The Importance of INSIGHTS

Recently, a client and friend of mine who is in the area of Learning & Development share me an article. I believe and agree that the workplace training is evolving, and as such, our methods and intentions of training is also evolving. We are having lesser and lesser standardised work, and as such, trainings should now be people focused – not process focused. And you can’t train that – but you can put in practices to encourage it. These are called insights – informal or social learning that helps one become more creative & innovative.

Here’s the article:

Organizational performance improvement is comprised of reducing errors and increasing insights, according to Gary Klein. For the past century, management practice has focused very much on error reduction, with practices such as Six Sigma, especially in manufacturing.

“Fifty-eight of the top Fortune 200 companies bought into Six Sigma, attesting to the appeal of eliminating errors. The results of this ‘experiment’ were striking: 91 per cent of the Six Sigma companies failed to keep up with the S&P 500 because Six Sigma got in the way of innovation. It interfered with insights.” —Gary Klein

Learning and development (L&D) practices reflect this priority on error reduction. Subject matter experts are interviewed or observed, good practices are noted, and then training programs are designed to develop the skills that make up some or all of a job. Anyone with the requisite abilities, as quantified in the job description, can then be trained.

But what if we don’t know what work needs to be done? This is the area of insight. We cannot know in advance what insights will develop emergent practices. Most organizations have some error reduction processes in place. Few have practices to increase insights. We cannot train for insights. But we can put in practices that might lead to an increase in insights. Klein identified five types of ‘triggers’ that produced insights, based on 120 case studies he reviewed.

  • Contradictions
  • Creative Desperation
  • Connections
  • Coincidences
  • Curiosity

These five triggers can be enhanced through informal and social learning. The last three are often outcomes of the practice of personal mastery. Insights usually come while working, resting, and playing, not while undergoing training.



As more aspects of jobs get automated there will be less demand for standardized, routine work to be done. This is the type of work for which training has traditionally been developed. But there will be an increased demand for unique, non-standardized work. While courses cannot be developed to directly improve these human traits — curiosity, creativity, empathy, passion, and humour — systems can be put in place to promote them at work. Often this involves reducing artificial barriers between people so they can learn from each other.

To improve insights on an organizational level, all work should be focused on learning. This is learning while working, not heading off on a course or attending a class. Social learning involves working out loud, sharing insights, questioning assumptions, and trying things out together. Time is needed for all of this, especially time for reflection, missing in all too many workplaces. Encouraging and supporting social learning can prepare the workforce for a creative, network economy.



This economy, and the society that emerges, will be much more complex than the previous market economy. We are already seeing signs of this as our established institutions struggle to deal with complex challenges for which they were never designed. Complex problems often require insight, beyond what training can prepare anyone for. There are no clear objectives with complex problems. Learning as we probe the problem, we gain insight and our practices are emergent (emerging from our interaction with the changing environment and the problem). This is social learning, which is much fuzzier than following a prescribed educational curriculum. Prescribing training to address complex performance situations does not work. There are too many variables to train for. Instead, systems and structures are needed to support social and informal learning in work teams, communities of practice, and social networks. This is 90% of the 70:20:10 principle.


Loyalty – and how important it is when there is a shared vision.

In organisations today, we face various challenges – diversity in experience, knowledge, skills, communication styles, personalities – just to name a few. Yet, everyone is bonded together with a common/shared vision or goal. For an organisation to succeed and create momentum to overcome external forces, loyalty to that shared vision is crucial because times can really become tough – and that’s when coming out the other side makes a team so much resilient.

Loyalty is an amazing thing— it is the very glue that bonds people together.  I guess that’s why we make promises of loyalty to each other when we enter into the most intimate of relationships— “to honor and cherish till death do us part.”  Sometimes we have ceremonies in which we make promises of loyalty to our children, we may use parties or dinners at times to give a “toast” to our friends and express our commitment.  We usually use legal means to make a binding commitment to our collaborative partners.  In all of these ways, we may a promise.

