Surviving the ‘RE-organisation’

pebbles on a beach, tide coming in

The tide of change coming in... copyright Cherry Potts 2010

I’ve been thinking some more about redundancy, and its impact, not on the people who leave an organisation, but on those left behind.

In the days when I worked for big organisations, there would be a reorganisation about every three to four years, and as I tended to be quite a loyal soul, I stuck it out; and probably went through the process at least three times at each organisation I worked for.  It doesn’t get any easier with repetition nor with seniority.  Being invited to apply for your own job is one of those uniquely insulting things that can rile the most willing and committed member of staff.  This is well recognised, and those planning a reorganisation accept that during the period of uncertainty productivity will suffer along with morale. It is also recognised that your more ambitious staff will head off at the first sign of a consultation period.

From the staff point of view, the cynicism sets in the second time a reorganisation hits, and the despair at the point you’ve been around long enough for the process to come full circle and you are reorganised back to the process or structure that was in place when you first started.  Everyone has their own coping mechanism: complaining, skiving, working too hard, volunteering for difficult work, looking for something else, going sick…  I can remember being quite traumatised by one shake-up in the 1990’s which destroyed a team I was leading: out of eight of us no more than two were working together by the end, and our friends were scattered to the four corners of the universe (or so it seemed.)

And this is what I think goes unrecognised: the strain on those left behind when the dust settles.

Are you meant to be grateful you still have a job?  Are you supposed to be pleased that you have 50% more work?  Are you expected to feel smug that you managed to scrape a promotion from the chaos?

Hmm, well … do you though?

A while back, after a particularly thorough reorganisation of the company I then worked for, we had the pleasure of a visit from the inspectors not long after the final redundancies had been completed and everyone was just settling into the new work patterns.  I took a deep breath and suggested that it might be helpful to support those who had been chosen by the inspectors for interview by giving them some NLP training on rapport and techniques for staying calm.  Everyone had been through a lot and an inspection was not what we needed.

Somewhat to my surprise my suggestion was approved and I ran a series of workshops, and once I’d got beyond some people saying they thought I was there to brainwash them, they went well.  However something strange happened.

One woman, who I knew slightly from her coming to courses I had run, when practising what she might say to the inspectors, started to show up a really interesting speech pattern.  Talking about how the reorganisation had impacted her work she was extremely positive about the outcomes, but every response started:

“I have to say” or

“If I’m honest...”

This was out of character, so I stopped her and asked what the reluctance was about, thinking she was struggling with lying about what she really thought, but no: she really did think things were better post re-organisation, but to say so was a betrayal of all the people who had been made redundant.

It quickly became apparent that she was grieving for the friends she no longer worked with, and despite the fact that she still had a job, and in fact had benefited to the tune of a pay rise and a more convenient journey to work, she was deeply unhappy.

It seemed to me that there was  an element of survivor guilt coming into play.  I asked her whether any of the people she missed were still unemployed, to which the answer was no.  I asked her whether they were pleased for her that she had benefited from the reorganisation, and her answer was yes.

“Surely,” I said, “the fact that things are going well for you is something to celebrate?”

“Well, if I’m honest…”  she replied, but she was smiling.

So something to think about when the next reorganisation comes into view:  Take care of the people who are losing their jobs.  Take care of the people who are staying.  Go on taking care of them, give them a chance to express their concerns their grief, their guilt.  It can only be good for the organisation.

Copyright Cherry Potts 2010

Posted in business, change, Coaching, Leadership, NLP, Redundancy, work | Tagged , , , , , | Leave a comment

Why Lead? NLP for leaders: Metaprogrammes 1

First in a series of blogs based on the manual for the leadership course Why Lead?

Golda Meir

developed with Steve Boyden for Revolution-Evolution

To be or not to be is not a question of compromise.

Either you be or you don’t be.

Golda Meir

‘Metaprogrammes’ are the patterns that shape and influence the way we run our lives- often unconsciously.  For some people these are hugely important, and can be part of their value set – Doing things for others rather than for themselves for example.  For other people metaprogrammes can be situational and comparative.  Someone might choose similarity at home but be completely up for difference at work; and they may only appear to be working to a particular metaprogramme compared to others around them.  By noticing which patterns you tend to use, you can also start noticing them in other people.  This can help you know what will work as a pattern to help you influence and support your people as individuals, and also, if you are coming into a new organisation as a leader, what the culture of the organisation is.  The clues will be there.

