Read the book Kidz...but the is also an audioprogram, for al ya lazy..Put in you MP3 player and go!
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Thursday, July 28, 2005
Read the book Kidz...but the is also an audioprogram, for al ya lazy..Put in you MP3 player and go!
Do the program, kidz..And get the EDGE!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!!
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Editorial Reviews
Review
Scott DeGarmo Editor in Chief and Publisher of Success Magazine If you read one book this year to help you become successful, this is it.
Review
Scott DeGarmo Editor in Chief and Publisher of Success Magazine If you read one book this year to help you become successful, this is it.
Book Description
Anthony Robbins calls it the new science of personal achievement. You'll call it the best thing that ever happened to you.
If you have ever dreamed of a better life, Unlimited Power will show you how to achieve the extraordinary quality of life you desire and deserve, and how to master your personal and professional life. Anthony Robbins has proven to millions through his books, tapes, and seminars that by harnessing the power of the mind you can do, have, achieve, and create anything you want for your life. He has shown heads of state, royalty, Olympic and professional athletes, movie stars, and children how to achieve. With Unlimited Power, he passionately and eloquently reveals the science of personal achievement and teaches you:
* How to find out what you really want
* The Seven Lies of Success
* How to reprogram your mind in minutes to eliminate fears and phobias
* The secret of creating instant rapport with anyone you meet
* How to duplicate the success of others
* The Five Keys to Wealth and Happiness
Unlimited Power is a revolutionary fitness book for the mind. It will show you, step by step, how to perform at your peak while gaining emotional and financial freedom, attaining leadership and self-confidence, and winning the cooperation of others. It will give you the knowledge and the courage to remake yourself and your world. Unlimited Power is a guidebook to superior performance in an age of success.
Ingram
Anthony Robbins, whose seminars of transforming power have made him an international celebrity on network television and in magazines and newspapers, shows readers how to achieve super success in all areas of their personal and professional lives. "A must for anyone committed to personal excellence."--Ken Blanchard, coauthor, One Minute Manager.
About the Author
Anthony Robbins has devoted more than half his life to helping people discover and develop their own unique qualities of greatness. Considered the nation's leader in the science of peak performance, he is the founder and chairman of the Anthony Robbins Companies, which are committed to assisting people in achieving personal and professional mastery.
Robbins has served as a peak performance consultant for the executives of such organizations as IBM, AT&T, American Express, McDonnell-Douglas, and the United States Army, as well as professional sports teams such as the Los Angeles Dodgers, the Los Angeles Kings, the America America's Cup team, and gold medal-winning Olympic athletes. Robbins also provides ongoing coaching and consulting to a number of prominent world figures and is the primary advisor in the re-engineering efforts of several organizations and even communities.
Robbins' special passion is to make the world a better place to live by assisting individuals in captaining their destinies -- whether that means fostering their relationships with their families, directing their focus to achieve their goals, relieving emotional or financial distress, or making profound contributions to their communities and country. Throughout the years he has unselfishly given his energy and resources to those in need, and in 1991 he formed a nonprofit foundation to aid underprivileged children, homeless individuals, senior citizens, and the prison population.
Mr. Robbins is thirty-seven years old and lives in La Jolla, California, with his wife and children.
Excerpt. © Reprinted by permission. All rights reserved.
Chapter 1
The Commodity of Kings
"The great end of life is not knowledge but action."
Thomas Henry Huxley
I had heard about him for many months. They said he was young, wealthy, healthy, happy, and successful. I had to see for myself. I watched him closely as he left the television studio, and I followed him over the next few weeks, observing as he counseled everyone from the president of a country to a phobic. I saw him debate dieticians, train executives, and work with athletes and learning-disabled kids. He seemed incredibly happy and deeply in love with his wife as they traveled together across the country and around the world. And when they were through, it was time to jet back to San Diego to spend a few days at home with their family in their castle overlooking the Pacific Ocean.
How was it that this twenty-five-year-old-kid, with only a high school education, could have accomplished so much in such a short period of time? After all, this was a guy who only three years ago had been living in a 400-square-foot bachelor apartment and washing his dishes in his bathtub. How did he go from an extremely unhappy person, thirty pounds overweight, with floundering relationships and limited prospects, to a centered, healthy, respected individual with great relationships and the opportunity for unlimited success?
It all seemed so incredible, and yet the thing that amazed me most was that I realized that he is me! "His" story is my own.
