Episode 22 - Harnessing Prosperity: A Journey through NLP and Universal Laws

Oh, I spoke to someone last night, um, and they're gonna book onto our retreat. So for those of you that haven't been reading the messages that we've had on, um, on Facebook, we are running a retreat from the first and the 3rd of July at Glastonbury. And that's the town, not the music festival. Um, because the music festival's on next week apparently.

That was just around the time it started to change they park fences and it was difficult to get in, but it's really well organized now, you know, very well organized. But so when our retreat be

camping. But one of the things she said that I feel, I have to tell you, she did the Prosperity Mission, uh, last year when we ran it. And she had like a sideline. She's actually, uh, works in the health service. She had a sideline, uh, 'cause she loves animals and she loves training dogs. You have this sideline training dogs and she wasn't earning very much like 20, 30 quid a month training dogs. She's now got a thousand pounds a month plus training dogs.

And that's one of the things we're gonna be doing at Glastonbury. You know, we're gonna do a lot of clearing, basically helping people to get themselves out of their own way in terms of creating the type of life you desire. And I do remember her emails actually, 'cause uh, she did the work, didn't she?

Yeah. I find it, I find the fence sitting thing quite fascinating. Apart from getting splinters, it's quite, it's quite a painful process. I mean, I, I remember doing that sometimes. I don't do so much. I don't, I don't do it at all now actually, because I evaluate the ups and downs, the pros and the cons of whatever I'm gonna do pretty quickly so I can make a fast decision.

Um, I just find it fascinating looking at the strategy of what must be going on in order to, I'm gonna do it, no I'm not, or I'm gonna do it, or No, I'm not. And then putting it off and putting it off and putting it off. And was it, in Richard's book conversations, this is one of the biggest challenges people face is, um, hesitation.

Um, but we know from personal experience and we know from all the thousands of thousands of people we've worked with, the difference one small thing can make to your experience. And I think a lot of people look at the cost. They don't wanna let go of the money. It's the money they're focusing on and not what it will do for them. Give them. And get them.

for you. Give, you, get, you and I did a post in the Facebook group the other day and we, and by the way I can mention this person's name, Charmaine. 'cause she gave us permission to share her story and I thought it was such a core story that she received our newsletter, um, that goes out. It's a new newsletter so if you haven't received it before it's 'cause it's a new one. And, and if you want to receive the newsletter, go to the nlp masterclass.co.uk website and register.

Okay. Uh, go up to the student dojo as well and sign in there. They at the very top, and that would give you access to some free resources. And then you'll get a monthly newsletter with lots of extra, uh, mind tips and hacks and updates. And she received the newsletter and saw the thing about Glastonbury and her first reaction was Fair.

And that evening, one of the things that came into our imagination, like and inspired thought came about and I just thought, this is exactly what the retreat is about. It's about tapping into the magic that's out there. And when we add our NLP modeling or magic to it, it, it takes it all to a completely different level, very transcendent level. So it

Okay. We also have a separate membership site, which is called the Secret Agents of Change Membership Group Group, which has been set up specifically for coaches, therapists, and consultants. However, that doesn't mean if you're not a coach, therapist or consultant, you won't get a benefit from joining because. There are two streams within the Secret Engines and change membership site, and that's the one we're gonna be opening the doors for.

Okay. We've been talking about it for a couple of months about, if you're interested, it's a closed group. We will be opening the doors, and that will be sometime this weekend. I'm not gonna pin myself to a particular time doing bit testing. Um, and when you sign up for the membership group, you get monthly access to the sort of things that Tina and I, well, we thought about what would we want.

When we were starting out, we spoke to quite a few people and said, you know, what do you need in order to support you growing your coaching practice, your therapy practice, or your consultancy business? The two things that people always want are more clients and mm-hmm. More money really. So if you get more clients and you're doing it right, you'll get more money.

And the way to get more clients is to make sure you're really, really successful at what you do and they come back and they refer you. So we've got these two streams, if you like. One is practice in your practice, which Tina tends to tend to run, although we might mix it up a little bit I think in the next couple of months. Mm. I think we meet, we'll, we see, we'll see. Yeah. Um, where she talks about the things that you can do to improve your success rate with clients.

