NLP Practitioner Workbook Business Nlp Training.uk

8/19/2019 NLP Practitioner Workbook Business Nlp Training.uk

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Business NLP | Exercises for Practitioner CoursesP a g e | 1

Business NLP Ltd, Copyright 2015, PPI House, 120 Porthcawl Green, Tattenhoe, Milton Keynes

MK4 3AL United Kingdom, +44 (0) 1908 506563, [email protected]

http://www.business-nlp-training.uk

Anchors | Collapsing Anchors, 3 Anchors | Setting An Anchor, 2Beating Stress Exercises, 6Belief Change Pattern, 3Daily Questions, 5Frames, 9Future Pacing, 8Hypnosis, 58Hypnosis Elman Induction, 41Hypnosis exercises, 39Hypnosis Session Structure, 43Interrupts, 13Kinaesthetic timeline, 47

Meta mirror, 27Meta Model, 29Meta model for Problem States, 49Meta Model Softeners, 28Metaprograms, 52Milton model, 50Modelling, 18NLP presuppositions, 46Perceptual Positions, 25Planning To Succeed, 22Progressive dissociation, 13

Rapport exercises, 23Researched Principles of Luck, 63Stalking, 12State elicitation and anchor, 11State Management, 10Storytelling, 61Swish, 15Timelines, 47Values exercise, 49Well formed outcomes, 16

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Anchors | Setting An Anchor

An anchor is a trigger, or stimulus that evokes a specific response.

It may be set in any of your five senses. Anchors occur in the form of words, physicaltouches or actions, sights, and, particularly certain sounds and smells (think aboutyour reaction when you hear “your song” playing on the radio, or, smell cookies,baking bread, or, newly cut grass).

Sometimes they may occur internally and are triggered by words, self-talk, imageryor sensations.

1. Remember a time when you experienced a particularly heightened, positiveemotion— joy, bliss, excitement, etc.

2. Recreate that experience as fully as possible. See what you saw. Hear what youheard and feel what you felt.

3. Intensify these feeling. Notice the direction your feelings move. Spin this feelingfaster and faster. Increase the intensity of the other sub-modalities, brightening thecolors, bringing the image closer, etc.

4. As the feeling begins to peak, firmly press the back of your hand, or, bring the

thumb and forefinger of one hand firmly together. Then, let go, just before you sensethe feeling subsiding.

5. Change your position (break the state). Test the anchor by repeating the actionexactly the same way as before. Notice how the original response returns.

6. Repeat, if necessary, until the anchor is reliably in place.

7. Refresh your anchor regularly to ensure it lasts. Although a well-set anchor willprobably last a long time, anchors may lose their potency if not used.

Note: You can stack anchors by linking several responses to the same trigger. Theresponse will be a synthesis of all the separate anchors, but should be moreintensely experienced than any of them individually.

Thomson, Garner; Bandler, Richard (2011-03-11). The Secrets of Being Happy, TheTechnology of Hope, Health and Harmony. I.M. Press,

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Anchors | Collapsing Anchors

Collapsing anchors is an effective technique to remove or lessen the impact of anunwanted anchor.

1) Identify a response you'd prefer to have in place of the unwanted response.Identify an occasion where you strongly experienced that preferred state. Step intothis memory and intensify it. Anchor it on one part of your body. Fire the anchor tomake sure that the state is powerful and the anchor properly set. Change state byshifting body position, humming a tune, looking around the room and so on.

2) Next think of the state you wish to change. As you re-experience this undesirableresponse, anchor it on another part of your body. Test, then change state by shifting

your physical position.

3) When you've tested to make sure each is properly set, fire both simultaneously.The effect of two contrasting anchors integrating is usually mildly confusing. Hold theanchor until any confusion subsides.

4) Slowly lift the the anchor of the unwanted state, followed a few seconds later bythe anchor for the resource state.

5) Test by trying to trigger the unwanted response. Instead, your response should bemore neutral, or the resource state should dominate.

From Tranceformation by Richard Bandler and Garner Thomson

Belief Change Pattern

This is belief change technique that uses sub-modality differences between a usefuland less useful belief. The example is in changing beliefs to become an excellentlearner, however the approach has many possible applications.

Become an excellent learner

1. Find the belief that stands in your way of learning new thing easily. See, hear, andfeel yourself trying but not accomplishing, your objective. You will probably be able tofind many examples from when you were in school. Notice all the submodalities ofunderperformance, writing down your observations so you can be systematic in yourwork.

2. Find a strong and useful belief about something in which you already excel. Itneed not fall into the same category as learning the kind of skills referred to in thisbook; simply find something that you know you do really well. Examine its qualities,

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the same way as above.

3. Compare the two, noting the differences. Pay particular attention to the size ofeach image, their positions in your mental space, and whether or not either involves

movement.

4. Push the image of the limiting belief off into the distance until it is little more than apinprick, shift it across to line it up with your positive belief, and then snap it backtoward you into you in its new position, shifting all the original submodalities to matchthose of supreme confidence and proficiency. See yourself dropping into aprofoundly relaxed state in which you absorb information easily and are prepared toexplore and practice your new skills with deep commitment.

5. Deepen the state by manipulating the submodalities, the step into that state ofdeep trance and pay particular attention to the feelings associated with being anexcellent learner. When you have identified a particularly strong feeling, anchor it byfirmly pressing a particular spot on your body, such as an earlobe or a knuckle, sothat you can easily access the state at a later date by pressing or 'firing' you anchorand remembering as fully as possible the experience you created in Step 4.

6. Slowly come back into the room, bringing all the learnings you've made with you,and in the knowledge that you can repeat this.

