NLP MasterCLASS

Well, it says we are live
and 'cause I don't actually

believe it because Are we live?

I don't know.

Kind of a girl.

It says streaming now live on
Facebook, but I can't see us.

So you don't believe?

Unless you can see.

I don't believe.

Unless I can see that's exactly
what it's seeing is believing.

Seeing is believing.

Ah.

I believe you.

Believe you believe.

I believe I've seen the light.

Well, so we're on Facebook.

Happy New Year, everyone.

Yeah.

Happy New Year.

We can still stay happy
New Year, can't we?

Because it is, uh, still only January.

Happy New Year.

Woo.

Yeah.

Yeah.

2022.

Well, I'm so looking forward to this one.

Yeah.

I look forward to every single one.

But this is gonna be a cracker.

Yeah.

Because it just keeps getting better.

Doesn't adjust.

Yeah, that's, yeah.

I think every circuit round the earth, uh,
sorry, every circuit round, the, around

the sun is just another opportunity to go.

I wonder if I, how, how I can
improve upon the last one.

Yeah.

Let's go for another lap round.

Yeah, it's, I mean, I, I know there were
very few people last night where, who

came to see, uh, who came to see Owen.

There was some kind of issue.

Some people said that they couldn't get
their login, some people couldn't get in.

Uh, but of course for our membership
group, they'll be able to, uh, to

be able to see it live, replay.

Well, they'll be able to see a
repay, a live replay, a freeplay.

Yes.

Um, we can't do that there.

I loved last night the way Owen was
describing the stories we tell ourselves.

Mm-hmm.

Mm-hmm.

And the things that we say, and when
I look at some of the questions.

Um, that we get, I think now,
are they the hero, the villain?

Are they the victim?

Yeah.

For, for those of you that weren't
with us last night, Owen's, um, great

masterclass was about storytelling
and he was using the hero's journey

and the different perspectives of
victim, villain, hero, mentor, as

ways to look at how we process things.

It was, it was really
great in so many levels.

I mean, I, I got literally
notes and notes and notes.

I've got so many great phrases
that will be perfect for me.

Yeah, I know.

If you're full of shit,
life is gonna be shitty.

Something like that.

I love that.

I want a t-shirt.

Like I want says, if you're full of
shit, your life's gonna be shitty.

Yeah, yeah, yeah.

And, and, uh, yeah,
you're absolutely right.

I mean, it's like where, where you're
coming from and where and where you

gonna choose to come from this year.

Yeah.

Are you gonna be the hero this year?

Are you gonna be the, the mentor?

Um, or are you still playing the victim,
the villain, and even the villain hero?

'cause the hero can still
be the villain, you know?

Lemme rescue you.

Yeah.

I'm, I'm certainly, uh, committed to
looking back at the end of 2022 and going,

oh my God, that was a bonkers great one.

Yeah.

I want a new superhero outfit for 2022.

So you're not satisfied
with the secret agents?

I haven't got my secret agents to change.

I have, I have.

Well, apologies everybody.

Yeah.

I want a new, I want to
expand on my superhero outfit.

Yeah, we'll work on that.

We'll get the T-shirts.

You got Secret Agent change.

Secret change.

Inspiring to make the world a
better place by going there first.

Yeah.

So, um, we're on our
first Aha of the year, so.

What we got.

We've got got many questions because
although you said it was a bit light

last night, we had a decent group.

Actually.

We, we did.

And 'cause people were joining in.

'cause once I realized, once
I got a message from one of

them saying, I can't get in.

I've clicked the link
and it's not working.

I was just in the background letting me.

Yeah.

So we did have a nice group eventually
once we got that sorted out.

Um, and can I just say, so for those
that are watching this, whether

you're watching it live or whether
you're watching it on the replay,

um, we do the master classes live.

Because we've got guest trainers
that turn up and a lot of people

going, oh, it's a bit inconvenient.

Can I have the replay?

But then if we do that, then we're
probably gonna have quite empty rooms if

everyone just goes for the replay options.

And I think you miss something from
the live events as well, don't you?

Yeah.

And you missed that interaction
because Owen is somebody that you

can ask him absolutely anything.

And of course people did.

There were loads of really good questions.

Yeah, there were.

He spend time and he'll
answer your questions.

I tell you what I, I really
liked and I was impressed.

Um, I've always impressed when I
see Owen, you know, when he came

and did the masterclass for us.

Uh, God, what was that?

Eight, probably eight years ago.

Oh God.

It's a long time ago.

That was, that was great.

In fact, I've got the audio
recording for that somewhere.

I must dig that out.

Yeah.

Um, but when people asked him a
question, he had a congruent answer.

He did.

And, and that answer was coming from
a place of experience and uncertainty.

And yeah, there was just
something really solid about it.

And if you weren't there live,
you, you can't ask those questions.

Mm-hmm.

You know, you just have to watch
the replay and listen to the, the

questions and answers that, uh, by the
way, you can only do that if you're

in the, in the membership group.

Um, so that's why I like
the idea of it being live.

And there's a, there's a degree
of commitment, isn't there?

Like, showing up There is, yeah.

And, and they, they, they definitely don't
wanna miss the one in March with Eric.

Oh, Mr.

Eric Robbie.

Oh, bless him.

I haven't seen him for a long, long time.

And I don't know Eric particularly well.

I've only met him about
probably half a dozen times.

Um, on the trainers, you know
him quite well, don't you?

Yeah.

Yeah, I do.

I, I remember 20, 22, 23 years ago,
uh, it was when Peter Hesco was

running the practice group in London
and I was all nice and shiny new

and on the team and assisting out.

And I was all excited 'cause I was gonna
go and meet this person, Eric Robbie.

And the exercises we
did just blew my mind.

They just took everything I knew
up a notch to another level.

Mm.

Mm-hmm.

And, and 'cause when he said we
are gonna spend the next two hours

talking about sensory acuity, I was
like, sensory acuity for two hours.

Done sensory acuity.

Yeah.

I did that technique.

Yeah.

I did the exercises in that.

But then by the time we finished.