Yeah. And then once a month I talk about growing your practice and I bring in what's called my quantum growth model. I've got my quantum. You can see my Quantum Leap T-shirt. I

And I just wanna make sure that people are clear on the difference so they don't get confused as to Yeah. One is a free, one is a subscription,

So for example, on the, uh, business Alchemy Retreat, um, at Glastonbury, uh, Tina and Gloria recorded, um, the whole of me. Uh, so recording made up of six different elements. Um, one was the element of me and they look at some really, really core different aspects of psychology and psyche and energy. Yeah, so you've got that resource. There's a couple of recordings from me and there's an ebook as well.

Um, it's the Business Alchemy Renoir, which is, yeah, I love a full of incantations and spells for change. Mm-hmm. Um. So you'll get some free resources, but when you come along to any event trainings, you'll also get a bundle of other resources so we can support you after the, uh, the event that you've been on.

Is, um, next week we have got the masterclass. So Okay. Again, just to remind everybody that every quarter we have a Zoom masterclass where we invite in a guest trailer, someone that we know that does exceptional work. You know, we've had John Laval, Kathleen Leval, Alexandro, Eric Robbie, um, Elizabeth, PA Butler, and, uh, oh, sorry if I've forgotten anyone. And Owen Fitzpatrick, of course. Yeah, Owen. I knew somebody else.

Um, and they've all done amazing and very, very different things and I've, I've learned something on from every single one.

So I know some people go, oh, you know, well when you look at the neurology and how the brain works and, and the parasympathetic nervous system and the sympathetic nervous system and, you know, I just get so confused. Well, the way, the way Kay has put this model together, it's so simple to understand. Um, and the things that she's doing are not just for children, they're for everyone.

Everyone else pays a token sum is 20 quid, unless every now and then we do like a little flash sale and we tend to do the flash sale only for people in this Facebook group, but maybe for, and also for the International College of Clinical Hypnotherapy Group.

me. So j Marco, we've missed you, Marco, we've noticed you haven't been. Yeah. Where have you been, Marco? Um, so Marco's question, in your experience, what are the best instruments for helping people forget the bad moods? That all the news coming from the mainstream, um, media is giving. I love it. Okay. Sorry. Mainstream, I imagine. No, it's just

I've found one of the first things I do, and I, I can tell when I've detached from the mainstream news and all the social media streaming that comes in because I can just feel my physiology relaxed straight away. And I haven't got these loops going on in my head about inflation and gun control in America and Ukraine, and they're not here. Monkeypox, I'm still, I'm still aware of them. Monkeypox. Yeah. Um, so I think that, to me, that's the easiest thing. It's like re remove the triggers.

So joking aside, you know, a, a little flannel for your phone and a towel for your TV or your laptop, um, and just be judicious. Um, don't immerse yourself in because I, in fact, I'm gonna do some research. I wanna see if there has been any research into, um. Social media, news streams and mental health issues. I'm curious

Um, and I've, I've kind of, I look at them, uh, and Marco, I've got my NLP hat on, uh, and my calibration skills from, from Eric and my NLP training, and I look at them and I think. You're lying. Nothing seems to ring true. It's like for me, I, I actually, I've got to a point now where I've, there's this huge compulsion blowout that's happened with the news and I don't think I believe any of them. Um, and when, when they came up with the whole monkeypox thing, I thought, what, what?

So I went and investigated and apparently shingles, which is something that some people get when they've had chicken px shingles is also known as monkeypox. And my brain went, well, excuse me, people are you trying to bullshit me into thinking this is a new disease when really it shingles what's going on? So, so I guess, how do I deal with it? What instrument do I have? For me, I don't really believe them.

Um, and when the more extreme they get in their, in their, their news reading, the more funny I find it. So I'm finding a lot of humor in the news nowadays. And, and as we know from Richard's, uh, fast phobia cure, laughter does blow out fear and anxiety. If you've got people that are really, really fearful and anxious about the news, I would suggest they stop watching social media. They stop reading stuff. Um, and then maybe you can do something with them. 'cause I know you have skills.

Both you and Paula have skills. Maybe you can work with them to help them change the belief they have and to be more relaxed in their life.

So, you know, look, look for the underlying cause as of the need for the check-in. Um, but, and there's something else that occurred to me as you were talking. Um, so Tina's got one way, which is to not believe in it, have like a doubt filter of some sort. Yeah. Or just not just hear it and hear it be funny.

