Your career depends on focus, efficiency and productivity. NLP can help you set goals, achieve them and get more done so you can enjoy your life.

GET PRODUCTIVE & FIND SUCCESS

Did you know that about ⅓ of our life is spent working? Others estimate as much as 57% of our adult waking hours are spent working. With so much of our adult life spent working it makes sense that our success at work is very important to us. Increasing our productivity is key to our security and advancement in the workplace, whether we work for someone else or ourselves.

Learning how to improve our productivity, be super effective at work and reach our goals will help us to leave our mark in the workplace. Communication and self management are absolutely crucial to our ability to realize the success we know we are capable of.

neuro-linguistic programming can empower you to achieve more, build better relationships, advance your career and more!
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WORKING TOWARD SUCCESS

Improving your communication, your relationships and your productivity will help you realize more success in the workplace than you ever imagined. Whether you are working for someone else, in corporate America trying to advance your way up the corporate ladder, or working for the toughest of bosses – yourself – the skills and techniques NLP has to offer can help you succeed in business, no matter what your industry, experience or education. 

Here’s a story of how that NLP stand-by the Well Formed Outcome can work to stimulate creativity and real collaboration:

Moving in the Same Direction: Effective Collaboration Using the Well-Formed Outcome Model

An NLP classmate of mine was a senior manager at Hewlett-Packard when we learned how to create Well-Formed Outcomes. At that time, he was leading a $ 500 million business unit and often fantasized about how much more his team could accomplish if everyone were really on the same page. He said that sometimes he felt that work was like white-water rafting. He explained that because they weren’t paddling together, the trip had unnecessary lulls, dangerous vertical drops, and difficult points of navigation. And, he said, they were missing a lot of the camaraderie and fun of mastering the big water.

Even though his people were knowledgeable and motivated, he was often surprised by how folks were out of sync when it came to the vision for a project, product, division, or even the whole company. They didn’t always see the big picture. And from his vantage point in the organization, he didn’t always see or understand the challenges that inhibited progress toward specific goals. By using the Well-Formed Outcome questions with his direct reports (and theirs), he was able to make the elements of and obstacles to success more visible. In the context of a specific opportunity at Hewlett-Packard, he and his team answered:

    • What specifically do we want?
    • How will we know when we’ve achieved that— and when we achieve this, what else will improve?
    • Under what circumstances, where, when, and with whom, do we want to have this result?
    • What stops us from having our desired outcome already?
    • What resources (our existing ones and perhaps additional ones) do we need to help us create what we want?
    • How are we going to get there— and what’s the first step to begin to achieve this result?

The process of exploring the opportunity together helped him foster honest communication about objectives and issues; clarify key initiatives, philosophy, and company goals; encourage creativity; reward collaboration; and come up with useful solutions. Because employees were reenergized and results were outstanding, he and his team got noticed.

Other managers called to find out what he was doing differently. In a very short time, many HP managers throughout the United States adopted this model. Whenever they started a new initiative or found themselves face-to-face with a challenge, they applied the Well-Formed Outcome questions. Not only did this model provide them with a productive track to run on, it also helped to create a common language of leadership within the company— even internationally!”

Give a listen or get yours here: NLP: The Essential Guide to Neuro-Linguistic Programming (pp. 309-310). NLP Comprehensive; Dotz, Tom; Hoobyar, Tom; Sanders, Susan. HarperCollins. Used with permission.