I suddenly noticed all the things that
I'd been missing up until that point

about people, their physiology, you
know, skin tone, breathing rate, and,

and suddenly you take everything to
the next level and the whole, the whole

rapport thing becomes really funky.

Mm-hmm.

Mm-hmm.

I, I can't remember what book
it was, I can't remember.

It was Structure of Magic Wand, um,
where it was Richard or John were talking

about the differences that make the
difference between the, the geniuses,

you know, the first dream geniuses, you
know, the, the free, the first wizards.

Yeah.

Fritz, Virginia.

And, and Milton.

Although I think it probably would called,
would put Moshe in that group as well.

Moshe Feldenkrais.

Yeah.

But it was three that were mentioned.

And it, and, and the, the phrase
was something like, the difference

that made the difference was their
ability to discern, um, information

that others couldn't discern.

It's like distinctions.

Yeah.

Being able to see something that
somebody else doesn't see or hear

something or notice a comparison.

Um, so that's why I'm really
looking forward to what Eric does.

Um, I mean, one thing that's help
get granular into some of the

things people go, I've got that.

I know that I've done that.

No, you No you don't.

Yeah.

One thing that he does that I've
not seen anybody else do, I mean

everybody's quite with a visual swish
when they've done their practitioner.

Um, and then, you know, there
are many people that go, yeah,

I can do an auditory swish.

He does a kinesthetic swish.

But he doesn't say anything, does it?

Energetically.

Yeah.

Yeah.

I love that.

Yeah.

It's like, um, do you remember
when we did, um, it's one of the

coaching courses we did in Etiology.

Yes.

And, and I took somebody's energy
away just by looking at 'em.

They kinda like zip unzipped their
energy and they went, oh, really weak.

Yeah.

Yeah.

It's that sort of stuff.

And, and you know, you guys, if
you, if you're not turning up for

these live events, you're gonna
miss all these things, you know?

And even if you're in the membership group
and you get the replay, it's, it's still

not the same as participating, you know?

So, you know, turn up there.

Um, and if you do have a problem
knocking at the door and you can't

get in, go to Facebook, let us know.

You know?

We'll, we'll find a way
to get you in, I think.

What, so, so when, when, sorry.

When is Eric joining us?

Do you have the dates to add?

24th of March.

24th of March.

Yeah.

So I'm, I'm gonna go, I'm gonna go and see
him and, and video some little interviews

with him, little snippets to tickle
everybody's den drills and get their

curiosity going as to who is this person.

Yeah, get those dendrites sparking.

So, hello everybody on Facebook.

You know, we're talking away if
you're not there, but you know,

we're really talking to you.

So, um, what have we got this month, Tina?

Okay, so here, here's,
here's an interesting one.

When did you realize you
needed a team around you?

And I thought, I remember when I first set
up my, my consultancy, uh, and suddenly

I had to all this stuff
that I'd not done before.

Um, and I, I, I mean, I can do most
things to be fair, but I suddenly

started realizing that I needed
really good quality people I could

outsource to so that my time could
be best spent doing what I do best.

And then I started looking for people.

So how about you, Mr.

Crab?

Um, I, I think I've always, since I've
been a coach, realized I needed a team.

However, I've not always had a team.

Um, I've always had like a, a
wingman or a buddy, you know,

so some of you know Sarah.

Sarah and I used to work together.

Um, couple of other people have worked
with me, so, um, Sue's worked with me.

I've got a business development
manager, so I always had like a, a

wingman, someone there to bounce ideas.

So it's never been completely solo.

Um.

Before I got into coaching,
I always had a team.

So I even had a, my own pa.

Um, there was always a department
and someone running a department.

Um, but as soon as I got into NLP
and coaching, I, I kind of got rid

of all the businesses, sold all
the businesses I was on my own.

And there was actually something
really refreshing about not having to

pay a wage bill every month to start.

Okay.

Um, it's, it's bizarre
thinking actually is illogical.

It's a bit like going, oh no,
I've got a really big tax bill.

Wonderful.

It means you've earned a load of money.

Yeah.

Oh, no.

I've got a really big wage bill.

Well, hopefully, if
you've got it all right.

It means these people are generating
income and earn a new profit.

Yeah.

Yeah.

But I, I went into this place again.

Oh, thank goodness.

I don't have anyone around me.

I've got no one else responsible for
me, uh, that I'm responsible for,

for, and it's the first time for
probably decades that had happened,

and I stayed in that place for
probably about 10 years, I guess.

Where I didn't really outsource much.

Mm-hmm.

You know, accounts Yes.

Financials, you know, legal stuff.

Yeah.

Um, but in terms of doing, doing
any work, uh, any supportive

work, like marketing mm-hmm.

Um, or even admin type processes,
uh, I, I like, I guess a bit like,

yo, I can turn my hand to everything.

And actually I like that.

Um, but I actually realize that,
um, for me, that's a blind spot as

well, which I'm very much aware of.

But because I can turn my hand to e
everything and anything if I really want

to, because there's, the answers are all
out there for everything, aren't they?

YouTube now's the solution to ab
absolutely every, every question

that is easy to get caught up,
enjoy even enjoying something where

you're not really getting maximum
value for, you know, from your time.

So when, when I really realized I
needed a team, I think, I'll tell

you what, there's something I,
I really realized I need a team.

When I realized that my role is to
provide maximum value to people.

Yeah, exactly.

You, you know, I got to a point
where I was doing stuff because,

you know, I can do accounts and
there's loads of things I can do.

And then suddenly I was finding, I
was turning away clients because I

was doing the accounts well, why am
I doing this when that person could

do it much better than I can and
I can actually bring something in,

rather than sit there battling over
spreadsheets and double entry bookkeeping.

But I love a good spreadsheet, you know?

No, you do.

I know what you do.

Spreadsheet.

I wonder if I can, what
happens if I do this?

You know?

I love that.

So one thing I, I really just calibrate
to is if I'm really enjoying something,

that's great, but does it help me
to actually get things out there?

To me, that's the real test, is this.

Because I could enjoy
it, and that's intrinsic.

But if it doesn't go out there, then
that's just about my ego enjoying it.

