Intelligence – About Using it With Baby Boomers

Baby Boomers were born between 1946 and 1964 and form a larger older couplecohort than the others I’ve previously written about. (Sometimes they are referred to Baby Boomers I and Baby Boomers II with the cut off year between being 1959.)
Certainly those born before 1959 can remember Martin Luther King and John F Kennedy, the Beatles and Elvis and other massive changes to the world of politics and the music industry.
Don’t underestimate the Baby Boomers, amongst Baby Boomers there are some powerful people in the world today who have made a lasting impact. This cohort includes such people as Bill Gates, Steven Spielberg, Madonna, Barack Obama, the Price of Wales, Vladimir Putin, Tony Blair, Benazir Bhutto, Angela Merkel, Ellen DeGeneres and many, many more.
The name was given to this cohort, no one knows by whom or when to describe the generations born after the Second World War, when populations worldwide experienced a boom in births. This boom due on the one hand to partners returning home and on the other hand to the start of movement of families, particularly in Europe to countries where they were either displaced as a result of war or to which they had moved as a result of labour shortages due to war. It was now safe to have children in so many ways. It is also important to understand however the British Baby Boom was not as vast (25%) compared to the US (40%) Baby Boom and circumstances in which the early cohorts in both parts of the world grew up were very different up until 1959 (in the UK there was still rationing to a great extent). Similar applies to continental Europe as well; the world was a more austere place.
The focus here is on communication. Baby Boomers value knowledge. They grew up with encyclopaedias. If you were very lucky and your parents could afford it (or a man came round and collected weekly payments) you had the whole 15 volumes of the Encyclopaedia Britannica in the UK or its equivalent elsewhere.
Baby Boomers value face to face communication and discussing knowledge or information with other people. For them face to face communication means in person, particularly when they want to do business. They may well be as good as younger people at using LinkedIn, Twitter, video communication etc., but for many other things they like to meet you in person.
People of this cohort are rational. In their eyes there has to be a reason for something having happened. They believe in ‘commonsense’. However what is commonness to me may not be commonsense to you. These traits are not always useful as we need Emotional Intelligence or soft skills to understand others better. See this link here for some potentially useful frames for everyday life and to understand ‘commonsense better.Baby Boomers like to negotiate, not just in business, but also in life, using rational thinking this may take longer.
Baby Boomers are prone to working long hours, you work until the job is done. Even though in the UK for Baby Boomers university education was free a far lower proportion of over 50s actually has a university degree and would therefore have been paid less for longer hours. They have also either not accrued a pension pot or one that is not generous, due to belief that the state would provide after all their years of hard work.
They are however more loyal to a company or organisation it can take a lot for some of them to change their loyalties. Loyalty is everything and money will motivate them to stay as opposed to younger generations who will move for more money and are not as loyal to a company or brand (there will always be exceptions). Baby Boomers are driven by the fact that their parents probably had little money and struggled to provide them with the material things they needed in a changing world. The change for them was just as monumental in their growing years as for other generations, but slower than in the current day and age. It has in some circumstances led to some Baby Boomers wanting and having everything material, facts that can lead to some bad press for Baby Boomers – in the words of Mike and the Mechanics in the song the Living Years ‘Every Generation Blames the One Before.’
So how would Baby Boomers like to be communicated with? You will find some who do not like change, some who may refuse to adapt. A major change once every ten years might work for them but they are happier when they take charge of the change themselves once every fifteen to twenty-five years. They like to hear what things have in common, what has not changed as well as how things are the same. Others will accept change once a year if the change is not drastic. They need change once every five to seven years. They like to hear that things are the same except more … less …better. They tend to resist major changes except when they are perceived to be gradual. Upgrades are okay because they are about an improvement new and different is not (think of those people you know who still have a mobile phone that’s like a brick and who has a smarter smartphone).

They like to talk about people and name them and meet with you regularly. They like to be given praise and told how valuable what they did or said was. They follow procedures and processes well. They value their own territory of responsibility and when needed will work together with others. They appreciate an understanding of others and how they are thinking and feeling (they don’t always get that right, because unless they have truly learned to understand others from the other person’s point of view, they only understand how they themselves would feel).

If you’d like to know more contact me Rosie O’Hara the Developing Works website, or via my Coaching Website tel. +44 (0) 7796 134081 (What’sApp as well), +44 (0)1224 900748, +44 (0)1309 676004. And please comment on this blog too.

Freeze Framing or How to Get Things Done – Part Three

What to do with the freeze framesgoal properly set
So thinking about creating your future on a Visual Timeline lay this timeline out on the floor or in your mind – perhaps like this:

Now                                                                                           The Future
Straight in front 2 metres to your right

|__________________________________________________________________|

Think of these images you have freeze framed, where will you put them, peg them, stick them or…. on your timeline? Perhaps you can see a vague picture, or you have a symbol for it, perhaps you need to step onto your Timeline and walk forwards to that point and experience the sounds and feelings associated with that experience.

Notice where you will put these memories on your Timeline.
What do you need to do to keep them still? Add a colour? A sound? A tag or tab? What works for you?

1. Stand in the “now” position.

2. Notice how you need to represent these things or events in your future, in different places on the Timeline.

3. What resource state (states) will you need to do this? To achieve it?

4. Once you have a resourceful state or states, ‘anchor’ them by pressing your thumb and finger together – now give this resource state a colour, hear a sound/sounds with it and feel the resourceful feeling flowing throughout your body.

5. With that resourceful state now step on your Timeline in the Now

6. Imagine the resource colour as a mist, permeating and colouring all of your future Timeline.

List below the things you want to do on the left and the right when you will have done them by:

Want to do                                                           Date to do by
1.
2.
3.
4.
5.
6.
7.
8.
Like some help with this? Join us in Aberdeen for the Saturday Coaching Club click here or phone Rosie on 01309 676004 or 01224 900748.

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