NLP Practitioner Workbook Business NLP Training - Uk

Business NLP | Exercises for Practitioner Courses
Page |1
Anchors | Collapsing Anchors, 3

Anchors | Setting An Anchor, 2
Beating Stress Exercises, 6
Belief Change Pattern, 3
Daily Questions, 5
Frames, 9
Future Pacing, 8
Hypnosis, 58
Hypnosis Elman Induction, 41
Hypnosis exercises, 39
Hypnosis Session Structure, 43
Interrupts, 13
Kinaesthetic timeline, 47
Meta mirror, 27
Meta Model, 29
Meta model for Problem States, 49
Meta Model Softeners, 28
Metaprograms, 52
Milton model, 50
Modelling, 18
NLP presuppositions, 46
Perceptual Positions, 25
Planning To Succeed, 22
Progressive dissociation, 13
Rapport exercises, 23
Researched Principles of Luck, 63
Stalking, 12
State elicitation and anchor, 11
State Management, 10
Storytelling, 61
Swish, 15
Timelines, 47
Values exercise, 49
Well formed outcomes, 16
Business NLP Ltd, Copyright 2015, PPI House, 120 Porthcawl Green, Tattenhoe, Milton Keynes
MK4 3AL United Kingdom, +44 (0) 1908 506563, michaelbeale@execcoach.net
http://www.business-nlp-training.uk

Page |2
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, physical
touches or actions, sights, and, particularly certain sounds and smells (think about
your 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, imagery
or sensations.
1. Remember a time when you experienced a particularly heightened, positive
emotionjoy, bliss, excitement, etc.
2. Recreate that experience as fully as possible. See what you saw. Hear what you
heard and feel what you felt.
3. Intensify these feeling. Notice the direction your feelings move. Spin this feeling
faster and faster. Increase the intensity of the other sub-modalities, brightening the
colors, 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 sense
the feeling subsiding.
5. Change your position (break the state). Test the anchor by repeating the action
exactly 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 will
probably 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. The
response will be a synthesis of all the separate anchors, but should be more
intensely experienced than any of them individually.
Thomson, Garner; Bandler, Richard (2011-03-11). The Secrets of Being Happy, The
Technology of Hope, Health and Harmony. I.M. Press,

Page |3
Anchors | Collapsing Anchors

Collapsing anchors is an effective technique to remove or lessen the impact of an
unwanted 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 into
this memory and intensify it. Anchor it on one part of your body. Fire the anchor to
make sure that the state is powerful and the anchor properly set. Change state by
shifting 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 undesirable
response, 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 the
anchor until any confusion subsides.
4) Slowly lift the the anchor of the unwanted state, followed a few seconds later by
the anchor for the resource state.
5) Test by trying to trigger the unwanted response. Instead, your response should be
more 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 useful
and less useful belief. The example is in changing beliefs to become an excellent
learner, 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, and
feel yourself trying but not accomplishing, your objective. You will probably be able to
find many examples from when you were in school. Notice all the submodalities of
underperformance, writing down your observations so you can be systematic in your
work.
2. Find a strong and useful belief about something in which you already excel. It
need not fall into the same category as learning the kind of skills referred to in this
book; simply find something that you know you do really well. Examine its qualities,

Page |4
the same way as above.
3. Compare the two, noting the differences. Pay particular attention to the size of
each 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 a
pinprick, shift it across to line it up with your positive belief, and then snap it back
toward you into you in its new position, shifting all the original submodalities to match
those of supreme confidence and proficiency. See yourself dropping into a
profoundly relaxed state in which you absorb information easily and are prepared to
explore and practice your new skills with deep commitment.
5. Deepen the state by manipulating the submodalities, the step into that state of
deep trance and pay particular attention to the feelings associated with being an
excellent learner. When you have identified a particularly strong feeling, anchor it by
firmly pressing a particular spot on your body, such as an earlobe or a knuckle, so
that you can easily access the state at a later date by pressing or 'firing' you anchor
and 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 Richard
Bandlers Guide to TRANCE-formation

Page |5
Daily Questions
Asking and answering a list of daily questions can be a great way of keeping on track
with our direction and end goals. The idea is to make them short (no more than 5-10
minutes to answer), fun and positive. The questions wording make a significant
difference, so, play with them unless you find out resonates best. These are
examples of what I find works.
(Note Please note Ive developed these in line with my particular own plans and
values, if youre going to do the exercise its an important part of the process to
develop 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 Im 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 upcoming
meetings?
6. How is my focus area progressing?
Daily routines:
(At the end of the day ask the same question
Did I do my best to:)
1. Maintain healthy eating habits and be ontrack track to achieve 12.0 stone by the
End 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?

Page |6
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 of
stress 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 hard
time or 'SO THE FUCK WHAT? When you are worried. Repeat these mantras over
and 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 ten
minutes.
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 to
close your eyes, day dream your favorite fantasies, your body completely relaxing
and imagine how you would feel if you couldn't fail..
Make the images as vivid as possible and enjoy the relaxation with complete
abandonment for a few minutes. You can also offer yourself some positive
suggestions or affirmations while you are relaxing. The secret is not to try too hard to
get 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 work
before you leave. Write down and use a diary so you can afford to put things in the
'back of your mind'.

Page |7
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 these
actions once, it provides your brain with an indication that everything has been
closed off and finished for the day. Write a list of what you are to do the following day
in 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 yourself
worrying, think about what you can do about the worry at the moment. If you can do
something about it, then do it. If not simply put it on your worry pad and take ten
minutes every night to ook over your worries and just worry solidly for that 10
minutes.
8. Change your Inner Pictures

Pay attention to what images you make when you are stressed and make them
smaller, 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 it
sounding 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.

Page |8
Future Pacing
Future pacing is possible the most useful NLP approach I use in my coaching
practice.
1) While you are learning to hone your mental rehearsal skills, eliminate as many
distractions as possible. Make your yourself comfortable and take your time. Before
long, 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 response
or skill you want to lock into place.
3) Take a series of long, slow breaths, making sure the exhalation is slightly longer
than the inhalation.
4) Relax, scanning your body and gently releasing all muscular tension.
5) Create a dissociated representation of yourself using the new behaviour and
coach 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 can
improve 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. Imagine
yourself being associated in those states and carrying out the behaviour in the best
possible 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 the
procedure.
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 challenging
the handicap might be. Keep increasing the handicap, and keep achieving your

Page |9
outcome with precision and satisfaction. Test your progress frequently and keep
track of whatever you find different and better.
Richard Bandler's Guide to Trance-Formation: How to Harness the Power of

Hypnosis to Ignite Effortless and Lasting Change
Frames
Beginning Fame
What you say and do at the very beginning of any interaction ( this can include the
impact 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 for
any interaction. It also best to lead into the beginning frame at the very start of any
programme.
As an example there are three rules for my 1:1 NLP training programmes
a) Be ambitious for yourself, be straight and open. Dont fake anything. (Theres no
point!).
b) Dare to dream. On the assumption you have to start somewhere complete 2-4
visions or end goals on the CoachingCloud platform, then create 2-5 milestones for
each. Accept this is part of the learning process and be prepared to update and
change them at any time.
b) Take an active part. You dont have to do much, but you do have to do what we
agree 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 know
how 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 similar
programme, 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