Yet the promise is just that— a promise.  The intention and good will to do right by another person.  The next question after the promise is one’s personal integrity: Will the person or persons live up to their promise?  Will they be as good as their word?  Will they do what they have promised and pay the price of loyalty?

If loyalty bonds people, if loyalty is what creates and calls into existence a family, a partnership, and a community, then disloyalty is what breaks the bonds.  Disloyalty works as a cancer consuming the health and well-being of our bonds.  Disloyalty fails the other person, weakens the bond, calls in question the value of what one said, and creates distrust.  “Can I trust you?”  “Now that you violated a promise and/or betrayed a trust, how can I trust you?”

 When a person’s loyalty is off-and-on, when it comes and goes, when it is “fair-weather loyalty” then it is hardly “loyalty” at all.  It is more convenience.  The person is acting in his or her own interests and doing what serves them and not committed or loyal or trustworthy to the other person who he has pledged loyalty to.  The pledge and the promise is actually a lie.  Being loyal when things are going great, when there is no challenge, and when there is no price to pay is easy.  In those situations, there is no test to the loyalty.

Loyalty is tested by tough times.  Loyalty is tested when one has to extend himself to be loyal, to be true to one’s word.  If a person doesn’t get his way and throws a tantrum and then tries to destroy the loyalty structure of the others, then that person has a deep problem with loyalty and with being trustworthy.  Loyalty means staying the course, working through things, and being tolerant and patient enough to do the work of relating.  To be loyal you have to be true to your word and be willing to pay the price to carry out your promises.  It is in the tough times that we actually discover who is loyal and who is not.  Will they “stand by your side” or will they bail?

All of this shows that loyalty is based on commitment and, in fact, loyalty is a commitment.  It is support of a vision or values, to a principle or a project that we share together and it shows up as allegiance.  When you consider the list of other words which describe this state you have a list of words that indicate a trusted position — faithful, fidelity, devotion, bond, devotion, dependable, trust, trustworthy.

To be worthy to be trusted (trustworthy) a person has to say and then do.  We call that integrity.  The congruency of being a person of integrity is what makes you and me worthy-of-trust.  When I am loyal to you that means that I have earned the right to be trusted.  When you are loyal to me, it means you have earned the right to be trusted.  When one is disloyal, when one will not work through differences, will not even consider working through a conflict, when one refuses— then you see a person who is more committed to his own interests.  So be careful in trusting that person.  He is not showing the integrity of loyalty or making himself worthy-of-trust. 

In all of this, you can see that loyalty requires truth, truthfulness, and a commitment to speak the truth even if it might upset someone.  And so the biblical injunction, “speak the truth in love.”  Conversely, where there is deception, cover-ups, manipulation, and falseness— there will be the treachery of disloyalty.

~ section picked from L. Michael Hall’s 2017 Morpheus Reflections #9

Millennials want to be coached at work

businessmen-helping-each-other_23-2147506717On February 27, an article by Karie Willyerd was published on the Harvard Business Review. She talks about how millennials in todays workforce long for their manager’s feedback on a more regular, more specifically, monthly basis.

They long to be engaged and inspired by being around great people who are authentic.

HERE’s the good read on how coaching can help bring your organization to the next level.

The Meta Coaching System

Have you ever thought of the distinction and purpose of coaching at the workplace?

Many clients that I have approached seem to have this expectation that coaching is the solution for ALL and it is where you drive people to performance. This is not entirely false – for conventional coaching methods. Coaching is a technique with which the coach drives a coachee to achieve peak performance. The next questions is – is that change SUSTAINABLE?

At Mindpower, we adopt a wholistic approach to coaching – and the method is called The Meta Coaching System. It is an in-depth methodology that wins the “inner game”, that leads to peak performance on the “outer game”.

Lets take a quick overview of what meta-coaching is.


The above shows the 8 models of meta-coaching. How do all of the models fit together?

Since coaching is essentially a conversation, all of the Meta-Coaching models came together to detail the communication process.

