Neuro Linguistic Programming (Part 2 of 2)
One of the major benefits behind Neuro Linguistic Programming (NLP) is that it studies and models the skill sets of top performers within an organization. NLP Models give us an understanding of personal excellence. Some of these performance attributes are consistent, providing us with insights into how to model personal performance. In his book NLP Business Masterclass, author David Molden outlines several NLP attributes that relate to almost any type organization:
1. Real Innovation vs. Minor Improvement – In the NLP World, continuous improvement programs that tinker and create minor change are not good enough. Too much time and resources are expended trying to fix broken systems, processes, and other business issues. NLP pushes the issue to a higher level by focusing on new ideas and innovation to re-invent how things are done. According to NLP, the degree to which you depart from the old ways is determined by your beliefs. Traditional thinkers will depart less than non-traditional thinkers and this has profound implications on how much change will take place within the organization.
2. Feedback is Nourishing – Very strong feedback in a timely manner is critical in a world of rapid change. NLP does not put much faith in traditional long-term goal setting since things change too quickly and long-plans become outdated so easily. Instead, we must have very reliable and fast feedback systems to modify and direct resources in different directions, accepting the fact that failure will take place all the time and we will adjust as we learn about our failures.
3. Influence and Control - The ability to change is dependent upon the degree of flexibility. Rigid organizations and people are locked into the past, unable to influence and control what is happening around them. Flexible people will ask: How can I change and influence the situation and rigid people will declare defeat by thinking - They control and influence me and there is nothing I can do about it.
4. Resistance – A lack of rapport is a common problem, leading to a lack of acceptance from others in the workplace. If you don't have rapport, people will refuse to accept your ideas and beliefs. The key is to reduce the resistance level by establishing the right rapport. For example, there is a dramatic difference between telling people we are about to change what you are doing on your job vs. asking the person – What do you think we should do? NLP recognizes that you must deal with relationships in the workplace if you expect to gain acceptance.
5. Intention and Behavior are not the Same – People will easily misinterpret your intentions, however well intended. Therefore, you must work with others, realizing that your behavior and actions with others is going to have a profound impact on how they see your intentions. For example, it is better not to judge people, but to instead focus on how you can influence and get them to change their behavior and actions.
6. People can Change – People have what they need to change, but people need the knowledge and know-how so they can take advantage of the opportunities for change. Additionally, people must have a desire for success, providing them with a “thirst” for knowledge and know-how. Thirdly, desire for success must be connected to self-confidence and courage, giving people the ability to dream and stretch.
7. If one person can do it, then others can do it – One reason NLP has become popular is because it takes a look at what successful people are doing and asks, how can we apply this model to others. These NLP Models are powerful tools for understanding why certain people outperform others. People often limit their performance through their own behavior.
8. The Meaning of Communication is in the Response – Communication is only as good as the response you get from the person(s) receiving the communication. Too often, people assume they were effective with their communication, failing to recognize that communication is always subject to interpretation and easily misunderstood. When you get an unfavorable response from someone, change your approach to communication so that you can change the response you get back. Getting the right kind of response is how you should communicate.
9. Perceptions are Reality – No two people are going to think the same and therefore, you will have to recognize that how someone perceives things is how they think. For example, it is easy to distort perceptions with vague and incomplete communication, failing to include relevant facts or altering the truth. If you want perceptions and reality to be the same, you will have to be highly effective in how you communicate your perceptions.
10. I am Responsible – NLP recognizes that ultimately all behavior falls back on a person's state of mind. A negative state of mind will restrict a person's ability to influence and control a situation. A positive state of mind will allow the person to unleash high levels of influence on the situation, giving the flexibility they need to be successful.
One of the great benefits of NLP is the ability to better understand a person's map. This can be an extremely potent tool for improved customer service or any other interaction between people. For example, Diners Club used NLP to improve how managers communicate with customers, resulting in a 254% increase in customer spending and a 67% drop in customer losses. BMV used NLP to model successful communication techniques of its top 1% sales while American Express used NLP to empower managers with increased personal responsibility. Therefore, NLP does hit the bottom line since it provides a roadmap for personal performance and since personal performance is behind organizational performance, managers need to take a serious look at using NLP as part of how the organization develops its human resource capital.
Unlocking individual change starts and ends with the mental maps people carry in their heads – how they see the organization and their jobs. Just as actual maps guide the steps people take on a hike through the Himalayas , mental maps direct people's behavior in organizational life. And if leaders cannot change individual's mental maps, they will not change the destination's people pursue or the paths they take to get there. As a result, successful strategic change requires a focus on individuals and redrawing their mental maps. - Leading Strategic Change: Breaking through the Brain Barrier by J. Stewart and Hal B. Gregersen
Written by: Matt H. Evans, CPA, CMA, CFM | Email: firstname.lastname@example.org | Phone: 1-877-807-8756
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