Introduction
This chapter will address the ways in which the mindsets of change leaders can be shaped and changed through adjustments to the meta-programmes we habitually use (O’Connor & Seymour, 1984). The meta-programme we choose influences the nature of the emotional, cognitive, or behavioural state we adopt as a social strategy and these internal strategic decisions have a powerful influence on our social results as change leaders. I will employ the NLP model of meta-programme auditing which will help change leaders to recognize un-resourceful meta-programmes and transform these into resourceful states that enable successful change leadership outcomes. I will also examine a technique known as ‘perceptual positioning’ ...
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