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Neuro-linguistic Programming For Dummies®, 2nd Edition. Published by. John Wiley & Sons, Ltd. The Atrium. Southern Gate. Chichester. West Sussex. Mar 29, Trademarks: Wiley, the Wiley Publishing logo, For Dummies, the All the friendly Beginning Progr Networking for Dummies--For Dummies; 7th Ed. Business NLP FORDUMmIES‰ Business NLP FORDUMmIES‰by Lynne CooperA John Wiley and Sons, Ltd, Publication.


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The first example of Neuro-linguistic programming is in the work of You can turn to nlp coaching for dummies pdf neuro linguistic programming study. Without. need a whole new approach to your personal development through NLP. Neuro- linguistic Programming or NLP is a system that helps you define your outlook on . This books (Coaching With NLP For Dummies [PDF]) Made by Kate Burton About Books How to become an NLP practitioner or supercharge.

However, Greg had a family and a mortgage and lived well. He just needed to find a way to get through each working days. Using NLP tools to help Greg get more insights and understandings, and to increase his choices, I coached Greg through some key changes in his thinking. As a result he worked with his wife to identify how they could reduce their financial outgoings. He discovered that she was keen to return to work and earn an income again.

And he found out that there were several charities looking for skills just like his in salaried positions. Eight months later Greg had made the move, he worked in a job he loved, had modified a somewhat extravagant lifestyle, and never looked back! If you have the intention to get ahead by acting without integrity towards others, then you probably do that whether you use NLP or not.

Getting the full benefit from living with these principles requires you to assume, or presuppose, that each principle is true. Flexibility is important when you try the NLP principles on for size.

However, what is true is that these NLP principles have been really useful to many people, in and outside of the workplace. You discuss issues, analyse problems, set objectives, and agree the next steps. Some time later, you have another meeting. Additionally, someone else has done something quite different to what you agreed. The meeting ends, but in a subsequent meeting the cycle continues, with people not following through or doing something different to what they agreed.

Sound familiar? The map is not the territory. In this expression, the word territory represents reality, what exists and what actually takes place. The map is just a representation, such as a picture or a model, of that reality. This principle explains that what exists — and how you experience it — are two different things. For example: Every person has a different perception of reality, their map.

Your reality is just that — your reality. As no two minds are identical, no one else shares that reality exactly. Given the enormous amount of information bombarding your senses at any one moment, your brain has devised clever ways of filtering out most of this stuff before your system goes into overload and meltdown.

See Chapter 4 for more on filters. Everyone has their own unique set of filters, resulting in unique maps. Responding according to your map You know that other people are different to you — some more so than others! Others say what you think is the wrong thing at the wrong time. Their maps of the world drive their actions. Performance appraisals are an interesting example of these different maps. Say you give three people the same piece of feedback: These three different responses reflect three different maps.

They also illustrate another NLP principle: People respond according to their maps. Everyone responds according to their individual map of the world. Keeping this top of mind helps you understand more about people who act in ways that you find unhelpful or unacceptable.

A colleague and I attended a training seminar. She had us doing lots of different exercises to familiarise ourselves with the material. I met some interesting people and discovered a lot of new, useful information. At the end of the day I asked my colleague how the seminar had been for him with bundles of enthusiasm at my good experience. He found the exercises excruciatingly embarrassing and her visual aids incomprehensible.

For him the entire day was a waste of time. Hard to believe we attended the same event!

You may wonder or not understand: But rather than trying to figure out why which is usually fruitless , you can instead start to think differently about the things that others do. This shift is part of another NLP principle: Every behaviour has a positive intention. The Difference That Makes the Difference Satisfying the need to feel confident and secure I ran a team event for a management group of a financial services organisation.

The brief was to get the team working more effectively together, and aligned with the team goals and strategy. Penny, a senior team member, made numerous witty but scathing comments about her peers. At lunch I took Penny aside and shared some feedback. From my perspective her behaviour was at odds with what the group was gathered together to do.