So it was very much like, come in, get you sorted off you go, get on with your life, you know, um, which is not bad in terms of, you know, giving people a result, but it certainly became a little bit less caring than it, than it could have been. And I remember there was one guy who he expressed gratitude that I was there and caring for him, and I realized how important that was.

So it woke me up that I was becoming a little bit, um, less compassionate and that everybody that came in deserved my, my full attention and my, my compassion. Yeah. But how could I deal with making sure that I wasn't overwhelmed? And I realized what I had to do was make sure I was doing a cleanup process. But I also realized very quickly that if I did the disassociation, so when people were relaying information to me, I wasn't processing it first person.

I was processing it almost on like a screen, a detached screen, so I could understand what they were saying, but without having the emotions that they were experiencing. So I could still have compassion, but I didn't have to have to have the empathic mirror neuron effect. You know, if they're in distress and they tell me about something distressing, I wanna be present for them. There's no good as both feeling bad. That's not gonna be resourceful.

So. I, I just realized when I'm listening to the news, I'm d very detached from it. Yeah. There's a disassociation from it. So that might be something you want to, you know, practice with self first. So you get used to listening to the news, but not being in it, you know, if there's a news reel about saying, which is horrific, you don't have to be there. You can see it play out.

So you still understand and got compassion and caring, but not the over, you know, unnecessary emotions, um, that stop, they say unnecessary. They stop you from being of service. Yeah. So you, you practice it yourself and then get your clients to practice that. So that's, those are another couple of instruments that, um, I think they're really useful.

Um, uh, when I was in, uh, in Orlando in March, I had COVID and I was quarantined in my room in the hotel. Um, and I, 'cause over here, I mean, I was used to testing myself quite regularly. Um, we got the free test in the uk we don't get them anymore. Uh, and when I was going to do something and if I was with a group of people, I would test myself after a few days just to make sure everything was okay. Uh, and everybody kept saying to me, well, you'll know when you've got COVID.

You don't have to worry about it. And then one morning I got up and I did the test, and the test said I had COVID and I'm thinking I don't have any symptoms. And then I thought maybe it's a false positive. So I did another one and it said, no, you have COVID. Um, and I isolated as I was supposed to, and after a few days, I've got a negative test. I never had any symptoms. So I think everybody's experience of whatever is happening right now will be their experience.

And it's really easy if you, if you dive into and you associate into all the things they're saying that can happen to you that are really, really horrible. It's kind of like you are, you are giving the universe permission to give you that. I mean, when I heard about the Monkeypox thing, I was thinking, what, what, what is monkeypox? So then I went and investigated and it's shingles apparently. Um, so stop associating into the negative trust in your body's immune system. Look after yourself.

Be sensible. Eat

healthy. Eat healthy, do the things that are right for you to be doing for your health and, and just live your life.

So for example, it could be something distressing happened, but then something else distressing happened within close timeframe of it. Yeah. Now that those two on their own may, the, the, the system might have been able to dealt with it. They would've, they'd have had some time to get over this one before the next stressor and then, but then something else happens. And if there's a close proximity in terms of time. One bad thing happens, followed by something else, followed by something else.

The system then goes into distress and then it's kind of looking to see where's the, where the problem's coming from. And so everything becomes a problem as sick can be seen as a problem. So that can happen with the individuals, but I think it's, there's an element of that being going on almost like on a global exis, almost like existential Yeah. Level. You know, started off with COVID, everyone go, oh my god, you know, it's the pandemic, it's the black death, et cetera.

And it has been horrific and terminal from 30 million people, so there's no denying that, you know? And then something else comes along, um, well then there's nuclear war, and then there's probably asteroids, and then there's probably food crisis and there's global warming. So we've got this almost like, it's like chaining of distressed, you know, global existential, um, problems that. Have we individually got no. Any control over? Probably not. You know, we can only do our bit.

So I think it's interesting and it'd be interesting to see, and I, I, I've actually worked with a couple of people recently where that chain of events has like, like the war in Ukraine really triggered something off of them.

So I'm gonna, the next question, uh, it says, Tina, thank you for your suggestion this month of what to do if you're not sure about the technique to use by asking the unconscious to find the solution and getting an IMR when the solution has been found. Do you get the client to share the solution? No. Um. He hasn't been taught for a long time because Richie doesn't teach this anymore.

Um, he used to teach something called, um, six step reframe, and you could do it in trance or just by asking them to relax, go inside and find the solution, which of course, maybe that's a trance. What do you think? Um, so you would ask some questions of the unconscious to basically go and find the solution, and you'd use the idio motor responses, the finger signals, yes, no signals, so that you knew when the unconscious had found the solution that was needed.