So I keep reminding myself to need
a team and I'm building a team

around, well, myself and you know,
we're building a team around us.

And, um, teams are invaluable.

I mean, not just for doing the
mundane so we can show off and

do the things we are good at.

Um, teams are, I love it too.

You gotta say something about
being sociable, aren't you?

No, I'm not.

Because you're notable.

Sociable.

Yeah, not sociable.

So, no, I'm not, I'm sociable
sometimes, but not always.

So, but teams are great for actually
getting ideas out there, getting somebody

else's perspective on an idea, I think.

Okay.

Uh, and I, I don't believe this is a blind
spot of mine, but it's an area where I

keep pushing and pushing and pushing.

'cause I really don't believe
everyone's ideas are equal.

Yeah.

I do believe everyone's entitled
to their idea and valid.

Yeah.

But what, what is it?

Um, every idea is
entitled to their opinion.

Yeah.

So I do have a blind spot.

I do have a blind spot because I have
to value the other person's opinion.

Yes.

Yeah.

That's my caveat is I need to
value their opinion and then I

can bounce ideas off of them.

Yeah, indeed.

I, I, I totally agree with that.

But, but in, in my, um, lesson I did
this month, I talked about, I only

intimated a little bit, but there's
somebody that was surrounded by a group

of people who weren't particularly.

They weren't experienced.

So they could only bring
so much the I Yeah.

To the conversation.

Yeah.

So they were valuing their opinions
even though their opinions were limited.

Yeah.

And that's something to be really
aware of, that it's almost like

have a group of people that are as
advanced of you or ahead of the game.

That's so important when you're
building a team, especially

getting ideas off people, you know?

Um, because they'll push the boundaries,
you know, they'll really stretch it.

It doesn't mean that somebody
is not ahead of, you can't come

up saying and go, actually,
that's really good, that's great.

But quite often they can share
ideas that are still capped and

limited by their own experience.

So, you know, I think that leads into
the next question here, which says,

what tests would you put into place to
ensure you are surrounded by excellence?

Great question.

That's a good question because we
do need the people, I'm gonna have

to put the dog out in a minute.

Come up here so people can see you.

Come here.

Okay.

Um, well, I, I'm being attacked by a dog.

Um, so it is, it is important.

It is.

No, no, no, no, no.

It is important that you are surrounded
by, as we've said, like-minded people.

People who you respect, people that have
a certain amount of expertise and skill.

And I'm gonna leave it to you while
I throw this thing out in the garden.

Yeah.

I'm putting, I'm putting non-animal
lovers on the list now as well,

so, okay.

Um, there is a, this, this isn't saying
I developed, this kind came from the

work of, I think it was Patrick Lencioni.

Um, and I've seen this model used
by other companies, big companies

who, one of their job, one of their.

Key ways to grow their business
is to acquire other companies.

Okay.

So what they do is they acquire other
companies in order to grow their

lists and to expand their businesses.

And they go in buying these companies
super, super cheap because they

don't have processes in place.

And it's a great way to
really, um, exponentially grow

the value of your business.

One of the keys to this is
getting the right people in place.

Yeah.

Right.

Team members.

And so the criteria they use
are hungry, humble, smart.

Okay.

Hungry, humble, smart.

So they use this, and again, I think it
comes from Patrick and Joan and I've used

this with, with, um, some of my clients
where we've looked at the recruiting.

Because to grow a business, and one
of the stats I've used in the lesson

was 76% of companies can't grow
'cause they've got the wrong staff.

Mm-hmm.

You've gotta recruit the right staff.

What?

Who are the right staff?

Well, there people that are
hungry, humble, and smart.

So hungry means you are in it.

You want to, you know, you wanna learn
your, you know, give me something to do.

You're not passive, you're proactive,
humble doesn't mean you're gonna

sit there and you know, be a lapdog.

But it means you are not somebody who
will try to get one over somebody else.

You're a team player.

And smart isn't just about iq.

It's not about iq, it's about
emotional intelligence as well.

It's about being a team player.

So if you look at a hungry, humble,
smart, and then look at the complex

equivalence of what they mean to
you and look around at people and

go, do they tick the hungry box?

Do they tick the humble box?

Do they hit tick, the smart box?

You've got great team players there.

Yeah.

In fact, it is.

Um, from Patrick, Patrick Lynch's work.

I think it's, I can't
remember which book it is.

I'll, I'll find out.

But he talks about that and I've,
I've taken that model and put

it into practice with companies
and you do attract great people.

Yeah.

So I look for those criteria
with people around me.

Yeah.

Um, as well as experience
if they've got experience.

Fabulous.

Add that into the mix.

You've got a good team player.

Now, I'm, I'm gonna go off piece
for a moment 'cause I've just

noticed we've got, um, Dorin.

She says, hi everybody.

I've just stumbled across this
masterclass without knowing it's on.

Um, I have a question.

Nice to meet you.

So welcome Dorian.

It's nice to see you.

Um, we're here on the third
Thursday of every month.

She says, I'm going to the NLP
trainers training in March.

I'm assuming that's Orlando.

Any suggestions on how to make
the most outta the experience?

What should I recap?

Until then, it's been sometimes
since I did my practitioner

training in a live environment.

Ooh.

Do you wanna start?

Well, I'll only share my map
what, what I would be doing, I

think if I was starting afresh.

Albeit that you can't really do
that without knowing what you know.

Can you Um, I think what would've
helped me on my trainer's training.

Which I didn't do on
my trainer's training.

I know that for sure.

'cause for me, my trainer's training
was a, a horrific experience.

I remember.

Yeah, yeah.

Um, it's because I, I did my
practitioner and then four weeks later

ended up on the trainer's training
and I hadn't done a master practice,

so I managed to skirt around it.

So I hadn't really put into practice
my practitioner skills, let alone

the master practitioner skills.

I hadn't done the master practitioner.

So I, with hindsight, if I would've gone
back over the fundamentals just to make

sure that I've kind of really got a pretty
cool understanding of it because I didn't

know what the trainer's trainer was about.

I just wanted something else.

What was the next thing you know?

And, um, I remember
having a bundle of cash.