P a g e | 10
2) Answer the question How do I get the most value from this intervention?
3) When youve been on a similar programme what made it work for you?
State Management
Recall specific memories, imagination, physiology, (including breathing), voice tone
and 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 as
this 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 to
explore in relation to a problem.
Have your partner come up with a single word that describes each belief usually a
state adjective such as proud, intelligent or empathic.
As you walk together, coach your partner to find the pace, breathing, posture and full
physiology of the first belief. Having fully settled into the first belief, have them now
adopt the second one. Continue with the third until they have fully integrated the
physiology of all three beliefs.
Words and voice quality
Group exercise
Call out:
Yes
Ooooh
Lets do it
Mmmmmmm

P a g e | 11
With a positive, sensuous voice

P a g e | 12
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 state
yourself to lead your partner in.
Ask your partner to remember a time when he/she was in such a state, or asks them
to 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?

How far away?
Motion or still?
Colour or black and
white?
Bright or dim?
Focused or unfocused?
Associated or
dissociated?
One image or many
images?
One point or all around?

Loud or soft?
Fast or slow?
High or low pitch?
Location in body?
Breathing rate?
Temperature?
Weight?
Clear or muffled?
Intensity?
Movement?
Ask your partner to just double what he/she sees, hears, and feels and when they go
strongly into state, apply the anchor
Break state, then have your partner imagine experiencing the state strongly as you
apply the anchor once more.
Break state, then test the anchor.

P a g e | 13
Stalking
Have your partner find a behaviour that they want to change, something that they
tend to get engrossed in or something that involves a response that happens very
quickly. They key to finding the right behaviour for this exercise is that it happens
either too quickly or too slowly for them to notice that its happening until its to late.
Have your partner imagine a sanctuary state that they can retreat to at any time
during this exercise. This will be a state or memory that is very resourceful, relaxing
or protective for them. Have them create a bubble around this state and notice the
location of this state in the room so that you can help your partner return to it at any
time.
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 theyre comfortable
with. Now, help your partner to slowly approach the behaviour, walking slowly
forwards until they start to feel an uncomfortable or undesirable response. As soon
as they start to feel any response, have them step immediately into the sanctuary
state.
When theyre ready have them step out of the sanctuary step and move closer to the
problem behaviour. Continue moving forwards, using the sanctuary state when
necessary, 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 to
change it.

P a g e | 14
Interrupts
Handshake interrupt
Write down 5 positive embedded commands use at least one each of the three
main representational systems.
e.g.
You can see yourself having fun
Just feel really good
Im wondering how soon youll 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 partners 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?
Whos 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?

P a g e | 15
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.

P a g e | 16
Swish
This can be used to change almost anything e. g. stopping smoking, changing state
etc. 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 it
through your own eyes (associated).
Create outcome picture:
Now create a picture after the desired change. See it through someone elses 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 picture
shrinks 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.

P a g e | 17
Well formed outcomes

Help your partner to come with a goal, it might be something short term or something
long term and aspirational. You may want to write the goal down, if you do so make
sure you write it down precisely as they say it dont be tempted to paraphrase or
restate it Always use other peoples words, especially when their dreams are
involved!
Ask your partner the following questions and notice how they respond. Notice also
any changes in processing or physiology that take place. You dont need to worry
about 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 youve 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:
(Dont throw the baby out with the bath water)
What will happen if you get this result?
What wont happen if you get it?
What will happen if you dont get this result?
What wont happen if you dont get it?
Initiated and maintained by the individual:
What is the first step that you will take?
What resources do you have?

P a g e | 18
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?

P a g e | 19
Modelling
Modelling is probably the most important skill in NLP. Co founder Richard Bandler is
often quoted as saying that NLP is mainly an attitude, often of curiosity, which leads
to modelling good (or less good) performance which in turn leads to a trail of
techniques. The techniques allow us to communicate what weve learnt through
modelling to others.
When weve modelled how we or others have achieved the results we get, its very
easy to suggest and test different approaches, to find out what works best in any
circumstance.
The testing part is essential, its only by testing our work that were able to
continually improve what we do.
Were suggesting four approaches to modelling. Two are pure NLP approaches, two
others have been added as weve found them exceptionally useful.
As with all NLP approaches think about what you want to achieve first. The three
most common uses of modelling are:
Developing techniques to improve performance
Using 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 then
add the steps of steps of test and improve youre on the way to become a good
modeller!
Our 4 recommended approaches are:
Eliciting NLP strategies
Pure NLP modelling
Robert Dilts Logical Levels
Marshall Goldsmith;s feedforward.
What I find fascinating is that in may way ways 1) and 2) are opposites. In the first is
about asking clean questions to determine the sequence of sensory information in
getting a result. Its a very logical approach. The second in some ways like learning
as a child, and NOT having any internal dialogue to interrupt the process. However a
similarity between both of them is the importance of being non judgemental.

P a g e | 20
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 become
apparent, leading to surprisingly easy change.
The best way to become good at this this is through both continual practice of meta
model and strategy elicitation questions and eliciting strategies. It really is about
Practise. Practise. Practise.
Pure NLP Modelling
This is very well illustrated by the following Richard Bandlers Steal a Skill
Technique:
from Richard Bandler's Guide to TRANCE-formation
1 Decide on a role model - someone whose physical performance you would like to
replicate. Spend as much time as possible studying your role model in the flesh, on
video tape, or on DVD recordings. Simply relax while watching them, softening your
vision and hearing and seeing the flow of the performance.
2 When you feel as familiar as possible with your role model's performance, close
your 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 of
that competence.
3 When you have watched this performance for some time, move around the mental
image of your role model and step inside. Imagine that you are able to see through
the eyes of excellence, hear through the ears of excellence and feel the feelings of
excellence.
4 Run through the same sequence of actions but from within, noticing this time what
your body feels as you do this. Repeat several times as you have a sense of
familiarity.
5 Step out of your role model's body, with the intention of retaining as much of the sill
as possible as you return to normal working consciousness.
6 As soon as possible (and as much as possible) practice the borrowed skill, noticing
how 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

P a g e | 21
Robert Dilts Logical Levels

Firstly decide who you would like to model or what skills or capabilities you would
like 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. And
there 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 - I
have some very interesting recordings in bars and clubs - but the background noise
blanks out the content!! And remember to listen - sometimes questions that don't
make 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 any
confidences that are important to them.
You have a reputation at being good at 'people networking' (adapt to your topic) are
you 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?

