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ANTHONY ROBBINS – NEGOTIATING CONFLICT LEADERSHIP IN TIMES OF CRISIS

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ANTHONY ROBBINS – NEGOTIATING CONFLICT LEADERSHIP IN TIMES OF CRISIS

 

 

ANTHONY ROBBINS – NEGOTIATING CONFLICT LEADERSHIP IN TIMES OF CRISIS
ANTHONY ROBBINS – NEGOTIATING CONFLICT LEADERSHIP IN TIMES OF CRISIS

Where were you on September 11, 2001? When you first heard the news of the ruinous attack on the World Trade Center, what did you supposefeel, and do? Traumatic events tend to spark the most primitive emotional patterns in people wrathfulnessanguishdespairgriefrevenge, and rage causing numerous to come ineffectivefearful, andunresourceful.On September 11, 2001, Anthony Robbins was in Hawaii conducting his leadership conference for 2,000 people from 39 countries around the worldfurther than 50 actors set up out that they had lost family membersloved bones , and entire businesses that morningDifferent emotional responses within the entire group ranged from absolute forlornness to festivity.

In order to bring together this group of different ethnicitiesreligious beliefs, and political persuasions, Robbins called upon two levies a New York City Jew, who would have else been in the World Trade Center that day, and a Pakistani Muslim, who linked with the crazies responsible for the attacksCaptured live in this film, the process Robbins used to resolve their conflicts not only created an terrain of peace but is now being employed to impact people around the world.

Cloe Madanes reveals how Robbins used circular concession methodology to realign the entire group and transfigure the individualities involved. Discover how you can use the same tools to laboriously supportinfluence, and lead those around you.

 

 

 

 

 

 

ANTHONY ROBBINS – NEGOTIATING CONFLICT LEADERSHIP IN TIMES OF CRISIS

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