Category Archives: Self-Effectiveness

“I can’t” and the amazing truth about us all

We say “I can’t” all the time: 

“I can’t come to dinner, because it’s my wife’s birthday.”

“I can’t stop smoking. Its too hard.”

“I can’t figure out why I’m so tired. I’m just tired.”


But its never true. Every “I can’t” is always an “I don’t want to”: 

“I don’t want to come to dinner because I prioritise my wife’s birthday.”

“I don’t want to have to deal with “too hard” while I quit smoking.”

“I don’t want to figure out why I’m so tired. I’m satisfied with ‘so tired’.”


If we can realise that “I can’t” is never an expression of ability, we will be more truthful about what it really expresses: Willingness.

If we can replace “I can’t” with “I don’t want to”, we will be more honest with ourselves and everyone else.

It will be hard, but we will be willing to do “hard”.


“Of course,” you will say, “there are limits to this denial of can’t.”

“OK, maybe I don’t want to go to dinner with you, but I can’t play anything on a violin! ”


But it’s not true. There are no limits.

If I want to play a violin, I will play a violin. It’s as simple as that. We are all amazing. We are all limitless. And we are all able.

If we want to be.


“No, no, that’s enough,” you will say, grasping at straws. “There are still some things I can’t do :

I can’t jump over a tall building without any aid from technology.”

And you will wait for me to say that you could try if you wanted to.

But I won’t. Because that’s not the point and not the truth that gives rise to the point.


Yes. There are some limits in physical ability.

I could not go out today and complete an Iron Man faster than anyone ever did.

I can’t jump over a tall building.


But that is not a reductio ad absurdum to the real point.

Because the point is not about physical limits and you damn well know it.

When did you ever say “I can’t jump over a tall building” until today ?

You are just looking to argue your way out of hearing the truth about how we all speak all the time.

And the truth about who we really are.


The point is about being a lion, not a victim. 

We all have amazing ability.

We all have dreams.

We all have a “real me” hidden behind the bullshitting victim that other “me” is trying so hard to cling on to.

We can all be decisive and take ownership for whatever action we choose to go out and get.

We can all dare to announce to the world the limits we choose to place on ourselves.

And we can all believe in and be willing to be who we really are and do what we really want.


Sometimes I don’t want to.

And that’s OK.


But I always can.

And that’s the amazing truth about us all.



The depressed inventor

The depressed inventor hadn’t always been depressed.

For most of his life he had been really happy.

As a little boy, he loved to invent clever ways to fix problems. Once he invented a cat flap to feed the family cat when she came home in the morning. And to get to school more quickly, he invented a really big catapult to throw him from his house to the school yard (although Mummy said “No” to that one).


For every problem, he invented a solution.

And that pleased him very much for many years.


Until the day he ran out of problems to solve.

At first, he thought it would be a good moment to take a holiday. Surely when he came back, he would find lots of new things to invent?

But when he got home, he still couldn’t find anything to work on.

Until he had an idea: He would invent a problem!

For days and days, he worked very hard at inventing his problem.

No time to eat, no time to sleep. So much work to be done!


Finally, he was satisfied: He had a problem to solve!

So he set to work to invent a solution.

No time to eat, no time to sleep. So much work to be done!

He read lots of books and talked to lots of people. He made lots of notes and did lots of sums.


But after lots of time, he still hadn’t invented a solution.

And so he started to get sad. And sadder still. And sadder still, under he was completely depressed.

For the first time in his life, he didn’t know what to do.

So he went to bed and slept. And slept. And slept some more.


After a few weeks, the doorbell rang.

The depressed inventor dragged himself downstairs.

At the door stood Benny the Baker, who wanted to know why he hadn’t come to buy any bread for so long. And his little girl Jenny, who asked “Why do you look so sad?”

So the depressed inventor explained. He told Jenny how he loved to invent things to fix problems and how he had always worked hard to make everything work just so. When he told her how he had run out of problems, little Jenny started to smile.

As he started to explain how he had invented a problem, little Jenny started to giggle.

And when he said he was sad because he couldn’t invent anything to fix his problem, she just burst into laughter!

The depressed inventor looked at Jenny all seriously and asked: “What’s so funny?”


And so little Jenny told him:

“It’s so silly. You can’t fix your problem because you just made it up! And the more you work on it, the worse it gets. But it doesn’t even exist, because you just made it up! Your problem is that you had no problems and made up a problem so now you have a real problem because you can’t solve your problem. But there’s still no problem. It’s so silly!”