Now, sometimes when people come outta that process, they know exactly what they're gonna do, and sometimes they don't. So I never ask if they know what the solution is. I. 'cause I don't want to create any doubt. Oh, I dunno what it is. Maybe it's not gonna happen. I just want it to happen as an unconscious process. And I remember when I did my practitioner in 1990, frozen to death. And we did this process in the class and we did it as an exercise.

And I remember thinking every night when I get in, I would go straight to the fridge, open the fridge and take something out the fridge. And then I'd be cooking dinner, but I'd be snacking when I was cooking dinner 'cause I was starving and I wanted to stop the snacking. And the person I was working with said, um, has it worked? Has it worked? Do you know what's gonna happen? And I said, I dunno. Anyway, that night when I got home from the course, I got home quite late. It was a long journey.

And I walked in and I opened the fridge and a voice in my head said, what are you doing? Stop it. And I closed the fridge and I thought, oh, well that was interesting. Totally unexpected, completely unconscious. Um, now for those of you that have done a practitioner and haven't learned the six step reframing, 'cause I said Richard doesn't teach it anymore. If you are society trained, look in your society practitioner manual. 'cause the steps are in there.

Most times when I'm doing, for example, a six step reframe, and when I say most times, it means every single time I'll throw in some amnesia at the very end.

Yeah. So as long as it's in alignment with that person, um, and it is ecologically sound and the positive benefits of whatever the behavior that's being changed are still being met and being done in a congruent way for that person, I don't need them to consciously have a clue what's going on. So I would quite often do like some break or something. They'll come out and I'll go, what's the time? How long? How long was that? Um. Did you vote for B? They go, what? What?

Growing your practice, avoiding overwhelm. This month Steve talked about maximizing revenues and shared great ideas for leveraging more income and having more fun without overwhelm. Steve talked about leveraging an asset, EGA book. I personally found writing a book easy, but promoting it without overwhelm is a different story. I'd love to hear your ideas in response to this question. How many ways can we leverage this one asset? Specifically, how many ways can you get a book to work for you?

We've been talking about this recently, haven't we?

And because it went through a publishing house, if you've published through a publishing house, you realize you get a royalty that there's probably not enough meat in the royalty to pay for you to do your marketing. 'cause by the time you're doing your marketing, you're only getting a small share back. You're actually marketing for the publisher. Really.

Yeah. Even if you've got a really good deal, by the way, I mean, I, I kind of know what sort of deals Paul's got, for example, which I won't, obvious not gonna share. Um, but better than what we got with Wiley. We got a pretty good deal with Wiley. Yeah. So I've got no experience of successfully marketing that book. Now I've got another book, which is Living Phobia Free, which I published in late November, 2019. And I had this whole publishing strategy, marketing strategy ready to go.

But as many of you know, I had a mild stroke two weeks later, and it was about six months later, I realized I had a book sitting on the shelf. So, so I've not been marketing that, but what I have been doing is I have been studying marketing of books and gone into it quite. Detail, it's one of my approaches to doing anything. Like when I got into NLP, I thought, who is the best out there?

Um, best coaches, um, NLP as hypnotherapist and I went and worked with them and spent tens and tens of thousands of pounds and working with the best. And I've done the same with publishing because I do believe putting your content out there is really important. So, um, I'll have a lot more to say about this in the next six months. Um, but there is how, how to do it.

There are some great strategies, but I think everything comes back to this. And it's an area which I think a lot of people aren't aware of, how important it is. Um, because they, they wanna write the book. Writing the book is a challenge in and of itself, so well done. Whoever wrote the book. Yeah. But it's getting it in front of the right people. So the bit that most people avoid is the research. Who is your marketer market? Who is the market? Where do they hang out?

And just simply by positioning your book in the right categories, maybe even moving them around that can make a massive difference to your ability to make sales. Yeah. Um, I'm not gonna share any of the resources here. Okay. 'cause I think it's something we need to look at. And Tina and I are gonna be talking about, I think there's a separate course in doing this. Uh, well, in fact, I know there's a separate course in doing this. 'cause I pulled in a lot of information from a lot of people.