I'm certainly not saying that my life is what success is all about. Obviously, we all have different dreams and ideas of what we want to create for our lives. In addition, I'm very clear that who you know, where you go and what you own are not the true measure of personal success. To me, success is the ongoing process of striving to become more. It is the opportunity to continually grow emotionally, socially, spiritually, physiologically, intellectually, and financially while contributing in some positive way to others. The road to success is always under construction. It is a progressive course, not an end to be reached.
The point of my story is simple. By applying the principles you will learn in this book, I was able to change not only the way ! felt about myself, but also the results I was producing in my life, and I was able to do so in a major and measurable way. The purpose of this book is to share with you what made the difference in changing my life for the better. It is my sincere hope that you will find the technologies, strategies, skills, and philosophies taught within these pages to be as empowering for you as they have been for me. The power to magically transform our lives into our greatest dreams lies waiting within us all. It's time to unleash it!
When I look at the pace at which I was able to turn my dreams into my present-day life, I can't help feeling an almost unbelievable sense of gratitude and awe. And yet I'm certainly far from unique. The fact is we live in an age where many people are able to achieve wondrous things almost overnight, to achieve successes that would have been unimaginable in earlier times. Look at Steve Jobs. He was a kid in blue jeans with no money who took an idea for a home computer and built a Fortune 500 company faster than anyone in history. Look at Ted Turner. He took a medium that barely existed -- cable television -- and created an empire. Look at people in the entertainment industry like Steven Spielberg or Bruce Springsteen, or businessmen like Lee Iacocca or Ross Perot. What do they have in common other than astounding, prodigious success? The answer, of course, is...power.
Power is a very emotional word People's responses to it are varied. For some people, power has a negative connotation. Some people lust after power. Others feel tainted by it, as if it were something venal or suspect. How much power do you want? How much power do you think is right for you to obtain or develop? What does power really mean to you?
I don't think of power in terms of conquering people. I don't think of it as something to be imposed. I'm not advocating that you should, either. That kind of power seldom lasts. But you should realize that power is a constant in the world. You shape your perceptions, or someone shapes them for you. You do what you want to do, or you respond to someone else's plan for you. To me, ultimate power is the ability to produce the results you desire most and create value for others in the process. Power is the ability to change your life, to shape your perceptions, to make things work for you and not against you. Real power is shared, not imposed. It's the ability to define human needs and to fulfill them -- both your needs and the needs of the people you care about. It's the ability to direct your own personal kingdom -- your own thought processes, your own behavior -- so you produce the precise results you desire.
Throughout history, the power to control our lives has taken many different and contradictory forms. In the earliest times, power was simply the result of physiology. He who was the strongest and the fastest had power to direct his own life as well as the lives of those around him. As civilization developed, power resulted from heritage. The king, surrounding himself with the symbols of his realm, ruled with unmistakable authority. Others could derive power by their association with him. Then, in the early days of the Industrial Age, capital was power. Those who had access to it dominated the industrial process. All those things still play a role. It's better to have capital than not to have it. It's better to have physical strength than not to. However, today, one of the largest sources of power is derived from specialized knowledge.
Most of us have heard by now that we are living in the information age. We are no longer primarily an industrial culture, but a communication one. We live in a time when new ideas and movements and concepts change the world almost daily, whether they are as profound as quantum physics or as mundane as the best-marketed hamburger. If there's anything that characterizes the modern world, it's the massive, almost unimaginable, flow of information -- and therefore of change. From books and movies and boomboxes and computer chips, this new information comes at us in a blizzard of data to be seen and felt and heard. In this society, those with the information and the means to communicate it have what the king used to have -- unlimited power. As John Kenneth Galbraith has written, "Money is what fueled the industrial society. But in the informational society, the fuel, the power, is knowledge. One has now come to see a new class structure divided by those who have information and those who must function out of ignorance. This new class has its power not from money, not from land, but from knowledge."
The exciting thing to note is that the key to power today is available to us all. If you weren't the king in medieval times, you might have had a great deal of difficulty becoming one. If you didn't have capital at the beginning of the industrial revolution, the odds of your amassing it seemed very slim indeed. But today, any kid in blue jeans can create a corporation that can change the world. In the modern world, information is the commodity of kings. Those with access to certain forms of specialized knowledge can transform themselves and, in many ways, our entire world.
We're left with an obvious question. Surely in the United States the kinds of specialized knowledge needed to transform the quality of our lives is available to everyone. It's in every bookstore, every video store, every library. You can get it from speeches and seminars and courses. And we all want to succeed. The bestseller list is full of prescriptions for personal excellence: The One Minute Manager, In Search of Excellence, Megatrends, What They Don't Teach You at Harvard Business School, Bridge Across Forever...The list goes on and on. The information is there. So why do some people generate fabulous results, while others just scrape by? Why aren't we all empowered, happy, wealthy, healthy, and successful?