All at once, the depressed inventor understood.

Little Jenny was right.

And he started to smile again as he remembered he had made up his own problem.

And that’s not really a problem at all !



Jim Smith on letting go of your fearful boxes

ATD2015. Session SU304 is underway. Jim Smith says it’s not good enough to think out of the box. We need to get out of the box and act out of the box. 

To do that, you need to keep your personal power. You need to be able to be vulnerable enough to be yourself and not cater to the opinion of others.

But it’s not easy: There are many ways that we lose our personal power, from having fear of failure, to wanting to be liked, being overly-critical of ourselves or being perfectionists…




If you (like me) recognise any of these things, what can you do about it?

In short: Let it go. (I knew that was the theme song for ATD2015)

Really, that’s the whole message: Dare to live in the moment, stop worrying and believe in your personal power.


Want to see it in action (that sounds arrogant!) ? Here is my improvised mini-presentation from Jim’s session…


As I said to Jim later on, I think the key message here is far important than this post gives credit. Probably, I am not the only person with “self-esteem issues”. Lucky is the man who can say he is really in the moment, not caught up in what is “good” or “bad”, what has always worked in the past, or what “should” be done into future. Many of us worry (Are we doing OK? Will it work? Will people approve?). And caught up in the worry (box) we try desperately to keep doing the same things we always did in the hopes of getting the same satisfactory result.

But is “satisfaction” what we want out of life? Or do we want more? Do we want joy and awesomeness? If the answer if “yes” then it can’t be about staying in our boxes and conforming (to our own self-image or that of other side). “Awesomeness” is not a thing you can put in a box, measure, write and run a process for. It’s a “way” and a “being” that has to be felt. You have to trust in it. And that requires a little faith.


Let it go.


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There’s no respect in tolerance

Tolerance is supposed to be a good thing. The British stiff upper lip demands that we take a deep breath and don’t aggress those who don’t fit our standards. But this is not the same as true respect.

Today in training, we have discussed the different things that annoy us and how we deal with them. Participants have shared several examples of how people do unacceptable things, but they tolerate them. As if that’s a good thing.

But I only need to tolerate something I can’t tolerate! When someone is disrespectful, I can “teach him a lesson” or I can tolerate it. When someone exceeds the limits of what is acceptable, I can “put him in his place” or I can show tolerance.

But respect is different. Respect is true acceptance of the idea that I have my vision of things and you have yours. I have my beliefs and you have yours. I have my way of doing things and you have yours. None of them are “correct”, “better” or more “valuable”.

When I have respect for the vision, beliefs and behaviour of others, I have nothing to tolerate. I accept that everyone has the right to his own vision, beliefs and behaviour. Everything is “OK” and we can all agree to disagree. 

Tolerance is SO last year.,,

Obligations don’t exist

We all feel obliged from time to to me. But obligation is not a “thing”. Not like a tree is a thing. Or an arm. So, what is it? If we can answer this question, we may find the key to some kind of personal liberation. And maybe even real happiness.

When I first met my wife 13 years ago, I started to learn French. Following the first childish phase of her pointing at objects and giving me their names, we moved on to basic grammar and sentence structure. Pretty soon, I heard the phrase “Il fait beau” (It’s nice weather today). I was expecting that French speakers would say “C’est beau” (It is nice) but was instead confused by this “il”, which had thus-far been restricted to meaning “he”. I wondered: “Who makes it nice today?” (And suspected the answer might be “God” or “the sun.”)

As my learning went on, I heard more and more of these strange third-person phrases, but didn’t give them much thought until I noticed that my wife would regularly say “Il faut…”

  • Il faut qu’on parte
  • Il faut manger maintenant
  • Il ne faut pas dire ca

In all of these expressions, the meaning is the same: “It must be the case that…” But grammatically, this strange “he” appeared again, as if someone else was obliging her.

Having at first wondered if French speakers were controlled by some invisible third-person, I decided it must be a cultural thing. Maybe they do feel more obliged by something external. But then I realised that although the grammar is not the same, my own language is full of these same obligations:

  • I must go now
  • I have to eat
  • You shouldn’t say that

Whatever the language spoken, my reaction to such phrases varies based on my mood: Sometimes I ask “Says who?” Feeling friendly, I might say : “If you like.” And to expose what I sometimes see as indirect manipulation in these phrases, I might ask “But what do YOU think?”