Thanks to Richard Bandler and Garner Thomson. See the recommended RichardBandlers Guide to TRANCE-formation



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Daily Questions

Asking and answering a list of daily questions can be a great way of keeping on trackwith our direction and end goals. The idea is to make them short (no more than 5-10minutes to answer), fun and positive. The question’s wording make a significantdifference, so, play with them unless you find out resonates best. These areexamples of what I find works.

(Note – Please note I’ve developed these in line with my particular own plans andvalues, if you’re going to do the exercise it’s an important part of the process todevelop what works for who you are and what you want to do).Did I do my best to:

1.Be happy?2. Find meaning?3. Build positive relationships?4. Be fully engaged?5. Add value to my clients?6. Check in with my direction?7. Excel at a small number of key actions?8. To be open to and encourage luck and randomness?9. Do something to expand my comfort zones?

Consider:

1.When in the past would not having a positive image of the future been useful?2. At least one thing that, had I left it out, would have made my day better?3. 5 experiences (and people) that I’m grateful for? 4. What have I enjoyed today? What will I enjoy tomorrow?5. My key action (s) for the following day / week. Future pace 3 key upcomingmeetings?6. How is my focus area progressing?

Daily routines:(At the end of the day ask the same questionDid I do my best to:)

1. Maintain healthy eating habits and be ontrack track to achieve 12.0 stone by theEnd January 2016? Have at least to one ‘lean’ day a week 2. Complete my 10 minute hard exercise routine?3. Complete my 10 minutes meditation?4. Complete Lumosity training / Juggling / Listen to a Bandler CD/MP3?5. Build connection with my family?6. Complete my key few priority work actions?



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Beating Stress Exercises

We all need a certain amount of stress to keep us healthy. However too much stress

causes chemicals that destroy the brain.

The art is to develop the ability to let excess stress go. This is an excellent list ofstress busters from Conversations by Richard Bandler and Owen Fitzpatrick.

1. Using Meta Mantras

regularly use the mantra 'SHUT THE FUCK UP' when you are giving yourself a hardtime or 'SO THE FUCK WHAT? When you are worried. Repeat these mantras overand over especially when you use hear yourself say 'What if?'

2. Stay in the present

Take some time each day just to notice where you are and to relax, letting the sights,sounds and feelings you experience simply be there. Do this for about five to tenminutes.

3. Reframing Stress

Find out what the intention is behind the stress. Once you know this, find out how

you can fulfil the intention without the stress.

4. Relaxation/Meditation

Set yourself 5-15 minutes every day to find a quieter place to relax. Take this time toclose your eyes, day dream your favorite fantasies, your body completely relaxingand imagine how you would feel if you couldn't fail..

Make the images as vivid as possible and enjoy the relaxation with completeabandonment for a few minutes. You can also offer yourself some positivesuggestions or affirmations while you are relaxing. The secret is not to try too hard toget it right. Focus only on how much you are relaxing, not whether you are or not.

5. Finish Things

Remember to write down all the things you have to do the following day in your workbefore you leave. Write down and use a diary so you can afford to put things in the'back of your mind'.



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6. Close things off

At the end of the day, finish your time in work by turning on and off the computer

once, opening and closing every door and drawer and cabinet. By doing all of theseactions once, it provides your brain with an indication that everything has beenclosed off and finished for the day. Write a list of what you are to do the following dayin what order, and note anything you have to finish the next day.

7. Worry Pad

Get a worry pad and bring it around with you. Every time you notice yourselfworrying, think about what you can do about the worry at the moment. If you can dosomething about it, then do it. If not simply put it on your worry pad and take tenminutes every night to ook over your worries and just worry solidly for that 10minutes.

8. Change your Inner Pictures

Pay attention to what images you make when you are stressed and make themsmaller, move them far away and make them fuzzy and dim.

Replace them with more relaxing images and make the new images big, bright,

colourful and vivid.

9. Change your Inner Voice Tone

Change the tone of your inner voice and make it ridiculous so that instead of itsounding stressed, it sounds like Mickey Mouse or make it a deeply seductive voice.

10. Laughter Filter

Use the laughter filter to frame every stressful situation in a numerous way.



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Future Pacing

Future pacing is possible the most useful NLP approach I use in my coachingpractice.

1) While you are learning to hone your mental rehearsal skills, eliminate as manydistractions as possible. Make your yourself comfortable and take your time. Beforelong, mental rehearsal will become a skill you can use at short notice, anywhere.

2) Decide whether you are rehearsing a new, ongoing behaviour, or a finite responseor skill you want to lock into place.

3) Take a series of long, slow breaths, making sure the exhalation is slightly longerthan the inhalation.

4) Relax, scanning your body and gently releasing all muscular tension.

5) Create a dissociated representation of yourself using the new behaviour andcoach yourself so you're doing the behaviour in the best possible way

(If you're dissociated you can improve what you do, if you're associated you canimprove how you'll feel when you do the behaviour.)

6) Consider what will be some of the best states to be in for the behaviour. Imagineyourself being associated in those states and carrying out the behaviour in the bestpossible way.

Exercise | Raising the Bar

1) Start with a skill you already have and would like to improve

2) Create a movie of yourself (or someone particularly adept) carrying out theprocedure.

3) When the movie is exactly as you want it, step(associate) into the beginning.

4) Now introduce a dramatic handicap.

5) Repeat the exercise many times, especially late at night.

Don't skimp on the effort, and always hit your target regardless of how challengingthe handicap might be. Keep increasing the handicap, and keep achieving your



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outcome with precision and satisfaction. Test your progress frequently and keeptrack of whatever you find different and better.

Richard Bandler's Guide to Trance-Formation: How to Harness the Power ofHypnosis to Ignite Effortless and Lasting Change

Frames

Beginning Fame

What you say and do at the very beginning of any interaction ( this can include theimpact of any initial marketing and sales messages ) can have a significant impact

on the eventual outcome. The right beginning frame can leads to increase results,more fulfilment and satisfaction both during and after any interaction.