The truth is that even in the information age, information is not enough. If all we needed were ideas and positive thinking, then we all would have had ponies when we were kids and we would all be living our "dream life" now. Action is what unites every great success. Action is what produces results. Knowledge is only potential power until it comes into the hands of someone who knows how to get himself to take effective action. In fact, the literal definition of the word "power" is "the ability to act."
What we do in life is determined by how we communicate to ourselves. In the modem world, the quality of life is the quality of communication. What we picture and say to ourselves, how we move and use the muscles of our bodies and our facial expressions will determine how much of what we know we will use.
Often we get caught in the mental trap of seeing enormously successful people and thinking they are where they are because they have some special gift. Yet a closer look shows that the greatest gift that extraordinarily successful people have over the average person is their ability, to get themselves to take action. It's a "gift" that any of us can develop within ourselves. After all, other people had the same knowledge Steve Jobs did. People other than Ted Turner could have figured out that cable had enormous economic potential. But Turner and Jobs were able to take action, and by doing so, they changed the way many of us experience the world.
We all produce two forms of communication from which the experience of our lives is fashioned. First, we conduct internal communications: those things we picture, say, and feel within ourselves. Second, we experience external communications: words, tonalities, facial expressions, body postures, and physical actions to communicate with the world. Every communication we make is an action, a cause set in motion. And all communications have some kind of effect on ourselves and on others.
Communication is power. Those who have mastered its effective use can change their own experience of the world and the world's experience of them. All behavior and feelings find their original roots in some form of communication. Those who affect the thoughts, feelings, and actions of the majority of us are those who know how to use this tool of power. Think of the people who have changed our world -- John F. Kennedy, Thomas Jefferson, Martin Luther King, Jr., Franklin Delano Roosevelt, Winston Churchill, Mahatma Gandhi. In a much grimmer vein, think of Hitler. What these men all had in common was that they were master communicators. They were able to take their vision, whether it was to transport people into space or to create a hate-filled Third Reich, and communicate it to others with such congruency that they influenced the way the masses thought and acted. Through their communication power, they changed the world.
In fact, isn't this also what sets a Spielberg, a Springsteen, an Iacocca, a Fonda, or a Reagan apart from others? Are they not masters of the tool of human communication, or influence? Just as these people are able to move the masses with communication, it is the tool we also use to move ourselves.
Your level of communication mastery in the external world will determine your level of success with others -- personally, emotionally, socially, and financially. More important, the level of success you experience internally -- the happiness, joy, ecstasy, love, or anything else you desire -- is the direct result of how you communicate to yourself. How you feel is not the result of what is happening in your life -- it is your interpretation of what is happening. Successful people's lives have shown us over and over again that the quality of our lives is determined not by what happens to us, but rather by what we do about what happens.
You are the one who decides how to feel and act based upon the ways you choose to perceive your life. Nothing has any meaning except the meaning we give it. Most of us have turned this process of interpretation on automatic, but we can take that power back and immediately change our experience of the world.
This book is about taking the kinds of massive, focused, congruent actions that lead to overwhelming results. In fact, if I were to say to you in two words what this book is about, I'd say: Producing results! Think about it. Isn't that what you're really interested in? Maybe you want to change how you feel about yourself and your world. Maybe you'd like to be a better communicator, develop a more loving relationship, learn more rapidly, become healthier, or earn more money. You can create all of these things for yourself, and much more, through the effective use of the information in this book. Before you can produce new results, however, you must first realize that you're already producing results. They just may not be the results you desire. Most of us think of our mental states and most of what goes on in our minds as things that happen outside our control. But the truth is you can control your mental activities and your behaviors to a degree you never believed possible before. If you're depressed, you created and produced that show you call depression. If you're ecstatic, you created that, too.
It's important to remember that emotions like depression do not happen to you. You don't "catch" depression. You create it, like every other result in your life, through specific mental and physical actions. In order to be depressed, you have to view your life in specific ways. You have to say certain things to yourself in just the right tones of voice. You have to adopt a specific posture and breathing pattern. For example, if you wish to be depressed, it helps tremendously if you collapse your shoulders and look down a lot. Speaking in a sad-sounding tone of voice and thinking of the worst-possible scenarios for your life also helps. If you throw your biochemistry into turmoil through poor diet or excessive alcohol or drug use, you assist your body in creating low blood sugar and thus virtually guarantee depression.
