What is Neuro Linguistic Programming?

The Business benefits of NLP

The top line is if you are a better person and a lot more effective you will be a better business
leader and more value to your organisation or own business.
What is Neuro Linguistic Programming?
NLP was created by John Grinder and Richard Bandler in 1975. Their goal was to discover why
some people produced excellent results and then create models to allow other people to
assimilate the same processes. Over the years many people were modelled and a host of
techniques were developed. So NLP is about modelling excellence with a large number of
Apps for communication, rapport, goal setting, getting rid of fears and negative emotions,
internal conflict and blockages in our thinking, which may hold us back.
Neuro linguistic programming teaches you how to use parts of the brain you may not have
realised were available. Rather like having Apps on your phone you dont use or downloading
new ones to help you think and behave differently. Simply put, Neuro means our brain,
linguistic, how we talk to ourselves and others and programming is how we operate and run
behaviours on automatic pilot.
Neuro Linguistic Programming & Beliefs
Several hundred years ago we believed that the earth was flat. Until Roger Banister broke the 4
minute mile it was seen as physically impossible, in 1999 Hicham El Guerrouj ran it in 3.43.13
minutes a huge advance.
Basically everything inside your head is not real. Rather it is an Internal Representation a
series of stored images sounds and feelings of what we believed to be true or our take on an
event. We are bombarded with two million bits of information a second. Of these only 134 get
through our filtering systems which are beliefs, attitudes etc.
Imagine 2 million straws dropping on your head every second. However you can only grasp
134. Wow and everyone else can only get 134 too and they could be catching different straws
to you. What if we could reach out and see the straws they are grasping. How attuned we
would become to their picture of the world.
I always see this a bit like a doorman. Outside the club the doorman only allows in who
management tell him to let in. Well inside our head our doorman only allows in the information
management want. So if something is important to you it is allowed in. Have you ever bought a
new car and suddenly you see the same model everywhere? Well that's your doorman opening
up to information that you had previously filtered out because it was not important until now! So
when you set a goal and work towards it your filters open up to the information you need.
Have you ever heard the phrase Think like you have always thought and you will do what you
have always done and get what you always got? The problem is we tend to see the world from
our own perspective. We are the sum of our thoughts decisions and actions so if we are not
getting the results we want we can model the beliefs attitudes and thinking patterns of people
who are.
Personal Responsibility
Ever met a mood hoover? Thats right; they walk into the room and suck away all the positive
emotion and happy feelings, leaving behind a trail of bickering and misery. Well the mood
hoovers use up lots of energy and time blaming everyone else, parents, teachers, government,
the weather and footie results. Never taking responsibility for their own life.
Reasons or Excuses! It is important to really listen to our own language and catch our-selves
giving reasons why we cant have or do something. Often these reasons are due to our limiting
beliefs which we can change through one to one intervention or you can learn.
Taking responsibility is a choice!
NLP and Language
Everything we think or say to ourselves has an impact on our state (how we feel) and our
actions. Let me ask you a question. When you are in a confident mood and feel up for it do you
often get a better result? Yes you do dont you? So if you learn to control your state through
positive self- talk, reframing situations and asking yourself better questions such as How can I
improve the situation? then you will get better results.
On the NLP Practitioner and Certified NLP Coach you will also learn to read between the lines
of what others are saying to you. Noticing if they feel they have any choices or if they are
blaming someone or something else. These and other language patterns we teach really add
value over and above traditional coaching qualifications.
Positive Psychology, Emotional Intelligence, Coaching and Leadership
We are unique in that we also introduce delegates to positive psychology, emotional and
coaching. Neuro linguistic programming is interwoven within these subject areas. Indeed there
are many overlaps. So come along to a free intro evening and you will go away with more
information and some useful tools you can use right away.

Sample Outlines of NLP Leadership and Sales Training:
http://www.nlpuktraining.com/index.php/nlp-in-leadership
http://www.nlpuktraining.com/index.php/nlp-sales-training


How does NLP optimise individual and organizational performance?
Neuro-Linguistic Programming is an extremely powerful concept. It is said by many to contain
the most accessible, positive and useful aspects of modern psychology, and so can be helpful in
virtually every aspect of personal and inter-personal relations. NLP has many beneficial uses for
self-development, and for businesses and organizations; for example NLP enables better
communications in customer service, and all types of selling. NLP enables better awareness
and control of oneself, better appreciation of the other person's feelings and behavioural style,
which in turn enables betterempathy and cooperation. NLP improves understanding in all one-
to-one communications, especially interviewing and appraisals (whether used by the interviewer
or the interviewee). NLP certainly features strongly in facilitative selling. NLP is an enabling tool
of Emotional Intelligence (EQ), which is an aspect of multiple intelligence theory. Neuro-
Linguistic Programming can also be very helpful for stress management and developing self-
belief andassertiveness and confidence. The empathic caring principles of NLP also assist the
practical application of ethical and moral considerations (notably achieving detachment and
objectivity), and using loving and compassionate ideas (simply, helping people) in work and life
generally. These few examples illustrate the significance of NLP as a concept for personal and
organizational development.
The experience of undergoing NLP training is a life-changing one for many people, and its
techniques offer substantial advantages to people performing most roles in organizations:
Directors and executives
Managers at all levels
Sales people
Administrators
Engineering and technical staff
Customer care operatives
Receptionists
Secretarial staff
Trainers
HR and counselling staff
NLP techniques help particularly by making it possible for people to:
Set clear goals and define realistic strategies
Coach new and existing staff to help them gain greater satisfaction from their contribution
Understand and reduce stress and conflict
Improve new customer relationship-building and sales performance
Enhance the skills of customer care staff and reduce customer loss
Improve people's effectiveness, productivity and thereby profitability

NLP operational principles
NLP consists of a set of powerful techniques for rapid and effective behavioural modification,
and an operational philosophy to guide their use. It is based on four operational principles,
which below these headings are explained in more detail.
1. Know what outcome you want to achieve. (See nlp principle 1 - achieving outcomes.)
2. Have sufficient sensory acuity (acuity means clear understanding) to know if you are moving
towards or away from your outcome (See nlp principle 2 - sensory awareness.)
3. Have sufficient flexibility of behaviour so that you can vary your behaviour until you get
your outcome. (See nlp principle 3 - changing behaviour.)
4. Take action now. (See nlp principle 4 - time for action)
It is important to have specific outcomes. Many people do not have conscious outcomes and
wander randomly through life. NLP stresses the importance of living with conscious purpose.
In order to achieve outcomes it is necessary to act and speak in certain ways. NLP teaches a
series of linguistic and behavioural patterns that have proved highly effective in enabling people
to change the beliefs and behaviours of other people.
In using any of these patterns NLP stresses the importance of continuous calibration of the
person or people you are interacting with in order to see if what you are doing is working. If it is
not working it is important to do something different. The idea is to vary your behaviour until
you get the results you want.
This variation in behaviour is not random. It involves the systematic application of NLP patterns.
It is also important to take action, since nothing ever happens until someone takes the initiative.
In short, NLP is about thinking, observing and doing to get what you want out of life.