Agreeing an appropriate frame up front can significantly shorten the time needed forany interaction. It also best to lead into the beginning frame at the very start of anyprogramme.

As an example there are three rules for my 1:1 NLP training programmes

a) Be ambitious for yourself, be straight and open. Don’t fake anything. (There’s nopoint!).

b) Dare to dream. On the assumption you have to start somewhere complete 2-4visions or end goals on the CoachingCloud platform, then create 2-5 milestones foreach. Accept this is part of the learning process and be prepared to update andchange them at any time.

b) Take an active part. You don’t have to do much, but you do have to do what weagree throughout the programme. A bit like life, to win you have to take part.

An easy way to introduce the topic is to ask a question like “Would you like to knowhow to get the very best value from the programme”? Or tell a story about someone

really beat their expectations of the programme and how the followed the ‘rules’.

On a similar topic it can be useful asking your client: “When you were on a similarprogramme, and it really worked, what happened for it to work?

Exercises

1) Explain the rules that will lead to success in an intervention you are leading

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2) Answer the question “How do I get the most value from this intervention?”

3) When you’ve been on a similar progr amme what made it work for you?

State Management

Recall specific memories, imagination, physiology, (including breathing), voice toneand questions

State exercise and discussion

What do you do to feel good?

Is it good, bad or neutral for you in the longer term?

What would be some useful learning states for you to have in a workshop such asthis one? e.g. pressured, stressed, distracted, relaxed, comfortable, focused,absorbed, attentive, curious…..?

Walking state

Coach your partner to find three beliefs or states that will be useful for them toexplore in relation to a problem.

Have your partner come up with a single word that describes each belief – usually astate adjective such as proud, intelligent or empathic.

As you walk together, coach your partner to find the pace, breathing, posture and fullphysiology of the first belief. Having fully settled into the first belief, have them nowadopt the second one. Continue with the third until they have fully integrated thephysiology of all three beliefs.

Words and voice quality

Group exercise

Call out:

Yes

Ooooh

Let’s do it

Mmmmmmm



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With a positive, sensuous voice



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State elicitation and anchor

Ask your partner where they would be happy having an anchor applied - to their arm,hand shoulder?

Ask your partner what state he/she would like to elicit. Imagine being in that stateyourself to lead your partner in.

Ask your partner to remember a time when he/she was in such a state, or asks themto make up a time when he/she was in such a state.

Ask your partner:

What they can see: What they can hear: What they can feel:

How big is the image? One point or all around? Location in body?How far away? Loud or soft? Breathing rate?Motion or still? Fast or slow? Temperature?Colour or black andwhite?

High or low pitch? Weight?

Bright or dim? Clear or muffled? Intensity?Focused or unfocused? Movement? Associated ordissociated?

One image or manyimages?

Ask your partner to just double what he/she sees, hears, and feels and when they gostrongly into state, apply the anchor

Break state, then have your partner imagine experiencing the state strongly as youapply the anchor once more.

Break state, then test the anchor.



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Stalking

Have your partner find a behaviour that they want to change, something that theytend to get engrossed in or something that involves a response that happens veryquickly. They key to finding the right behaviour for this exercise is that it happenseither too quickly or too slowly for them to notice that it’s happening until it’s to late.

Have your partner imagine a “sanctuary state” that they can retreat to at any timeduring this exercise. This will be a state or memory that is very resourceful, relaxingor protective for them. Have them create a “bubble” around this state and notice thelocation of this state in the room so that you can help your partner return to it at anytime.

Have your partner imagine seeing themselves across the other side of the room,engaged in this activity. Have them place the image at a distance they’re comfortablewith. Now, help your partner to slowly approach the behaviour, walking slowlyforwards until they start to feel an uncomfortable or undesirable response. As soonas they start to feel any response, have them step immediately into the sanctuarystate.

When they’re ready have them step out of the sanctuary step and move closer to theproblem behaviour. Continue moving forwards, using the sanctuary state whennecessary, until they can approach the problem behaviour and stand very close to it.

Now, have your partner describe the problem behaviour and anything they can do tochange it.



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Interrupts

Handshake interrupt

Write down 5 positive embedded commands – use at least one each of the threemain representational systems.

e.g.

You can see yourself having fun

Just feel really good

I’m wondering how soon you’ll hear the words you really like

Just relax and enjoy yourself

You can easily learn anything you need

Apply using a handshake interrupt.

More pattern interrupts

Mention your partner’s name when they breathe in

Touch their shoulder

Look away

What else?

Useful Questions

Write down 5 useful questions containing presuppositions – something that you

would like to happen or believe.

e.g. What can I learn from this?What will I enjoy to day?Who’s going to excite me today? How can I help her/him feel good?What exciting thing am I going to catch my self doing today?



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Progressive dissociation

(Assume for this example that your partner has a headache)

Ask your partner where the discomfort or pain is. Ask your partner to hold your wrist,then ask a sequence of questions:

What does your head feel about the pain in your head?What does your neck feel about the pain in your head?What does your shoulder feel about the pain in your head?What does your elbow feel about the pain in your head?What does your hand feel about the pain in your head?What do your fingers feel about the pain in your head?What do my fingers feel about the pain in your head?

What does my hand feel about the pain in your head?What does my elbow feel about the pain in your head?What does my shoulder feel about the pain in your pain?What does my head feel about the pain in your pain? And then reverse through, all the way back to your head.



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Swish

This can be used to change almost anything e. g. stopping smoking, changing stateetc. There are different versions for different representational systems

Identify context:

Ask the client what he/she wants to change?

Identify first cue picture:

Identify what you see just before the behaviour that you want to change, See itthrough your own eyes (associated).