By noticing which patterns are running, you have an opportunity to change them if you need to.

Similarity or Difference

Similarity:  matching.

This is a pattern that looks for what is there, rather than what is missing: what do we have in common, what fits with what I already know?

It is useful for emphasising agreement, and making connections (me too!).

If people are looking for similarity they will use words like: same, similar, maintain, match, continue, security.

Difference: mismatching.

This pattern looks for incongruity, things that don’t fit, or are missing.

It is useful for dealing with new and revolutionary ideas.

People who prefer difference will use words like new, changed, different, unique, radical, unusual, innovation.

More complex:

Just when you thought you’d got it sorted… some people use a mix, and will look for

What matches, and then consider how it is subtly different,


How something is different, but which similarities are preserved.

Strategy for Leadership

Example phrases to listen out for (there are many more!):

“That’s how we’ve always done it”, “If it’s not broken don’t fix it” (similarity)

“There has to be a better way”, “Get ahead of the game” (difference)

Similarity and difference are key if you are leading change.  If you have people who are resistant to change, for whatever reason, and are expressing similarity patterns, it is helpful to them to emphasise how some things will remain the same, rather than to go into raptures about how exciting the change is.

It is also worth paying attention to similarity/difference patterns when you are recruiting.  Do you want someone the same as the last post holder, or the same as you?  Or are you looking for a new or different angle, a fresh take, a radical solution…(Think about valuing diversity – it’s a classic difference pattern.)

copyright Cherry Potts, Change from Choice and Revolution-Evolution 2008-2010

watch out for metaprogrammes part 2 Towards and Away

Posted in business, change, Coaching Links, Leadership, NLP Links | Tagged , , , , , , , | Leave a comment

Silence- how is it used in Coaching?

This an extract from an exercise I did as part of my coaching course with ITS.  We explored what silence did for/to us, and how silence was different in different contexts.  I found it fascinating, and it really helped me focus on the how and why of my coaching style.

Being Silent in a room full of people who are also silent.

I am aware of where everyone is, and what they are doing; aware that I equate stillness with silence; what does silence mean to me generally?  Time to think, invent, fret (sometimes), relax, fret some more, invent some more.

Sometimes words just drop in from nowhere.  Silence creates a vacuum that sucks thought in.

Being Silent with one other silent person

I listen to his silence rather than my own, my ‘bubble’ encompasses him, it gets a little bigger and fits maybe a foot beyond each of us, and I can tune out other people.

Shared silence: four people

As with one other person, but larger and more intricate.  I can listen to the group silence, or each individual’s, they overlap and catch on each other like the scales in wool when you spin it.  Together the silence is stronger; there is an interaction even if we don’t look at each other.  It is like holding a shallow bowl full to the brim with water, in perfect balance.

a shallow bowl full to the brim

A shallow bowl full to the brim copyright C Potts 2010

Morning, just woken.

Cat at my elbow sodden with sleep moulded to me.  Silence here is about stretching, body and hearing, checking in, where is everyone, do I need to get up yet, and retracting, warmth, the cat, no rush.

45 minute Silence

I like silence, I really do, I work well in silence, but I can’t do nothing in silence, I fidget and I fret.  Actually thinking about it, I often sing while I’m working, so perhaps silence isn’t as literal as I think, and also, when not singing, I ‘think sing’ which I can do at the same time as thinking about something else, for instance right now, keep it light enough to travel is wafting about in there.

45 minute silence 2nd attempt

In the garden.  There are lots of birds singing, I try to differentiate them.  Nothing in the garden is still.  I count different shades of colour, ten minutes later I’m still finding new ones. So even though I know there are x number of different plants in flower at the moment, and I know there are loads of different greens in the leaves I don’t see all of them unless I look.

How does this inform my coaching?

Silence creates a vacuum that sucks thought in.

Sometimes words just drop in from nowhere.

I don’t see all of them unless I look.

By keeping silence (interesting, keeping silence, not keeping silent) I give space to the client to go beyond the planned rehearsed ‘bleeding obvious’ response, but the unexpected blurted out response is JUST as important- it hasn’t been edited to conform to some kind of expectation.  And I may find a metaphor dropping in for use if the content is too tricky.

The level of attention is directly proportionate to the input received, don’t listen don’t hear; don’t assume that because its similar= it’s the same (agenda/experience…);  can’t hear what’s being said if thinking about something else.

I listen to his silence rather than my own, my ‘bubble’ encompasses him, it gets a little bigger and fits maybe a foot beyond each of us, and I can tune out other people.