I worked with Penny to explore the positive intention behind what she was doing. She was the newest member of the team, only recently promoted.

For example, Penny identified two areas where she herself felt under-skilled and requested training. She worked out who she wanted performance feedback from — her boss, some internal clients, and a couple of peers. When she received their feedback, she was surprised by its positive nature. Ten weeks later I worked with this team again to develop their leadership skills.

The funny but critical comments regarding her team had disappeared. Best of all she still had her sense of humour, and used it to help the whole group have an enjoyable experience of the training.

As a result the managers in the team were all talking more openly and the team spirit was much greater. I then coached Penny to identify other ways to deal with her concerns.

She later put these Simply, everything you do, you do for a reason. Humans are continually wanting to achieve something. A behaviour may be good — or quite the opposite — but an underlying positive intention runs through every choice. Often these positive intentions have an emotional element that may not be obvious. However, on closer examination, this child has an intention that is driven from some unconscious emotional desire for love, care, and security all positive concepts. Instead, it gives you the option to think about the things that people say and do at work that seem destructive, and be curious as to what they hope to achieve by acting in that way.

Chapter 3: Notice how you currently think about this behaviour. You might be tempted to label the behaviour — or indeed on the individual. You might use words like critical, negative, lazy, aggressive. Labelling often gets really personal and includes identity-level descriptions, such as when you say out loud or in your head: From that position you may well be able to help him explore other ways of acting that could also achieve his positive intention. Identifying your positive intention then gives you the choice to look for other ways to meet this need.

You may be amazed by the changes you can make! You may even have experienced them yourself today or in the last week. You stop yourself doing certain things because of fear of failure. What fantastic job did you never apply for because you expected to fail to get the position?

Failure becomes a state of mind. With thinking like that, guess what — you may well be right! Eliminating failure A very different way of thinking, encompassed in NLP, can be much more liberating. This NLP principle states: There is no failure, only feedback.

The language of business Organisations have a strong focus on success. Certainly success is assessed by criteria that important stakeholders, such as shareholders, set, or in the case of public bodies, the government of the day.

The same is also true of individuals working in organisations. Their performance is similarly measured and judged against budgets and earlier years, and often against the performance of others. In the current climate of change, unless you have truly mystical powers you have little chance of setting and successfully achieving ten-year goals.

Given the economic, technological, and global political changes of the last decade, who can predict what environment you may be operating in in the future? This principle is a very powerful concept.

When you consider the results and outcomes of your efforts merely as feedback, you have much more choice about what to do next. Treating the results of your efforts as information, rather than judging them, gives you the chance to adapt and to achieve what you want. The idea of failure drains energy and motivation — feedback can do the opposite. Next time you have a setback, rather than criticising yourself or labelling yourself or the situation as a failure, ask yourself some questions: From others?

From myself? From other sources? Utilising NLP Principles at Work Taking responsibility for communicating well Getting others to hear, understand, and react to what you say is a big challenge in business, where influence is key and misunderstandings are rife.

Adopting the following NLP principle helps you change how you think, what you do, and the results you get: The meaning of the communication is the response it gets. Moving from failure to feedback to achievement Steve was a sales executive selling computer networking systems to businesses. His manager asked me to spend some time with Steve, who had a good track record in another division, to find out what was happening. Steve explained to me how he worked. Early on, Steve started to feel he was failing.

Eventually, Steve decided he was a failure. By encouraging Steve to focus on his sales figures as merely feedback, I was able to help him separate himself from his sense of failure.

He was able to analyse what he did differently in his better-performing months and implement more of these behaviours in his work day. He shadowed a colleague to find out how she worked. He started to make changes in his attitude, style, and approach. The Difference That Makes the Difference Instead, when you think of the response to your message as just feedback or information, you are able to take responsibility for the communication.

Blaming other people for their response is no longer viable. After all, influencing other people is critical to your success at work. The feedback helps you to be more flexible and try something else until you get the response you desire.