Create outcome picture:

Now create a picture after the desired change. See it through someone else’s eyes(dissociated).

Play with the submodalities. Make the picture more exciting.

Swish:

See the first cue picture clear and bright

Put a small dark image of the outcome picture in the bottom right hand corner

Fast – Grow the outcome picture to replace the cue picture as the cue pictureshrinks way over the horizon

Repeat three times.

Test:

If you think of the first picture it should immediately change

Does it work in practice?

Play with the submodalities.

.



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Well formed outcomes

Help your partner to come with a goal, it might be something short term or somethinglong term and aspirational. You may want to write the goal down, if you do so makesure you write it down precisely as they say it – don’t be tempted to paraphrase orrestate it Always use other people’s words, especially when their dreams areinvolved!

Ask your partner the following questions and notice how they respond. Notice alsoany changes in processing or physiology that take place. You don’t need to worryabout the answers that they come up with, pay more attention to them.

Positive:

Is that something you want, as opposed to want to avoid?

Specific:

When, where, with whom do you want it?

Evidence - Sensory based:

How do you know when you’ve got it?

What will you see, hear, feel, taste, and smell?

What will do you see yourself doing differently as a result of achieving this?

Preserve the positive intention:

(Don’t throw the baby out with the bath water)

What will happen if you get this result?

What won’t happen if you get it?

What will happen if you don’t get this result?

What won’t happen if you don’t get it?

Initiated and maintained by the individual:

What is the first step that you will take?

What resources do you have?



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Ecology check:

Offer your hand, palm, up, to your partner and offer them their goal, right now, in the

palm of your hand.

If you were offered this right now, would you take it?



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Modelling

Modelling is probably the most important skill in NLP. Co founder Richard Bandler isoften quoted as saying that NLP is mainly an attitude, often of curiosity, which leadsto modelling good (or less good) performance which in turn leads to a trail oftechniques. The techniques allow us to communicate what we’ve learnt throughmodelling to others.

When we’ve modelled how we or others have achieved the results we get, it’s veryeasy to suggest and test different approaches, to find out what works best in anycircumstance.

The testing part is essential, it’s only by testing our work that we’re able to

continually improve what we do.

We’re suggesting four approaches to modelling. Two are pure NLP approaches, twoothers have been added as we’ve found them exceptionally useful.

As with all NLP approaches think about what you want to achieve first. The threemost common uses of modelling are:

Developing techniques to improve performanceUsing modelling to improve ‘less good’ performance’ Using modelling to get to understand or know someone better.

There is a truism. If you want to find out something simply ask and watch. If and thenadd the steps of steps of test and improve you’re on the way to become a goodmodeller!

Our 4 recommended approaches are:

Eliciting NLP strategies‘Pure’ NLP modelling Robert Dilts Logical LevelsMarshall Goldsmith;s feedforward.

What I find fascinating is that in may way ways 1) and 2) are opposites. In the first isabout asking clean questions to determine the sequence of sensory information ingetting a result. Its a very ‘logical’ approach. The second in some ways like learningas a child, and NOT having any internal dialogue to interrupt the process. However asimilarity between both of them is the importance of being non judgemental.



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Eliciting NLP Strategies

This is using meta model and strategy elicitation questions to identify the modality

(sensory) sequence in achieving any result. In doing so choice points often becomeapparent, leading to surprisingly easy change.

The best way to become good at this this is through both continual practice of metamodel and strategy elicitation questions and eliciting strategies. It really is aboutPractise. Practise. Practise.

Pure NLP Modelling

This is very well illustrated by the following Richard Bandler’s ‘Steal a SkillTechnique:

from Richard Bandler's Guide to TRANCE-formation

1 Decide on a role model - someone whose physical performance you would like toreplicate. Spend as much time as possible studying your role model in the flesh, onvideo tape, or on DVD recordings. Simply relax while watching them, softening yourvision and hearing and seeing the flow of the performance.

2 When you feel as familiar as possible with your role model's performance, closeyour eyes, relax and recreate your role models performing a sequence of actions at

the highest level of excellence. See and hear everything there is to build a model ofthat competence.

3 When you have watched this performance for some time, move around the mentalimage of your role model and step inside. Imagine that you are able to see throughthe eyes of excellence, hear through the ears of excellence and feel the feelings ofexcellence.

4 Run through the same sequence of actions but from within, noticing this time whatyour body feels as you do this. Repeat several times as you have a sense offamiliarity.

5 Step out of your role model's body, with the intention of retaining as much of the sillas possible as you return to normal working consciousness.

6 As soon as possible (and as much as possible) practice the borrowed skill, noticinghow this exercise improves your performance.

7 Repeat the entire exercise, combining it with what-ever real time practice you do,at least once a day for the first 21 days, then at least once a week as maintenance

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Robert Dilts Logical Levels

Firstly decide who you would like to model or what skills or capabilities you wouldlike to develop. Remember NLP is about modelling the best - so set your sights high,you'll be surprised who'll see you if you come over as genuinely interested. Andthere are lots of others to see if they don't.

Use a tape/mini disc recorder and preferably arrange to see people in their offices - Ihave some very interesting recordings in bars and clubs - but the background noiseblanks out the content!! And remember to listen - sometimes questions that don'tmake any sense to you get the best answers.

Mix and match the following question sets:

Introduction

You've chosen someone because they're good - so let them know, and keep anyconfidences that are important to them.

You have a reputation at being good at 'people networking' (adapt to your topic) areyou happy that I ask you some questions about it?

Environment

Where and when do you do it?

Behaviours

What specifically do you do?

If you were going to teach me to do it, what would you ask me to do?

Capabilities

What skills do you have that enable you to do this?

How did you learn how to do this?