No, we can't let you on the course.

Would this influence you?

Okay, I'm on.

So, um, I would go back over
my fundamentals because as

a trainer we are training.

Mm-hmm.

There's nothing beat being congruent
in knowing what you are training.

Yeah.

So that's what I would do.

I just go back over, look at the
syllabus, make sure that you've got

a, a pretty good understanding and
can even just describe it and then

going with a beginner's mind and just
relax and just dive in and have fun.

That's what I would do.

So in, in, in Orlando in March.

Um, and I look forward
to seeing you there.

I will be there, um, as part of the team.

One of the things that I would suggest
you do, 'cause they're gonna take you

through the, the platform skills that
you need to deliver, and Richard's

gonna break down some of the stuff
that he does on stage to make it more

obvious and you'll do loads of exercises
teaching you how to incorporate this

and, and actually bring it all together.

One of the things that I think a
lot of people fail to think about is

what Steve just said, the syllabus.

Now if you think about a practitioner
trainee, and, and I know that you

would've been asked to produce a
synopsis, so that's like a course outline.

So basically everybody that turns up in
Orlando, they hand in their synopsis,

uh, and we review it and we give you
feedback on, on what we think your

structure of your course is all about.

If you sit and think about the syllabus.

And think about how you would
teach it, which is the whole idea

of asking you for a synopsis.

It gets you thinking about, okay, so these
are the subjects that I'm gonna teach.

How am I gonna teach them?

What sequence am I going to teach them in?

And the sequence is really, really
much easier than people think.

So when you start out, you are obviously
gonna start out at the beginning teaching

the basics, because you can't go on
and teach things like, um, a SW pattern

unless you've taught 'em submodalities.

You can't have them doing
certain exercises unless they

have the basic skillsets.

And as you think about how you are
going to sequence your course, that

will help you bring it all back
into your head and you can think

about, well, how would you train it?

As Steve just said, how would
you describe what this is?

The actual course is about
giving you platform skills

more than anything and how
you sequence your course.

So you think about how you're
gonna start to teach it.

Can, can I add something else to that?

Um, 'cause it's just occurred to me
because I didn't have the chance to go

into, into practice my practitioner,
I turned up and I say it was ary hell.

Um, I was having to relearn
what I'd done though.

A practitioner in order to
present it and train it.

Yeah.

Managed to get through it.

Okay.

Um, when I then, then I became
an, an assistant and then ended

up on the trainer's train.

By then I'd done the master prac and
done another couple of practice as well.

Um, the difference that made
the difference to me was that

I was working with people.

And that things such as swish patterns
or anchoring, you know, a lot of the

techniques and tools are put into
practice and are used in real life

with people because that's when you
find out how to do them, how to really

push it and how to make it work.

So between now, March, play with as
many people as you can find that are

willing to explore and do swish patterns.

Do some of those.

So you go, I I've got this,
I'm so comfortable with this.

Yeah.

And, and get used to doing all the
exercises that are in the manual.

Have a look at the, the
exercises in your manual.

Um, because I mean, one of the things that
they say on the trainer's training, 'cause

if you're gonna do, if you actually want
to do this to be an NLP trainer, you've

gotta be able to demonstrate those skills.

So at some point you will be expected
to take somebody from your course,

whether it's virtually or whether
it's in person, and put them in

front of the rest of the class.

And go, this is what you do.

Um, and sometimes you get your demo
subject and actually they're not really

what you expect them to be sometimes.

And, and then you have to edit what
you're doing because the exercise you were

going to demonstrate on that particular
person, they might, what they're

presenting with might not be suitable.

Um, so get used to practicing.

I mean, Richard will say when you are
there in, in, in March, that the more you

practice these demonstrations and with
people, the better training you'll become.

Yeah.

And I've seen, I'm sure you've seen
the same, haven't you, that people

who have come in and done prac,
master prac trainers training and

they've gone and done nothing with it
and we've met them and it turns out

that they're not confident in what
they're doing 'cause they haven't been

out there and put it into practice.

Yes.

Yeah.

And not that necessarily the training, but
actually just using the NNLP with people.

Yeah.

It and, and, and knowing
how to put it together.

'cause NLPs a great toolbox.

Uh, I mean, we've got a question here.

Uh, it says,

I love hearing how Tina
combines different techniques.

Uh, I did a, a demonstration on the
practitioner that we ran, uh, in

London just, just before Christmas.

Uh, and it was a change,
personal history and, uh.

It suddenly seemed really appropriate
for the person I was working with.

But I added some deep trance
identification in there as well, so

that she got a few more resources
'cause she couldn't find the resources.

So I was like, well, do you
know someone else that has the

resources that you're looking for?

So we did some deep trance identification.

She got her resources and, and
she got the change that she

saw that she was looking for.

And it's not, oh, well I'm gonna
do a phos phobia cure because you

might need to do something else.

Um, I did a demonstration on the
course we did in, in the summer,

and somebody had a phobia of moths
and I was teaching the Phobias Cure.

So I demoed the phobias cure,
but she was still afraid when I'd

finished the Phobias Cure because
the phos phobia cure is primarily

visual and her trigger was auditory.

So then I had to go back and
deal with the auditory part,

and then the phobia was gone.

And this is what I mean by not
all demo subjects will follow

exactly where you need them to be.

And sometimes you need to
incorporate different elements.

Mm.

I I think there's also real
transformational power in hiding

a technique within a technique.

Oh, yes.

I do like to do it.

Yeah.

I love that.

Yeah.

Um, talking about, in fact, this
is, this is a, an approach which I

learned from John, John Laval and, um.

I don't think he framed it as a
particular technique, but it's

observing that he demonstrates what
he's doing by demonstrating it first.

It's like, does, yeah.

You know, it is very
much like the trainers.

Tell 'em what you're gonna tell
them before you tell 'em, then

tell 'em what you told them.

Yeah.

But in this case, you don't tell
them what you're gonna tell them.

You just tell 'em.

Yeah, tells them yes tell.

It's like you tell them
wrapped up in a story.

Love setting something up in a story
because they cannot not process it, in

which case we've done it once before.