But whatever I feel about such phrases it is important to restate that obligations don’t exist. Not like trees and arms. The answer to “Says who?” is always “me”. Even when I first think it is someone else. I accept that for my wife (and everyone else) her education, belief system and habits lead her quite naturally to feel that some things simply “are the case”, or that there are some rules to which we must abide. But we always choose to subscribe to these rules (or not), consciously or not.

If I want to be a law-abiding citizen, then I have to follow the rules of the country in which I find myself. If I want to understand people, then I have to listen to them. And so on and so forth… But if I don’t want to, I don’t have to.

So the first question is always therefore: What do I want? And to answer this, I have to know who I am. If I know who I am, where I come from, what works for me, what I like and don’t like etc.. I start to get a better picture of why I say things like “We have to…”, “I have to..” and all these other seeming obligations. I get a better understanding of why I announce these things as if they were true, rather than simply my own opinion.

The more I realise this, the more I can decide: Who do I want to be? Which obligations do I want to subject myself to? Who is responsible for my life and my behaviours? And every time, whatever I decide, I realise it’s just me who decided. And me who obliged myself.

Obligations are not a thing in the world, but a thing in me.

The no-mind of creativity

The mind being a collection of experience, education and value judgements, it keeps us safe, structured and sure of the world. But it doesn’t help us to be creative, open-minded and fresh.

It’s Christmas Day and my brother-in-law is playing the piano. In contrast to my mother-in-law or myself, he has no classical training or musicianship and, in short, no idea what he is doing. His music is without scales, without harmony and without structure. But it is beautiful. Since his fingers have not been conditioned by his mind to follow the rules, his music is fresh and different. There is soul and there is innovation.

This “no mind” spirit has created something new. Gone are the 3 or 4 chords of almost every other tune in the Western world. Unaware of how things “should be done”, he is just doing. He is truly creating.

If you want something new, you need first to be free of the old.

The question is how to get this “no-mind” after years of experience, education and value-judgement?


The burnout monkey trap

Burnout is getting a lot of press in Belgium these days, given the new legislation stating that employers must do something about it. But what can they do? Isn’t burnout just another monkey trap that needs what Charlie Sheen would call a “blink to cure the brain”?


Having just subscribed for the Epsilon ForumPlus 2014 conference, my interest in burnout is rekindled (pun intended). I will be following 4 sessions on well-being at work, burnout and flow. I’m intrigued to see what speakers have to say about decreasing the risk of burnout in the workplace.

Recently, I was invited to complete a survey about burnout by a well-known actor in the Belgian HR sector. Questions like “Do you think there is more stress in the workplace today?” and “Do you think remote and mobile working increase stress in the workplace?” seemed odd to me. Maybe I missed the point, but isn’t stress something that is in people rather than the workplace? Or, as the American Institute of Stress says: “we create our own stress because of faulty perceptions you can learn to correct”.


Isn’t burnout just another monkey trap?


If you want to catch a monkey, but some food in a hole or a jar rooted to the floor. The monkey comes along to get the food and reaches in. When grabbing the food, the monkey forms a fist. And due to the size of its fist, the monkey cannot get its hand out of the jar again. The monkey will not let go of the food in the jar. He has trapped himself. The hunter waits for the monkey to die, or captures it.

Other blog posts have already talked about the analogy between the monkey trap and addiction. And if you think the monkey trap is just a myth, watch this video.


I’m just wondering: If burnout is like the monkey trap should we be blaming the forest, the jar or the food? Or should we be blaming the monkey? Should we be trying to change the organisation or conditions of work, putting a stop to flexi-time and homeworking and banning email after 6pm on a Friday? Of course, if the work conditions and employers are unlawful or simply unacceptable, that does need to be changed. But isn’t it more necessary to help our employees better understand why they seek to hold onto their “monkey food” through their burnout disposed behaviour and how to let go of it?

I’m not saying that this will be easy and I’m certainly not belittling burnout. I just don’t think that the organisational solution to stress and burnout reduction should be to take away anything that might cause harm to the people susceptible to burnout. It is easy to rehab when you are in rehab. But people will fall off the wagon when they are back in the real new world of work. Should employers change everything in the environment to suit dysfunctional employees (yes, I did just say that! Whoops!) ? Or should they help people to better deal with their own private monkey traps?