P a g e | 22
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 become
automatic - you could choose to get into deep rapport with your subject and imagine
what 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 Goldsmiths feedforward
Feedforward is an approach developed by Marshall Goldsmith to make it easier for
us to continually improve what we do. It also overcomes the challenge that in normal
circumstances 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. For
example you say, I want to be a better listener. Almost anyone in an organisation
knows what this means. You don't have to be an 'expert' on listening to know what
good listening means to you.
Likewise he doesn't have to be an expert on you. If you've ever found yourself on a
seated next to a perfect stranger and proceeded to engage in earnest, heartfelt, and
honest discussion of your problems with that stranger - or vice - versa-you know this
is 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 the
source is.

P a g e | 23
3. Ask that person for two suggestion for the future that might help you achieve a
positive 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 the
future.
For example, you say, I want to be a better listener. Would you suggest two ideas
that I can implement in the future that will help me become a better listener? The
other 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 forward
towards 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't
even say something positive, such as, "That's a good idea." The only response your
permitted 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 important
to you enjoying this outcome
3) Move the picture back; make it really big, and then start adding detail to smaller
pictures between you and your outcome
If you try to put everything in the same picture, especially a still picture, its likely to
become cluttered. Therefore, move the picture back, make it really big, and then
start adding details smaller pictures between you and your outcome. These should
contain specific information about the actions needed to move you in your desired
direction. These should preferably be moving pictures; and you should be be clear at
each point how you would like that experience to feel.
4) When the entire sequence is in place, step into the beginning and run the
scenario, seeing, feeling everything you'd experience if it was actually happening
now.

P a g e | 24
Notice how it feels to be there, moving towards your objective. Make sure that each
transitional 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 Being
happy.
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 the
group.
Rapport Movement
Stand in a triangle.
B and C move
outside hand.
Sit down matching
their
A
matches
the
movement of both B
and Cs outside hand
with his Right and left
hand. B and C move
just fast enough to keep
A on his/her toes but
not too fast!
Your partner sits in a comfortable posture. You walk in from behind or to one side of
them, taking a moment to notice how they are sitting. When you sit, relax into a close
match to their posture.
Did it feel OK?
Mismatching
Loosely match each others posture- t heres no need to be too precise. Start a
conversation about anything- the weather, sport, your jobs etc.
h
i
s
/
h
e
r
t
o
e
s
b
u
t
n
o
t

P a g e | 25
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, break
eye contact. You can do this gently, by looking at your partners shoulder, or more
obviously by looking away completely.
Notice how your responses change, then match again to restore that good feeling!

P a g e | 26
Mind reading
B adopts a specific state and
recalls a specific time when
they have experienced that
state strongly. B continues to
run through that experience,
building the state so that they
can easily maintain it.
C matches B as closely as
possible.
movement
A Eye
coaches
C to match B even
more precisely, guiding C to
Breathing
location, depth
match
Bs physiology
as and speed
exactly as they can,
Finger location
including:
Foot and toe movement
Skin colour (indicating temperature)
Pupil dilation (indicating focus or size of
imagine)
Voice
matching
Centre
of balance- toes, heels, centred, to one
side etc.
A now asks C to describe their state how they
Your
partner
speaks
a short
phrase which you repeat back, paying more attention to
feel
and what
theyre
experiencing
the volume, pace, pitch, rhythm etc. than to the words. Your partner coaches you to
make
the matching
moreclose
accurate
and
until its as perfect as you can
B comments
on how
that is
to you
theircontinue
own
make
it. and experience
state

P a g e | 27
Perceptual Positions
Ask your partner for an experience that they would like to have a different
perspective on, learn more about, think differently about or just feel better about.
This works well with experiences of personal interactions such as presentations or
conversations.
The exercise can be done standing or sitting, whatever helps your partner to recall it
most easily. A could arrange chairs or other furniture accordingly, just as in the
original scenario.
Ask your partner to recall that memory and run through it, recalling every detail as if
it were happening right now. Help your partner to fully associate and run the whole
sequence 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 their
position. In this 2nd position, your partner watches the whole sequence again,
watching and hearing themselves as if they are the other person .Ask your partner
for any new information or insight they have in this position. Ask your partner how
they feel watching and listening to themselves.
Now have your partner walk over to a 3rd position on the other side of the room. If
they have difficulty dissociating from the emotional content of the memory, you can
ask 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 attention
to the interaction between position 1 and 2. Ask them for any new information or
insight they have in this position. Ask how they feel watching and listening to the
interaction between the two people in the room, and to note how the other person
seems to be responding.

P a g e | 28
Now have your partner move back to the 1st position, in their own shoes, and run
through the whole scene again, integrating everything that they learned in the other
two positions.
Ask your partner how they feel differently about the situation or the people, and what
they have learned.

P a g e | 29
Meta mirror
Choose a situation where the relationship was difficult, step into 1st position and
name 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 or
symmetrical?
Complementary = acting differently, e.g. one shouting one quiet
Symmetrical = 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 or
supportive 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 1st
position. Notice what happens.
Step from 1st to new 3rd and ask whats 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?

P a g e | 30

P a g e | 31
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?

P a g e | 32
Meta Model
Take it in turns to read out the problem statement and respond using the specific
Meta Model structure indicated. Each structure will be demonstrated first.
Unspecified Nouns
Example I want a change
Response What change, specifically?
I want a change
Im enjoying this
Its terrible
I have lots of skills
Meet you at the pub
I want a computer
I want the report tomorrow
Im 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
Ive taken the heat out of the situation
I did a great piece of work
Ive seen the writing on the wall
They get on really well
Hes running the department badly
I like him
This company is going places
She always falls
I told him, now he should do it properly
Im running on empty

P a g e | 33
At least he tries
Lets 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
Theres no relationship
We had a great meeting
Failure worries me
I want publicity
Our customers have no patience
Sales doesnt work
He makes a bad impression
Marketing doesnt work
We need better management
Manufacturing has no future
I want more direction
Decisions are always hard
Lack of Referential Index

Example They dont rate me
Response Who, specifically doesnt rate you?
Response According to who?
The writings 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 whats best
This happens everyday
If you learn NLP you will become very

rich
Its either them or us
We shouldnt do that
You must turn your mobile off in the
office
They say you should do more exercise
Were all going to be made redundant

If you cant beat them

P a g e | 34
Simple Deletion
Example Im unhappy, Response unhappy about what?
You cant
Help me
Im fed up
Im sad
We can manage
I just cant start
He is wrong
Its perfect
I know
Its all wrong
I feel curious
I dont want to
Never again
He cant
You must not do that
Stop it
Comparative Deletions
Example Our new product is more effective
Response More effective than what?
Response More effective than when?
Its for the greater good
Hes more sensitive
NLP is better
She goes further
This is far more efficient
You look happier
Hard beds are better
Hes more tolerant
Shes much brighter
This is more complicated
This is more like it
Green is calmer
Shes more fun
This is getting much easier
Blue is better
Im enjoying this so mush more