Another NLP principle says: You cannot not communicate. The words humans use form a very small part of communication. Tone of voice and body language often say much mo re than the words people use. Even silence can be communication. See Chapter 5 for more ideas on the numerous ways in which people communicate. He was avoiding her, not responding to messages, and answering emails only when absolutely necessary.

By asking more questions and digging further, I heard that Sarah and her boss had had a big disagreement over strategy the previous week. By not talking to Sarah, the boss was communicating very clearly — if not very professionally — his dislike of conflict and his frustration at the situation. We have many capabilities and the potential to do phenomenal things.

In the last 50 years humans put man on the moon, combined gramophones and cameras into handkerchief-sized mobile phones, and created truly global businesses. Can you think of something you want to do? Maybe you want to: Do you believe you can do it? Well, others have done all these things, so why not you? Another powerful principle behind NLP says: People have all the resources they need. Think about this principle within the context of your job. However, you do have the resources to discover and develop new resources.

And you have the resources to find good external resources. So someone running his own small business, for example, may not easily acquire the skills of financial management, but he can still find and use a good accountant. When I went on my first skiing holiday at the age of 35, I thought it would also be my last. Neither cold nor exercise was my thing, and potential limb-breaking activity was a real no-no. Despite all that, I ended up on a snowy mountain like an over-dressed, over-mature Bambi — and I had the time of my life.

However, to my astonishment, I did have the resources to overcome my fears just enough , to pay for some expert tuition in ski school, and to put my body into positions never before imagined. Building Flexibility to Make Changes You may know the story of the English speaker on an overseas trip.

Neuro-linguistic Programming for Dummies Cheat Sheet - For Dummies

Unable to speak the local language, he continues to repeat the same English phrase — loudly — in the hope of being understood. I thought it was a parody until I started travelling and witnessed it for myself! The reaction of the locals? They just keep on looking bemused and shrugging their shoulders. The Difference That Makes the Difference Being flexible is not about compromise or giving in to others. Rather, flexibility comes from having a number of alternatives to how you approach an activity or conversation, in order to make sure you get the best possible outcome.

Some years ago there was a dreadful storm in the south of England, causing unprecedented damage and uprooting millions of trees. A colleague and I both lived in the same part of town and both wanted to attend an important meeting that day.

My colleague found trees blocking her route to work and turned around and drove home. I encountered the same obstacles, turned around and drove to a train station on the one route that had remained in operation and headed towards the location of our office.

After a train ride and minute walk I arrived for the meeting and achieved all I wanted to do. Dawn takes on everything people ask of her. She inevitably ends up with too much to do. So she does what she always does: Repetitive, unproductive behaviour occurs in workplaces all over. For example, I work frequently with companies where structured weekly or monthly meetings are the norm — yet for many they serve no useful purpose. What these organisations — perhaps you — need comes from another NLP principle: This notion seems so simple, so obvious — yet this is so often not what people do.

The key is flexibility. When others are involved, as they inevitably are in business, being more flexible than the other people gives you the best possible chance of getting what you want. This is summarised in the NLP principle that says: In any system, the person with the most flexibility controls the system.

This principle does not intend to suggest that you control others, and there are no guarantees that you can control what happens. Rather, having a range of choices in how you try to achieve your outcome sure gives you a good prospect of doing so. It may sound technical, describing some complex computing or engineering work.

Actually, a system is just something that only exists as a result of the interaction of various things. For instance, the natural environment is a system.

So is your body, your business and your family. Each is made up of various parts that interconnect and work tog ether in some way. You can think of your working relationships as systems. You have many ways to behave more flexibly in order to get the result you want through negotiation with a colleague. In Part II of this book, I explore a whole range of new ideas. Some initial ways to act with great flexibility include: Can you see a way to make it work? For instance, if this is something that you are very excited about, slow down, breathe deeply and speak more calmly and assertively than you naturally would.

Illustrate and emphasise your point of view rather than just using words Choosing to have choices Choice is a critical aspect of flexibility and this NLP principle sums it up: Choice is better than no choice.