There's some great tools by the way, that enable you to kind of dive into Amazon and find out how many books are being sold in which category and to see what the competition is. 'cause if you could move a book out of one category, move it into somewhere else, and suddenly you'll really improve your rankings. There's some great tools that will also tell you how many books you have to sell within a timeframe in order to be ranked in the top 100 and in the top 10.

So, um, there is no quick answer to this question. There are many, many ways, but it is a specialist skill and I can only talk about, say, theoretically. Um, so I don't really wanna share anything which is theoretical until I put it into practice. To me, that's, that's incongruent. Um, but watch this space, um, because when, uh, and by the way, we are gonna be releasing a couple of books in the not too distant future and, uh, we'll let you know how these strategies work out.

But we are working to a strategy. Yeah. So it's not a random process. Um, I'm just wondering if there, yeah, there's probably a couple of things that I could give you to do, which again, it's still theoretical. Um, no, I'm not. Go and do the research. See who else is in your category. Um. In fact, I will give you one thing to do, which I think is really important.

Go and find all the other people that have written books such as you have written, and then go and look at the reviews and pull out all of the five star reviews and find out what it was about those books that made those people buy them. Okay? That will tell you a lot about how you can position the description of your book.

So as long as the position of the description of the book matches what's in the book, you know, we're not about making something else incongruent, but every time someone buys a book, they're making a decision. Are they taking a gamble on it being something that's gonna be of interest? And if they're gonna go to the effort of writing a view, they're now sharing with you their feedback on what was important about that book. You've now got a list of information of what people are looking for.

So yeah, I'm gonna put that out there, but that's the only thing that I, I'm willing to sort of share because everything else is theoretical

Permanently have that office available for you? I mean, Steve's got one that he, he's is his office 24 7 if he wants it. I just had mine attached to my house. Uh, but I did also have an office I used to use. First of all, I had one in Harley Street that I shared with other practitioners. So I got it for like two days a week and somebody else had it for two days a week, and someone else had it for another two days a week, and one day it was empty.

Um, that was, that became quite expensive, uh, for me because I spend three or four months of the year traveling. So I was paying for a room that I wasn't using for that amount of time. And then I found another office, um, in Mayfair in London, and I can go online and book the room I want when I want it. Um. That being said, I haven't even attempted to go into London since COVID.

I've just been seeing people, they either come to me in my office here or we work on Zoom and I know that lots of people do prefer to work face-to-face. And there are many alternatives apart from going out there and searching the area that you want to be in for different offices, chiropractic offices, they will rent out rooms, um, beauty salons, rent out rooms. Um, Eva, I, ive had a room once when I first started at, at a gym. Gyms will rent out rooms.

So there are loads of places you can investigate to find your perfect working space. And if there is a time when a room isn't available, you know, you can always look at, there's Regis. There's rooms in hotels. There are many ways that you can find rooms if you need them. It is a matter of looking for what works for you. Um, I don't know. I mean, Steve, you've, you've always rented your rooms quite so, 24 7, haven't you? You haven't gone for the ad hoc days.

Um, but when I first started, um, I did have a room. I was renting a room off of my accountant. Okay. And that worked for a short period of time, but it was too small. And, um, one of my clients, she was the manager of a gym and they had an office, uh, that was going spare. So I put on some workshops for their members and for the people in there was a local, a couple of tower blocks, office blocks.

So they put out some leaflets and I did like a stress management lunchtime, how to teach people how to relax. So I brought in people that wouldn't normally come to the gym. To the gym. They had quite a few members sign up, so she gave me use of the office for free. Okay. Um, so that worked really well.

So I had all, you know, I had a, like, there's like a, you wanna go with it as a trapped audience that, um, they've got money to spend that isn't competing, like what you're doing isn't competing with what they're doing.

Yeah. Um, because I was offered a room, um, a really good, nice looking room with, um, a beauty salon and hairdressers, but people are spending money on themselves and if they're gonna spend money on their hair and the beauty, they always gonna have money to spend on the inner beauty. Not always there, there can be a bit of competition. Um, but then a short while after that, um, I had a back problem.

I went to a chiropractor and the first session was in this, you know, very old building and the next session was around the corner and this brand new building that they just had built in Wimbledon, I went, this is fantastic. I said, yeah, that's really big. He said, yeah, we've gotta, we've gotta rent out the rest, but we dunno who to rent out to. I said, well, I'd be interested. They didn't know who I was.