We then move on to maybe a trance where
it can take the story and wrap that up in

a technique within the story that I love.

It is like very much like
Russian dolls, you know?

Or nest nested loop technique.

You just reminded me of the thing
that I would've loved before I

went on my trainers training.

Um, now when I did my trainers training,
nobody, I just kind of turned up and

I'm one of those people that I can, I
can, you may have noticed, I can tell

stories about anything and, uh, there's
never ever do I have a lack of stories.

And when I did the trainers training
and when we were nesting stories

within stories within stories,

I, I remember sitting there one evening
and everyone had gone out to, um, oh,

the, the jazz, the jazz place in Soho.

Oh, the piano bar.

Yeah.

Ronnie Scott's, Ronnie Scott's,
everyone went to Ronnie Scott's

and I, I didn't, 'cause I was,
I didn't have enough stories.

And I remember I sat there in my hotel
room thinking of stories and coming

up with stories that I could nest.

So here's something that will
be really useful for you when

you're gonna go to Orlando.

It's just practice telling stories.

Um, there's a, there's an app,
it's called the Story Cube app.

I don't know if you've heard about it.

Um, I love the story Cube app.

I'm just trying to find it on here.

Um, where you get, um, you get
nine cubes and you throw the

cubes and then, oh, there it is.

You throw the cubes, Rory's story
cube app, you get nine cubes,

and then you throw the cubes.

Or if it's on the app, you shape
them and then you have to create

a metaphor about something.

But using each of the cubes now, that's
a fabulous exercise for you to be

practicing now, so that by the time you
get to Orlando, you are gonna, they're

gonna be like, whoa, where did this
woman come up with all these stories?

Mm-hmm.

Yeah.

That's a great one.

Stories.

Brilliant.

So next question.

Here we are.

This is for you Mr.

Crab.

Uh, here we are.

So, Steve's trance this month enabled
me to investigate my dream support

team and realize a process by which
I can own the marketing content

while someone else does the legwork.

What best life support team?

I wonder what best life support
team would look like in your view.

Well, my best life support team
or their best life support team.

Well, we can't really talk about
their best life support team

'cause we dunno who they are.

No.

Well, first of all, fabulous.

That they did the exercise and they've
got some idea of what the support team.

Um, is gonna look like that will
enable them to own their support,

uh, own their marketing content.

It's also, I think, um, having
clarity in that, it, it just helps

also with those, uh, conditions
of well formed outcomes as well.

You know, if you can't see
it, can't imagine it, um, you

haven't got the clarity on it.

Um, in terms of my dream support
team, uh, it's really simple.

Uh, I use that genius matrix to
decide where I spend my time.

Um, because it's not about
the people initially.

It's about the tasks that are time and
energy draining that I want to, um,

offload and those that don't actually
add real value to what I have to offer.

So the Genius matrix really simple.

It's just like a cross at the
top you have genius or flow.

This is when you do something
and you're just so in the zone.

Time disappears.

Like the things that if.

If I wanted somebody to work with,
um, somebody who was, uh, addictive

or suffer from panic attacks or
anything like that, Tina, for sure of

all the many things, but definitely.

Okay.

That's her, that's the space of flow
for Tina of, and there are many other

spaces of flow that she has as well.

Right.

But she's definitely up there in that
place of flow and genius is where you go.

They're the person.

Excellent.

As you go.

Yeah, I'm, I'm really excellent at this.

You know, you put in the
hours, you've up the time.

But it's still not flow.

And then down below that you got good
where you go, yeah, I can, I'm good.

I can do this.

And the other quadrant
is either okay or crap.

Okay, so I done in this
quadrant, I've got ironing.

It's never going to happen.

I could invest fine to become good at it.

I'm not gonna do that.

I have no aspiration to become excellent
and it's not my genius of flow.

But some people just love it.

You know, they want to
get those creases right?

That's so my dream team is I, I'll do an
inventory of all the things and tasks I

have to do and I go, sure, I can do that.

But who is up in this, above this line?

But they will just absolutely, you
know, they're just dying to do it

and I'll pay for that so that, so I'm
looking for the task to allocate and

then I'm looking for someone who's
in this place of excellent to hand it

over to, I'm not gonna be handed it to
someone who operates below the line.

It's not gonna happen.

Yeah.

So that's how I build
my dream support team.

I agree.

If I can't find anybody above
that line, then I'll do it.

But I'm looking for someone above that
line that I can outsource to who's gonna

take it away and just do a brilliant job.

Yeah.

It's also becoming a lot easier nowadays
as well to tasks that are below the line.

If you can't find the right person, it
is becoming easier to automate them.

Yeah, it's, yeah.

There are so many things now, you
know, technology is changing that

so many tasks that you would've had
to have found somebody who's really

good, that's consistently good.

You can automate those things.

There's a lot to do
with marketing as well.

It's, uh, gonna change over the
next couple of years, so you,

you know, it's worth looking at.

Yeah.

So if you can't find the dream team,
like Tina says, you may have to do it

yourself if you're gonna do it yourself.

There's something I would
do though, schedule time.

So that doesn't eat into the other
valuable time where you could

be doing things that, you know,
really move the, the needle more.

So next question.

Oh, session design.

There we go.

Session design.

Okay, nice.

You have heard one on the for ages.

I always work with double breakthrough
sessions and yet can still find

myself up against the clock.

Sorry.

Whilst always work with
double breakthrough sessions.

That's what it says.

It's a double breakthrough session.

I have no idea.

Okay.

Um, I'm assuming that, I
don't know, to your session,

paid, I guess double session.

A double session.

Yeah.

Double session.

Fair enough.

That's my mind read.

I'd love to hear your top tips
for pacey and productive session,

specifically keeping the trance
element to a manageable time.

I love this.

Um, I love it.

Yeah, it's a great question.

I keep manageable for the client
to keep listening thereafter.

Now, I know you don't record
things for your clients.

No, no, no.

You never used to do that.

You would give them another.

Never done it.

It's been asked and I said no.

And my reasoning behind that is, um,
like I said, I will package things

within the session within the hypnosis.

I'm talking to their unconscious.