And while we are not on the subject: Is burnout a bad thing anyway? It costs companies money and productivity, and it’s no fun for the burnout “victim”, but it may also be a fantastic opportunity to replace an unhealthy flame with something more sustainable, satisfying and healthy for the employee. (More on that later)


So, what can the employer do?


My own expertise being limited to one person in a non-corporate environment and without a complete vision on the law, this short list of actions is no more than a first brainstorm for employers to consider:

  • Be willing to help
  • Look out for people who show unsustainable behaviour and attitudes towards work
  • Create better dialogue better dialogue between employer/employee; make the “person of confidence” worth confiding in
  • Educate those at risk on the impact of their behaviour and attitudes
  • Help employees to find structure and limits in their approach to work
  • If necessary, help employees to reorient towards more satisfying and fulfilling work

…hopefully, I will hear more ideas at the ForumPlus conference on the 6th November.

See you there?



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ASTD2014 summary: Remember the brain, revamp training and sharpen the saw

2 weeks ago, I was once again on full-DAN-speed at the ASTD International Conference and Exhibition. This time, the stomping-ground was Washington DC with over 9000 attendees coming to hear 250 speakers from 57 countries.

Having attended now 3 years in-a-row, I decided not to spend too much time on learning agility, why mobile is awesome, or why L+D needs to change its approach and pretty-much ignored the fact that its all about going social and that we musn’t forget the 70:20:10 model if we want to unleash learning…  I agree with those messages and I think they are valuable. But there’s only so much you can hear about it in a conference.

(If you want to read about those topics, check out the tabs on ASTD2013 and TK14)



What I did get out of ASTD2014 was all about bringing more brain-power and general awesomeness to my own training and work/life balance…


I’ve been training for over 12 years. My clients say I do a great job and I’m sure I am doing something right. But at ASTD2014, I got some really valuable information about how to improve. Having been back at training work for a few weeks now, I’ve already been putting things (slowly) into place. I find that this has made me feel a lot better about what I am doing and brought a lot more energy to my training process. I have my fingers crossed that it is actually having more impact 🙂



Don’t forget how the brain works if you want to create better learning.

In previous conference years, I found the stuff on neuro-ccience to be filled with too much data. I can see that there is a lot to learn about how the brain works, but have always left wondering what is the concrete take-away from all that data.

This year, A(S)TD had created a new learning track on “The Science of Learning” – so I figured its not just a trend and I must be the only one not yet seeing the point. I found that the sessions were more accessible and outlined more the bottom-line and key points:

  • Josh Davis told us that if you want to make learning stick, you have to work with the hippocampus. I have been trying to reduce session time on specific topics or activity types to smaller chunks of 20 minutes and have been experimenting with associative-thinking to reinforce memory.
  • Between those sessions, I have tried to create some energy microbursts to refresh people. I used to be a little suspicious of doing random things in a training room (example: Brain-Gym). I thought they had no added-value to the content/topic. But I have seen that a deliberately timed mini-joke moment between activities and a little bit of movement can re-boost participants. Also, instead of simply asking participants to summarise what they learnt in a session, I have tried getting them to close their eyes and imagine saying it to a loved-one. Apparently, this positive emotion will reinforce the new ideas in the brain.
  • I have worked harder to formalise meta-cognition moments in training, sometimes using simple tools like ChatterPix (that I have advertised in my own session on social-media for formal learning) to ask participants to think about how they are learning. I am also experimenting with other memory-techniques related to use of multiple senses.
  • I have worked more on repetition and spacing across several training days to help reinforce the links between learning points. This has been done with formal (but fun) quizzing on content and intro/wrap of sessions that remind general purpose and structure of the training.
  • David Rock mentioned in his session on coaching that having a little more personal reflection time in the learning process helped to reinforce the learning in question. I went back to an old strategy of asking training participants to write a “personal promise” at the end of day 1. They like it (I didn’t think they would).
  • My own experiments with Mind Palaces has proven to be lots of fun over the last week and I realise that I AM able to remember huge amounts of precise and well-ordered ideas and information. I will be blogging on the application of this to training in the near future..



Over the summer, I will be working on turning formal learning (training) into story-based sessions. And revamping my materials.