And if other people weren’t there, it would be more compact and even more attentive.  Because we hadn’t spoken, I was listening to the silence, not to my version of his possible thoughts.

They overlap and catch on each other like the scales in wool when you spin it.

This is a dancing in the moment.  Connection at a distance, respecting other people’s space, but making theirs and my own greater by the principle of community even when unspoken.  Not sure what I mean here, but I know when I feel it.

Together the silence is stronger; there is an interaction even if we don’t look at each other.  It is like holding a shallow bowl full to the brim with water, in perfect balance.

See above, but also the bowl of water is about not intruding, because it would get spilt.

Silence here is about stretching, (body and hearing,) checking in,

I didn’t mean mental stretching when I wrote this, but it is what I mean in a coaching context.

So a final thought: Silence is an activity in itself, which provokes thought, and sometimes action.

Copyright Cherry Potts 2007-2010

Posted in Coaching Links, NLP Links | Tagged , , , , , , , , , , , | Leave a comment

The True Cost of Redundancy

Recently I’ve had several clients who have come to me because they are threatened with redundancy, or have recently been made redundant. (Yes, I know it’s the job that is redundant not the person, but I’ve yet to meet anyone experiences it like that).
While I wasn’t surprised at the number of people bringing redundancy as an issue in the current climate, what impressed me was that all of them were exploring what opportunity this new situation offered.
The questions being asked were:
What is possible now?
What do I want?
More like this or something new?
It has set me thinking about how employees facing redundancy cope or fail to cope, and why, and it reminded me of a workshop I ran a while ago, for people who had been out of work for a long time.

I had been running workshops for a while on interview skills and confidence and so on, and during a conversation with the commissioning client, we found ourselves wondering why, despite all the support the project gave people, so few had actually applied for jobs. I thought it might be a fear of the workplace itself (any workplace) that stops some people from applying for work, so we agreed as an experiment I would run a workshop entitled ‘Confidence in the workplace.’
I duly turned up and started assessing where the attendees were in terms of their confidence, and it was clear that everyone in the room shared a major anxiety. Eventually someone said that they had been made redundant twelve years ago, and they had never felt the same about work again. It turned out everyone in the room had, at some stage been made redundant. I put my planned course notes to one side.
“Me too,” I said. “I think this is something we should explore.”
We talked briefly about when and how redundancy had occurred for each of us, and what a blow it had been, even when we thought it was what we wanted.
The issues that came up were
Feeling de-valued and dis-empowered
Feeling betrayed
Feeling that we were not treated like real people
Feeling that there was no point in ever trying that hard at work again
People described the experience as:
Soul destroying
One person hadn’t had a ‘proper’ job since, feeling so worthless that he could not consider a job that used his considerable skills.

What do you do with a room full of people so distressed by something that happened (in some cases) a very long time ago?

I don’t know whether I’m right in saying this, but timeline has always seemed to me a very personal and private technique (perhaps because it is so effective), and doing it ‘in public’ a potential invasion of privacy, so I was thinking on my feet.

We aligned ourselves and I asked everyone to think of a time before his or her redundancy when everything was fine at work, and notice what it was that made it a good experience. I asked them not to say what those things were unless they wanted to, but to keep them in mind.
We picked up a few good examples for ourselves, and then in tandem, all together, we walked the timelines straight through the redundancy, and on to the present, holding on to the good things about work. I asked them to notice when they stepped over the redundancy, and to consciously keep walking, and notice they were walking away from it, and to keep going til they felt ok, and just notice where it was, in the past, right now, or the future?
This very simple exercise, which took under ten minutes, worked for all but one of the participants. He was deeply unhappy, and said,
“I feel like I’m carrying the weight of the world.”
Me: What is it you’re carrying?
Him: All the bad feelings of being made redundant, I can’t forget how badly it was handled and how bad I felt, I’m dragging it around with me.
Me: How heavy is it?
Him: It’s so heavy I can hardly move.
Me: What would it be like if you could handle the weight?
Him: That would help.
Me: So if it was the weight of… an elephant that would be too heavy?
Him: Yes, it needs to be lighter than an elephant.
Me: How much lighter?
Him: Like one of those medicine balls?
Me: That’s pretty heavy. How about a football?
Him: That would be good.
(All the while we have been moving very slowly away from where ‘redundancy’ was in his time line, and he has been holding himself more upright with each step.)
Me: Why stop there? What if it were an orange?
(He laughs and steps forward without me.)
Him: I can hardly feel it.
Me: A grape?
(He takes a huge step forward.)
Me: How if it was a grape pip?
(Without any prompting, he flicks an imaginary pip off his shoulder.)
Me: What was it you were carrying again?
Him: Wow. I never thought I could think differently about my past.