P a g e | 35
Complex equivalence
Example Hes silent..He doesnt like what Ive done
Response How do you know that his silence means he doesnt like what youve
done
A good relationship means never having

to say sorry
When you talk like that I know you

dont mean it
To stay in this job I have to work harder
He wears the same colour shirt as the

boss: that means hes in for
promotion
You cant have a well paid job that is

enjoyable too
You cant trust sales people
I saw them down the pub together;

they must be having an affair
Marketing is an easy job
This is the only way
If you want success you have to give up

your home life
He doesnt know what I want because

he doesnt care about me
That means trouble
She goes down to the gym so she

must be healthy
He came in late on Saturday; Im going

to
have to fire him
Lost performance
Example its disaster to be made redundant
Response Who is being made redundant
Response Who is saying its a disaster?
People make mistake
Managers are overpaid
They should have seen it coming
People like people who are like them
Theyre always doing that
People learn from people who are different
This report needs finishing
Learning NLP will make you more

successful

P a g e | 36
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 about

this
Theyve been at it again
People are more flexible these days
Mind reading
Example you dont rate me
Response How do know that I dont rate you?
Response what leads you to believe that?
I know you dont believe me
Shes really happy now
He doesnt want to help me
Hell laugh at this
You just dont care
They will think Im stupid if I do that
Hes ever so happy
Hell be upset if you disturb him
My boss thinks Im lazy
Hell get upset if you leave early
Hell hate you if you do that

The boss is in a foul mood today
When I present, everyone is judging

me
You can see how effective NLP is
You know this isnt working
I know youre enjoying this

P a g e | 37
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
They restrict my enthusiasm
This exercise will inspire me
I cant relax without music
Im unhappy when he goes away
If you want success you have to give

up your home life
If I stay in this job I have to work harder

We cant do that because it wont listen
If you want a pay rise you have to stay
late
If I do the presentation it will go badly
If I do that Ill get into trouble
Theres no point trying, he wont listen
My boss makes me angry
I wont apply, theyll never give me the

job
If you do that Ill leave

I feel tense as soon as speaks
Things always go wrong when she

walks in here

P a g e | 38
Presuppositions
Example What are we going to do next?
Response How do you know were doing something next?
Response What makes you think were doing something next?
When this plan falls Ill say told you so
Ill be so happy when he gets found out
It will be easier when he leaves

What will the next reorganization bring?
I cant go for lunch with you because

Im
going to a customer meeting
When are you leaving?
I cant go home my boss wont like it
Who are you going to fire next?
I cant learn to use this properly

because I dont have enough time
Youll enjoy it once you do it

Whats going to go wrong next?
Once you make a start youll find it
easy
We cant buy a car because we dont
have any cash
Im just waiting for a bus

We wont be late we can get a taxi
Ill 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 companys are greedy
No one cares any more
Its always the honest people that love
Nobody is having any fun these days
Nothings the same anymore
All the competition exaggerates
Nothing works here
Ill never be able to get fit
Everybodys talking about it
They always have an excuse

P a g e | 39
Americans can express themselves
Everybody works too hard
Sales people cant be trusted
NLP practitioners are always healthy

P a g e | 40
Modal Operator of Necessity
Example I have to take care of her
Response What happens if you dont?
We shouldnt do that
You must get that work done to day
You have to get a good education
I mustnt leave yet
You must arrive on time
You need an action plan
Youve got to laugh
You have to listen to the boss
I must get a new car
You ought to be more careful
You always have to be dressed smartly
You shouldnt talk to that customer

without asking me first
You must be polite to the boss

This project must not fail
We have to get a break from work
You mustnt
Modal Operator of Possibility

Example I cant tell the truth
Response What would happen if you did?
Response What stops you?
Response How do you stop yourself?
I cant go there now
I cant relax
I cant ring that customer
Ill never be to able to learn this
I wont be able to complete that on time
I cant sleep
I cant apply for that job
I couldnt possibly tell you
I might not finish that report on time
I couldnt ask for a pay rise
I cant imagine that
I cant concentrate on work at the

moment

P a g e | 41
I might just tell him that
I couldnt fire her
I could do it if I tried
I might do what he says

P a g e | 42
Hypnosis exercises
Thats right exercise
One person starts a brief presentation, members of the group interrupt (individually).
The person replies thats 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 and
technique
Common experience exercise
Discuss common natural trance experiences or any common experience that may
be useful for inducing trance e. g. not seeing your keys even though theyre in front
of you, driving to somewhere you know rather than where you want to go, cutting
yourself and not noticing it until later, fantasizing during a dull lecture or presentation,
eating a really nice sweet- but not noticing it as youre in a deep conversation.
Trance suggestions
Work out some suggestions or questions that you would like to have made to you as
part 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 become
really 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?

P a g e | 43

P a g e | 44
Trance imagination exercise
Your partner imagines he/she is in a trance. Match their breathing and say thats
right 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 of
language, 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 around
you, you are learning far more quickly than you thought possible. What are you
aware of now?

P a g e | 45
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 it
into the space indicated if you want to.
In this exercise you must be happy to learn about how to develop your relaxation
skills and follow instruction exactly as asked Neither taking too long to follow
instruction nor anticipating what will be asked.
Now tack a long deep breath and hold it for a few seconds. As you exhale this
breath, 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 your
eyes to the point they just wont work. When youre sure theyre so relaxed that, as
long as you hold on to this relaxation they just wont work, hold on to that relaxation
and test them to make sure THEY WONT WORK.
Now, this relaxation you have in your eyes is the same quality of relaxation that I
want you to have throughout your whole body. So, just let this quality of relaxation
flow 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 Im going to have you
open and close your eyes. When you close your eyes, thats your signal to let this
feeling of relaxation become 10 times deeper. All you have to do is want this to
happen and you can make it happen very easily. Ok now, open your eyesnow
close your eyes and feel that relaxation flowing through your whole body, taking you
much, much deeper. Use your wonderful imagination and imagine your whole body
is 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 to
this quality of relaxation, every muscle in your body is totally relaxed.
In a moment Im going to have you open and close your eyes one more time. Again
when you close your eyes, double the relaxation you now have. Make it become
twice as deep. Ok, now once more open your eyes. And close your eyes and
double your relaxationgood. Let every muscle in your body hold on to this quality
of relaxation.
In moment Im going to lift your right (or left) hand by the wrist, just a few inches and
drop it. If you have followed my instruction up to this point, that hand will be so
relaxed it will be just as loose and limp as a damp dish cloth, and will simply plop
down.

P a g e | 46
Now dont try to help me. Let me do all the lifting so that when I release it, it just
plops 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 wont work and
pretend you cant open them even though you know full well that you can. As long
hold on to this relaxation, you can pretend that they just wont work and test them to
make sure THEY WONT WORK. Test them hard .....thats right.
We want your mind to be as relaxed as your body is, so I want you to start counting
from 100 backwards when I tell you to. Each time you say a number, double your
mental relaxation. With each number you say, let your mind become twice as
relaxed. By the time the number get down to 98, youll be so relaxed the number
wont be there.
Now, you have to do this, I cant do it for you. Those numbers will leave if you will
them 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. Theyll go if you will them to. Say 98.
Deeper relaxation now theyll be gone. Dispel them. Banish them. Make it happen,
you can do it; I cant 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 its what
you need.
[insert suggestion]
Now come back to this room when Ive counted from 3 to 1 and youve realized that
youve learnt something important to you.
321

P a g e | 47
Hypnosis Session Structure

When one has mastered one of two inductions, some deepening skills, and the use
of commands and embedded commands it is easy to develop a structure for a
hypnotic intervention. The one detailed below can be amended and used for almost
all situations. We recommend this as a great starting point for anyone who wants to
develop their skills.
Please note these are very brief notes. You need to add lots of process language
and amplify (mention complimentarily any hypnotic signs your client is
demonstrating.) your clients response.
Hypnosis Session Structure
Note: Only work with clients youre comfortable working with. Youre responsible for
what happens during the session. If youre a beginner and dont feel congruent with
a client in a particular context, politely say that whats presented is not your specialty
and suggest some other practitioner or intervention.
Session Structure
Opening Frame, Induction, Deepening. Process Instruction or Technique (eg body
scan). Bringing back and End Frame.
All the frame instructions are suggestions. Feel free to amend based on your
individual circumstances.
Opening Frame
The 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 negative
commands.
You might say: Welcome to this session where were going to explore how some
gentle hypnosis might help you. Normally all that happens is that youll feel slightly
relaxed and are able to use use your imagination more effectively
which in turn lets you unlock and connect to your creativity and unconscious
abilities, which in turn lets you find your own solutions to any challenges you might
have had.
Be totally true to yourself, go along with what I say but be totally honest when I ask
you anything. Be straight.
In the unlikely event you feel uncomfortable in any way, let me know, and youll
come back. Otherwise simply let my voice guide you.
Also remember, youre in total control, you can use my words in any way thats
useful to you. You can ignore or change any instruction that doesnt appear right for

P a g e | 48
you, and trust your unconscious abilities to make use of the rest. Understand? Great.
(Or dont worry if you dont, youll quickly learn.)
Now take a minute to stretch, so you are sitting (or lying) in a position which you
could become really, really comfortable, and let my voice guide you
Now, before we start for real, play an imaginary movie of what it will be like when
youve achieved what you want? Thats right. Its simply as I want to see you have a
representation of what it will be like when youve well achieved what you want.
Induction
The purpose is to lead your client into a mild hypnotic state. Remember light states
are often all we need for most purposes.
Two approaches I use are a simple hand raise and representational systems cycle.
This is an example of a simple hand raise.
Simple Hand Raise
Im going to gently pick up your hand and arm. Is that OK?
If its OK would you close your eyes?
(Pick up hand)
You might say: When the hand gets to a certain height, I command Hold, and
continue you will only lower your hand when youre ready to do into a really
delightful, enjoyable relaxed state
(Add process phrases)
When you feel the touch of your hand on the chair (or whatever) Youll be able to
get into an ever more comfortable state.
Deepening
The purpose is now to lead your client into an even deeper state. I prefer two
methods, although there are many more to choose from.
Downward lift or elevator
You might say: Just imagine youre in a special lift, spend a few seconds decorating
the lift in your mind so that it fits what you want at the moment.
When youre ready press the down button, now, and as you pass the next four floors
easily imagine youre getting into a deeper from creative state. And the deeper you
go the more you connect to that knowledge within you. And when you connect with
that knowledge spend a few moments appreciating those special feelings which
youre beginning to notice.
You may choose to go back up a floor, showing that youre in control before you
choose to go down another four floors, each time deepening that special state.
Pivot grammar
Pivot grammar is simply articulating a two word utterance and then reversing the
order of the words.

P a g e | 49
eg: slow down down slow, feel good good feel, connect now now connect,
special feel feel special, learning light light learning, deeper now now deeper,
Process language
In this section you add some process language that will lead your client to find and
implement a solution to their challenge.
You might say: Now Im giving you an instruction to follow consciously now, or to
follow unconsciously when youre asleep and dreaming to-night. Project yourself into
the future when youve achieved what you want perfectly. Notice the key actions that
youve accomplished to get yourself there.
Its OK if some of the steps are a bit vague, you will fill them in and action them at
the right time.
Now I want you to 100% commit that you will complete this process when its right for
you to do so. Youre 100% OK with that are you not?
And if any step was a challenge to imagine at first, you will take huge pride in
mastering it as the more you do so the, the easier and more enjoyable will your
journey be.
Youll make sense of this in the way thats most useful to you
Bringing Back
The is simply bringing your client to full consciousness.
If youve used something like the lift technique reverse it to bring your client towards
full consciousness and then say something like:
Really enjoy those learnings. When youre really ready and processed whats
important to you, in your own time, open your eyes and smile to show youre fully
back. When youre ready, now.
End Frame
The purpose of the end frame is that you check your client is back to full
consciousness, and safe to drive (or whatever) and to reinforce whats been before.
(Its important that you remember you are still on duty and you only say what will
genuinely help your clientThis is about your client.
You may say: Welcome back, remember you will drive safely and be fully aware.
Weve done what weve needed to do and you will be aware of some really changes
starting to happen.
You may ask: One last thing for my records, and be absolutely straight. What are
you aware of now?

P a g e | 50
(And whatever they say is right!)
Great. Thats exactly right. Just start noticing the steps you begin to take to move
forward.
NLP presuppositions
Ask your partner to describe a problem with another person.
Ask your partner which 2 NLP presupposition he/she would like to explore.
Indicate the location of first presupposition on the ground, asking your partner to step
into the presupposition only when he/she is prepared to believe it through all their
senses.
Your partner steps on the presupposition how does the problem change?
The ability to change the process by which we experience reality is more often
valuable than changing the content of our experience of reality.
Its easier to change your perception of the world than it is to change the world.
The meaning of the communication is the response you get.
Judge your communication by what other people do, rather than what you think you
say.
All distinctions human beings are able to make concerning our environment
and our behavior can be usefully represented through the visual, auditory,
kinaesthetic, olfactory, and gustatory senses.
Everything that is in your head a picture, sound, feeling, smell and taste.
The resources an individual need in order to effect a change are already within
them.
Your client already has everything they need in order get what they want.
The map is not the territory.
The representation that you hold of the real world is just a map, its not the real
thing (whatever that is) so any experience you have is a deleted distorted,
generalized version of what really happened, and anyone else will have a different
experience.

P a g e | 51
The positive worth of the individual is held constant, while the value and
appropriateness of internal and/or external behaviour is questioned.
Your value as a human being cannot be determined by your behavior, which only
represents part of your rich and varied capabilities.
There is a positive intention motivating every behavior, and a context in which
every behavior has value.
Your behavior motivated by a desire to have or get something useful for you, and
there is nothing wrong with any behavior, theres just a time and a place for it.
Feedback vs. failure All results and behavior are achievements, whether they
Are desired outcomes for a given task/context, or not.
There is not failure, only feedback. There is no success either! Just feedback that
helps you judge your effectiveness.
Timelines
Kinaesthetic timeline
Ask your partner if he/she has something they would like to investigate in the future.
Ask your partner where their future and past are, imagined as a line which maybe
forward and behind or side to side
Ask your partner to walk to a position in time when the issue is completely solved,
and then to a position a little further in the future when the client can feel really good
about it.
Ask your partner how that feels.
Ask your partner to walk to a time when the problem is long solved and forgotten
about.
Ask your partner how that feels.
Ask your partner to walk slowly back to the present day, collecting up all the useful
experience and learning, bringing it all back and integrating it into the present day.
Visual timeline
As for the kinaesthetic timeline, but instead of walking, just ask tour partner to
imagine seeing their timeline and to see a goal somewhere in the future.

P a g e | 52
Ask your partner to imagine floating up above their timeline to the first milestone in
achieving the goal. Your partner floats down into milestone and takes a moment to
fully experience it. You can use sub modalities to help your partner fully associate
with the milestone.
Continue to guide your partner through all milestones until the goal is reached.
Ask your partner to float slowly back to the present day, collecting up all the useful
experience and learning, bringing it all back and integrating it into the present day.
Strategies and eye accessing
Eye accessing cues
Also refer to Section 3 page 23 & 24
Ask the questions listed, remembering this is giving you a chance to train your
observation skills.
Important note: Memories the question, then look your partner right in the eye as you
ask it. If you read the question from the book you will miss the eye accessing which
occurs as soon as your partner understands the question usually about half way
through!

P a g e | 53
State strategy
Remember the meta-model questions how do you make yourself angry? Happy?
etc. The purpose is to find out the sequence of representational system.
Buying strategy
Discuss your strategies for buying motivation and buying decisions in terms of
representational systems.
Values exercise
Ask your partner whats important to you? and whats important about that? and
maybe what dose that get you?
And what else? Press a little more than would normally be acceptable.
Then ask are these your key values?
A more complete version is to ask the same question set around three vary positive
experiences.
Then complete a work values exercise against a sale or work project.
Meta model for Problem States
Identify some problem states and use Meta Model questions, such as:
Which?
How specifically?
What specifically?
Where specifically?
When specifically?
Who specifically?
How do you know?
What comes first?
How do you know when to finish?
So?
How do you? .........

What stops you?
Better then what?
What would happen if you did?
According to who?
How are doing that?
Has there ever been a time when?
How do you know when to start?
What does that mean?

P a g e | 54
Chunking
Also refer to section 3 page 78
A start with a word, B asks a question relating to either the same level, up a level or
down a level. B can either say up, down and same or point to indicate the
direction.
Up:
what is that an example of?
Down:
whats an example of that?
Same:
what is another example of that?
Milton model
Is it hypnosis? Is it trance? Is it just a random selection of meaningless words? Is it a
selection of powerful post hypnotic suggestion with amnesia built in? You could just
trust your unconscious mind to take on board only those ideas and words that help
you achieve whats important to you far quicker than you thought possible. Up to
now. That is, isnt it?
Also refer to Section 3 page 42-55
Make a list of:
10 unspecified verb phrases
You can
10 unspecified referential index
This can easily be learned
10 ordinal numerals
You may wonder which of your hands will
feel warm first
10 awareness predicates
Do you realize that your conscious mind
already knows the answer?
10 commentary adjectives and adverbs
How easily can you begin to relax?
10 negative commands
Dont relax too soon
30 phonological ambiguities
Red/read,
Weight/wait,
annoys/a noise,
see/sea etc.
10 deletions
You are curious
10 mind reads
I know that you are wondering
10 lost performance
Relaxation is so good
10 nominalization phrases
You will gain new insights
10 subordinate clauses of time
You can relax after you breathe in
Prepare the opening lines of a presentation using 3 or 4 of the above language
patterns. Speak them with absolute confidence. The audiences role is to clap at the
end and induce a positive anchor about presenting!

P a g e | 55
Sales exercise
Sales person asks customer about the reason he or she is delaying placing an order.
The sales person constructs a story, with a similar structure, about how another
client solved those specific issues by placing an order. The sales person tells the
story. Pay particular attention to the customers emotional state.
Coaching exercise
Coach asks client about a particular problem or barrier he or she is experiencing.
The coach constructs a story, with a similar structure, about how another client
solved those specific problems. The coach tells the story. Pay attention to the clients
emotional state.
Logical Level problem solving
Explore an issue by walking through logical levels
Identity
Belief
Capability
Behavior
Environment
Who I am
What is true for me
What I am able to do
What I am doing
Where I am, the world around me
Modelling
Decide what you want to be good at. Decide who is really good at it, and discover
from them one or two distinctions that will improve your performance and the
performance of anybody reading the report. Ideally record the conversation and see
them in action.
Discuss the following and report back:
What is worth modelling?
Who is worth modelling?
How would you get to see them? how can we help?
What questions could you ask?
Assume the minimum you want to know is their outcomes, where they do it, what
they do, what skills they have, what they believe while theyre doing it and do they
have a higher purpose. Also how they know theyve been successful.

P a g e | 56
Metaprograms
Metaprograms are default behavioural settings that indicate how a person is likely to
behave in a specific situation or when faced whit a specific event or stimulus.
Metaprograms can be used as an effective psychometric tool and have several
advantages over other proprietary profiling tools. Firstly, Metaprograms are revealed
within the structure of language, so they can by tested and checked conversationally
in real time. Secondly, Metaprograms take into account the way that a persons
behavioural responses change in different contexts. You probably respond to
motivation differently at home, at work or in an exam. Finally, Metaprograms are
already used as the elemental building blocks of other profiling tools so you might as
well used the original!
Applications include sales, presentation, hypnosis, analyzing markets, advertising,
career planning, change management, political campaigns, recruitment and much
more!
Motivation level
Does the person take action by themselves or do they wait until theyre told?
Words
Questions
Active
Do it, jump in, get it done, dont
wait, just do it, now, right away
(just does something!)
How did you know to do x?
Reactive
Think about, wait, analyse,
consider, might, maybe, find out,
learn more, think it through
Motivation direction
When a person is motivated to take action, is it towards opportunities or away from
potential problems. Note carefully: this is not about moving away from fear away
from is a good feeling too!
Words
Questions
Response
Towards
Attain, obtain, have, get,
include, Achieve, do, outcome,
result
How did you know to do x?
So that I can..
Away from
Avoid, prevent, eliminate, solve,
get ride of, in case, so we dont
have to
So I dont have to.
Motivation source
Does the person find motivation and decision criteria inside their own beliefs or in the
world and people around them?
Internal
External

P a g e | 57
Words
Questions
Response
Only you can decide, you might

want to consider
Others will notice, the feedback

youll get, what other people
think
How do you know youre doing x well?
A blank stare followed by I just Someone tells me, I have a
know
certificate

P a g e | 58
Motivation choice
How does a person handle regular tasks? Do they always look new ways to do
things or are they happy to follow a routine once theyve found the right one?
Words
Questions
Response
Options
Opportunities, variety,
possibilities, lots of choice,
break the rules, do it different,
new, change
How do you do x?
Sometimesusually
Procedures
The right way, how to, tried and
tested, speak in procedures:
first, second, third, then, next
etc.
First I, then Ibefore, after,
next
Motivation decision factor

How does a person react to change and what frequency of change is needed? When
a situation changes, does this person notice whats different or whats the same?
Similarity
Similarity with exception
Difference
Difference with
exception
Questions
Response
The same as, as you already know, like before, identical

More, better, the same except, evolving, progress
New, totally different, completely changed, switch, shift,
unique, radical, revolution
Use exception and difference languages
Similarity
Difference
How would you compare x and y?
Theyre both
One is
Working Scope
What size of information does the person handle best? The big picture or the detail?
Words
Questions
Response
Specific
Exactly, precisely, specifically,
gives lots of detail
You tell me how to do x?
Starts at the beginning, goes
through step by step
General
The big picture, essentially, the
point is, in general
Starts at the end and works back
or starts at an abstract level and
works down in levels of detail

P a g e | 59
Working attention direction
Does the person pay attention to the non verbal behavior of other, or to their own
internal experience?
Words
Questions
Response
Self
Focus on the content or task
Other
The depth or rapport influences
them, They recognize others
states
Tell me about a great experience at work
Talks about tasks
Talks about people
Working stress response

How does the person react to stress in the working environment?
Words
Questions
Response
Feeling
Choice
Intense, exciting,
Empathy, appropriate,
fantastic, amazing,
makes good sense,
awful, dreadful,
feels right, restrained,
scary
interesting
Who gives you a problem at work?
Goes into emotion
Both emotion and
logic, Feelings and
because
Thinking
Clear thinking,
logical, rational,
reality, hard facts
Logical analysis,
cause and effect,
because
Working style
What kind of environment allows the person to be most productive: working alone,
with others around or sharing responsibility?
Words
Questions
Response
Independent
You do it by yourself,
you alone, total
responsibility
Proximity
Co-operative
Youll be
Us, we all together
responsible,
share responsibility,
within a wider
do it together
team
Tell me about a work experience. What did you like about it?
Responsibility
Team Work
Sharing

P a g e | 60
Working organization
How do people organize their work? Do they concentrate more on thoughts and
feelings, Or on ideas, systems and tasks?
Words
Questions
Response
Relationship
Task
Use peoples names, feelings,
Things, systems, the thing is,
thoughts, feel good, people like,
the goal is, process, task, talks
talks about relationship at work
about what they did
Tell me about a work experience. What did you like about it?
The people I worked with
The job I did, interesting work
Working rule structure

What are the rules for behavior that people apply to themselves and others?
My/my
My/?
?/my
My/your
Questions
Expects everyone to think and act as they do

I know what to do, I dont care about you
Im waiting for you to tell me what to do
I know what to do and you know whats right for you
What should I do about x? What would be the right way to handle it?
Convincer channel
What type of information does a person need to gather in order to a start the process
of being convinced? What sensory channel gets the idea onto their radar?
See
Hear
Read
Do
Questions
See something
Be told about something
Read an article or story
Take action or experience themselves
How do you know someone else is good at his or her work?
Convincer mode
How dose a person gather criteria to support a decision?
No
examples
Automatic
Consistent
Time
Questions
Has to have a set number of examples of the criteria

Decides first time
Has to re-assess criteria every time
Has to know about the decision criteria for a length of time
Tell me about the time you bought (something big)? How did you do

P a g e | 61
it?
Remember this is best combined with a strategy elicitation of the process as the
person may need to combine a number of representational systems e.g. first see,
then hear about from three people, then do.
Recruitment exercise
Pretend youre recruitment consultants, youre going to be recruiting a management
consultant, a technical designer and a sales person. All the applicants can do the
job. Which are the 4 key metaprograms that you would look for in what kind of
profile?
Metaprogram presentation
Individually prepare 2/3 minute presentation that will appeal to the spectrum of the
key Metaprogrammes

P a g e | 62
Hypnosis
Principles
Hypnosis
Hypnosis is a natural process. We drift in and out of hypnotic states all of the time.
Waking people up from not useful hypnotic states can be as much as help as getting
them into good states.
It is useful thinking of hypnosis as a further amplifier, giving us the opportunity to
improve the way we communicate and influence both with ourselves and others.
Basic principles
1. The power of ambiguity. If we give our clients a structure without any content,
they will often determine the most useful content for themselves to fill in the gaps.
This is often more useful than giving them the (or rather our) answer.
2. Shock and pattern interrupts are useful provided we lead them somewhere
beneficial afterwards
3. Pace and then lead. Start by referring to what is true in their world and then when
they accept what say we can lead them somewhere more useful
4. Anything that presupposes a hypnotic state often leads to it!
5. Utilisation. We can use anything thats happening. Were leading not fighting!
6. Fractionation. Many small pieces weaved into normal conversation work
exceptionally well.
7. Get into rapport, go into trance, and our client will follow
8. A deep hypnosis state can also be thought of as a state of deep rapport/deep
learning
9. In a hypnotic state we can often replace 'or' with 'and'
10. We are responsible for the impact of our communication and our clients well
being
Commands and Embedded Commands
What specifically do you want people to to? How do you want them to feel? The easiest
step sometimes is to ask/tell them directly,
eg: Stop, listen, feel good, enjoy, start now etc
They have more impact when:
1.
2.
3.
4.
Voice tone down. Said as a unequivocal command, not a question.

The command is emphasised through some gesture or voice change
The voice reflects the meaning of the word
ie All our communication is congruent with the command

P a g e | 63
We can hide the command by embedding it into a sentence. However the command
part must still follow the rules of commands. The other words can often distract our
logical thinking.
Examples include:
Luckily you can command and something else
If you were to command and something else
When you command and something else
A person can command and something else
You dont have to command and something else
You shouldnt command and something else
Examples of phrases to set up embedded commands
(Now at the end often amplifies the effect.)
Luckily you can:
You might want to:
I wouldn't tell you:
When you:
If you were to:
I don't know if (command) is the very best thing you can do:
If I were to:
What's it like when you:
A person can:
It's not necessary to:
You really shouldn't:
You don't have to:
You can:
And variants
Why is it some people see x and other don't?
What is it that will help you to know whether to do x or y?
Linkage Language
As humans we like to associate ideas, even when there is no logical association.
Something true in your clients reality and something else true and something else true
and command

P a g e | 64
And as you progress the linkage words can be stronger that means, as youre . you
will, etc.
Process Language
Process language combines all the above, giving your client a powerful direction with a
useful process, but no content.
Youve been listening and as you sleep and dream tonight, youll run through all the
ideas weve explored, add some of your own, mentally rehearse them, and to your
delight and surprise start implementing the most useful when it's both safe and beneficial
to do so.
And something else that may surprise you, when you least expect it, youll start to notice
when others use these patterns, and copy the very best and add them to what you so
easily.
You can create your own hypnosis session by using the sequence: Frame. Induction.
Deepening. Process Command. Future Pace. Bring Back. End Frame.
Exercises
1. Write out what you would like others to do and feel
2. Construct some embedded commands that you could use, and decide on an
appropriate place to use them, and then mentally rehearse using them effectively
3. Start noticing what your colleagues do to get other to take action. What state are
they in, what commands do they use. How could you improve what they do?
4. Start noticing what is likely to be true in your colleagues world in what context.