Business people tell me quite frequently that they have to stay in their current job or career, for reasons such as: Well, recalling them was for someone with a memory like mine! Your desk, wallet, bathroom mirror, or car dashboard are all good places to post this list.

In fact, feel free to use this sidebar as your personal copy of the principles. They think they have only one choice — and one choice is no choice at all. When they start to think more broadly, they may find that they have many more choices than they originally imagined: Most people can buy in to some more than others.

For example, trying to fathom the positive intention of the guy who snatches your bag on the way to work challenges the best of us. The choice is yours. However, one of the pillars of NLP is behavioural flexibility, and therein lies the challenge.

So, test the NLP principles in this chapter for yourself. You may need to consciously remind yourself of the NLP principles for a while before thinking this way becomes second nature. Start with those that appeal to you the most.

After all, there is no hierarchy of importance in them. Which you work with first, or most, is up to you. For example, if the idea that everyone has a different map of the world, or perception of reality, is a new and interesting way of thinking for you, keep that top of mind.

Next time you notice someone responding to a situation in a very different way to how you would, remember that person has a different way of thinking to you, an alternative map.

How does it change how you think and feel about that person and their behaviour? I also delve into how to manage emotional states and motivate others — and yourself! Being good at what you do almost always includes being able to relate to other people well, irrespective of your other abilities and skills. Good leaders use strong communication skills to persuade, inform, inspire, motivate, give feedback to, and engage others. Effective team members are those who can negotiate, collaborate, and get along with others to progress towards team goals.

NLP founders John Grinder and Richard Bandler discovered that great communicators all had a number of things in common: Winning People Over Communication involves a minimum of two people interacting with each other.

People interact through a variety of channels and in many different ways — face to face, on the phone, through dancing, e-mails, letters, touch, and more.

As I described in Chapter 2, there are many things which you may not currently be noticing. Letters, face-to-face meetings, telephone calls, and faxes all still happen. Yet so many more channels bombard workers today as new communications continue to be introduced, including SMS messaging, mobile phones, video-conferencing, and so on.

Even if you sit behind a computer most of the day, you probably spend a huge amount of time using this piece of hardware to communicate with others. Surprisingly, only 7 per cent of what people respond to comes from spoken words.

Chapter 4: Communicating the full message. Chapter 5 explores the roles of body language and tone further. A humorously intended comment in an e-mail, written with a smile on your face, may not be received with humour by your reader. Face to face, the recipient can see your smile and hopefully understands your joke. Focusing on people power As the western world continues to shift industry emphasis away from manufacturing towards service-, retail- and leisure-based businesses, polished communication skills become increasingly important.

The focus of business is less and less on making things and more and more on interacting with a customer, supplier, business partner or the community. Of similar importance is communicating within and across an organisation, whether a company, a public body or a not-for-profit organisation.

The Oxford English Dictionary includes people in its definitions of these two modern workplaces: An organised body of people with a particular purpose, for example, a business. A number of people gathered together. In my experience, the biggest barriers to success in organisations are misunderstandings, difficult relationships, and blaming.

All these are peoplecentred issues. Building Working Relationships That Work When I work with groups that have open communication, that give people the chance to contribute and influence, and that motivate and support one another, good things happen.

The employees are engaged, energised, creative, and willing. And funnily enough, these groups typically achieve their goals and more. For example, when you communicate with someone else: External behaviour Person 1 Figure The response— behaviour cycle. Internal response Person 1 Internal response Person 2 External behaviour Person 2 To envision the response—behaviour cycle in action, imagine your boss congratulates you on a recent job well done.

Business NLP For Dummies

You feel good as a result of the praise your internal response. You smile, thank her, and add that you only did it with her good leadership and support your external behaviour. She flushes pink, stammers slightly, and changes the subject her external behaviour. Understanding More, Achieving More through Communication In this example, the response of the boss — embarrassment — was not what you were intending to create when you thanked her.

Lots of people would have been delighted to receive such feedback. However, we are all different, and can have quite different reactions to the same experience.