My point here is simply that it takes effort to create depression. It's hard work, and it requires taking specific types of actions. Some people have created this state so often, though, that it's easy for them to produce. If fact, often they've linked this pattern of internal communication to all kinds of external events. Some people get so many secondary gains -- attention from others, sympathy, love, and so on -- that they adopt this style of communication as their natural state of living. Others have lived with it so long that it actually feels comfortable. They become identified with the state. We can, however, change our mental and physical actions and thereby immediately change our emotions and behaviors.
You can become ecstatic by immediately adopting the point of view that creates that emotion. You can picture in your mind the kinds of things that create this feeling. You can change the tone and content of your internal dialogue with yourself. You can adopt the specific postures and breathing patterns that create that state in your body, and voilà! You will experience ecstasy. If you wish to be compassionate, you must simply change your physical and mental actions to match those the state of compassion requires. The same is true of love or any other emotion.
You might think of the process of producing emotional states by managing your internal communication as being similar to a director's job. To produce the precise results he wants, the director of a movie manipulates what you see and hear. If he wants you to be scared, he might turn up the sound and splash some special effects on the screen at just the right moment. If he wants you to be inspired, he'll arrange the musk, the lighting, and everything else on the screen to produce that effect. A director can produce a tragedy or a comedy out of the same event, depending upon what he decides to put on the screen. You can do the same things with the screen of your mind. You can direct your mental activity, which is the underpinning of all physical action, with the same skill and power. You can turn up the light and sound of the positive messages in your brain, and you can dim the pictures and sounds of the negative ones. You can run your brain as skillfully as Spielberg or Scorsese runs his set.
Some of what follows will seem hard to believe. You probably don't believe there's a way to look at a person and know his exact thoughts or to instantly summon up your most powerful resources at will. But if you had suggested one hundred years ago men would go to the moon, you would have been considered a madman, a lunatic. (Where do you think the word came from?) If you had said it was possible to travel from New York to Los Angeles in five hours, you would have seemed like a crazy dreamer. But it only took the mastery of specific technologies and laws of aerodynamics to make those things possible. In fact, today one aerospace company is working on a vehicle that they say in ten years will take people from New York to California in twelve minutes. Similarly, in this book you will learn the "laws" of Optimum Performance Technologies® that will give you access to resources you never realized you had.
"For every disciplined effort there is a multiple reward."
Jim Rohn
People who have attained excellence follow a consistent path to success. I call it the Ultimate Success Formula. The first step to this formula is to know your outcome, that is, to define precisely what you want. The second step is to take action -- otherwise your desires will always be dreams. You must take the types of actions you believe will create the greatest probability of producing the result you desire. The actions we take do not always produce the results we desire, so the third step is to develop the sensory acuity to recognize the kinds of responses and results you're getting from your actions and to note as quickly as possible if they are taking you closer to your goals or farther away. You must know what you're getting from your actions, whether it be in a conversation or from your daily habits in life. If what you're getting is not what you want, you need to note what results your actions have produced so that you learn from every human experience. And then you take the fourth step, which is to develop the flexibility to change your behavior until you get what you want. If you look at successful people, you'll find they followed these steps. They started with a target, because you can't hit one if you don't have one. They took action, because just knowing isn't enough. They had the ability to read others, to know what response they were getting. And they kept adapting, kept adjusting, kept changing their behavior until they found what worked.
Consider Steven Spielberg. At the age of thirty-six, he's become the most successful filmmaker in history. He's already responsible for four of the ten top-grossing films of all time, including E. T., The Extra-Terrestrial, the highest-grossing film ever. How did he reach that point at such a young age? It's a remarkable story.
From the age of twelve or thirteen, Spielberg knew he wanted to be a movie director. His life changed when he took a tour of Universal Studios one afternoon when he was seventeen years old. The tour didn't quite make it to the sound stages, where all the action was, so Spielberg, knowing his outcome, took action. He snuck off by himself to watch the filming of a real movie. He ended up meeting the head of Universal's editorial department, who talked with him for an hour and expressed an interest in Spielberg's films.
For most people that's where the story would have ended. But Spielberg wasn't like most people. He had personal power. He knew what he wanted. He learned from his first visit, so he changed his approach. The next day, he put on a suit, brought along his father's briefcase, loaded with only a sandwich and two candy bars, and returned to the lot as if he belonged there. He strode purposefully past the gate guard that day. He found an abandoned trailer and, using some plastic letters, put Steven Spielberg, Director, on the door. Then he went on to spend his summer meeting directors, writers, and editors, lingering at the edges of the world he craved, learning from every conversation, observing and developing more and more sensory acuity about what worked in moviemaking.
Finally, at age twenty, after becoming a regular on the lot, Steven showed Universal a modest film he had put together, and he was offered a seven-year contract to direct a TV series. He'd made his dream come true.