  • NLP Communication establishes the basis and essential features of communication.
  • Meta-States deepens the communication by getting to the meta-framework of it.
  • Meta-Programs identifies the solidified meta-states that are now the person’s perceptual filters.
  • Matrix describes the communication processes in terms of the system loops as information enters and energy exits the mind-body system.
  • Axes of Change uses the mechanisms of communication change.
  • Benchmarking connects conceptual communication of meaning to behavioral expressions so the communication transfers from mind to action which we can then measure.
  • Self-Actualization Quadrants weds meaning and performance into a synergy that integrates both so it optimally flourishes.
  • Facilitation weds the compassion with challenge synergy to enable all of the operational functions in the communication process.
Referenced from Meta-Coach Reflections #19 – by L. Michael Hall, PhD

These 8 models are used by the meta coach to identify the 8 things that coaching is – and the models that address those operations of coaching.

In the next article, we will be sharing about how these models fit into the coaching conversations we spoke about in our earlier article. If you have not read it, you can do so HERE. We will also be sharing more on additional types of coaching conversations in that process.

Write in to us at to learn more about what we do.

The Lost Common Sense

by Wong Kar Wei

When the phrase ‘common sense’ is being mentioned, what goes through your mind? An understanding that we are supposed to follow? Something that we are supposed to do in certain situation?

But when common sense is not a common practice yet, what makes common sense a common sense after all?!

Let’s take a slightly deeper look into this.

Common sense comes from a ‘Perception’ in our mind that gives us an indication of what our action or thought should be. From this PERCEPTION in our mind,  it will lead to how are we going to ACCEPT the fact that encourages us to make a CHOICE of whether what the next course of action will be.

From a CHOICE that we’ve made, common sense is then established.

For some of us who don’t even have a ‘common sense’ on what we should achieve in life, or where we should head to in life, we will be categorised as ‘LOST’, which means (LIFE OF SOMEONE TERRIBLE). When someone reaches this condition, they will somehow feel that life is full of obstacles, full of uncertainties, full of hardship, full of difficulties, full of sadness, full of negative things, lack of confidence, feel that they can’t do this and that, unfit for any activities, and guess what is the result will be?………Yes, LOST!

Let me share a story with you, and this story starts with Mr. J who has been a friend for almost 15 years now, starting from our crazy days. He has been living with his career of spreading knowledge to individuals who would like to seek knowledge in his particular field, music.

Image from:

Now and then we would just catch up for a cup of tea and chill out. The stories that came from Mr. J since day 1 until today, has been the same repetitive thing , which sums up into one word – ‘COMPLAINTS’. Each and everything that Mr. J said and mentioned has the element of complaints in it. Complaints about work, market, crowd, students, economy, etc etc, well…..basically, everything.

Advise has been given to Mr. J for him to get something else to do, find some other things to explore, and what are the answer from Mr. J? “Yes, I shall do it tomorrow” and apparently, that tomorrow has not happened and tomorrow never came to him until this very day.

Now this Mr. J has already reached the condition of LOST….and I guess no one would like to end up like that, right?

Nothing else matters to Mr. J, and nothing much can be done to help him because everything comes from within – from attitude, discipline, determination, desire, perception, just basically everything; has to start from within. A good cultivation beginning internally is essential to help Mr. J.

Don’t let the example of Mr. J ruin our lives.

Come join us in the wonderful journey to WIN the WAR from WITHIN’, our signature programme, and also a revolutionary personal development and leadership programme – delivered through the Wing Chun martial art (The S.E.E.D principle) in order for all of us to find our path to a brighter and greater life ahead……

Reach out to us at

The 5 Coaching Conversations


Image source:

Typically, a meta-coach’s role is to facilitate the process of discovery and insight of a coachee through a conversation. As such, it is essential that a coaching contract first be laid out, to ensure that the direction of the conversation is what is needed and understood – both by the coach and the coachee.

Don’t get me wrong, in the process of the initial conversation, the coachee may discover deeper meanings of what they are looking for, and so, the conversation may take a different turn from time to time – which is most likely the case. By identifying the type of conversation the coachee is looking for, a coach will then be able to stay on top of things, using the right tools and methods that can efficiently help the coachee in the best possible way.

