Roundstone International

Triggers

Sat, 21 Jan 2012 18:42:19 +0000

Have you ever noticed yourself or one of your colleagues regularly reacting strongly and almost automatically to certain situations, phrases or people? Every human being can get triggered. Learn more about habitual triggers and how to master them.

We often find ourselves in situations where we are triggered by outside influences. In that moment, our view of the world and our view of ourselves are skewed by something that we perceive as a threat. In an instant, the bio-historical-linguistic system automatically makes judgments and conclusions and then reacts. Depending on the situation, we may be triggered to fight or flee. We will fight or flee from whatever threatens to challenge an opinion, point of view, or belief that we consider to be gospel. When we are triggered, we believe our point of view is ALWAYS right.

When triggered, it’s impossible to distinguish the facts from our beliefs. We become so invested in our beliefs that we don’t see them as our opinions—we see them as truths. Phrases such as “I’m not good enough” or “They don’t understand” become the filter through which we see ourselves.

Eventually these triggered responses become habits. These habits not only affect the way we experience events but they literally change our biochemistry. This point is made in the book, Retooling on the Run, by Stuart Heller and David Sheppard Surrenda.

“The power of belief shapes your actions, your experiences, and your results. Believing involves the whole body. Your beliefs are not found only in your thoughts, they are found everywhere, even in the subtle shapes of your posture and in the dynamics of your movements.”

Because triggering is a habitual response, we automatically act upon behavior patterns, thoughts, feelings, and moods. When we can distinguish a trigger simply for what it is, then we can begin to observe ourselves when it occurs. When we witness a habitual trigger, we begin to disengage from it. It then ceases to define our actions.

Download Triggers (PDF, 285kb)

Proactive Offers

leslie — Fri, 20 Jan 2012 18:49:26 +0000

Are you committed to delivering exceptional service? Learn how to shift conversations from reactive complaints to proactive offers that build better relationships and produce satisfied customers.

Reactive behavior is the source of the majority of complaints from customers, employers and employees alike. Proactively taking care of business relationships embodies the spirit of customer service. Proactive people demonstrate an ability to systematically gather and assess information and then offer to act on it in a way that benefits their relationships. Developing this skill can help you build a reputation as a visionary, enhance your productivity and efficiency and, ultimately, increase your bottom line. Use the following conversational flow to make powerful proactive offers.

Create Relationship
Build Trust
Be Interested

Use inquiry and reflection to elicit all relevant information (the current situation, people involved, outstanding commitments, organizational dynamics, etc.).

Listen for Openings

Ask questions and listen carefully for openings in the conversation.
You may already know what offer you want to make but if you make an offer without first creating an opening, success will be limited.
If there is no apparent opening, ask:
“What needs to happen that is not happening?”
“What vision or desired outcome do you have that you want help with?”

Many times we overlook new openings because we are only thinking about what we want to offer. Unexpected openings may present themselves. Consider whether they reveal more potent offers for you to make.

Clarify Desired Results

Inquire into what the benefits would be if needs were met.
Elicit specific, measurable results.

Reveal Negative Consequences

Identify what problems could happen if needs were not met.
Get clear about what is at stake if nothing happens.

Make the Offer

Once you have inquired and feel that you are in relationship, simply offer what you have to offer. Let the offer come out of the flow of the conversation.
If you intend to proactively build partnership and trust, ensure your offer is time-bound and specific.

Download Proactive Offers (PDF, 180 kb)

Coaching

leslie — Fri, 19 Aug 2011 04:26:38 +0000

What is the fundamental nature of coaching? Find out the key reasons for coaching someone and the basic elements and natural flow of a coaching relationship.

Download Roundstone-Coaching (PDF, 520kb).

Moods

leslie — Thu, 18 Aug 2011 04:28:47 +0000

Do moods really have to have such a great influence on our business success? As leaders, we can learn how to manage moods—our own and those of our colleagues—and how to cultivate new, more empowering ones.

Download Roundstone-Moods (PDF, 180kb).

Learning

leslie — Wed, 17 Aug 2011 04:27:41 +0000

The act of learning has several important stages. And learning itself is a holistic process involving the whole body. See where you are in the 10 steps to master new learning and discover what a coach can bring to your learning process.

Download Roundstone-Learning (PDF, 200kb).

Shared Standards

Fri, 22 Apr 2011 20:13:28 +0000

Have you ever worked on a project where everyone shares a commitment to a common goal yet everything gets bogged down in disagreements? Find out what is missing to effectively resolve this dilemma.

Download Shared Standards (PDF, 125kb)