NLP Principle 1 - Achieving Outcomes
The importance of knowing your outcome cannot be stressed enough. Many people do not have
conscious outcomes. Others have no idea what they want but know what they don't want. Their
life is based on moving away from those things they don't want. NLP stresses the importance
of moving towards those things you want. Without outcomes life becomes a process of
wandering aimlessly. Once an outcome is determined you can begin to focus on achieving that
outcome.
NLP lists certain well-formedness conditions that outcomes should meet. The first of these is
that the outcome needs to be stated in positive terms. This means that the outcome must be
what you want and not what you don't want to happen. Outcomes must be capable of being
satisfied. It is both logically and practically impossible to give someone the negation of an
experience. You can't engage in the process of 'not doing'. You can only engage in the process
of doing.
The second well-formedness condition for outcomes is that the outcome must be testable
and demonstrable in sensory experience. There must be an evidence procedure. Unless this
is the case, there is no way to measure progress towards the achievement of the outcome. With
an evidence procedure for the outcome it is possible to determine whether or not you are
making progress towards achieving the outcome.
Third, the desired state must be sensory specific. You must be able to say what you would
look like, sound like and feel like if you achieved the outcome.
Fourth, the outcome or desired state must be initiated and maintained by the subject. This
places the locus (ie position) of control and responsibility for achieving the outcome with the
subject and not with someone else. It is not a well-formed outcome when someone else does
something or changes in some way. All you can do is have an outcome in which you can
change yourself or your behaviour so as to bring about a change in someone else.
Fifth, the outcome must be appropriately and explicitly contextualised. This means that
outcomes must not be stated as universals. You must never want either 'all the time' of 'never',
but only under specific circumstances. In NLP we always strive to create more choice and never
to take choice or reduce the number of possible responses. The goal instead is to make the
choices or responses available in the appropriate circumstances.
Sixth, the desired outcome must preserve any positive product of the present state. If this is
not the case then symptom substitution may occur.
Seventh and finally, the outcome or desired state must be ecologically sound. You should
consider the consequences for yourself and for other people and not pursue outcomes that lead
to harm to yourself or other people.
NLP Principle 2 - Sensory Awareness
Once you know your outcome you must next have sufficient sensory acuity to know if you are
moving towards it or not. NLP teaches the ability to calibrate or 'read' people. This involves the
ability to interpret changes in muscle tone, skin colour and shininess, lower lip size and
breathing rate and location. The NLP practitioner uses these and other indications to determine
what effect they are having on other people. This information serves as feedback as to whether
the other person is in the desired state. An important and often overlooked point is to know to
stop when the other person is in the state that you desire.
NLP Principle 3 - Changing Behaviour
The third operational principle of NLP is to vary your behaviour until you get the response you
want.
If what you are doing isn't working, then you need to do something else. You should use your
sensory acuity to determine if what you are doing is leading you in the desired direction of not. It
what you are doing is leading towards your outcome, then you should continue. If, on the other
hand, what you are doing is leading away from your goals, then you should do something else.
NLP Principle 4 - Time for Action
The fourth and final operational principle of NLP is to take action now. There is no place for the
slogan 'Complacency rules, and I don't care.' NLP is about taking action now to change
behaviour for yourself and for others, now and in the future. So, to use another catchphrase:
'Don't delay; act today.'

NLP Presuppositions
There are certain presuppositions underlying NLP. These are things that are presupposed in
effective communication. Some of these are as follows. Below these headings each
presupposition is explained in more detail.
1. The meaning of a communication is the response you get.
2. The map is not the territory.
3. Language is a secondary representation of experience.
4. Mind and body are parts of the same cybernetic system and affect each other.
5. The law of requisite variety (also known as the first law of cybernetics - cybernetics is the
science of systems and controls in animals, including humans, and machines) states that in any
cybernetic system the element or person in the system with the widest range of
behaviours or variability of choice will control the system.
6. Behaviour is geared towards adaptation.
7. Present behaviour represents the very best choice available to a person.
8. Behaviour is to be evaluated and appreciated or changed as appropriate in the context
presented.
9. People have all the resources they need to make the changes they want.
10. 'Possible in the world' or 'possible for me' is only a matter of how.
11. The highest quality information about other people is behavioural.
12. It is useful to make a distinction between behaviour and self.
13. There is no such thing as failure; there is only feedback.
For further knowledge: http://www.businessballs.com/nlpneuro-linguisticprogramming.htm

NLP
The Framework of Neuro Linguistic Programming
1. NLP is not a model of repair...it is a model of acquisition...a generative model.
2. The techniques of NLP are not NLP. The techniques are a product of the modeling process.
NLP is a method of modeling.
3. Modeling is a process of acquiring skill. All skills are systematic, patterned and rule-structured
- therefore, they can be modeled and duplicated. However, modeling does not result in
achieving the whole life experience of another person.
4. People are not broken, they work perfectly. They do not need to be fixed.
5. People have all the resources necessary to make any change.
6. People make the best choices given their resources available to them.
7. All external behavior is the result of internal processes. All behavior is communication...we
cannot not respond.
8. The map is not the territory. Our perception of reality is not reality itself. We do not operate
directly on our world, but rather through our perceptual map of the world. NLP is a model of the
mapping processes.
9. The positive self worth of the individual is held constant. A distinction is made between Self,
intention and the behavior an individual engages in.
10. Behavioral Flexibility: The person with the most behavioral flexibility in a given interaction
will control the outcome.
11. The meaning of a communication is the response you receive, regardless of your intention.
Resistance is the result of inflexibility on the part of the communicator. It is the responsibility of
the messenger to get the message across, NOT the listener's responsibility to get the message.
12. Failure equals feedback. There are no mistakes, only results. Without failure and mistakes,
learning would be impossible.
13. The highest quality of information in an interaction is behavioral information.
14. The mind and body are part of the same cybernetic system.

15 Individuals communicate at two levels - conscious and unconscious.

16. Behavioral flexibility results in more choices. More choices is better than limited choices.

17. Every behavior has a positive intention (for the person doing the behavior).

Taken from: http://www.idea-seminars.com/articles/nlp.htm

Appreciative Inquiry
Design
The Design stage is sometimes described as building a bridge from the best of what is
(revealed, at least in part, in the Discovery stage) to the best of what could be (the vision set
out in the Dream stage). In order to span that gap, the organisation itself may need to be
remodelled to some extent.
In almost every organisation we have worked with, people have said that siloisation and poor
communication between functional units is one of the biggest things holding them back from
achieving their potential.
This stage is about collectively designing the organisational structures and social architecture
that need to be in place to enable the Dream (as articulated in the macro provocative
proposition) to happen. It is more about the structures and communication flows that support
action and make it possible, than about specific actions.
According to Cooperrider, the essential question in this stage is:

What would our organisation look like if it were designed in every way possible to maximise the
qualities of the positive core and enable the accelerated realisation of our dreams?

Practical methods for getting from dream to delivery
Most Appreciative Inquiry textbooks can seem a little vague in supplying actual step-by-step
procedures for getting from the Discovered present to the Dream future. Here are a variety of
methods you could use in the Design stage to move from Dream to Delivery.

2. Logical levels of organisation
This model, originated by NLP (neuro-linguistic programming) author Robert Dilts, posits six
levels at which change can occur:

Dilts suggests that each level organises and influences the ones below it. A change at a lower
level may change the levels above, but it is far more likely that change at a higher level will
change the levels below it.
Our behaviour acts on our environment.
Our capabilities (skills) govern our behaviour.
Our values and beliefs determine which of our capabilities we use.
Our identity is supported by our beliefs and values.
Our sense of purpose and of being part of something more extensive and important than
ourselves shapes our identity.
When we look for connections with the AI model, we see that provocative propositions are
usually statements of Identity and/or Purpose. When they are inspiring, as they should be, they
will also resonate with
Values, which are what motivate us and also provide our criteria for deciding what is right
or wrong. Values will emerge from questions in the appreciative interview: Whats
important about this experience? What do you value about it?
Capabilities and Behaviour are pointed to by questions such as What is already working?
and What should we be doing more of? This level also equates to the new forms of
organisation, workflows and processes that are often mentioned as emerging from the
Design stage in the AI literature.
Environment is what the organisation operates in: customers, other stakeholders,
competitors, partners, markets and regulatory frameworks, as well as physical locations
and resources. This is also where we would look for the consequences and knock-on
effects of our changes.
Using logical levels
Each level needs to be aligned with the others. For example, the Behaviours we need to
undertake in order to achieve our Purpose and fulfil our Values may require us to expand our
Capabilities.
One way of using this model in the Design stage would be to start with the provocative
proposition at Identity or Purpose level, and to examine the Behaviours needed to make it a
reality. Or you could start with the Values and work down by asking What Behaviours do we
need to pursue? What Capabilities do we need? At the same time you could work upwards by
asking Who are we when we truly fulfil these Values?
As you examine each level in the light of the others, expect more information to emerge at each
level. You may find that you refine the provocative proposition in the light of the re-examined
Values, or that the Values set expands as you consider the implications of Identity or
Behaviours.
When each Logical Level of the organisation is aligned with your provocative proposition and
with the other levels, you have a sound basis for action.
For further knowledge: http://a4m.co/topics/A84z9kMghUUaqfXe.html
http://www.alchemyformanagers.co.uk/topics/UqnyMWUH2yHyEjSB.html/?a=1033