Did Spielberg follow the Ultimate Success Formula? He sure did. He had the specialized knowledge to know what he wanted. He took action. He had the sensory acuity to know what results he was getting, whether his actions were moving him closer to or farther from his goal. And he had the flexibility to change his behavior to get what he wanted. Virtually every successful person I know of does the same thing. Those who succeed are committed to changing and being flexible until they do create the life that they desire.
Consider Dean Barbara Black of the Columbia University School of Law, who envisioned herself to be dean one day. As a young woman, she broke into a predominantly male field and successfully obtained her law degree from Columbia. She then decided to put her career goal on hold while she created another goal -- developing a family. Nine years later, she decided that she was ready again to go after her first career goal, so she enrolled in a graduate program at Yale, and developed the teaching, researching, and writing skills that led her to "the job that she had always wanted." She had expanded her belief system -- she had changed her approach and had combined both goals and is now the dean of one of the most prestigious law schools in America. She broke the mold and proved that success could be created on all levels simultaneously. Did she follow the Ultimate Success Formula? Of course she did. Knowing what she wanted, she tried something, and if it didn't work, she kept changing -- changing until now she learned how to balance her life. In addition to heading an important law school, she's a mother and a family woman as well.
Here's another example. Ever had a piece of Kentucky Fried Chicken? Do you know how Colonel Sanders built the empire that made him a millionaire and changed the eating habits of a nation? When he started, he was nothing but a retiree with a fried-chicken recipe. That's all. No organization. No nothin'. He had owned a little restaurant that was going broke because the main highway had been routed elsewhere. When he got his first Social Security check, he decided to see if he could make some money selling his chicken recipe. His first idea was to sell the recipe to restaurant owners and have them give him a percentage of the proceeds.
Now that's not necessarily the most realistic idea for beginning a business. And, as things turned out, it didn't exactly rocket him to stardom. He drove around the country, sleeping in his car, trying to find someone who would back him. He kept changing his idea and knocking on doors. He was rejected 1,009 times, and then something miraculous happened. Someone said "Yes." The colonel was in business.
How many of you have a recipe? How many of you have the physical power and charisma of a chunky old man in a white suit? Colonel Sanders made a fortune because he had the ability to take massive, determined action. He had the personal power necessary to produce the results he desired most. He had the ability to hear the word "no" a thousand times and still communicate to himself in a way that got him to knock on the next door, totally convinced that it could be the one where someone said yes.
In one way or another everything in this book is directed toward providing your brain with the most effective signals to empower you to take successful action. Almost every week I conduct a four-day seminar called "The Mind Revolution." In this seminar, we teach people everything from how to run their brains most effectively to how to eat, breathe, and exercise in a way that maximizes personal energy. The first evening of this four-day process is called "Fear Into Power." The design of the seminar is to teach people how to take action instead of being stopped by fear. At the end of the seminar, people are given the opportunity to walk on fire -- across ten to twelve feet of burning coals, and in advanced groups I've had people walking across forty feet of coals. The firewalk has fascinated the media to the point I fear its message is getting lost. The point is not to walk on fire. I think it's fair to assume there's no great economic or social benefit to be gained from a blissful stroll across a bed of hot coals. Instead, the firewalk is an experience in personal power and a metaphor for possibilities, an opportunity for people to produce results they previously had thought impossible.
People have been doing some version of firewalking for thousands of years. In some parts of the world, it's a religious test of faith. When I conduct a firewalk, it's not part of any religious experience in the conventional sense. But it is an experience in belief. It teaches people in the most visceral sense that they can change, they can grow, they can stretch themselves, they can do things they never thought possible, that their greatest fears and limitations are self-imposed.
The only difference between whether you can walk on fire or not is your ability to communicate to yourself in a way that causes you to take action, in spite of all your past fear programming about what should happen to you. The lesson is that people can do virtually anything as long as they muster the resources to believe they can and to take effective actions.
What all this leads to is a simple, inescapable fact. Success is not an accident. The difference between people who produce positive results and those who do not is not some sort of random roll of the dice. There are consistent, logical patterns of action, specific pathways to excellence, that are within the reach of us all. We can all unleash the magic within us. We simply must learn how to turn on and use our minds and bodies in the most powerful and advantageous ways.
Have you ever wondered what a Spielberg and a Springsteen might have in common? What do a John F. Kennedy and a Martin Luther King, Jr., share that caused them to affect so many people in such a deep and emotional way? What sets a Ted Turner and a Tina Turner apart from the masses? What about a Pete Rose and a Ronald Reagan? All of them have been able to get themselves to consistently take effective actions toward the accomplishment of their dreams. But what is it that gets them to continue day after day to put everything they've got into everything they do? There are, of course, many factors. However, I believe that there are seven fundamental character traits that they have all cultivated within themselves, seven characteristics that give them the fire to do whatever it takes to succeed. These are the seven basic triggering mechanisms that can ensure your success as well:
Trait Number One: Passion! All of these people have discovered a reason, a consuming, energizing, almost obsessive purpose that drives them to do, to grow, and to be more! It gives them the fuel that powers their success train and causes them to tap their true potential. It's passion that causes a Pete Rose to continuously dive headfirst into second base as if he were a rookie playing his first major-league game. It's passion that sets the actions of a Lee Iacocca apart from so many others. It's passion that drives the computer scientists through years of dedication to create the kind of breakthroughs that have put men and women in outer space and brought them back. It's passion that causes people to stay up late and get up early. It's passion that people want in their relationships. Passion gives life power and juice and meaning. There is no greatness without a passion to be great, whether it's the aspiration of an athlete or an artist, a scientist, a parent, or a businessman. We'll discover how to unleash this inner force through the power of goals in chapter 11.
Trait Number Two: Belief! Every religious book on the planet talks about the power and effect of faith and belief on mankind. People who succeed on a major scale differ greatly in their beliefs from those who fail. Our beliefs about what we are and what we can be precisely determine what we will be. If we believe in magic, we'll live a magical life. If we believe our life is defined by narrow limits, we've suddenly made those limits real. What we believe to be true, what we believe is possible, becomes what's true, becomes what's possible. This book will provide you with a specific, scientific way to quickly change your beliefs so that they support you in the attainment of your most desired goals. Many people are passionate, but because of their limiting beliefs about who they are and what they can do, they never take the actions that could make their dream a reality. People who succeed know what they want and believe that they can get it. We'll learn about what beliefs are and how to use them in chapters 4 and 5.
Passion and belief help to provide the fuel, the propulsion toward excellence. But propulsion is not enough. If it were, it would be enough to fuel a rocket and send it flying blindly toward the heavens. Besides that power, we need a path, an intelligent sense of logical progression. To succeed in hitting our target, we need
Trait Number Three: Strategy! A strategy is a way of organizing resources. When Steven Spielberg decided to become a film-maker, he mapped out a course that would lead to the world he wanted to conquer. He figured out what he wanted to learn, whom he needed to know, and what he needed to do. He had passion, and he had belief, but he also had the strategy that made those things work to their greatest potential. Ronald Reagan has developed certain communication strategies that he uses on a consistent basis to produce the results he desires. Every great entertainer, politician, parent, or employer knows it's not enough to have the resources to succeed. One must use those resources in the most effective way. A strategy is a recognition that the best talents and ambitions also need to find the right avenue. You can open a door by breaking it down, or you can find the key that opens it intact. We'll learn about the strategies that produce excellence in chapters 7 and 8.
Trait Number Four: Clarity of Values! When we think of the things that made America great, we think of things like patriotism and pride, a sense of tolerance, and a love of freedom. These things are values, the fundamental, ethical, moral, and practical judgments we make about what's important, what really matters. Values are specific belief systems we have about what is right and wrong for our lives. They're the judgments we make about what makes life worth living. Many people do not have a clear idea of what is important to them. Often individuals do things that afterward they are unhappy with themselves about simply because they are not clear about what they unconsciously believe is right for them and others. When we look at great successes, they are almost always people with a clear fundamental sense about what really matters. Think of Ronald Reagan, John F. Kennedy, Martin Luther King, Jr., John Wayne, Jane Fonda. They all have had different visions, but what they have in common is a fundamental moral grounding, a sense of who they are and why they do what they do. An understanding of values is one of the most rewarding and challenging keys to achieving excellence. We will consider values in chapter 18.
As you've probably noticed, all these traits feed on and interact with one another. Is passion affected by beliefs? Of course it is. The more we believe we can accomplish something, the more we're usually willing to invest in its achievement. Is belief by itself enough to achieve excellence? It's a good start, but if you believe you're going to see a sunrise and your strategy for achieving that goal is to begin running west, you may have some difficulty. Are our strategies for success affected by our values? You bet. If your strategy for success requires you to do things that do not fit your unconscious beliefs about what is right or wrong for your life, then even the best strategy will not work. This is often seen in individuals who begin to succeed only to end up sabotaging their own success. The problem is there's an internal conflict between the individual's values and his strategy for achievement.
In the same way, all four of the things we've already considered are inseparable from
Trait Number Five: Energyt! Energy can be the thundering, joyous commitment of a Bruce Springsteen or a Tina Turner. It can be the entrepreneurial dynamism of a Donald Trump or a Steve Jobs. It can be the vitality of a Ronald Reagan or a Katharine Hepburn. It is almost impossible to amble languorously toward excellence. People of excellence take opportunities and shape them. They live as if obsessed with the wondrous opportunities of each day and the recognition that the one thing no one has enough of is time. There are many people in this world who have a passion they believe in. They know the strategy that would ensure it, and their values are aligned, but they just don't have the physical vitality to take action on what they know. Great success is inseparable from the physical, intellectual, and spiritual energy that allows us to make the most of what we have. In chapters 9 and 10, we'll learn and apply the tools that can immediately increase physical vibrancy.
Trait Number Six: Bonding Power! Nearly all successful people have in common an extraordinary ability to bond with others, the ability to connect with and develop rapport with people from a variety of backgrounds and beliefs. Sure, there's the occasional mad genius who invents something that changes the world. But if the genius spends all his time in a lonely warren, he will succeed on one level but fail on many others. The great successes -- the Kennedys, the Kings, the Reagans, the Gandhis -- allhas enough of is time. There are many people in this world who have a passion they believe in. They know the strategy that would ensure it, and their values are aligned, but they just don't have the physical vitality to take action on what they know. Great success is inseparable from the physical, intellectual, and spiritual energy that allows us to make the most of what we have. In chapters 9 and 10, we'll learn and apply the tools that can immediately increase physical vibrancy.
Trait Number Six: Bonding Power! Nearly all successful people have in common an extraordinary ability to bond with others, the ability to connect with and develop rapport with people from a variety of backgrounds and beliefs. Sure, there's the occasional mad genius who invents something that changes the world. But if the genius spends all his time in a lonely warren, he will succeed on one level but fail on many others. The great successes -- the Kennedys, the Kings, the Reagans, the Gandhis -- all have the ability to form bonds that unite them to millions of others. The greatest success is not on the stage of the world. It is in the deepest recesses of your own heart. Deep down, everyone needs to form lasting, lving bonds with others. Without that, any success, any excellence, is hollow indeed. We'll learn about those bonds in chapter 13.
The final key trait is something we talked about earlier.
Trait Number Seven: Mastery of Communication! This is the essence of what this book is about. The way we communicate with others and the way we communicate with ourselves ultimately determine the quality of our lives. People who succeed in life are those who have learned how to take any challenge that life gives them and communicate that experience to themselves in a way that causes them to successfully change things. People who fail take the adversities of life and accept them as limitations. The people who shape our lives and our cultures are also masters of communication to others. What they have in common is an ability to communicate a vision or a quest or a joy or a mission. Mastery of communication is what makes a great parent or a great artist or a great politician or a great teacher. Almost every chapter in this book, in one way or another, has to do with communication, with bridging gaps, with building new paths, and with sharing new visions.
The first part of this book will teach you how to take charge and run your own brain and body more effectively than ever before. We will be working with factors that affect the way you communicate with yourself. In the second section, we'll be studying how to discover what you really want out of life and how you can communicate more effectively with others as well as how to be able to anticipate the kinds of behaviors that different kinds of people will consistently create. The third section looks from a larger, more global perspective at how we behave, what motivates us, and what we can contribute on a broader, extrapersonal level. It's about taking the skills you've learned and becoming a leader.
When I wrote this book, my original goal was to provide a textbook for human development -- a book that would be packed with the best and the latest in human change technology. I wanted to arm you with the skills and strategies that would enable you to change anything you wanted to change, and to do it faster than you'd ever dreamed of before. I wanted to create an opportunity for you in a very concrete way to immediately increase the quality of your life experience. I also wanted to create a work you could come back to again and again and always find something useful for your life. I knew that many of the subjects I would be writing about could be books in themselves. However, I wanted to give you information that was complete, something you could use in each area. I hope you find this book to be all these things for you.
When the manuscript was completed, the advance readings were very positive, except for one thing -- several people said, "You've got two books here. Why don't you split them up, publish one now, and market the other one as a follow-up twelve months later?" My goal was to get to you, the reader, as much quality information as quickly as I could. I did not want to dole out these skills a piece at a time. However, I became concerned that many people would not even get to the parts of the book that I think are most important simply because it was explained to me that several studies have shown that less than 10 percent of the people who buy a book read past the first chapter. At first, I couldn't believe that statistic. Then I remembered that less than 3 percent of the nation is financially independent, less than 10 percent have written goals, only 35 percent of American women -- and even fewer men -- feel they are in good physical shape, and in many states one out of every two marriages ends up in divorce. Only a small percentage of people really live the life of their dreams. Why? It takes effort. It takes consistent action.