So I did a session with, uh, the woman's son, actually, um, so they could get an experience of me. And then I added, um, renting this whole wing of a building Okay. For a really silly sum. It was a stupid amount of son. Um, and it did me for years. In fact, I ran my very first practitioner there because I had enough space to get 12 people in. Yeah. And then I decided I needed my own space. I had a high street frontage. Then I decided I need to move uptown.

Okay. Which was a mistake because I, I realized on day two of moving uptown, though, I was now commuting two and a half, maybe three hours a day, which I didn't use to do, and I didn't like that. Um, but in that, on that occasion, I was using a rented office. And I had the same problem as the person who's asked the question had, which was finding the gaps that suited me. Yeah, so I started using Regis offices in, um, Barclay Square. So beautiful place, right in Mayfair.

Um, really good high quality, but then I was charging and making sure that that was affordable. But there's always solutions. Yeah, I, I would shy away possibly from the hotel thing. I've done that a few times, but you have to make sure, you know, you've gotta be careful who you work, going

Mm. Um, so personally I've been as much as I have my office and it's there and it's, I call it my expensive filing cabinet, um, because it's where I keep all the documents really more than anything else, it, it is a break of scenery, but most times I'm sitting here working with clients. Um, so I'd be, I wouldn't treat it as a problem. I would be certainly looking to move most of my work across to the 2D world because since COVID, most people are quite comfortable with this.

You know, I've got clients all around the world. I wouldn't have them if I was just working in London. Yeah. So, yeah, it shouldn't be a problem for you to find somewhere. Just gotta be creative.

Rather than going cold and start delivering stress management or whatever, to a group of people that don't know me, my plan is to deliver a one day deep dive to inform a strategic wellbeing plan. Moving forward. Question, what's your approach when supporting staff wellbeing and given the opportunity to work with staff teams over time, how have you developed this more especially, how would you measure impact? Hmm. So I'm assuming you've got a, an objective. If you don't have an objective.

Personally, I would want a clear objective from the person bringing me in. Otherwise, how else are you gonna be able to review your effectiveness and to, to just. Take stock as to what's happening within the group if you don't know where you are going, what you are aiming for. So my one thing is I would want a clear directive if it, is it just sort of a general wellbeing with the staff. When I put my HR hat on, um, I know it was 25 years ago now.

I was a training and development officer within, uh, within various establishments in the city of London. And I know that the person responsible for their health and wellbeing in those days, she needed the trust of the people. To actually get the information that she needed. I mean, I've had clients come to me that are definitely suffering from all sorts of bullying, overwork, stress, all sorts of things that's going on within their career and within their work life.

And yet they can't tell anybody 'cause they're afraid they're gonna lose their job or this will happen, or they're, they're, they're worried about the consequences. So I don't know the ethos or the company you're going into, but I'd wanna, I'd want a clear directive, what does the company want? Um, and then depending on the remit, I'd probably go in and I would have an initial meeting with them and I would be looking to get rapport with everybody.

I'm assuming when you say small, it is quite small. I could be wrong. You could be talking about hundreds of people. I would be looking to get a rapport with everybody. To get some form of trust going between us so that if there was something going on and they needed assistance, they could safely, confidently come and tell me. And then my question to you is, what do you do with that information if it's all going wrong, Steve, I know you've got some thoughts on this.

Yeah. Um, and I ran some workshops, quite a few workshops, and a lot of the workshops, we measured the before and the after with all the attendees. So we took them through a, it was a one day and a half day workshop. We looked at all of the stressors that were identified by the health and safety executives.

So for those of you that aren't in the uk, the health and safety executive look at the laws and the, um, the, all the protocols in business and they, they create the laws and manage the laws and implement the laws, but they also support by giving talks. Okay? So it's things such as demand control, um, support, things like that have been identified as stressors in business. Now they are, but there's also mindset. It doesn't really take into account mindset. Okay?

So what I used to do with the companies that I would work with, uh, by the way, most of the people would come, they'd become clients because they'd attended the workshop. They had done the before and the after. So they had a personal experience of the mindset work that I could do, and the difference between the first, you know, when they first came in and what they were able to achieve within a month in terms of managing their stress, their performance. It was very measurable.

So they would then go, can you come in and do it with everybody else? Okay, so I'm not gonna go in and just put together a workshop because it's like I'm hun shoehorning everybody into my workshop. So what I used to do, and it was a package, so I'm kind of sharing the whole business package here. I'm gonna do it very quickly. You're gonna have to go and do some work because I'm not giving you all the details.