So, what is the true cost of redundancy?

If you are facing redundancy, try to look beyond to when things will be ok again, and that you are still the same talented unique individual you’ve always been, and any sensible employer will be only too glad to have you.
And what if you are the employer?
Are you about to ‘let some people go?’
You might want to think about the impact you can have, for good or ill. Redundancy can be a positive experience, handled right. Handled badly it can leave long-term scars in a person’s self-worth and confidence in their abilities.
So whatever the technicalities of making ‘jobs’ redundant we all need to remember it’s people that it happens to.

copyright Cherry Potts, Change from Choice 2010

Posted in business, change, Coaching Links, NLP Links, Redundancy, Training, work | Tagged , , , , , , , , , | 1 Comment

There is something about Choice

If you find it hard to make decisions, or believe you have no choice about what you do with your life, there may be something in your choice strategy that you might want to think about adjusting.

Here are a few (all right, a lot) of questions you might consider. Not all of them will apply to you, but if they do, think about what a different strategy for choosing could do for you.

“To chose or not to chose, that is the question…”

If you chose to choose what would you choose?

  • When does choice require consciousness, how often do you choose without thinking about it?
  • What is the difference between choice and decision?
  • What stops you choosing?
  • When is not choosing a choice in itself?
  • What are the consequences?


What influences your choices? (chance, evidence, gut feeling, circumstance, other people, fate, what else?)

  • What gets between you and your choices?

How do you choose?

What rules do you give yourself for choice?

  • For example, you might allow yourself indulgences, or there could be an ought/must/should operating for your choice strategy.
  • Must every choice be either-or, neither-nor, yes or no?
  • Can it be a little of this, a dash of that, a handful of those, a sack full of these?

How quickly do you choose? Is it instinct, reaction, deliberation, reflection, procrastination….

How much does safety influence your choices?

If you need permission, whose permission is it? Are you sure?

 When is ‘can’t’ really ‘won’t’ or ‘don’t want to’?

 What is so impossible about impossibility?

 Do you know what the right choice is?

When faced by apparently equally bad options, what do you do?

  • How do your beliefs about the world, yourself, other people, shape your choices?
  • Is there a moral factor, a congruence? Does it feel right, or just less wrong?

What do you take into account when choosing?

 Perhaps you second guess the future, like a game of chess, thinking five moves ahead – this choice will lead to…If I do this, then I will … /want to be able to …

Having considered all these questions

  • What patterns do you recognise in the way you make ( or don’t make) choices?
  • What do you want to do differently?
  • How will that help you?

copyright Cherry Potts, Change from Choice 2009

Posted in change, choice, Coaching Links, NLP Links | Tagged , , , , , , , , | Leave a comment

The wind of change

There is a curse attributed to the Chinese, which is translated two ways:

May you never be bored and May you live in interesting times.

 The implication is that change brings depths of distress you would only wish on your worst enemies; yet in business we regularly seek out, bring about, volunteer for, and initiate change.

 Moving a pebble can bring about an avalanche.

 If you have ever played the game Jenga, which involves removing blocks from the bottom of a tower in order to place them at the top, building ever higher, without undermining the structure to the point that the tower collapses, you will understand the principle of planning for enough change, and knowing when to stop.

 The rules of Jenga insist you keep going until disaster strikes. This is unnecessary and undesirable in the business world, but still people will keep moving the foundations in search of greater height.

And often, it is not height that is achieved. The wearying cycle of what goes around comes around; the endless centralise/decentralise; specialise/generalise game, leaves one thinking that the most radical change might be to stop changing, but, but, but!

 As Darwin observed,

It is not the strongest of the species that survive, nor the most intelligent but the one most responsive to change.

Do changes happen to you?

 Are you the grist in the mill, or are you the grain?

Are you the millstone, grinding without thought,

or the miller, gauging the setting of the stones, the strength and direction of the wind, ready to turn the sails to the most favourable direction, or apply the brake when the wind is too strong, or there has been enough grain ground; Can you keep a weather eye out, can you harness unpredictable forces, and turn them to positive, productive energy?

or are you the wind that drives that sail, literally the wind of change?