As you know, I’ve experimented a lot with social media for training – this year I again presented this topic at ASTD. I told the participants I was an “experimentor” and that even when I didn’t know what results I would get, I was willing to try. * After ASTD2014, I have plenty of new ideas and I’m looking forward to taking the time this summer to get started on revamping my training activities and materials…

  • I found both Katie Stroud’s session on “Converting Learning in Story” and Anders Gronstedt’s session on “Transmedia Storytelling” to be really inspiring. I already tend to use little chunks of personal story in training to get my point across. In the future, I will try to fully integrate a thin-red-line of story into the learning process (see Katie Stroud post) and then think of different ways to bring this across via diverse training activities. I think using a blend of media before, during and after training, as well as actual story-telling, participant discussion around stories/characters (and maybe even sock-puppets!) might bring added-value by working on emotion, creativity and memory.
  • I have already used video to introduce training or to share a key learning point (example: Awesome Communication tip number 1) and I am satisfied with the results. I plan to further revamp my training materials in 2 ways using video + the Aurasma augmented reality app : The first thing is to take the time to create short videos that summarise main learning points and make these augmented-reality-scannable in my materials (as I showed in session ASTD2014 M115); my second idea is to ask participants to make these short videos themselves during training and then integrate THOSE videos into their own materials using Aurasma. Personalised video-enhanced training materials??!! Awesome! I will blog on this later.
  • I have always made an effort to focus my key training messages on the 3 most important questions. Following Sally Hogshead’s fun session on personal branding and personality, I think I am going to look for ways to get participants to be more mindful this themselves and to look at how they can communicate and position these key messages for themselves and others during and after training. I want to find some way to integrate that into their own personal materials and learning/memory process. Instead of them focussing on the facts of what has been learnt, I will encourage them at all times to rebrand their learning points. Blog to follow…


* As a side-note, it turns out I am more than an “experimentor”. Read this post on creating your own personal anthem to find out what Sally Hogshead taught me at ASTD.



Finally, I am thinking more about work-life balance and trying to “sharpen the saw”.

One of the things I like most about the A(S)TD conferences is the key-note speeches. Many people find them less informative than the concurrent sessions, but I like them. Even if this year we had the special surprise of an American military general talking to an international audience about “killing the bad guys” (!!), the main points of Huffington and Caroll’s keynotes were excellent. I am trying to keep them in mind back home in Sombreffe:

  • As a hyper-connected super-speedy worksaholic guy, I sometimes get swept away in the digital movement of information and constant actions. Arianna Huffington told us her burn-out story and encouraged us to shut-down and tune-out if we want to thrive. Having plenty to say myself about burn-out causes, symptoms and positive action, and being already tired from the travel and conference action, I found it very important to listen well to her speech. Despite fiercely blogging the A(S)TD sessions for Kluwer during the conference, since returning I have made an effort to slow-down and do one thing at a time. I’m even getting a little more sleep and garden time.
  • Kevin Caroll was impossible to blog, so no link here! Talking at a million miles an hour, he told us his personal story of opportunity, growth and play. Again, I was inspired. Caroll suggested that if we try to follow our own path, we can only go to good places. As someone who tends to try a lot to please everyone else, I’ve been trying to relax a little more both at work and home. I already see that I (and training participants) are having more fun at work. At home, I make a huge effort to bring play-breaks into my days. More time throwing a frisbee with the girls, more games in the house and trying to turn everything into a little bit more fun. Feels good! And surprisingly, I seem to be getting random opportunities for conference work thrown at me left, right and centre. It seems if you relax a little, the Universe gives you what you want..


So voila, my summary of ASTD2014. I’m already impatient for Florida next year 🙂


ps – I did also follow an awesome session from Jane Bozarth on the value of showing your work and how to do it but couldn’t see how to fit it in this summary. Love you Jane!





Techniques to engage people when you facilitate change

Dutch actor, coach, trainer and speaker Juanita Coble kicks off session #W110 on change and the importance of engaging people in the process. Welcome to ASTD2014 day 4…


According to Coble, Neuroscience tells us that when people are uncertain, they move into an “away state”. This accounts for many of the negative reactions to whatever change is going on.



Starting with a role-play, Coble took the stage as an actress, playing the role of interim director, Mrs Smith. “She” wouldn’t answer my questions, “she” was very direct, seemed to think she knew it all and was overly positive, but in a strange fake way. Telling us a story about making lemonade, “she” just talked, talked, talked…

Following Coble’s stage moment, session participants were invited to play a role and discuss their reactions to the change with “colleagues”. My character (who I will call “John”) saw it coming. He had already been looking around and had an interview planned for a new job. Other participants played other roles (although I still don’t know what instructions they received).