Read more about this in the later section: Working with Different Maps of the World. This involves: Think about how the process of communicating with others connects to the following five principles: Even if you sit through a meeting without saying a word, your body language will be speaking for you!

If someone is offended by a remark you made, it becomes offensive even when your intention had only been to make them laugh. When you take responsibility for the effectiveness of your communications, should you not persuade someone to do what you had hoped, that is useful information. Adapting your approach, like the master communicators, is the key to getting different results. When you are flexible and ready to try different things, you are more likely to convince or prompt others to follow your ideas.

Your thoughts give signals to others — what you think, believe, value, and want. Your map of the world guides your thoughts. Given that everyone receives and processes information differently, understanding how someone else sees things differently to you can be extremely helpful. Some researchers contend that people face up to 2 billion bits of information every second. In fact, over 50 years ago Professor George Miller, an American psychologist, claimed that the conscious human mind can deal with a finite number of pieces of information at once.

The number? The clue was in the title of his paper: Seven Plus or Minus Two. So, your brain selects what it consciously and unconsciously takes in — what you see, hear, feel, smell, and taste at any point. How does it do this?

Through very sophisticated filtering systems that develop into patterns over time. Your filters are unique, leading to your exclusive map of the world. As you pay attention to what you see, hear, or feel, you compare experiences with your own patterns of behaviour. As a result, you may feel irritated or demotivated. For your boss, this checking behaviour may mean that she wants your work to be presented at its best to others so she can help get you a promotion.

When you stop and remember that someone else has a different map of the world to you, you have more choices in how you react. In the example of the boss checking your work, if you find out more about her map of the world, or just decide for yourself that there could be a number of reasons for her behaviour, some of which would be to your benefit, you may well start to feel quite differently about the situation.

Simon, a leader I was coaching, complained of a lack of cooperation from Tom, a member of his team. When Simon asked him to do something, Tom often replied with a brief e-mail saying who he had delegated the task to. However, Tom was delegating so he could keep focused on his own schedule and thought his boss would value his use of initiative to ensure the jobs were completed quickly.

Creating individual maps People put a wealth of different kinds of filtering systems to work, unconsciously, to form the maps from which they develop their individual patterns. I introduce these filters in the following section, and you can delve more deeply into some of these in Chapters 5 and 7. Deletion Given the bombardment of stimuli that you receive at any one time, you quickly develop the ability to delete much of the information in your surroundings.

This is a natural process that starts very early on in life. As you read this book, are you aware of the feeling of the book in your hands? Until I direct your attention, these very real experiences may well have been some of the information that your system was filtering out and deleting, without you ever knowing. Everyone deletes information to make sense of the world differently. You might want to do the same for your machines.

What problems? Who had the problems? What machines might I need to fix, and why? What is he talking about? His work relationships improved substantially. Distortion You distort information that your senses take in. When communicating, people distort what they hear and see by filling in extra bits from their own experiences. The process is quite normal — everyone does it to make sense of what other people are communicating. Maybe you accuse someone of being grumpy when you want him to buy into your enthusiasm — just because something else is distracting him.

Yet how many times have you heard or said the immortal line: Mark was explaining to me how nervous he became when he made a presentation to a client.

He got flustered, his face turned pink, and he stumbled over his words. We explored what triggered his nerves and discovered that the expression on the face of one of the clients was particularly potent. When I suggested that the client may have just had bad wind, Andy started to see the funny side of the situation and began to plan a whole different approach for his next client presentation.

Generalisation You generalise from your experiences to form your opinions and beliefs. When you burn yourself on a hot stove, you generalise pretty quickly that stoves are hot and not safe to touch. Although people can generalise after just one or two examples of something happening, sometimes they need a whole lot more evidence to formulate a sound generalisation. Maintaining your belief system depends on generalisations. You generalise from your experience and believe that your employer will meet that commitment.

This ensures that you work hard, and rest easy, in the comfortable belief that you will be paid on the said date. You may hear a friend wax lyrical about a talented child, set to be an international concert pianist.

