Cracking Great Leaders Program
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        • How to Liberate Human Energy at Work
        • The Power of the Subconscious Mind
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          • Could You Be Missing Out On Three-quarters of Your Business Opportunities?
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Consulting Success is Beyond the Conscious Mind

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Many consultants value their conscious mind more than their subconscious mind. It is the difference between being clever and being wise. There is no doubt that consultants need to be clever; they need their processes, models, and ways of thinking to help their clients; it’s just that this is not enough. 
They also need to be in-touch at a deeper level; yet many actively discount this. In a way you can understand why: to access your subconscious you need to suspend judgement and stop thinking, at least in a logical, rational way. This is hard for many left-brained consultants whose very self-image is defined by their cleverness.
The scientists tell us that the conscious mind can process 18 bits of information every second; while the subconscious mind can process 14 million bits of information every second. This is an order of difference of 1: 1,000,000!
When it comes to change, often it is the tiniest things that make a difference. Often these are so small the conscious mind dismisses them as unimportant; but they are noticed by the subconscious. They are like the 90% of an iceberg that is below the surface ready to sink the ship.
All consultant sneed to understand how to read the balance sheet and P&L accounts; but at best these are measures of what happened in the past rather than what will generate tomorrow’s profits. Wise consultants also notice other things. 
Things like: 
  1. The tone of voice and body language (boss seems excited?)
  2. Where the bosses car is parked
  3. What the boss's thinking preference is
  4. How often the boss talks about the Vision and Values
  5. Whether the boss talks about “why” he or she wants something or “what” they want or “how” to do it
  6. Whether people in the same building send emails to each other
  7. How many people are smiling
  8. Whether people talk about “we” or “them”
  9. Where decisions are made and how long they take
  10. Whether people at all levels can name the senior management team
  11. Where meetings are held (in the field or in HO)
  12. How many layers there are in the organisation chart.
If you would like to develop your subconscious thinking skills I strongly recommend this paper.
There are many other indicators wise consultants notice. It would be great if you helped to extend the list so it becomes really useful to other consultants…
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