Be the change you want to see in the world. Gandhi

copyright Cherry Potts, Change from Choice 2008

Posted in business, change, Leadership, NLP Links | Tagged , , , , , , | Leave a comment

Choosing Happiness

Recognising happiness is an art; some people wouldn’t know happy if it got up and slapped them with a wet fish.

How do you know you are happy?

Happy relative to:

  • Other people
  • How I used to be
  • What I imagine happy to be
  • How happy is constructed for me by the media?

According to US Declaration of Independence, the ‘pursuit’ of happiness is an inalienable right … how do you do that, exactly?

The right is not to happiness itself, but to seek after, to strive for, to hunt down, some elusive might-be.

But is happiness elusive?  Or do we simply not notice?  Is it perhaps not the pursuit but the acceptance of happiness that is important?

After all, do you actively seek to be unhappy- do you pursue misery?  Do you have a right to be unhappy- It’s my party and I’ll cry if I want to?

(Maybe some adolescents go through a phase of this actually, I think I did!)

Do you secretly think that being unhappy is somehow interesting, perhaps even glamorous, along with terminal illness, tragedy and plain bad luck?  Might happiness be, (whisper it) just a little bit, boring?

Is happiness something you can achieve on your own, with your own self, or does it require an ‘other’, be it a lover, friends, family, work, possessions, experiences…

So, Happiness then:

When did you last notice you were happy?

On a scale of 0 (miserable) to 10 (blissed out) how happy were you?

(If you picked an occasion with a very high score, when was the last time you were happy enough? And what score does that get?)

How long did that last?

What was it about that happiness that let you know you were happy?

For you –

phot of man in silly hat  star jumping

What does Happy feel like? copyright C Potts 2010

  • What is happiness?
  • What constituent parts does it have, if it has parts?
  • Where is happiness (if it has a position)– in time, in space; how near is it, is it internal or external?
  • What does happy look like (if you ‘see’ it)- what colour, shape, size; how bright, how distinct is it?
  • What does happy sound like (if you ‘hear’ it)– how loud, how distinct is it, what rhythm does it have?
  • What does happiness feel like?  (if you ‘feel’ it)  -what temperature, texture, size, pressure, does it have?

These are suggestions- you may experience happiness in some other way- notice what that way is.

If you re-create the position/sight/sound/feeling/… intentionally, what happens?

On that scale of 0-10, how happy are you most of the time?

How happy do you need to be?

How much happiness can you take?

How long can you be happy for?

What about content, cheer, gladness, joy, bliss?

You may have some idea now of what happy means to you.

So a closed question to close with.

Can you choose to be happy?

Copyright Cherry Potts, Change from Choice 2008

Posted in Happiness, NLP Links | Tagged , , , , , , , , | 2 Comments

Stick Around

Hi there.

Thanks for dropping by.

Maybe you are surfing aimlessly, or searching with purpose…

Do you mind if I ask you what brought you here?

What caught your eye that got you to stop long enough to read this far?

Maybe you are after answers or perhaps you enjoy the freedom of the question.

What are you looking for?

Answers are your privilege, not mine, but if you want to be asked some






Stick around.

I may have something for you.

What are you looking for?

Where did your search begin?

What can you imagine you might want for yourself?

Who are you?

What does happy mean for you?

Who are you?

What could change

Look like

Feel like

Sound like?

What do you want your choices to be?

What are you getting out of this brief engagement?

What would make it (even) better?

Get in touch

With the questions

With yourself

With me


Look for the right questions, or the wrong questions which throw the right question into contrast.

Listen to your answers.

Discover whatever there is to discover,

Knowing what you already know,

You know what else you need to know;

And perhaps you already know that


  • Copyright Cherry Potts, Change from Choice 2008
Posted in Coaching Links, NLP Links | Tagged , , , , , , , , | Leave a comment

Organisational Harmony

If the purpose of your organisation were to make music, what kind of music would you make?

Who would play which instruments?

Is the tune you are currently playing popular with your audience? If not, what needs to change?

Are your colleagues ‘singing from the same hymn sheet?’ If not, who has the right tune, and how can you learn from them?

Playing together

Musicians get together and play music, sometimes they rehearse together sometimes separately, but there is usually an expectation of performance to follow. In an orchestra they will have the score, which equate to a strategy, which gives them their own role in the great scheme. When playing a particular passage there is understanding of the start and finish and how what they are doing fits into the whole work, because they have the score. Individual players or groups of players take separate themes, which from time to time, come together, but the themes are in harmony with each other.