Sensory-specific thinking You use your senses to experience the world, form memories, and create new ideas within your mind. Over time, people start to use one of the senses of sight, hearing, or feeling somewhat more than the other two.

This preference in turn becomes a filter on your experiences, meaning that two people do not have an identical experience of the same occasion or incident.

Where the keynote speaker wore that purple suit and showed a lot of slides with graphs on. He was the guy who talked about the economic forecast and told us how grim things were going to be this year. I was just thinking about how good that stage set-up was and whether we can copy it for our next event. I recall the sound system was a bit crackly. By contrast, Jack remembers hearing the fanfare but remembers far more of the things he saw. Understanding More, Achieving More through Communication Metaprograms Metaprograms have been identified by early NLP developers as some of the habitual patterns of thinking that control how you like to work and what motivates you.

Consider possible metaprograms related to problem solving and achieving goals. I discuss six other important workplace metaprograms in Chapter 7. Which of the following is most like you: Tools and processes are important, and you see little room for emotion at work. When my colleague Mariette and I run training workshops together, we often get some way through the day and find we are behind schedule.

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This is invariably due to me. The good news is that language actually flags up the metaprograms people are using — if you have a well-trained ear, of course. Table highlights the different kinds of language that let you know whether someone is more task oriented or relationship oriented in the workplace. Task or Relationship Orientation Signs Orientation Talks about Sentence structure Relationship People, feelings, emotions, individuals by name People are the object of sentences.

My boss was delighted. They all seemed to get something from it so we should see increased sales. Like all metaprogams, these orientations are just different.

In fact, the most successful teams often have people representing both extremes — as well as some people in between — to ensure the job gets done but in a cooperative and collaborative way. You may be tempted to stereotype a metaprogram pattern based on gender. Indeed, many women are relationship oriented, while many men are task oriented. However, beware! Always test out your observations by carefully watching and listening. Chapter 7 has lots more on six common metaprograms that have a strong influence on how people operate at work.

I tell you how to spot various metaprograms in yourself and others — and how to make changes in order to work better with other metaprogram patterns. Beliefs Beliefs are very powerful. Beliefs are an important influential filter on your experience. You start to acquire and form your beliefs from birth and continue adding to and refining them throughout your life. Many of your beliefs come from what and how you generalise.

Another person may believe that as they want to be wealthy they will be, because they generally get what they want when they put all their energy and drive into a goal. For instance, you may believe someone at work is not committed as they frequently take sick leave.

You subsequently learn they are suffering from a serious condition and actually are working more time than their doctor advises. You now believe this person is incredibly committed to the company. Maybe you believe that you should always help others at work ahead of working on your own projects.

Beliefs come from various sources, including: If IT support people fix your PC quickly twice, you may generalise this experience and believe that IT supplies good service.

What then happens when you speak to other colleagues who have different experiences and believe differently? Sometimes the collective experiences, beliefs, and opinions of others colour and change your beliefs. Like this presentation? Why not share! An annual anal Embed Size px. Start on. Show related SlideShares at end. WordPress Shortcode.

Published in: Full Name Comment goes here. Are you sure you want to Yes No. Be the first to like this. No Downloads. Businesses depend on people. People need to be persuaded, motivated, and enthused to back new ideas and put their best into their jobs. Coaching others Coaching others to improve performance is considered increasingly important in business these days.

The days of managers telling staff what to do, rather than coaching them to develop skills, may well be limited. Many business leaders believe that NLP offers the most powerful coaching tool kit available today.

Throughout this book you can discover insights and techniques for improved communication, as well as tools for personal change. All of these, including the specialist coaching models I present in Chapter 12, provide a wide array of approaches to incorporate in your coaching. Giving feedback If performance improvement is important to you, then giving and receiving quality feedback is essential.

In many organisations, feedback is still sparse and too infrequent. Feedback is all too often used only when bad news needs to be delivered, while praise and encouragement for a job well done are often overlooked. To get the best business performance, people need to be able to work well together and overcome difficulties and differences. The NLP models of master communicators identify what those with exceptional influencing skills do to change such relationships positively, and you can use their techniques to influence others.

Explore how to gain new insights into difficult relationships and build your flexibility to get the results you want in Chapter Improving business results Although the early NLP models were based on the study of individual excellence, they apply equally well to achieving great results across a business. If you want to maximise business performance, this book offers many NLP tools that can serve you well. Creating vision, values, and goals All businesses have goals.

Some have a vision. All have values, although they may not be the ones they say they have! Much the same can be said for the values. Applying NLP to the process of crafting vision, values, and goals brings a whole new perspective.

When a sensory description brings vision, values, and goals to life, people start to understand, anticipate, and align with them. To find out how to develop a compelling vision, meaningful values, and inspiring goals, look up Chapter This kind of goal is far more motivating to people within a business than is a brief description of financial targets. Business leaders frequently find major change difficult.

Much of NLP has been modelled from successful personal transformation. These models, when used to support organisational change — which of course depends largely on individual change — are equally powerful. The NLP logical levels model more on this in Chapter 15 determines the kind of changes individuals should make in order to achieve their goal.

Changing the right things is the difference that makes the difference. Modelling best performance Modelling is the essence of NLP. Understanding how you or someone else intuitively does something exceptionally well is a valuable skill in business. You can model exceptional performers in any discipline to determine precisely what they do that gets great results. You can then transfer this model to other people and other areas. Modelling is a very different approach to attempting to improve performance through standard skills training.

Modelling identifies subtle thinking and behavioural processes that separate average and exceptional performances. If you want to raise standards and do even more things well, find out how in Chapter Or does this way of thinking about whether you get what you want make little sense to you? Herein lies some of the essence of NLP: Noticing how you think about things. Being aware of how you use language to express your thoughts. Paying attention to how others think. And making changes as a result to reach your goals.

Take a moment to consider the title of this chapter: Overcoming the barriers to success. Except the phrase in the world of NLP is more than just a throwaway. It gives lot of clues about how the person who said it is thinking.

Consider what you can assume, or presuppose, from this title. You can assume that success is possible.

Neuro-Linguistic Programming for Dummies

Barriers exist. The barriers are probably metaphorical rather than literal. You can overcome them. Getting success involves overcoming barriers, which suggests that barriers are a problem.

Other unconscious thought processes may be wrapped up in this statement as well, although you may not be able quite to pinpoint them. For example, you may be curious to know: Success at what? How big are the barriers? How many barriers exist? In this chapter, you find out more about NLP tools and how to use them to help you overcome barriers to success in your work place.

Working with NLP at Work Choosing to use NLP to support you in getting the success you want in your working life may be the best decision you ever made. You really can overcome barriers, achieve exciting things, and realise your potential. NLP gives you a heap of wonderful tools and techniques. How well they work is up to you! NLP does require you to do some things that you may not be doing currently.Well, I compare what I see on screen to my memories of how particular words should look.

When Peter spoke, he seemed to be examining the table, looking down and slightly right. This kind of goal is far more motivating to people within a business than is a brief description of financial targets. Understanding More, Achieving More through Communication In this example, the response of the boss — embarrassment — was not what you were intending to create when you thanked her.

NLP does require you to do some things that you may not be doing currently. In particular, Gregory Bateson, an anthropologist with an interest in linguistics, systems theory, communications theory, and psychotherapy, provided a strong influence.

You hope that your career brings personal development, fulfilment, and, of course, the means you need to live a comfortable life.

Future Past Present Figure About the e-Book Neuro-linguistic Programming For Dummies Pdf Learn how to apply NLP to fine-tune life skills, build rapport, enhance communication, and become more persuasive One of the most exciting psychological techniques in use today, neuro-linguistic programming helps you model yourself on those-or, more accurately, the thought processes of those-who are stellar in their fields.

Even if you sit behind a computer most of the day, you probably spend a huge amount of time using this piece of hardware to communicate with others.

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Look through my other posts. I enjoy rugby fives. I do fancy reading books unfortunately.