Beliefs

What do you believe about yourself when you do this?

What do you believe about the person you're doing this to?



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Identity

Do you have a personal mission or vision when you're doing this?

Other questions

How do you know that you're good at this?

What emotional and physical state are you in when you do this?

What happened for you to be good at this?

What are you trying to achieve when you do this?

Who else do you recommend I talk to about this?

NOTE

When you have a certain experience in doing this - and the questions becomeautomatic - you could choose to get into deep rapport with your subject and imaginewhat it would be like to actually 'be' your subject as they are describing what they do.- This is a step towards 'true' NLP modelling.

Marshall Goldsmith’s feedforward

Feedforward is an approach developed by Marshall Goldsmith to make it easier forus to continually improve what we do. It also overcomes the challenge that in normalcircumstances we're not to keen on either taking or giving feedback. For more read'What Got You Here Won't Get You There' by Marshall Goldsmith.

1. Pick one behaviour that you would like to change which would make significant,positive change in your life. For example, I want to be a better listener.

2.Describe this objective in a one-to-one dialogue with anyone . It could be your wife,kids, boss, best friend, or co-worker. It could even be a stranger. The person you

choose is irrelevant. He or she doesn't have to be an expert on the subject. Forexample you say, I want to be a better listener. Almost anyone in an organisationknows what this means. You don't have to be an 'expert' on listening to know whatgood listening means to you.

Likewise he doesn't have to be an expert on you. If you've ever found yourself on aseated next to a perfect stranger and proceeded to engage in earnest, heartfelt, andhonest discussion of your problems with that stranger - or vice - versa-you know thisis true. Some of the truest advice comes from strangers. We are all human beings.We know what is true. And when a useful idea comes along, we don't care who thesource is.

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3. Ask that person for two suggestion for the future that might help you achieve apositive change in your selective behaviour - in this case becoming a better listener.If you're talking to someone who knows you or has worked with you in the past, the

only ground rule is that there can be no mention of the past. Everything is about thefuture.For example, you say, I want to be a better listener. Would you suggest two ideasthat I can implement in the future that will help me become a better listener? Theother person suggests:

First, focus all your attention on the other person. Get into a physical position, the"listening position", such as sitting on the edge of your seat or leaning forwardtowards the individual.

Second, don't interrupt, no matter how you disagree with what your hearing.

These ideas represent feedforward.

4. Listen attentively to the suggestions. Take notes if you like. Your only ground rule:You are not allowed to judge, rate, or critique the suggestion in any way. You can'teven say something positive, such as, "That's a good idea." The only response yourpermitted is, Thank you.

Planning To Succeed

1) Decide on an outcome you would like to have

Keep it fairly simple at this stage

2) Now, make a large picture of you and those people in your life who are importantto you enjoying this outcome

3) Move the picture back; make it really big, and then start adding detail to smallerpictures between you and your outcome

If you try to put everything in the same picture, especially a still picture, its likely tobecome cluttered. Therefore, move the picture back, make it really big, and thenstart adding details smaller pictures between you and your outcome. These shouldcontain specific information about the actions needed to move you in your desireddirection. These should preferably be moving pictures; and you should be be clear ateach point how you would like that experience to feel.

4) When the entire sequence is in place, step into the beginning and run thescenario, seeing, feeling everything you'd experience if it was actually happeningnow.



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Notice how it feels to be there, moving towards your objective. Make sure that eachtransitional picture gets bigger, brighter and more detailed the closer you come to it.

5) Repeat the exercise several times a day

This is an extract from Richard Bandler and Garner Thomson's The Secrets of Beinghappy.

Rapport exercises

Also refer to Section 3 page 25

What is rapport?

Watch the 2 people up front

Do you think they are in rapport? How do you know? Discuss and report back to thegroup.

Rapport Movement

‘Sit down’ matching

Your partner sits in a comfortable posture. You walk in from behind or to one side ofthem, taking a moment to notice how they are sitting. When you sit, relax into a closematch to their posture.

Did it feel OK?

Mismatching

Loosely match each other’s posture- t here’s no need to be too precise. Start aconversation about anything- the weather, sport, your jobs etc.

Stand in a triangle.

B and C move their “outside” hand.

mailto:[email protected]:[email protected]:[email protected]://www.business-nlp-training.uk/http://www.business-nlp-training.uk/http://astore.amazon.co.uk/nlp-books01-21/detail/0982780400http://astore.amazon.co.uk/nlp-books01-21/detail/0982780400http://astore.amazon.co.uk/nlp-books01-21/detail/0982780400http://astore.amazon.co.uk/nlp-books01-21/detail/0982780400http://astore.amazon.co.uk/nlp-books01-21/detail/0982780400http://astore.amazon.co.uk/nlp-books01-21/detail/0982780400http://www.business-nlp-training.uk/mailto:[email protected]


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When you sense that the conversation is “in flow”, break rapport by mismatching.Change the direction or posture of your arms and legs and most importantly, breakeye contact. You can do this gently, by looking at your partner’s shoulder, or more

obviously by looking away completely.

Notice how your responses change, then match again to restore that good feeling!



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Mind reading

Voice matching

Your partner speaks a short phrase which you repeat back, paying more attention tothe volume, pace, pitch, rhythm etc. than to the words. Your partner coaches you tomake the matching more accurate and you continue until it’s as perfect as you canmake it.

B adopts a specific state andrecalls a specific time when

they have experienced thatstate strongly. B continues torun through that experience,building the state so that they

Eye movement

Breathing location, depth and speed

Finger location

Foot and toe movement

Skin colour (indicating temperature)



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Perceptual Positions

Ask your partner for an experience that they would like to have a differentperspective on, learn more about, think differently about or just feel better about.This works well with experiences of personal interactions such as presentations orconversations.