So why the hell would I want
their conscious mind to review?

What we're doing.

And it also presupposes, this is my map,
that they might need to listen again.

Need do it again.

To finish, yeah.

To do the work.

No, that's, that's not happening.

So I don't want them unpacking or
unpackaging the work that I've done.

I'll even give someone amne, most people
get amnesia at the end of the hypnosis,

so they don't remember what I've said.

So the unconscious work can
just percolate through the mind.

Now they're recording.

I do give them recordings.

Um, and I actually give them, I give
them amnesia every time they listen to

because that instruction
is in the recording.

And, and I, and I layer things in
it so they get different things.

And, but I mean, that's just
because I like to show off.

Um.

Yeah, I, I do do that.

I do give them recordings, but my
recordings aren't always 20 minutes.

My recordings can be longer.

And in fact, I did something, um,
it was a, a stress release trance

for somebody and it, it, it happened
to be 35 minutes and they love it.

So I don't think people are gonna
go, oh, it's over 20 minutes.

I'm not listening.

I mean, they're not normally that long.

But it just happened to be that
this particular trials I designed

for this person was 35 minutes.

But I'll go to the, the
double breakthrough session.

Um, I've got a clock in my head, like
a, kind of a, an automated timer so that

I know when I start, how much time I've
got to get the amount of information I

need, and then I finish up on my trance.

And I've just got this internal
clock on my control panel.

Um, so, so having a, a pacey
productive session, it just works.

There have been times in the past
when it didn't work, which is why I

set the, uh, the clock on my control
panel, so my unconscious keeps track.

Mm.

Okay.

I, that's why I love with so many
different approaches, you know, you've

got a very different approach to me.

Um, I don't do that much remedial
work with people anymore.

It's all very business generative.

Um, 'cause I'm gonna talk
about remedial work, though.

I will.

There's two things I do.

I, and again, again, it comes back
to the thing I said about John

earlier on, about, you know, telling
'em what you're gonna tell them.

Doing the work before
you even do the work.

Yeah.

To me, the session starts as soon as
you're in communication with someone.

It's the way you pre-frame
and set up things.

And I will want them to turn up
and to be compliant, to follow

instructions because I need to be
able to lead rather than then lead me.

So I'm gonna start by getting rapport
so I can lead from the very beginning

by giving them things to do to test
whether they follow instructions.

'cause that's useful knowledge that
will include paying on a certain

time, that will include filling in
a consent form and giving me the

information I need within a certain time.

So it's unpackaged from out of
their head on the paper given

to me is now disassociated.

So when they turn up at the session,
I'm not having to take them into

the problem and listen to the
blah, blah blah for half an hour.

'cause they'll want to unpackage
the whole life story, won't they?

It is like, I'll keep
it short when I was two.

Seriously.

Okay.

Um, so I've got the notes and
I go, good, I've got a sense

of what they think is going on.

I don't need them to repeat any of this.

And then I can get straight into the work.

I will give them the gift of a
few minutes of being able to talk.

And after that gift is over, whether
someone now bored with this, listen to

the story they're about to repeat for the
500th time, I'll stop it and go, great.

I know what to do.

And then straight into the work.

So the pre framework, I also used
to send a pack to people which

would talk about hypnosis, talk
about NLP, talk about change work.

And there would be a CD that they'd listen
to before they came into the session.

So when people stopped using
CDs, I'd sent an audio recording.

So they've already listened to a, his
hypnosis recording before they'd come in.

They're doing all this compliance.

So we are, they're, they're pretty
much cooked before even started.

That makes for a very short, snappy,
you know, breakthrough session.

Like an hour, 90 minutes kind of done.

Um, but I used to have another 90
minute session where they'd come

back so we can test the work.

And that would always be generally
for say, which would be generative.

You know, there might be sometimes
you have to go back and finish off

the work, but, so that's what I do.

Yeah.

Um, that's what I did a
lot of pre-frame work.

Get them to do the work, give it to you.

Lots of trance before prep
and then straight into change,

change, change, change.

Next one.

Yeah.

With a bit more caring than
maybe I've just demonstrated.

Yeah.

Not a bit more love, bit more
compassion and loving kindness.

Yeah.

Yeah.

Please, please, you know, mind
the swing door as you go out.

Thank you.

Yeah.

Next one.

I think you, you get very good at timing.

When you are seeing a lot of clients?

Hmm.

Um, because I remember when I first
started and, and I, and I just

had the odd client here and there.

I would take as long as I wanted.

I mean, I would practice, I would
be trying out lots of different

techniques, lots of different things.

They would my Guinea pig
and they paid to be there.

Um, and I had plenty of practice,
plenty of time to see what worked.

And then gradually as I became more busy
and then I might have like a whole, I

might have five people at the clinic in
one day, I couldn't afford to go over and

I always wanted a half an hour in between
each person because I wanted that time

for me to wash my hands, clear my head,
get my energy set right for the next one.

And you learn pretty quickly
when you've got a lot of people.

How to do that.

And you keep track of your time.

Yeah, yeah.

Absolutely.

In fact, just remember there was
the time I used to put a CD on, so

of music playing in the background.

And after a while I went,
okay, that's track number four.

I'm halfway through The session
was really useful until I

realized I had an internal clock.

Didn't need it.

Yeah, yeah.

Um, there's also something
else about, so like, the pre

framework I found really useful.

It is.

Yeah.

And, and stopping them from Sorry.

Hypnotizing you with their story.

Yeah.

It's so essential.

Yeah.

Compliance.

Stop it.

You gotta, I always do that straight away.

Uh, uh, uh, hand yeah.

Set up at the very beginning,
but the, but the future pacing.

Um, I've got a series of recordings
that I would give to people.

So the first one was called
Preparing for Success.

It was about mindset.

The follow up was called Just Do It.

So whatever they wanted to do,
it was reinforced to just get

the freaking hell on with it.

Yeah.

And so that would be the support, and
then the change work would be done

in the middle and they wouldn't get
to, to, you know, go over that again.

So I like to like to, to bookend it.

Yeah.

And that really worked,
that made it very effective.

Yeah.