Thinking about one of our own changes, Coble asked us to make notes in answer to 3 different questions: “What has to go?”, “What should stay” and “What is needed?”

As the session moved on, participants were really encouraged to express their feelings about those things. For the “go” things, we wrote them on a piece of paper, crunched them up and threw them at the speaker (I was thinking of Mrs Smith 🙂 screaming “good riddance”. For the “should stays”, we simply discussed with our neighbours.

For the “what is needed?” question, we were invited to think of a “happy ending” to the change story. This could be more or less creative, either a literal ending to the story or a more figurative, romantic, novel ending. For my own “home-selling” change story, I thought about some kind of fairy-godmother coming to me in the night to reassure about how things we’re go. When our speaker asked me what my story-ending was, I told her. She asked me how I could get that. I answered. She asked me what I was going to do about it. The “coaching approach” got me thinking for myself and really helped me to identify the real problem going on.


How do you convince leadership that this kind of dialogue is necessary?

Coble says that the proof is already there from NeuroScience. Davis and Rock from the NeuroLeadership Institute told us that people need “certainty” and “relatedness” (as well as other things) to be able to really integrate new change and new learning. If they don’t feel sure about things, or feel misunderstood, they will probably not get onboard. If they don’t do some “metacognition” (thinking about thinking) it won’t be anchored as it should be.

I have heard many people say that “coaching is a luxury we can’t afford”, yet the benefits of getting people to think for themselves have been widely documented and include better retention, satisfaction, creativity, responsibility…


What other things can we do to get people involved in the change process, or to facilitate sessions when change is happening?

A distinction must be made between involving people in initiating and defining the change, and helping them to face a change that is going to happen in a certain way. During the session, I was mostly focussing on the second type: How can you get people onboard for a predefined change, getting them engaged and responsible?

Coble gave a list of several options and we brainstormed more:

  • Use of social-media platforms to create discussion and sharing
  • On the job training
  • Classical discussions, one-or-one or in group meetings, really taking the time necessary
  • Rehearsal sessions with managers, helping them play-out the communication with people role-playing different reactions
  • Role-play
  • Multi-platform communications
  • Sound fragment dilemmas – essentially this involves recording the change-agents involved if defining the change as they explain what’s going on as they think about the change and drive the process forward. Those who are “following” the change are then invited to listen to those recordings as podcasts to get more insight on the feelings and motivation of others. I see no reason why this could not be done for recordings of anyone in the organisation, as this would help everyone to get a better sense of what is going on with others.
  • Fast-forward theatre – the idea of having actors come in to play scenes showing what things look like in the future, when the change is properly completed
  • Corporate “family constellations” which I do not feel I can do justice to in text on this blog. Please follow the link.


We then focused on one other specific technique that got my attention

A friend and colleague of mine, Oisin Varian, has occasionally talked to me about the value of visualisation techniques. In today’s session, I experienced the power of this first hand. Juanita Coble asked us to close our eyes and think about a future 10 years from now, when our own personal “change example” is properly completed.

With a few guiding words from the speaker, I imagine myself coming home one day from work (new home), opening the door and seeing my eldest daughter (now 18) on the sofa, talking to a friendly looking boy. My other 2 daughters were in the kitchen with their mother, doing homework, chatting and making food. I walked in relaxed and smiling and greeted everyone at the start of the evening. As I did this visualisation exercise, I started to yawn and relaxed the tension that had been in my shoulders all morning. Now, admittedly, I have been very tired at the end of 4 days of conferencing, but as I saw this new environment and my family, I had a tear of happiness in my eye.

Coble then asked “future Dan” to imagine he was looking back at himself today and think about what he would say to him about the change. My answer? “Relax. Don’t worry about all the details. Stop running around trying to make it all perfect. What you are going to get is nothing like you can possibly imagine today, and it’s going to be great.” I yawned some more.

I found this exercise very powerful and listening to other participants saying what they would say to themselves from the future, I could see that this technique wasn’t only working for me. Many people were feeling more (self) understood and self-assured. They also named quite clearly what it was they needed to focus on in the current moment of (difficult) change.


Put all these techniques together in a good way and you can create engagement

I believe that. We all know as managers and trainers that we have to take time to listen to people when facilitating change. Coble gave us the tools. First class session.


See also: