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NLP Business Masterclass: Driving peak performance with NLP, Second edition

Book Description

The authoritative guide to NLP for managers and executives

“An absolute masterpiece…Molden has yet again demonstrated, through his vivid examples, the transformation that the practical application of NLP can bring about in an organisation — read this before your competitors do!”

Neil White, BSc (Hons) MBA CEng FIMechE MI Mgt, Managing Director, ALSTOM Electrical Machines Ltd

“Understanding and applying concepts like NLP is what makes executives successful. This book gives the competitive edge that most people spend their entire career searching for.”

Paul L’Estrange, Global Business Development, Vertical Inc.

“This is an excellent book which demystifies NLP. It applies the philosophy and tools to the business world in a highly effective way. As both a Chartered Corporate Psychologist and a Master Practitioner in NLP I recommend it to any manager who wants to develop their personal leadership ability.”

Professor John Potter, CEO, John Potter Global Consulting and Professor of Strategic Leadership, Centre for Leadership Studies, University of Exeter

“David engages his audience with real-work examples and techniques that you can begin to use immediately. This book is for everybody - even those who think they ‘know’ NLP.”

Gayna Hart, Managing Director Quicksilva Software Solutions

What can NLP do for you and your business? It can ramp up team performance, improve your personal achievement, and work wonders on the levels of initiative, creativity and commitment in your company. In short, it can sharpen your competitive edge. How? This book gives you a tried and tested masterclass in using NLP to bring your organisation up to peak performance.

NLP is increasingly popular in the business world and beyond. And that’s because it gets results. You can apply it across many critical areas of your business, from strategic planning, to creative thinking, to giving effective feedback to your team. You will not see substantial leaps in productivity and performance if you keep doing what you’ve always done, even if you learn to do it better. NLP Business Masterclass shows you how to think differently so that you come up with new and often surprising ways of doing things. Change like this can release unsuspected potential and bring your business success you never thought possible.

The Masterclass in achieving better business performance through NLP.

Table of Contents

  1. NLP Business Masterclass
    1. Financial Times Prentice Hall
    2. About the author
    3. Acknowledgements
    4. Introduction
    5. 1. Principles of NLP: the foundations of success
      1. 1. Swamps and alligators
          1. Principle 1 Generate new ways of thinking and doing
          2. Principle 2 Feedback nourishes, failure saps energy
            1. The TOTE model
            2. Giving feedback
            3. Receiving feedback
            4. Integrating feedback
          3. Principle 3 Influence and control are attained through flexibility
          1. Note
      2. 2. What we think about people matters
          1. Principle 4 Resistance indicates a lack of rapport
          2. Principle 5 Intention and behaviour are different
          3. Principle 6 People have all they need to change
          4. Principle 7 If it’s possible for one person, it’s possible for others
      3. 3. Scapegoats wanted
          1. Principle 8 The meaning of my communication is in the response
          2. Principle 9 Perception is reality
          3. Principle 10 I am in charge of my mind and responsible for my results
    6. 2. Patterns of NLP: an awareness of difference
      1. 4. Road maps for work and life
          1. Surely, you don’t mean that, do you?
          2. Whose reality is the true reality?
          3. Getting beneath the surface
            1. Biological filters
            2. Psychological filters
              1. Memory
              2. Values
              3. Beliefs
              4. Decisions
              5. Language
              6. Metaprogrammes
              7. Time
          4. What next?
          1. Note
      2. 5. A state of mind
          1. Results
          2. Behaviour
            1. Feedback
          3. Physiology
            1. Sensory acuity
              1. Calibration
            2. State
              1. The map is not the territory
              2. Internal representation
      3. 6. Patterns of rapport
          1. What is rapport?
            1. Blocks to rapport
          2. Matching patterns of physiology
            1. Mirroring
          3. The myths of body language
          4. Influence
          5. Pacing and leading
            1. Key words and metaphors
            2. Values
            3. Styles of thinking
            4. Personal interests
            5. Culture, ritual, and dress
          6. Creating rapport with a group
          7. Rapport with yourself
          8. Rapport as a life skill
          1. Note
      4. 7. Communication channels
          1. Eye movements
          2. Internal representation
            1. The visual channel
            2. The kinaesthetic channel
            3. The auditory channel
          3. Primary system
          4. Lead system
          5. Reference system
          6. Smell and taste
          7. Developing your weaker channels
          1. Notes
      5. 8. Language for influence and change
          1. The transition from experience to words
          2. The metamodel
            1. Presupposition
            2. Nominalisation
            3. Mind-reading
            4. Quotes
            5. Complex equivalence
            6. Cause effect
            7. Comparison
            8. Universal quantifier
            9. Referential index
            10. Modal operators of necessity
            11. Modal operators of possibility
            12. Unspecified verbs
            13. Unspecified nouns
            14. The metamodel in practice
          3. Artfully vague language
          4. Enabling language
          5. In conclusion
          1. Notes
      6. 9. Metaprogrammes
          1. Information chunk size
            1. Job implications
            2. Pacing and leading
          2. Motivational direction
            1. Job implications
            2. Pacing and leading
          3. Options or procedures?
            1. Job implications
            2. Pacing and leading
          4. Frame of reference
            1. Job implications
            2. Pacing and leading
          5. Attention direction
            1. Job implications
            2. Pacing and leading
          6. Relationship sort
          7. Sameness
            1. Sameness with exception
            2. Differences with exception
            3. Differences
          8. Primary interest
            1. Things
            2. Places
            3. People
            4. Information
            5. Activity
            6. Job implications
            7. Pacing and leading
          9. Activity level
            1. Proactive
            2. Reactive
            3. Job implications
            4. Pacing and leading
          10. Using what you have learned
          1. Notes
      7. 10. Alignment
          1. The logical levels model
            1. Before the meeting with his manager
              1. Purpose
              2. Identity
              3. Values and beliefs
              4. Capability
              5. Behaviour
              6. Environment
            2. After the meeting with his manager
              1. Purpose
              2. Identity
              3. Values and beliefs
              4. Capability
              5. Behaviour
              6. Environment
            3. Using the model to analyse situations
          2. Aligning for success
          3. Relationships govern function
          1. Notes
      8. 11. Time coding
          1. Past, present, and future
          2. Conjecture
          3. Time and physical space
            1. In time
            2. Through time
          4. Changing timelines
          5. The value of time
          6. The language of time
          1. Note
      9. 12. The tiger and the rose garden
          1. Use sensory acuity to get win–win outcomes
          2. Testing your intentions
          3. Describing your outcomes
          4. Being in a receptive state of mind
          5. Be curious to know about the other person
    7. 3. Creating change: real-world applications
      1. 13. How to set compelling goals
          1. The key elements of success
          1. Note
      2. 14. Reframing – creating new perspectives
          1. The six-step reframe
          2. The outcomes
          1. Note
      3. 15. Information frames for meetings
          1. Outcome frame
          2. Relevancy frame
          3. Backtrack frame
          4. Ecology frame
          5. Evidence frame
          6. Contrast frame
          7. As if frame
      4. 16. Anchoring: accessing all the resources you need
          1. What is anchoring?
          2. Anchoring exercises
          3. Managing your resourcefulness
            1. The outcomes
            2. Additional tips for anchoring
          4. Sales meetings with customers
            1. The outcomes
          5. Presentations
          6. Meetings and the workplace
            1. The outcome
          1. Summary
      5. 17. Corporate competitive envisioning
          1. The current situation
          2. Desired outcomes
          3. The exercise
          4. The experience
          5. The results
      6. 18. My perception becomes your experience
          1. Exercise 1 Sitting in the passenger seat
            1. Purpose
            2. Context
            3. NLP content
            4. Procedure
            5. Results
            6. Alternative procedure
          2. Exercise 2 Walking in management’s moccasins
          3. A final note
      7. 19. Coaching the presenter
          1. The techniques
            1. Reframing
            2. The six-step reframe
            3. Language location pattern
          1. Note
      8. 20. The risk wheel
          1. The purpose of the exercise
          2. Outcomes
          3. Results
          4. Effective questions
          5. Observations
            1. Feedback
          1. Note
      9. 21. The seven-step strategy process
          1. Step 1 Stakeholders
          2. Step 2 Scanning and forecasting
          3. Step 3 Mission and vision
          4. Step 4 Guiding values and principles
          5. Step 5 SWOT analysis
          6. Step 6 Strategies
          7. Step 7 Barriers and action plans
          8. The next stages
          9. The result
          1. Note
      10. 22. Putting outcomes to work
          1. Working one-to-one with the directors
          2. Working with the team
          3. Results and learning
          1. Conclusions
      11. 23. Developing trust in global virtual teams
          1. The problem
          2. The dilemma
            1. What is trust?
          3. Trust and virtual teams
          4. The Great Customer Service Game
          5. Metaphorically speaking
          6. Environment: choice of technology
          7. Behaviour: control versus empowerment
          8. Trust, empowerment, and control
          9. Capability and swift trust
          10. Shared values – team trust
          11. Trust in who you are: identity-level trust
          1. Notes
      12. 24. Time management and Orange Circle Thinking in action
          1. NLP and time
          2. What causes procrastination?
            1. Identity/role
            2. Values/beliefs
            3. The language of engagement
            4. Beliefs
            5. Capability
            6. Behaviour
            7. Environment
          3. Orange Circle Thinking explained
            1. This and that of yin and yang
            2. Lost moments
          4. Use Orange Circle Thinking to declutter your mind and emotions
    8. 4. Modelling excellence: How to acquire the skills you want
      1. 25. The modelling method and technique
          1. Strategies
          2. Values
          3. Physiology
          4. Language
          5. Getting the most from modelling
          6. Strategy installation
          7. Next steps
      2. 26. The Walt Disney strategy for creativity
          1. The strategy
            1. Dreamer
            2. Realist
            3. Critic
          2. The exercise
            1. Purpose of the exercise
            2. Outcomes for the exercise
          3. Results
          1. Note
      3. 27. Modelling case study: customer service skills
          1. The customer project
          2. The analyst project
            1. The interviews
              1. Physiological characteristics
              2. Time orientation
              3. Team-working
              4. Work values
              5. Confidence
          3. Response when things go wrong
            1. Thinking strategy
            2. Relationships with customers
          4. The results
          1. Note
      4. 28. Modelling case study: generative excellence modelling in a top tax consultancy firm
          1. General observations
          2. Values and beliefs
          3. Melvin’s approach
            1. The goal
            2. Objectives
            3. 1. Contrasts
              1. Example
            4. 2. ‘Money as energy’ metaphor
            5. 3. Throne concept
          4. Conclusions
      5. 29. Kill the habit – for good!
          1. The design process
            1. Values – towards and away
            2. Beliefs
            3. Strategy
            4. Redesigning the strategy
          2. What about other habits?
    9. Glossary
    10. Contributors’ contact details