If you don’t have all the parts of the score, or no score at all, what an individual is playing doesn’t automatically make sense, the person playing the individual part understands it, the people close to them may, but beyond that possibly not.

In smaller groups playing less traditional music, improvisation may be encouraged or expected. When musicians interpret the music for themselves and innovate you get variations on a theme, grace notes and unexpected tangents which bring individuality to the role. These can spark off a further improvisation in someone/anyone else, but only if they are listening.

You have your role, and it can be done to perfection but if you aren’t listening to what’s happening elsewhere you can be half a beat out, or in the wrong key and it’s a disaster. This makes life difficult for your colleagues because they have to speed up or down, or tune up or down to keep in step with you

Working together can be jamming and harmonising. Everyone can take a turn at leading or starring, and is allowed to have their moment, even in some classical music scores.

What’s your style?

What is the place of the organisation in the world?

Smaller go-getting companies are like jazz bands; large corporations are more like orchestras.

Musicians choose and train to play a particular instrument, and chooses the kind of music they have a preference for playing – even in orchestra music Baroque is different from Romance is different from 21st century classical, all played by orchestras, but the style is very different; chamber orchestras are much smaller than symphony orchestras, jazz, rock and folk groups tend to be even smaller (although not necessarily!) and there are always the singer song writers who could be equated to the sole traders. There is a niche for all styles of music; some of those niches are incredibly small.

What part do you play?

Who is the leader in a musical environment?


In an orchestra someone needs to be conducting- but that is co-ordination, not necessarily leading. Traditionally the leader of an orchestra is first violin, and the orchestra hire a conductor. In jazz and rock this role can be taken by anyone, although musically you could argue that the rhythm section and especially the drummer is the coordinator.


The soloist or singer can be a leader of a kind at least temporarily, and often producing something completely different to the rest of the musicians, but always complementing what they do.


Is your organisation led by the response of the audience? Are the audience your customers, shareholders, or your board?


And what about in a 4-piece band? The leader might be the singer, the guitarist, or the lyricist… You may choose to share leadership, or you may need to be very clear who is in charge.

What kind of instrument are you?

Wind instruments and singers (flute, trumpet, etc) equate to the head- and tend to be thinkers, talkers, and planners.

Within this what are you…Tuba, or piccolo?

String instruments (violin, guitar, etc) equate to the heart and nerves and tend to be caring, emotional, helpers.

Within this what are you…Double bass, or ukulele?

Percussion instruments (drums, piano etc) equate to the guts and tend to be steady, bottom line organisers.

Within this what are you… Kettledrum, or triangle?

Can you be lots of different instruments?

Do you want to be a different instrument than you are now?

How would it be if you were?

Which part of your organisation is which part of the orchestra?

Who is it you can’t hear?

Which team or individual is the drum beat?

Which team or individual is the tinkling bell – you do notice when its there, just not very often.

Where you have too many people with same skill set or where is there something missing- you may not have a drum, or not have any woodwind- but that might be ok if you are a string quartet.

What if in the middle of an orchestra you have a jazz saxophonist (Think of the credits for The Simpsons!!)

What’s the score?

A conducting score shows the part every individual has to play, it covers the depth of complexity that the conductor executive should actually look at; the conductor executive has to pay attention to what everyone has to do.

Only the conductor has the full score, individual scores might be pages of nothing but rests, followed by lots of activity, and then further rest.

How often does your conductor executive show your organisation the whole score?

The tune your organisation plays

Your tune might have major (happy) and minor (sad) keys and themes. It might be loud or soft, fast or slow, it might change from one to the other over time, it might rise to a crescendo at busy times of year, or towards the end of a project.

Do you believe you know how to play the tune? ‘That’s how we’ve always done it’. How do you do it? What does it sound like from outside your team or organisation?

Do you or your team play the main melody or the harmony, or the rhythm, or just the occasional emphasis? If your contribution weren’t there would the tune still work?

And at the end, the audience applaud.

Companies rarely remember to celebrate their successes and give credit to their colleagues.

Without exception, musicians acknowledge each other’s contribution while accepting applause. They understand that you hear what you have done, know what people’s contribution is and you know you did it together.

copyright Cherry Potts, Change from Choice 2007

With thanks to Miha Pogacnik whose talk at St. Luke’s for the LBF got me thinking about this.

Posted in business, music, NLP Links | Tagged , , , , , , , , , , | Leave a comment