A manager tailors her approach to staff development and motivation, specific to the individual thinking patterns of each staff member. In a performance review, she identifies the employee’s motivation strategy, i.e. how the employee motivates him/herself and incorporates this into the employee’s development plan. In another meeting, she uses conflict resolution techniques between three employees to resolve differences and establish a productive environment.
A team member presents a proposal for a meeting, first by gaining rapport and prestige in the group, then incorporating highly valued criteria into the design and communication of the idea. He uses language that speak to the audiences' subconscious mind, to increase persuasion, and thus receives full team acceptance.
A salesman uses precision questioning to understand how her customer has been using the product/service she represents, as well as her what motivates her to purchase. She teaches the customer various ways to see value in the product, increasing use and re-purchasing, associating them to feelings that create additional purchases and referrals.
A customer service representative handles a call from an irate customer. She establishes rapport, gently leading him into a calmer state of mind, then pinpoints the problem, and solves it. After the grateful interaction resides, she takes a moment to shift herself into a more resourceful state of mind, in preparation for the next call.