The exercise can be done standing or sitting, whatever helps your partner to recall itmost easily. A could arrange chairs or other furniture accordingly, just as in theoriginal scenario.

Ask your partner to recall that memory and run through it, recalling every detail as ifit were happening right now. Help your partner to fully associate and run the wholesequence through from start to finish. This is 1st position.

Now ask your partner to walk over to where the other person was, and step into theirposition. In this 2nd position, your partner watches the whole sequence again,watching and hearing themselves as if they are the other person .Ask your partnerfor any new information or insight they have in this position. Ask your partner howthey feel watching and listening to themselves.

Now have your partner walk over to a 3rd position on the other side of the room. Ifthey have difficulty dissociating from the emotional content of the memory, you canask them to imagine stepping outside of the room and watching through a window,as a casual onlooker. Ask them to watch the whole sequence again, paying attentionto the interaction between position 1 and 2. Ask them for any new information orinsight they have in this position. Ask how they feel watching and listening to theinteraction between the two people in the room, and to note how the other personseems to be responding.



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Now have your partner move back to the 1st position, in their own shoes, and runthrough the whole scene again, integrating everything that they learned in the othertwo positions.

Ask your partner how they feel differently about the situation or the people, and whatthey have learned.



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Meta mirror

Choose a situation where the relationship was difficult, step into 1st position andname what they do to make it difficult. Use a one –word adjective e.g. aggressive

Go to 2nd position and name what you do which is the other half of the relationship.Use a one - word adjective e.g. cowering

Go to the 3rd position and describe the relationship is it complementary orsymmetrical?

Complementary = acting differently, e.g. one shouting one quietSymmetrical = acting the same e.g. both shouting

What are you doing to maintain it?

What are you doing to change it?

Go to a 4th position and describe how you relate to yourself - are you being critical orsupportive of yourself (looking at the way 3rd looks at 1st position)

Step from 3rd to 1st taking the state 3rd back with you to 1st. Fully associate into 1stposition. Notice what happens.

Step from 1st to new 3rd and ask “what’s this like now?”

Move from 3rd back to 2nd, taking that state and experience with you.

Move from 2nd back to 1st, taking that state and experience with you.

Now put them all into 1st and look at the other person. What happens now?



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Meta Model Softeners

Discuss and come with a list of softeners for difficult questions or statements. Ask your partner these questions, preceded by a ‘softener’

Would you come up with a plan cutting your department by 50%?

Would you re-write this report?

Would you look after my three children for a month?

Would you like a redundancy package?

Do you know that your boss wants to fire you?

Did you know I was having an affair with your wife/husband?

Did you know that I crashed your car?

Would you give up your office in this reorganization?

Do you fancy me?

Did you know that the only job we have for you is in Scotland?

Would you cancel your expenses this month?

Will you cancel your holiday next week?



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Meta Model

Take it in turns to read out the problem statement and respond using the specificMeta Model structure indicated. Each structure will be demonstrated first.

Unspecified Nouns

Example ‘I want a change’

Response ‘What change, specifically’?

I want a change I’m enjoying this

It’s terrible I have lots of skills

Meet you at the pub I want a computer

I want the report tomorrow I’m putting you down for a course

I need it now We need this done today

I need the report Get me a sandwich

Talk to the customer I need a new car

Get the problem fixed I read it in a magazine

Unspecified Verbs

Example ‘She rejected me’

Response ‘How exactly did she reject you?’

He did it He made her leave

I calmed the customer down My boss ruined me

I’ve taken the heat out of the situation I did a great piece of work

I’ve seen the writing on the wall They get on really well

He’s running the department badly I like him

This company is going places She always falls

I told him, now he should do it properly I’m running on empty



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At least he tries Let’s go!

Nominalisation

Example ‘I want recognition’

Response ‘How do you want to be recognised’

We have made our decision Your work needs more attention

I have a bad feeling I want more choice

There’s no relationship We had a great meeting

Failure worries me I want publicity

Our customers have no patience Sales doesn’t work

He makes a bad impression Marketing doesn’t work

We need better management Manufacturing has no future

I want more direction Decisions are always hard

Lack of Referential Index

Example ‘They don’t rate me’

Response ‘Who, specifically doesn’t rate you?’

Response ‘According to who?’

The writing’s on the wall People are stupid

They should know better It needs to be done properly

People make mistake Those people need to be disciplined

Those products are expensive One knows what’s best

This happens everyday If you learn NLP you will become veryrich

We shouldn’t do that It’s either them or us

You must turn your mobile off in theoffice

We’re all going to be made redundant

They say you should do more exercise If you can’t beat them……



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Simple Deletion

Example ‘I’m unhappy’, Response ‘unhappy about what?’

Comparative Deletions

Example ‘Our new product is more effective’

Response ‘More effective than what?’

Response ‘More effective than when?’

It’s for the greater good He’s more sensitive

NLP is better She goes further

This is far more efficient You look happier

Hard beds are better He’s more tolerant

She’s much brighter This is more complicated

This is more like it Green is calmer

She’s more fun This is getting much easier

Blue is better I’m enjoying this so mush more

You can’t Help me

I’m fed up I’m sad

We can manage I just can’t start

He is wrong It’s perfect

I know It’s all wrong

I feel curious I don’t want to

Never again He can’t

You must not do that Stop it



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Complex equivalence

Example ‘He’s silent…..He doesn’t like what I’ve done’

Response ‘How do you know that his silence means he doesn’t like what you’vedone’

A good relationship means never havingto say sorry

To stay in this job I have to work harder

You can’t have a well paid job that isenjoyable too

You can’t trust sales people

Marketing is an easy job

If you want success you have to give upyour home life

That means trouble

He came in late on Saturday; I’m goingtohave to fire him

When you talk like that I know youdon’t mean it

He wears the same colour shirt as theboss: that means he’s in forpromotion

I saw them down the pub together;they must be having an affair

This is the only way

He doesn’t know what I want becausehe doesn’t care about me

She goes down to the gym so she

must be healthy

Lost performance

Example ‘it’s disaster to be made redundant’

Response ‘Who is being made redundant’

Response ‘Who is saying it’s a disaster?’