Here are 5 types of conversations that may possibly take place:

CLARITY Conversation

The coachee is unsure of whats happening around them right now and is so caught up with their daily activities that they seem to have lost their direction. They are looking to explore possibilities and fire up passion again through a journey of discovery to seek clarity of who they are or where they want to go.

The coach facilitates through Well-Formed Outcome questions or by using NLP’s Meta Model and Meta Questions.

DECISION Conversation

The coachee knows what has to be done, when, where and why. Still, a decision has not been made on taking action and moving forward. The coachee lacks commitment and accountability or has something holding them back from making that step.

The coach facilitates using the Axes of Change Model.

PLANNING Conversation

Can the coachee list down the steps / plan of action? Do they have a strategy that will bring them closer to their goals? If something fails or doesn’t work, do they have a strategy to counter that? This conversation sheds light on various aspects of the coachee’s tasking capabilities.

The coach facilitates using Well-Formed Outcome questions.


Stuck in a box? Unable to get creative? Feels like a dead end and theres nothing that can be done? The coachee requires stimulation that will help find resources to enable them to be empowered. Role playing, patterns and creative thoughts invoke the coachee to find various alternatives of moving ahead.

The coach facilitates using The Matrix Model and Self Actualization Quadrants.

CHANGE Conversation

Perhaps one of the most common conversations that is sought after by coachees. Be it performance, developmental or transformational, the coachee is seeking a change of state, environment or just simply doing things a little bit differently.

The coach facilitates using the Axes of Change Model or the Self Actualization Quadrants.


Wondering how you can conduct an effective coaching conversation?

Explore our signature program: Coaching at the Workplace or contact us at

Referenced from: L. Michael Hall, PhD

Meeting Mr. Donnie

I have been in the same chilly room for the past 40 minutes and there is no sign of my client. The time is almost 4.45PM on a Friday afternoon. What should I do? The jam is going to be really bad. Will I be late for my next appointment? I leave or should I wait? I know my client is busy in the other room. At least that is what his assistant said about 20 minutes ago. I need to finalize this deal. It is probably the biggest project in my entire career. I am not even sure whether it is wise to let myself out to ease my bladder. What if my client comes out and decides to see someone else if I am not around?

At that moment, the assistant signalled me to step inside to my client’s room. As Donnie gestured for me to take my seat in front of him, his conversation on the phone caught my attention. He uttered a couple of specifications which was predominantly from my project. To my horror, I was very certain he said that the project I was hoping to close that day was now awarded to the person on the other side of the phone! Donnie put the phone down with a grin on his face and asked me “Are we suppose to meet today?”

“Yes! We are supposed to finalise the details for the branding project” I answered with an air of disappointment.

“I thought said you can’t match the price that I wanted? ” Donnie responded with a slight hint of surprise. “In fact, I just gave the project to the other supplier on the phone” he added.

“Now, are you saying that you agree to the price I wanted? I think there is still time at this moment for me to call the other supplier. I am sure he wouldn’t have typed everything out yet” said Donnie as he looked at me while holding the office phone.

“Yes! I am certain I can meet your pricing and terms” I replied hesitatingly knowing that this would mean my profit would now be only a quarter of what I initially intended to negotiate for.

“Where do I sign then? ” asked Donnie

  1. Did you encounter something similar to my experience above?
  2. Was the waiting in the chilly room deliberate?
  3. Was Donnie really busy that day?
  4. Was the call between Donnie and the other supplier genuine?
  5. Was Donnie a good negotiator?
  6. Did a negotiation take place?

If your answer is “Yes” to the above 6 questions, you should seriously consider our Signature Programs – “Non-Negotiator’s Negotiation” for internal negotiation and “Highly Evolved Negotiator & Influencer” for Sales Negotiation. In this program, you will discover that Donnie in the above situation was using one of the Dirty Tricks in Negotiation and such tricks can be easily managed.