So, so we, one, I'm, I'm, I'm
gonna, I'm gonna jump one and go to

this one because I love this one.

Occasionally I feel like I've taken on
a client against my better judgment.

We've all done that, haven't we?

What strategies do you use
to decide whether a client is

right for you and vice versa?

Well, we, we did discuss this because
it made me smile and, and, and, and

I remembered, um, Steve and I have a
similar strategy in that if somebody

presents and for whatever reason.

My instinct is saying, do
not go near this person.

Don't work with them.

Uh, you're not a good match.

You know, there's somebody better out
there for them or for whatever reason.

Um, I would say, oh God, how
much money can I charge them?

And I would come up with
an obscene amount of money.

I mean, my fees are not posted anywhere.

Uh, fees are, when you talk to me and
I'll tell you what my fees are, I would

give them an obscene amount of money.

And then occasionally
they'd go, yeah, okay.

And I think, oh, I've got to do it now.

And, and I did do it.

I did go.

I, I delivered.

I got the change.

Um, and I think you had a, a
similar strategy, did you not Mr.

Crab, I.

Yeah, I, I did.

Um, as you're telling that story, and
I'm, I'm just processing the question,

um, it just occurred to me that my brain
processed it about the wrong client,

more around value more, rather than
am I able to be of service to them.

So when you're starting out, I think
it can be very easy to stumble into

working with someone where you are
coaching above your pay grade and

poach coaching above your experience.

Yeah.

Um, I, okay.

I don't wanna sound arrogant and, or Okay.

I'm just gonna say it
so it sounds arrogant.

It's arrogant.

Okay.

I haven't met anyone that's come in
as a client where I thought, I can't,

I can't do something with this.

Mm.

Okay.

Um, I did at the beginning, but
after about year, having worked with

hundreds and hundreds of people in the
first year, I was going bring it on.

It doesn't matter what the case is.

I know I can do something.

That's going to be worth
the value that I'm charging.

Yeah.

And I didn't meet anybody where I
thought, Hmm, this is out of my league.

I know who to send them to.

So that's the bit I'm saying, I don't want
this to come across as being arrogant.

It's just, I knew it's a bit like
Owen said yesterday, he was talking

about doing something going, I know
I'm gonna be one of the best at this.

Yeah.

Yeah.

So when it came to therapy, I just knew
that with my work and my commitment

and my approach, I was one of the
best people to be of services people.

So, come on in.

Um, did it mean that some people came
in that I, I'm in the session thinking,

oh my goodness, I wish I had started it.

That Yes.

Yeah.

But they were generally the ones
where I had to really, um, get

rapport with my own identity.

Right.

I had to step up, learned the most.

They're the ones I learned the most from.

Yeah.

Yeah.

The one I had to, oh,
I don't wanna do this.

You have to step up.

To pull something rabbit out of the hat.

Yeah.

And then you, afterwards I
thought, yeah, I did that.

So, so in terms of somebody who's
presenting issue is maybe so extreme

or so distressing or so unique, I
never found that to be an issue.

Bring it on, let's see what we can do.

Yeah.

The areas where I, I worked to
make sure no, you're not coming in.

Were the ones that weren't,
they wanted to prove something.

Yeah.

They wanted to, um, demonstrate
how tough and difficult they were.

Yeah.

They wanted to, to really just
edge it to the list of all the

other people they'd seen before.

Yeah.

So I would not work with those people
until I'd had a conversation with them and

kind of knock that out of it, out of it.

So it's like.

Don't come here to prove
that you are difficult.

If you wanna do that,
go and see someone else.

I'll give you a list of people
that will take your money.

Yeah.

Um, and nothing will change.

You've gotta be willing to come here
when you're willing, then I'll see you.

So that's, they're the people that,
you know, occasionally stumble are

the ones that, they're not doing it
on purpose, but they wanna, they're

holding on to their presenting problem.

Yeah.

They're the ones that I would work
to make sure that they didn't come

in until that had been addressed.

There was only, only ever two people.

I turned away, only ever been two people.

I turned away one aggressive and violent
and one verbally aggressive and violent.

Him.

I just sent pack in, uh, and you
know, can you recommend, no, I'm

not recommending you to anyone.

Just get out.

Yeah.

And this particular lady who came in and
I said, no, I'm stopping the session.

You're leaving.

Okay.

And I don't give refunds.

Sent her away and then she came back.

Totally compliant and became a,
a client over a couple years.

Fly in from Australia, in fact.

Right.

Um, the others are the
ones where I go, Hmm.

I'm now doing something that
really isn't my thing anymore.

That's a different conversation
when you kind of moved on and

it's not your stuff anymore.

It's like, remedial stuff
isn't my stuff anymore.

Yeah.

I can do it.

Yeah.

But I love this working
with business owners.

Yeah.

Yeah.

And there, and there's certain elements
that, of certain conditions that I can do

it, I've done it in the past, but it's not
my thing and I don't really want do it.

Um, so I will actually, I refer
them to our students, I think.

Who do I know?

That's really good.

Yeah.

Use them.

I think you refer to the students.

Yeah.

It's like, possible.

Depends on what it's, doesn't it really,
you know, there's a be, you know, I

think all that sounds interesting.

I'll do that.

I think I've, God no, I don't
wanna do any more of those.

Here we are.

You can have that.

Yeah.

So I, I think there's nothing wrong with
occasionally stumbling if what you're

doing is you're stretching your ability.

Fabulous.

If you're occasionally stumbling
because you've let someone in who's just

gonna be a real pain, learn from it.

If you're occasionally stumbling
because you're taking on work,

which isn't your thing, learn from
that and be willing to say no.

You've gotta be willing to say no.

That's one of the, I think one of
the criteria of successful people

is they go, no, not to that.

Yeah.

I, I've stopped two sessions.

Uh, one guy, which was, oh, 20
odd years ago, and he was just

so, he was just being obtuse.

He wasn't following instructions, he
wasn't doing what I asked him to do, and

he was just trying to be really clever.

Uh, and I said, well, I'm sorry.

We are obviously not a good fit.