People make mistake Managers are overpaid

They should have seen it coming People like people who are like them

They’re always doing that People learn from people who are different

This report needs finishing Learning NLP will make you moresuccessful



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A meeting was held This needs fixing

Mistakes have been made This report needs finishing

Nobody is pulling their weight A meeting has already been held aboutthis

People are more flexible these days They’ve been at it again

Mind reading

Example ‘you don’t rate me’

Response ‘How do know that I don’t rate you?’

Response ‘what leads you to believe that?’

I know you don’t believe me She’s really happy now

He doesn’t want to help me He’ll laugh at this

You just don’t care They will think I’m stupid if I do that

He’s ever so happy He’ll be upset if you disturb him

My boss thinks I’m lazy He’ll get upset if you leave early

He’ll hate you if you do that When I present, everyone is judgingme

The boss is in a foul mood today You can see how effective NLP is

You know this isn’t working I know you’re enjoying this



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Cause and effect

Example ‘He makes me cringe just by speaking’

Response ‘How does he make you cringe?’

Response ‘How you make yourself cringe when he speaks?’

Because of you I feel worthless

This exercise will inspire me

I’m unhappy when he goes away

If I stay in this job I have to work harder

If you want a pay rise you have to staylate

If I do that I’ll get into trouble

My boss makes me angry

If you do that I’ll leave

I feel tense as soon as speaks

They restrict my enthusiasm

I can’t relax without music

If you want success you have to giveup your home life

We can’t do that because it won’t listen

If I do the presentation it will go badly

There’s no point trying, he won’t listen

I won’t apply, they’ll never give me the job

Things always go wrong when shewalks in here



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Presuppositions

Example ‘What are we going to do next?’

Response ‘How do you know we’re doing something next?’

Response ‘What makes you think we’re doing something next?’

When this plan falls I’ll say ‘told you so’

It will be easier when he leaves

What will the next reorganization bring?

When are you leaving?

Who are you going to fire next?

You’ll enjoy it once you do it

Once you make a start you’ll find iteasy

We can’t buy a car because we don’t

have any cash

I’ll be so happy when he gets found out

I can’t go for lunch with you becauseI’mgoing to a customer meeting

I can’t go home – my boss won’t like it

I can’t learn to use this properlybecause I don’t have enough time

What’s going to go wrong next?

I’m just waiting for a bus

We won’t be late – we can get a taxi

I’ll be happy when this is all over

Universal Quantifiers

Example ‘He never listens to me’

Response ‘Never?’

Response ‘was there ever a time when he did?’

Nobody likes me He always tells the truth

All company’s are greedy No one cares any more

It’s always the honest people that love Nobody is having any fun these days

Nothings the same anymore All the competition exaggerates

Nothing works here I’ll never be able to get fit

Everybody’s talking about it They always have an excuse



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American’s can express themselves Everybody works too hard

Sales people can’t be trusted NLP practitioners are always healthy



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Modal Operator of Necessity

Example ‘I have to take care of her’

Response ‘What happens if you don’t?’

We shouldn’t do that

You have to get a good education

You must arrive on time

You’ve got to laugh

I must get a new car

You always have to be dressed smartly

You must be polite to the boss

We have to get a break from work

You must get that work done to day

I mustn’t leave yet

You need an action plan

You have to listen to the boss

You ought to be more careful

You shouldn’t talk to that customerwithout asking me first

This project must not fail

You mustn’t

Modal Operator of Possibility

Example ‘I can’t tell the truth’

Response ‘What would happen if you did?’

Response ‘What stops you?’

Response ‘How do you stop yourself?’

I can’t go there now I can’t relax

I can’t ring that customer I’ll never be to able to learn this

I won’t be able to complete that on time I can’t sleep

I can’t apply for that job I couldn’t possibly tell you

I might not finish that report on time I couldn’t ask for a pay rise

I can’t imagine that I can’t concentrate on work at themoment



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I might just tell him that I couldn’t fire her

I could do it if I tried I might do what he says



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Hypnosis exercises

‘That’s right exercise

One person starts a brief presentation, members of the group interrupt (individually).The person replies ‘that’s right’ (in rapport with the person who asked the question)and moves on.

Interruptions can get more creative as the exercise progresses!

Trance exercises

Remember setting the scene, outcomes, belief, voice tone, language pattern andtechnique

‘Common experience’ exercise

Discuss common natural ‘trance experiences’ or any common experience that maybe useful for inducing trance e. g. not seeing your keys even though they’re in frontof you, driving to somewhere you know rather than where you want to go, cuttingyourself and not noticing it until later, fantasizing during a dull lecture or presentation,eating a really nice sweet- but not noticing it as you’re in a deep conversation.

Trance suggestions

Work out some suggestions or questions that you would like to have made to you aspart of a trance induction.

e. g. you can relax easily from now on

Tomorrow you will notice something really beneficial for you

You have already learnt the solution to your challenge, you will realise the answer at

the right time for you

As you discover that you have started to let go of those feelings you will becomereally excited about the possibilities in the future

How does your unconscious mind already know how to solve this problem?

Is it right to solve this now or simply take the first step

Have you noticed how quickly you will achieve this, easily?



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Trance imagination exercise

Your partner imagines he/she is in a trance. Match their breathing and say ‘that’sright’ to anything that your partner does that could mean that he/she is going into a

deeper trance.

