Episode 16 - Unlocking Potential: New Beginnings and Growth

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.