Um, I used the health and safety executive audit to put together a confidential con, um. Confidential questionnaire that would go out to all the staff and you have to work out how to manage the confidentiality. Okay. So we worked out how to manage the confidentiality so everyone felt totally relaxed, filling out the questionnaire.

So they, if if for example, there was bullying in the workplace and they didn't want to talk about it to anyone, they could express it in the questionnaire and then we put it into the audit that was produced by the health and Safety Executive. And it gives you a brilliant report based upon the health and safety standards. And I'd have a meeting with the executives to go through the report 'cause they would point out where the work was and how they were performing.

All done confidentiality in a confidential way. And then I could design the workshop to address where there were any pinch points, any real needs. Um. The workshop quite often would be an introduction. So give everyone an example, a bit of a buy-in. They, they get the same experience that the execs had had. And then I would, let's say for example, and in fact this is a, this is a real life example. The report showed there was bullying in the workplace.

Okay. And when I sat down with the executive, I said, you might not gonna like this, but this is the truth that's come from your guys. 'cause everyone's saying, we are a happy, happy company. We're like a family and everyone, the report went, no, you're not. Okay. So something wasn't being expressed and it didn't take long to recognize the people that reacted to this and where the boo was probably coming from. But they didn't see it as bullying. They were just very assertive.

Okay. But there was work to be done there with the team. Okay. But it meant I could take that and they now knew there were things that were blind spots that if they improved, would improve wellbeing in the workplace, creating a safe environment and productivity. I could then go away and change my workshop to address what had been identified in the report. And then what we did is a month later, we did the confidential report again. I also tagged on some individual sessions for everyone.

But you can't do that if you've got like a hundred people or two, 300 people. Yeah. Um, then if we've done our job, well, the first report will, and, and you've got different ways of seeing the report. There's like, uh, bar charts and uh, uh, of graphs that show you, you compare the first one to the second so you can go see how we've improved the bullying in the workplace is gone, or the, um. Feel, the sense that people are, um, the demand is overbearing. They're being overwhelmed.

That's been addressed. Yeah. So look, I've unpackaged a lot, but that's where I would go because it helps you if you can show the before and show the after which you ought to be doing. Mm-hmm. Yeah. It's a demonstration that something has changed. Then the HSE give you the tools to do that. Okay. But you do have to spend a bit of time to work out the tools, um, and work out how to do your own questionnaire.

But there are some, there's some software out there you can do confidential, like forms where their names don't get, um. Don't get mentioned. Yeah. Um, so yeah, hopefully that's giving you some things to think about because once that happens and you can show the before and the after, you've got a client for as, as long as the normally, as long as the people at the top stay in place

So, you know, and that, that's the, you, you've gotta make sure you've got the pre-frame and the conditions right for where you can go. Yeah. I set it up. So look, we're gonna go anywhere. If I'm gonna call you, if I, on the one-to-one session, I'll call you out. And I did with this particular person. I said, no one said it's you, but I've just observed certain behavior. You know, you're gonna listen to it.

And she reacted to us, said, and that's exactly what comes across as like aggressive assertiveness comes across with other people, you know, let's talk about the meaning of the communication. So that was really valuable. That was really valuable. And that company came back for a couple of years doing the same thing. And it wasn't until I stopped doing it in 2018, uh, although actually I did a, I did an online workshop for them in 2020.

Yeah. Yeah. So I could have, if I wanted, continued to do the audit, but it just stopped being my thing. Yeah.

Okay. So do the math for this one. We've asked the question. Most business, let's say business works with a 10% net profit. They have to do 90% work to end up with 10%. So if there's money going outta the business in the co in the cost of absenteeism and the cost of presenteeism, that's money that could still be in the business. Okay? So I always relate that to the profit that's profit you could have had.

So it's not just costing you this, it's costing you all of this to have the privilege of losing this. So I, I really crank up the pain of the cost of absenteeism and presenteeism. Yeah. It becomes a really expensive exercise. In fact, I developed an online stress calculator where people could do this online. Yeah. And that's what actually tipped the balance. 'cause most people go, what's my return on investment? Well, if we can reduce this, my fees are nothing compared to that, are they?

So yeah, that's a little gem that should look. That's my prosperity anchor. Far enough. A big gem.

And we have reached time.