Effective negotiation is not only for the sales person but it is an essential skill for every level and every job function. The ability to negotiate well allows a relationship to grow, conflict and stress reduced and in sales, better profits and favourable terms.

Get in touch with us to know more about those programs.

Reach us at

‘GROWTH Mind-Set’ Questions for Impactful Presentation

by Teoh C.N. & Roy Tan

Standing on stage and delivering a message is never easy – even with seasoned speakers. There is even a saying that people FEAR public speaking more than they FEAR death! Nonetheless, speaking, presenting yourself and articulating your ideas is crucial in any organisation setting.

When one allows themselves to be heard in the shoes of others, then the communication is accurate; the message gets put across. Here are some pre-presentation questions that can help shed light on how you will be delivering your presentation more effectively.

‘GROWTH Mind-Set’ Questions for Impactful Presentation

  • What are the key points you want to convey?

Keep them short and simple. Are you clear yourself about your message? Or are you disorganised and all over the place?

  • How much does your audience already know?

Knowing who your message recipients and demographics are, will help you prepare information that will add value to to your audience. Redundant information tends to cause distraction, loss of interest and attention.

  • What points will be difficult for people to grasp?

Knowing what they know is one thing, know what they don’t is another. As your audience comes from all kinds of backgrounds, understanding and comprehension levels vary, and as such, prepare your presentation to cater for all levels.

  • If you were in their place, would this presentation help you reach your goals?

Audiences respond the best when they know whats in it for them. Knowing that they will get value that enriches and empowers their life, makes them wanting to understand and listen to you more. Position your presentation from their perspective and how they are able to get the most from you.

  • What can you do to bring it more in line with what your stakeholders are hoping to achieve?

Presentations that impact are presentations that matter. Understand the values of your stakeholders and bring it to their attention of how they can benefit from your presentation. Do this early in your presentation and you will have “hooked” them for the rest of your talk.

Know you have great ideas but unsure of how to deliver them with impact?

Get in touch with us –

Signature program: TRAIN THE TRAINER

The Relationship between Meaning and Performance

by Roy Tan

Are you encountering challenges in retaining skilled talents? Do you find your workforce getting restless after 3-6months on the job?

Of the clients that I have met lately, 80-85% have shared signs that they are in dire need of talent retention and succession planning.

The new generation of workforce now joins an organization not only because of the benefits, but the main reason is being able to add and see more value through what they do. Because we are in the digital age, leaders now need to take on multiple roles in the organization; what not with the new Y-generation and millennials coming into the organization. Leaders now not only need to manage and anticipate strategic changes, but also play a coaching role to build a collective performing workforce – and this is where the power of meta coaching fits in.

Here is the Meaning-Performance Axes:

When people take on new roles or tasks, they begin with high desire, drive and enthusiasm, wanting to learn and know more. However, they most like are unable to perform, thus being high on the meaning and low in performance.


Now, after a certain period of time, they begin to develop the skills and competencies in their tasks and roles – where they have high meaning to what they do, and being able to perform at their peak. This is when they are at their best – having the drive, productiveness, accountability, motivation and self actualised.


However, being in the same role or task for too long a time, they begin to drop in drive and motivation – but still being able to perform – even with both eyes closed! Here, they become, what I like to call “zombies”. They struggle to get out of bed to go to work, get the job done, and procrastinate on potential improvement and growth activities.


So, what meta coaching does, is we help bridge the gap between meaning and performance – helping the person self actualize – to bring more meaning to what they do, or to bring more performance to their meaning.


This is a never ending cycle – because all humans need growth and development!

Would you like to know how we do it as meta coaches? =)

We must first win the inner game.

How? You can talk to me at

Signature program: THE ABC’S OF COACHING

Credit: Sources from Meta Coaching by L.Michael Hall (International Society of Neuro Semantics)

We are LIVE!

Mindpower Logo

We have finally revamped our website by putting up more information.

Unfortunately, this isn’t the end of it.

More details about us SOON!