P a g e | 65
Storytelling
Stories have always been one the best ways to entertain, share knowledge and be a
catalyst for creativity and change. They tend to engage our unconscious thinking and
sidestep our critical reasoning. They are a marvelous delivery system for embedded
commands.
There are at least six basis storytelling approaches that are worth exploring. Real
stories are likely to be a combination of more than one, however someone using just
one has a significant impact on our communication.
Simple state change
Tell a story where the state of the characters in your your story match your audience.
Then in your story describe something that results in your characters moving to a
more positive state. If your audience has built rapport with your characters, they too
will move into that more positive state.
Provided you keep it plausible you do not need to explain the reason for state
change, its much effective to simply describe the states.
Teaching Tale
Use a story to explain the details of a successful and or unsuccessful strategy. Its
sometimes much easier to tell a story about someone exhibiting a series of useful
behaviours than telling them what to do.
For example at the beginning of a workshop you can tell the story of two delegates,
one who exhibits useful behaviours and attitude and gets great results and one who
exhibits destructive behaviours and fails.
Metaphor
Sometimes you can be much more direct by explaining the situation as a metaphor.
When talking to a group of directors who arent being helpful to each other, you tell a
story about a band of outlaws who lost everything because they didnt agree take the
right difficult decisions.
As mentioned you can often be much more direct when you're giving messages
inside a story.
State Strategy
This is particularly effective for therapeutic change, but may have a place in
business. Sometimes moving someone from for example, a depressed state to a

P a g e | 66
contented state in one move is too much of a jump. You therefore break down the
interaction into a number of smaller changes for example from depressed to
frustrated to determined to excited to action to feeling good to a contented state.
You tell a story of an individual in a context where they experienced all the states in
this sequence. If the listener is in rapport with the individual in the story they will
experience the states in the right sequence, and have an unconscious strategy from
moving to contentment from depression
Classic Case Study (Soara)
There are a number of versions of this approach. The interesting point is that its
possible for someone who has limited experience to come over as exceptionally
experienced and competent by giving case studies in this format. Follow this
sequence
Situation and problem (and possibly the implication of the problem)
Your Objective
Action. What you actually did
The Result
The positive implication of the result Over time
Nested Loops
This again is particularly effective for therapeutic change, and is specifically for
delivering embedded commands. (Although any character in a story can deliver
embedded commands.)
Open story one
Open story two
Open story three
Add commands
Close story three
Close story two
Close story one
The idea is that when a story is opened and left opened without closure and another
story is started a part of our consciousness is waiting for that story to be closed. If
were holding three open stories we have very little consciousness free to evaluate
any statements made. Embedded commands will therefore be accepted easily.
When the stories are closed were likely to remember the stories consciously, but
consciously forgotten the commands. However the commands are in our
unconscious waiting, like seeds, to grow.
All these approaches have the potential to be exceptionally effective in the right
context. However they often need practice.

P a g e | 67
The four researched principles and twelve sub-principles

of luck
PRINCIPLE ONE: Maximize Your Chance Opportunities Lucky people create, notice
and act upon the chance opportunities in their life.
Sub-principles:
1: Lucky people build and maintain a strong network of luck.
2: Lucky people have a relaxed attitude towards life.
3: Lucky people are open to new experiences in their life.
PRINCIPLE TWO: Listen to Your Lucky Hunches Lucky people make successful
decisions by using their intuition and gut feelings.
Sub-principles:
1: Lucky people listen to their gut feelings and hunches.
2: Lucky people take steps to boost their intuition.
PRINCIPLE THREE: Expect Good Fortune Lucky peoples expectations about the
future help them fulfil their dreams and ambitions.
Sub-principles:
1: Lucky people expect their good luck to continue in the future.
2: Lucky people attempt to achieve their goals, even if their chances of success
seem slim, and persevere in the face of failure.
3: Lucky people expect their interactions with others to be lucky and successful.
PRINCIPLE FOUR: Turn Your Bad Luck Into Good Lucky people are able to
transform their bad luck into good fortune.
Sub-principles:
1: Lucky people see the positive side of their bad luck.
2: Lucky people are convinced that any ill fortune in their life will, in the long run,
work out for the best.
3: Lucky people do not dwell on their ill fortune.
4: Lucky people take constructive steps to prevent more bad luck in the future.

P a g e | 68
Wiseman, Richard (2011-01-25). The Luck Factor: The Scientific Study of the Lucky
Mind Random House.
Notes

NLP Practitioner Workbook Business NLP Training - Uk

Hochgeladen von

Dokumentinformationen

Originaltitel

Copyright

Verfügbare Formate

Dieses Dokument teilen

Dokument teilen oder einbetten

Freigabeoptionen

Stufen Sie dieses Dokument als nützlich ein?

Sind diese Inhalte unangemessen?

Copyright:

Verfügbare Formate

NLP Practitioner Workbook Business NLP Training - Uk

Hochgeladen von

Copyright:

Verfügbare Formate

Business NLP | Exercises for Practitioner Courses

Anchors | Collapsing Anchors, 3

Business NLP | Exercises for Practitioner Courses

Anchors | Setting An Anchor

Business NLP | Exercises for Practitioner Courses

Anchors | Collapsing Anchors

Belief Change Pattern

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Beating Stress Exercises

2. Stay in the present

Business NLP | Exercises for Practitioner Courses

6. Close things off

8. Change your Inner Pictures

9. Change your Inner Voice Tone

10. Laughter Filter

Business NLP | Exercises for Practitioner Courses

Exercise | Raising the Bar

Business NLP | Exercises for Practitioner Courses

Richard Bandler's Guide to Trance-Formation: How to Harness the Power of

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

With a positive, sensuous voice

Business NLP | Exercises for Practitioner Courses

State elicitation and anchor

What they can hear:

What they can feel:

How big is the image?

One point or all around?

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Apply using a handshake interrupt.

What can I learn from this?

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Well formed outcomes

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Eliciting NLP Strategies

Business NLP | Exercises for Practitioner Courses

Robert Dilts Logical Levels

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Sit down matching

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Business NLP | Exercises for Practitioner Courses

Meta Model Softeners

Business NLP | Exercises for Practitioner Courses

I have lots of skills

Meet you at the pub

I want the report tomorrow

Im putting you down for a course

We need this done today

I need the report