Introduction: How to make the most effective response? Take a look at this sentence: "I appreciate your honesty with yourself, and I believe you must have fully evaluated this product. I also understand very well that the planning and design of this product will be a challenge for you. Planning a product that has never been done before is indeed a challenge, and at the same time you can also be exposed to many new fields of knowledge. Accept this anxiety, and it will be the beginning of your new growth." Feeling motivated? Management Psychology: Fourteen Advanced Response Techniques. One of the important processes of Coaching is the response to the client, and the response is to prompt the change of the client's thinking through language. In this journal, I will focus on the skills of responding through an example. A product manager said to a Teamleader: "I can't do the planning and design of this product well, because I have never done a similar product design". At work, we often hear similar words that are not confident in our own abilities: "I can't/I don't believe/I shouldn't/I can't..." and so on. These are called limiting beliefs. This belief is like an invisible rope, which will limit the ability of employees. Below, I will use fourteen ways to respond as an example to shake the employee's limiting belief and promote a change in their inner state, so that they are willing to make a change in action. 1. Affirm the other party's motivation analysis: There is a positive motivation behind any behavior. We accept and affirm their motivation, but not necessarily accept their behavior. Response: I appreciate your honesty to yourself, and I believe you must have fully evaluated this product. 2. Redefine the problem analysis: "I can't do it well..." is a very absolute formulation. It seems to be that it will never be done well. In fact, it has not been done well in the past or now, but it does not mean that it will not be done well in the future. We can redefine this negative formulation with another more positive or neutral formulation. Response 1: You mean that you haven't learned to do the planning and design of this product until now? ( Redefine "I can't do it well" with "I haven't learned it yet", implying that when I learn it, I can do it well) Response 2: I also understand very well that the planning and design of this product will be a challenge for you. (Use "challenge" to redefine "I can't do it well") 3. Another result analysis: Let employees see the possibility of other outcomes besides negative problems. Response: It is indeed a challenge to do the planning of a product that has never been done, and at the same time you can also access knowledge in many new fields. 4. Consequence analysis: Guide employees to focus on the result of this negative belief. Response: Accept this unease, it will be the beginning of your new growth. 5. Downward classification analysis: Let employees point out the specific difficulties in what aspects, and let employees go from thinking about a very empty and empty problem to thinking about the details one by one. 6. How to know analysis: The predicament that employees are in may be of their own making. The response prompts them to think about the reasons. When the reasons are specific, the idea of solving the problem will be clear. Response: What makes you think you can't do the planning and design of this product well? 7. Counterexample analysis: Discover an "exception" and shake its belief. 8. Metaphorical analysis: Help the other party discover new possibilities through a story or metaphor. Response: When we were children who couldn't walk, we finally learned how to walk by falling and getting up again and again.