This isn't, this isn't for you, not
with me anyway, so I'm calling it a day.

There's the door.

And then he stood up and he started to
argue with me to talk me into helping him.

And then he did the, he did his own
change work while he was arguing with

me, which I thought was fabulous.

And then I went, okay, you can stay.

And I didn't, I didn't let
on the fact that he did it

while he was arguing with me.

And then we finished the session
and he came back because he

thought that that was wonderful.

And then I had another person who,
um, had, um, had anger issues.

And they started to be very verbally
abusive at the beginning of the session.

And I just said out, off you go.

Yeah, yeah.

No, no.

Your rules.

Yeah.

And, and I do have a similar strategy.

I do have a similar strategy to Tina.

If someone does come on, I think, oh,
I don't really want it, do the work.

But, um, I go, yeah, okay.

And we'll, there'll be a rate that'll
be quoted, but I don't even do

that anymore because as Tina says,
you can double it and double it.

And they, they'll go, yes, you go.

Oh, okay.

In case, you know, you
didn't double it enough.

Yeah.

So I just will go, no, it's not for me.

Um, and then I'll pass one to Tina.

We've got five more minutes, so Right.

So we have here, we've
got in the chat, Tina.

'cause I've not got Facebook
up, so I can't see the chat.

We, let's have a look.

I'll have a look at the chat.

You, you talk and I'll have a look
and see what's in the chat now.

Oh, Glens.

Hi g Glenys.

Haven't seen Glynis for ages.

Hello Glynis.

Uh, Sandra's out there.

Paula, cia, Paula Chow.

Marco, have you got any live questions?

Because aren't no, we've,
I've done the questions.

There are no more Nice to questions.

See you guys.

Thank you for being here.

So we've got one more question.

Let's say, so we've got time for one more.

Yeah.

So it's really about Owen's presentation
and I thought that would be.

Since soon as we started with him.

Yeah.

So really enjoyed Owen's
presentation, uh, and record.

Tina saying that you might help us unpack
some of it, but not Did you say that?

I did.

I did not.

Now.

Um, having heard the importance of
habit building positive practice in

neuroplasticity, I'm thinking that we
cannot underestimate the purpose of

trance, and most especially future pacing.

I wonder if I'm unpacking this correctly.

Does trance support our clients
to build new neural pathways,

albeit via their imagination?

I'm just gonna say yes.

Yes,

yes.

I'd say, yeah.

Yeah.

It's ev every communication.

Changes your brain, does it not?

Yeah.

In order to process something, there
are chemical neurological changes

going on every second of every day.

So the only thing we need to really
think about is how can we purposefully

quickly help people to change their
brains in ways that serve them.

Yeah.

So the answer is yes, and, and I
will listen to it and review it,

and we'll begin to unpack some
of the things, but not today.

I think that'd be a
useful exercise actually.

Um, I think so too.

What I liked about what he did was the,
the structure of it, it was actually,

it's very similar to our coaching calls.

Mm-hmm.

It was when we looked at the
framework, the hero's journey,

the victim owner model.

Um, so it was, you know, it was
a very interesting talk and,

um, I'll go back and rewatch it.

I'm wondering if the
people that were there.

Are actually beginning to listen and
review their own stories, because

that's where I think I would start.

Yeah, and, and it depends
on where you're at as well.

If you are a trainer, step back from
the content and observe a process,

especially the last 15 minutes or so.

Yeah, just have a look at the
process and then map it out

and then just let it percolate and see
what it is that you are doing or that

you can start doing or stop doing.

I dunno how many of you noticed it was.

Tell 'em what you're gonna tell them.

Tell them, tell 'em what you told them.

He, he set it up, did the pre-frame, went
into the stories, wrapped the stories up,

stories within stories, and then future
paste and did what I call rent hypno

rent, which is where you keep talking,
don't give people a chance to talk.

So you did all the questions, answered
those very quickly, and then wrapped all

up and reviewed most of the answers at
the very end, which was, uh, was elegant.

Yeah.

Yeah.

In a way, the only Owen can, well, only
owing can, and Tina can, and Steve can.

In Tina's way, in Steve's way, um, we
better let people know about some of

the things that are coming up as well.

Um, the Secret Agency Change
Membership Group, we're gonna

be opening the doors shortly.

We're not gonna tell you when because
we've, um, we don't know when we're gonna

let you know when, when we are ready.

Um, so for those of you that are wondering
about these, um, talks that we've

been talking about, where you can see
them, it's behind a membership group.

So we'll be posting that in in
the, um, Facebook group shortly.

Um, the Prosperity mission will
also be opening up as well.

So those of you that, um, are
really thinking about your mindset

and value, definitely grab that.

And in July, I think it is Tina, we are
doing business alchemy in Glastonbury.

So we're gonna do a
retreat in Glastonbury.

Hmm, yeah.

A three day retreat where you
get to retreat to advance.

Yes.

And the basis of that
is going to be about.

Prosperity mindset.

Oh, it's gonna be amazing.

We've got access to the chalice
wells, haven't we, Tina?

So we do.

We've got private access to the chalice
wells on the Saturday evening, so

I thought we could do some really
deep trance stuff in the gardens.

Yeah.

Gonna be, we could use the pool.

Yeah.

Yeah.

We're gonna, we could
sunk people in the pool.

Baptisms.

Yeah.

We can have baptisms of prosperity.

Wow.

Oh, absolutely.

Yeah.

So we are gonna be doing some stuff
which will be, um, maybe some things

that many of you haven't done when
you've trained with us before.

Uh, a lot of esoteric and some magical
stuff, really diving into some of

the sub modalities and the hologram.

So that's gonna be something
interesting and fabulous.

So if you can join us, then we'll
let you know about that shortly.

And we've got a new
website coming out soon.

So there's been plenty happening,
lots of things to tell you about soon.

For now, I think it's time to scoot off.

Um, I'm going to go and review my grandson
who damaged his knee playing rugby today,

and he's still not home from hospital.

Well, I wish him well.

Thank for being here.

Thank you everybody, and we'll,
we'll see you next month.

We will.

Live, long and prosper,
love, serve, and prosper.

Ciao.