Articles tagged with: neuro-semantics


Written by Mariani Ng Posted in Mariani Ng on Monday, 21 October 2019.


Tahun 2006, saat mengunjungi Grace Cathedral San Fransisco, saya ingin pasang lilin dan berdoa di gereja tersebut. Gereja-gereja Katolik pada umumnya memiliki ruang untuk pasang lilin dan berdoa. Gereja ini menempatkan tempat berdoa ini di pojok kanan dekat pintu masuk. Tempat pasang lilin untuk berdoa di sini adalah berupa gelas-gelas kaca dengan minyak di dalamnya, dimana mengapung gabus tipis dan sumbu yg diikatkan ke gabus tipis tersebut. Gelas-gelas ini sudah ada di tempat yg disusun berjenjang, bertingkat sedemikian rupa hingga hanya ada satu gelas di tempat teratas dan satu di tempat terbawah.


Saat itu, maksud hati ingin pasang di tempat tertinggi, biar pelita saya terang benderang. Namun apa daya gelas di tempat tertinggi sudah menyala, hanya tersisa tempat terbawah saja, di lekukan bawah yg sejajar dengan meja. Jadi gelas pelita terbawah ini akan tertutup oleh meja bila dilihat dari jauh. Tidak akan terlihat. Apa boleh buat, saya terpaksa menyalakan pelita di lekuk terbawah tersebut, satu-satunya yang tersisa. Berdoa dan kemudian jalan keliling ruang gereja.


Gereja ini bangunan kuno tinggi, dimana ada aula besar tinggi utk misa di tengah dengan altar di ujungnya, dipisahkan oleh pilar-pilar besar dengan koridor panjang di sisi kiri dan kanan. Tempat pelita tadi ada di ujung sisi kanan dekat pintu masuk. Setelah berdoa, saya mulai berjalan keliling mulai dari sisi kiri di sebrang, menikmati relief dan lukisan yg terdapat di tembok sisi kiri tersebut. Lalu berbelok kanan menuju altar, menikmati altar sejenak dan kemudian belok kanan lagi akan berjalan di koridor kanan. Saat saya siap berjalan, mata saya terantuk pada cahaya terang di ujung sana.. tempat pelita-pelita tadi.

When Things Get Difficult

Written by L. Michael Hall, Ph.D Posted in L. Michael Hall, Ph.D. on Thursday, 05 October 2017.

From: L. Michael Hall

2017 Morpheus Reflections #42

October 4, 2017


Things can, and do, often become difficult.  Surely you know that and have had that experience. So let’s explore that.   First, what does that mean?  It could mean a number of things.

  1. It could mean that you are going to have to put forth more effort and energy into what you’re doing if you are going to succeed.  The difficulty is the effort that you have to expend and if you are already tired, demotivated, or lacking vitality, then the sense of difficulty increases.  In this case, the problem that’s “difficult” is your basic energy level and sense of vitality.
  2. It could mean that you are going to have to do some things that you do not want to do.  You have done what’s easy or fun, now comes the difficult part— getting yourself to engage in those actions that you do not like doing, do not want to do, do not enjoy doing.  Perhaps you feel “uncomfortable,” perhaps it feels like too much of a stretch.  In this case, the problem that’s “difficult” is mostly your attitude.
  3. It could mean that you are doing to have to do things that you find definitely distasteful or even abhorrent.  It’s not that you don’t have the energy or don’t want to do it, you hate the very idea of doing them!  In this case, the problem that’s “difficult” is your semantic reaction to the activity or activities that you are required to do.


Here we have a subjective human experience, one that we are calling— when things get difficult.   When that happens to you (or to one of your coaching clients), what do you do?  How do you typically and generally respond when things get difficult?  How does your client typically respond?  We all have our basic response patterns, do you know yours?  Do you like yours?  Would you like to update yours and develop a more mature, more robust, more effective and productive response pattern?  What about one of your clients— if that’s what they want, do you know how to coach it?



Written by L. Michael Hall, Ph.D Posted in L. Michael Hall, Ph.D. on Monday, 10 July 2017.

Written by:  L. Michael Hall
2017 Neurons #26
June 12, 2017 

In preparing for my next project I recently reread Simon Sinek’s Start with Why: How Great Leaders Inspire Everyone to Take Action, 2009. While it is a business book and a book on leadership, more than that it is a book that fits with what we do in Neuro-Semantics about intentionality. Using the “why is that important” question, and holding each answer and then asking it repeatedly, we move a person to find or to create his or her big why. Doing that simultaneously enables a person to discover and activate one’s highest values.

Today our why in Neuro-Semantics is not only that people can change, but that as people change so do families, and as individuals and families change, businesses also transform, and with those changes, the world itself is made a better place.

In the book, Start with Why, Sinek compares three questions to the three functions in an organization. Taking why, how, and what, he argues that the “why” question functions as the CEO of a company, the “how” question is the domain for the executive managers, and the “what” question is how a company manifests its purpose or why. He calls this the Golden Circle and draws three concentric circles putting why in the middle, then how, then what. He then writes:

“It starts with clarity. You have to know why you do what you do.” (p. 65)
“Knowing why is essential for lasting success...” (p. 47)

What is our why? Do you know?

Neuro-Semantics began with a significant and a big why. Today you will find it in our Vision and Mission statement. Do you know that statement by heart? Do you know how the why has developed and evolved over the years?

What was the why when we began Neuro-Semantics in 1994?


Why METAMIND?  read