Your Success - Success Strategy: Life's Master Key

SUCCESS STRATEGY LIFE’S MASTER KEY 1 Copyright 2017 The Coaching Institute. All Rights Reserved.

THREE STAGE LEARNING STRATEGY This model of learning is about challenging what ‘learning’ is.

Learning is NOT hearing something, writing something down, or agreeing with something you hear.

Most people seem satisfied with getting good notes, which then go onto their shelf or into a cupboard.

But what if learning was NOT that?

Given everything is a strategy, the idea then becomes to ask ourselves, what is a GREAT learning strategy, beyond simply hearing information and recording it?

LEARNING IS:

• Awareness • Understanding • Questioning • Accepting

LEARN

APPLY • Integrating • Utilising • Mastering • Enjoying

• Sharing • Teaching • Improving • Innovating

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INNOVATE

WHAT MATTERS WHEN LEARNING Meta Dynamics™ is the foundation of a successful learning strategy. The methodology is to be experienced to know it.

The attitude to have when learning is one of curiosity, questioning, trying it on, showing others, and improving the thinking.

Another important aspect Meta Dynamics™ brings to learning is humour. I am criticised way too often by other trainers for my irreverance, and playfulness and humour (I am really funny, way funnier than John Assaraf ;) Here’s where I learned it: ‘If we can genuinely laugh at the same time that we try to hold the problem in place, we alter and weaken the neurological stucture of what was worrying or scaring us.’ (Richard Bandler’s Guide to Trance-formation).

And this from a Tony Robbins Seminar, when a woman is crying: ‘Have you ever farted in an elevator?’

Or this, an audience member upset, and Tony asking: ‘Can you remember the best, most mind-blowing orgasm you ever had?’

I don’t share these stories to shock, but to cause you to question how it is that these geniuses are choosing such ways for change work – compared to say, sitting quietly, with a notepad and a pen, and asking safe questions that ‘make’ everyone feel comfortable and liked :) Tony Robbins talks about the importance of strong language to evoke challenging the staus quo in your mind. It’s a ‘break state’ that helps derail you from running on the same mental tracks you have for years.

Bandler has punched a participant in the nose and said, ‘Rapport that!’.

Again, I’m not sharing this for shock-value. It’s shared so you can question your own boundaries around how change work takes place.

‘Niceness’ and ‘to be liked’ is not a great strategy for change work. I’m not saying, don’t be liked. I’m saying the strategy to appear ‘likeable’ is not the same strategy you would need to help yourself and others get out of a long-term stuck state.

THE QUESTION TO ASK IS NOT, ‘HOW CAN THEY DO THAT!?’…

IT’S TO ASK, ‘HOW DID THEY DO THAT?’

Tony Robbins says one of the best ways to create a change on a deeper level is to shock. Brandler

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suggests it’s through humour. The best change work in this field is through doing something other than sitting quietly and asking questions that keep everyone feeling comfortable.

Nothing is invented unless the creator sees outside the box, at potential.

Bandler and Robbins do just that. We model their creativity, their irreverence, their willingness to challenge the status quo and their complete lack of willingness to compromise their passion for change work – they go further than anyone I’ve ever seen, and I model that.

We don’t model ‘right ways’, or judgement, or staying within strict rules to avoid getting it ‘wrong’. The creators of this got it ‘wrong’ way more times than they succeeded in the beginning. That’s how anything new and better things comes to life.

‘The purpose is to overload the unconscious, and once that happens, the doors open up and you can flood in the suggestions.’ Richard Bandler

FIVE PRINCIPLES FOR SUCCESS 1. KNOW YOUR OUTCOME

2. TAKE ACTION

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3. HAVE SENSORY ACUITY TO NOTICE WHAT’S WORKING AND WHAT’S NOT WORKING

4. HAVE BEHAVIORAL FLEXIBILITY TO MAKE CHANGES AS REQUIRED

5. OPERATE FROM A PHYSIOLOGY AND PSYCHOLOGY OF EXCELLENCE

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KEYS TO AN ACHIEVABLE OUTCOME BEGIN BY ASKING YOURSELF: “How is it possible that I don’t have it now?”

1.

STATED IN THE POSITIVE “What specifically do I want?”

2.

SPECIFY PRESENT SITUATION “Where am I now?”

(Associated see yourself in the picture)

3.

SPECIFY OUTCOME “What will I see, hear, feel, etc., when I have it?” a. As if now. b. Make compelling c. Insert in future. Be sure future picture is dissociated.

4.

SPECIFY EVIDENCE PROCEDURE “How will I know when I have it?”

5.

IS IT CONGRUENTLY DESIRABLE? “What will this outcome get for me or allow myself to do?”

6.

IS IT SELF-INITIATED AND SELF-MAINTAINED? “Is it only for me?”

7.

IS IT APPROPRIATELY CONTEXTUALISED? “Where, when, how, and with whom do I want it?”

8.

WHAT RESOURCES ARE NEEDED? “What do I have now, and what do I need to get my outcome?” a. “Have I ever had or done this before?” b. “Do I know anyone who has?” c. “Can I act as if I have it?”

9.

IS IT ECOLOGICAL? a. “For what purpose do I want this?” b. “What will I gain or lose if I have it?”

-----------------------------------------------c. What will happen if I get it? d. What won’t happen if I get it? e. What will happen if I don’t get it? f. What won’t happen if I don’t get it?

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WELL-FORMEDNESS CONDITIONS FOR OUTCOMES / GOALS 1.

STATED IN POSITIVE TERMS.

2.

INITIATED AND MAINTAINED BY CLIENT.

3.

SPECIFIC SENSORY-BASED DESCRIPTION OF OUTCOME AND THE STEPS NEEDED TO GET THERE.

4.

ECOLOGICAL.

5.

MORE THAN ONE WAY TO GET THE OUTCOME.

6.

FIRST STEP IS SPECIFIED AND ACHIEVABLE.

7.

DOES IT INCREASE CHOICE?

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NOTES

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YOUR SUCCESS Success Strategy – Life’s Master Key Edition 1 | Version 1 | June 2017 Published by The Coaching Institute Copyright 2017 © The Coaching Institute All rights reserved. No part of this publication may be reproduced or transmitted in any form or by any means, mechanical or electronic, including photocopying and recording, or by information storage and retrieval system without permission in writing from the publisher.

In some instances, people or companies portrayed in this book are illustrative examples based on the author’s experiences, but they are not intended to represent a particular person or organisation.

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