Utilisation exercise

First find out the target state for your client e.g. relaxed, energized, focussed

Embody the target state and be a role model in your physiology. Adjust your use oflanguage, pace etc. to the target state

Tell your partner three things that are present in their sensory experience

Give your partner one positive suggestion relating to the target state

Ask your partner what they are now aware of

Your partner replies

Cycle through

e.g. You can see these words, you can feel the paper, you can hear people aroundyou, you are learning far more quickly than you thought possible. What are you

aware of now?



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Hypnosis Elman Induction

Read this script to your partner whilst they co-operate.

First, prepare the positive suggestion that you will insert at the end. You can write itinto the space indicated if you want to.

In this exercise you must be happy to learn about how to develop your relaxationskills and follow instruction exactly as asked – Neither taking too long to followinstruction nor anticipating what will be asked.

Now tack a long deep breath and hold it for a few seconds. As you exhale thisbreath, allow your eyes to close, and let go of the surface tension in your body. Just

let your body relax as much as possible right now.

Now place your awareness on your eye muscles and relax the muscles around youreyes to the point they just won’t work. When you’re sure they’re so relaxed that, aslong as you hold on to this relaxation they just won’t work, hold on to that relaxationand test them to make sure THEY WON’T WORK.

Now, this relaxation you have in your eyes is the same quality of relaxation that Iwant you to have throughout your whole body. So, just let this quality of relaxationflow through your whole body from the top of your head, to the tip of your toes.

Now we can deepen this relaxation much more. In a moment I’m going to have youopen and close your eyes. When you close your eyes, that’s your signal to let thisfeeling of relaxation become 10 times deeper. All you have to do is want this tohappen and you can make it happen very easily. Ok now, open your eyes…nowclose your eyes and feel that relaxation flowing through your whole body, taking youmuch, much deeper. Use your wonderful imagination and imagine your whole bodyis covered and warmed up in a warm blanket of relaxation.

Now, let every muscle in your body become so relaxed that as long as you hold on tothis quality of relaxation, every muscle in your body is totally relaxed.

In a moment I’m going to have you open and close your eyes one more time. Againwhen you close your eyes, double the relaxation you now have. Make it becometwice as deep. Ok, now once more open your eyes. …And close your eyes …anddouble your relaxation…good. Let every muscle in your body hold on to this qualityof relaxation.

In moment I’m going to lift your right (or left) hand by the wrist, just a few inches anddrop it. If you have followed my instruction up to this point, that hand will be sorelaxed it will be just as loose and limp as a damp dish cloth, and will simply plopdown.



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Now don’t try to help me. Let me do all the lifting so that when I release it, it justplops down and you allow yourself to go deeper still.

[Gently lift their hand by the wrist and drop it into their leg]

Take a long, deep breath as you let yourself go deeper still.

Now relax the muscles around your eyes to the point where they won’t work… andpretend you can’t open them even though you know full well that you can. As longhold on to this relaxation, you can pretend that they just won’t work and test them tomake sure THEY WON’T WORK. Test them hard .....that’s right.

We want your mind to be as relaxed as your body is, so I want you to start countingfrom 100 backwards when I tell you to. Each time you say a number, double yourmental relaxation. With each number you say, let your mind become twice asrelaxed. By the time the number get down to 98, you’ll be so relaxed the numberwon’t be there.

Now, you have to do this, I can‘t do it for you. Those numbers will leave if you willthem away.

Now say out loud, the first number, 100 and double your mental relaxation. Say 100.

Mow double that mental relaxation, say 99,.........now double that mental relaxation,

let those numbers already start to fad. They’ll go if you will them to. Say 98.

Deeper relaxation now they’ll be gone. Dispel them. Banish them. Make it happen,you can do it; I can‘t do it for you. Put them out, make it happen! Are they all gone?

Now really enjoy the skills and relaxation until I say something important to you,which I want you to take in at an even deeper level, easily and honestly if it’s whatyou need.

[insert suggestion]

Now come back to this room when I’ve counted from 3 to 1 and you’ve realized thatyou’ve learnt something important to you.

3…2…1



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Hypnosis Session Structure

When one has mastered one of two inductions, some deepening skills, and the useof commands and embedded commands it is easy to develop a structure for ahypnotic intervention. The one detailed below can be amended and used for almostall situations. We recommend this as a great starting point for anyone who wants todevelop their skills.

Please note these are very brief notes. You need to add lots of process languageand amplify (mention complimentarily any hypnotic signs your client isdemonstrating.) your clients response.

Hypnosis Session Structure

Note: Only work with clients you’re comfortable working with. You’re responsible forwhat happens during the session. If you’re a beginner and don’t feel congruent witha client in a particular context, politely say that what’s presented is not your specialtyand suggest some other practitioner or intervention.

Session StructureOpening Frame, Induction, Deepening. Process Instruction or Technique (eg bodyscan). Bringing back and End Frame. All the frame instructions are suggestions. Feel free to amend based on yourindividual circumstances.

Opening FrameThe purpose is to put your client at ease, answer any questions they might have,give an expectation of a positive result and inoculate against any negativecommands.

You might say: “Welcome to this session where we’re going to explore how somegentle hypnosis might help you. Normally all that happens is that you’ll feel slightlyrelaxed and are able to use use your imagination more effectively… …which in turn lets you unlock and connect to your creativity and unconsciousabilities, which in turn lets you find your own solutions to any challenges you mighthave had.

Be totally true to yourself, go along with what I say but be totally honest when I askyou anything. Be straight.

In the unlikely event you feel uncomfortable in any way, let me know, and you’llcome back. Otherwise simply let my voice guide you.

Also remember, you’re in total control, you can use my words in any way that’suseful to you. You can ignore or change any instruction that doesn’t appear right for

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