Home >

Work Enthusiasm Can Not Be Aroused?

2008/11/10 10:48:00 41907

??? 日本語 Fran?ais English 中文

A professional manager learned from his interpersonal training class and went back to the unit. He announced to his deputy that he had made a significant discovery: "you can't motivate others, and trying this way is like wasting time."

From the communication principle and effect of NLP, he can be either right or wrong.

Perhaps it is because some of the motivational training courses have not been able to keep everyone in the classroom excited and moved, leaving the classroom for a few days.

So motivation is useless and enthusiasm can not be aroused.

We might as well consider that if motivating others is to mobilize them so that they can do their best in the next 50 years without any interference, then the professional manager is good at saying that we really can not motivate others.

However, if we consider what we can do to make others excited or depressed, we can encourage or assist those individuals to follow some action process or avoid some action process, so we can certainly inspire others' enthusiasm effectively.

What we need to know is what internal sensory element procedures a person is acting in a specific environment, so that we can form an effective framework for encouraging communication.

In NLP, the internal sensing program shows the following key facts: when we deal with people who maintain their true colors, we create the best mode of interaction and cooperation, including the mode of stimulating others' actions.

Here, we will introduce 5 of the related internal sensing procedures, which will provide a reference for our inspiring work.

1、“朝向”與“逃離”

When someone says, "I want to do this, or I don't want to do it because..."

We should listen carefully to what he is going to say next. (the next words will tell us whether the person's enthusiasm is in the specific context toward the result of the statement or the result of escaping the statement.

A result oriented person is thinking in a positive way and identifying what they want to achieve.

In their minds, they have the image of what they want, so they move more or less directly towards their goals.

If this attitude towards "outcome" is too strong, it may be offensive and insensitive rather than overconfident.

A person who escaping results tends to think in a negative way, and their attention is focused on what they do not need.

They are more aware of what they are trying to escape than what they want to achieve. This phenomenon which fails to express positive desire makes it difficult for them to put forward any outcome measure accurately.

For motivating people, a person who faces the results needs to be guided in the right direction and checked from time to time to ensure that they are moving in the right direction.

For a person who escaping from the results, he can stimulate his enthusiasm through the pressure of "big stick", but be careful. If the pressure is too strong, they will refuse to do anything because of fear.

2、“選擇”與“程序”

As the title suggests, the choice type of person is like a fish in water in a free choice environment, while procedural people prefer to have tried and tested behavior.

Many select people have obvious creative characteristics. In this regard, they even find themselves hard to control.

They do not like to follow the standard procedure, but prefer to control themselves.

They do not like to follow the standard procedure, but prefer to find their way from A to B in their own way, and it is very likely to turn it to C, D, E, F, etc.

A procedural person pursues a standard and clearly defined behavior process and is therefore happy and safe.

Compared with the choice type, they think that choosing is easy to distract one's attention.

Even if they have only half the chance, they will follow the established policy and follow it to the end, often without consequences.

A selective person actually needs no incentive, because one of their main strengths is self motivation; however, they need to be explicit and not deviate from the goal.

For a procedural person, if he gives detailed instructions to minimize the elements of selection and commends his adherence to the standard procedure, his enthusiasm will be aroused to the utmost.

3、“前瞻的”與“反應的”

Prospective people are the main self motivators, who are one step ahead of their colleagues.

On the other hand, when they are asked to make important decisions, they often neglect the analysis and planning required by decisions.

Reactive people show prominently that they like to collect information and plan carefully before anything.

If procedural people do this because they like to follow clearly defined steps, reactive people use these activities as delaying tactics to make use of them.

They do this because they can avoid responsibility, not because of their laziness.

In this sense, reactive people would rather do nothing.

Like selective people, forward-looking people hardly need motivation.

Of course, if they perceive their initiative to be rejected or be criticized unfairly, they may also be depressed.

Reactive people perform best when engaging in collective work. In this case, they seldom bear personal responsibility, and they also have a clear idea of what they are being asked to do and why they do so.

In addition, being a forward-looking type is definitely not the best choice.

Most of the prospective people are easily motivated by any kind of stimulating stimulus, which is extremely harmful to their work.

4、“令人信服的證據”與“令人信服的頻率”

We can consider these two questions. If we want to convince people what evidence we should have?

If I want to peddle to give you something or encourage you to take a specific action, how can I convey information to you?

At present, four main ways of collecting or submitting evidence have been identified.

First, the visual way.

A person must actually see information so that he can be convinced (about 55% of businessmen are like that).

Secondly, the way of hearing.

Use oral recommendation or other means to interpret evidence, while the other side must be able to hear evidence.

Third, the way of activity.

Evidence must be submitted in the way that the other party can master the experience of the product or service.

Fourth, the way of reading.

Evidence must be submitted in writing so that the other party can read it.

The process of making the above decision is quite obvious, which is related to the priority thinking style.

In addition, there are some ways of submitting evidence, that is, how many times must the evidence be convincing.

When we look at something, how many times does it have to appear before we believe it is true?

For example, suppose we want to invest in business, then how many times do we need to know the details of the business before we convince it is a worthwhile investment?

Like evidence, there are four main ways to identify this meta procedure.

First, the automatic way.

Some people often cling to the board, even if there is little information.

Second, many ways of presentation.

Some people need to see evidence repeatedly, and the number of evidence presented varies with specific individuals and circumstances.

Third, the same way.

Some people are never completely convinced that they need permanent evidence to prove their original decision is correct.

Fourth, stage.

Some people need to see evidence again at a specific time without presenting evidence on many occasions.

Here, the exact length of time varies with individuals and circumstances.

5、“外部參考”與“內部參考”

If we ask someone, "how do you know that you have done well in specific tasks?"

He might have replied that he was known by others' reactions, or that he probably answered that he knew it through his own judgment, in other words, he possessed some intrinsic standard.

People with significant external references are relatively easy to motivate, because your criticism or criticism will directly affect their perception of their behavior.

Sometimes, they do appear to be overreacting, because people outside reference often use the external input information, even mild suggestions, as orders.

People with significant internal reference are only interested in their own opinions.

Where an external reference takes the input as a command, the inside reference refers to the external input, or even the direct command, which is merely regarded as information.

These people may be hard to motivate unless we form a unique incentive framework with appropriate conditions.

激勵激發的小提示：

When discussing and motivating, especially what we need to pay attention to is that any strategy of manipulation will fail, even if it does not fail at any moment, it will fail sooner or later.

In the process of stimulation and stimulation, all of the above internal sensing procedures are effective only when they are used to motivate the interests of individuals or organizations, but also to those who are motivated.

For example, people in advertising agencies are very good at using various internal meta programs to stimulate buyers' interest in the products they advertise.

However, even the most cutting-edge advertisements have very limited effect. Although they claim to satisfy the needs of customers, they are actually serving the short-term interests of the manufacturers.