Bunker Hunt, the Texas oil billionaire, was asked once if he had any one piece of advice he could give people on how to succeed. He said that success is simple. First, you decide what you want specifically; and second, you decide you're willing to pay the price to make it happen -- and then pay that price. If you don't take that second step, you'll never have what you want in the long term. I like to call the people who know what they want and are willing to pay the price to get it "the few who do" versus "the many who talk." I challenge you to play with this material, to read it all, to share what you learn, and to enjoy it.
In this chapter, I've stressed the primacy of taking effective action. But there are many ways to take action. Most of them depend on a large degree of trial and error. Most people who have been great successes have adjusted and readjusted countless times before they got what they wanted. Trial and error is fine, except for one thing: it uses a vast quantity of the one resource none of us will ever have enough of -- time.
What if there was a way to take action that accelerated the learning process? What if I could show you how to learn the precise lessons that people of excellence have already learned? What if you could learn in minutes what someone took years to perfect? The way to do this is through modeling, a way to reproduce precisely the excellence of others. What do they do that sets them apart from those who only dream of success? Let's discover...
Copyright © 1986 by Robbins Research Institute
Review
Scott DeGarmo Editor in Chief and Publisher of Success Magazine If you read one book this year to help you become successful, this is it.
Review
Scott DeGarmo Editor in Chief and Publisher of Success Magazine If you read one book this year to help you become successful, this is it.
Book Description
Anthony Robbins calls it the new science of personal achievement. You'll call it the best thing that ever happened to you.
If you have ever dreamed of a better life, Unlimited Power will show you how to achieve the extraordinary quality of life you desire and deserve, and how to master your personal and professional life. Anthony Robbins has proven to millions through his books, tapes, and seminars that by harnessing the power of the mind you can do, have, achieve, and create anything you want for your life. He has shown heads of state, royalty, Olympic and professional athletes, movie stars, and children how to achieve. With Unlimited Power, he passionately and eloquently reveals the science of personal achievement and teaches you:
* How to find out what you really want
* The Seven Lies of Success
* How to reprogram your mind in minutes to eliminate fears and phobias
* The secret of creating instant rapport with anyone you meet
* How to duplicate the success of others
* The Five Keys to Wealth and Happiness
Unlimited Power is a revolutionary fitness book for the mind. It will show you, step by step, how to perform at your peak while gaining emotional and financial freedom, attaining leadership and self-confidence, and winning the cooperation of others. It will give you the knowledge and the courage to remake yourself and your world. Unlimited Power is a guidebook to superior performance in an age of success.
Ingram
Anthony Robbins, whose seminars of transforming power have made him an international celebrity on network television and in magazines and newspapers, shows readers how to achieve super success in all areas of their personal and professional lives. "A must for anyone committed to personal excellence."--Ken Blanchard, coauthor, One Minute Manager.
About the Author
Anthony Robbins has devoted more than half his life to helping people discover and develop their own unique qualities of greatness. Considered the nation's leader in the science of peak performance, he is the founder and chairman of the Anthony Robbins Companies, which are committed to assisting people in achieving personal and professional mastery.
Robbins has served as a peak performance consultant for the executives of such organizations as IBM, AT&T, American Express, McDonnell-Douglas, and the United States Army, as well as professional sports teams such as the Los Angeles Dodgers, the Los Angeles Kings, the America America's Cup team, and gold medal-winning Olympic athletes. Robbins also provides ongoing coaching and consulting to a number of prominent world figures and is the primary advisor in the re-engineering efforts of several organizations and even communities.
Robbins' special passion is to make the world a better place to live by assisting individuals in captaining their destinies -- whether that means fostering their relationships with their families, directing their focus to achieve their goals, relieving emotional or financial distress, or making profound contributions to their communities and country. Throughout the years he has unselfishly given his energy and resources to those in need, and in 1991 he formed a nonprofit foundation to aid underprivileged children, homeless individuals, senior citizens, and the prison population.
Mr. Robbins is thirty-seven years old and lives in La Jolla, California, with his wife and children.
Excerpt. © Reprinted by permission. All rights reserved.
Chapter 1
The Commodity of Kings
"The great end of life is not knowledge but action."
Thomas Henry Huxley
I had heard about him for many months. They said he was young, wealthy, healthy, happy, and successful. I had to see for myself. I watched him closely as he left the television studio, and I followed him over the next few weeks, observing as he counseled everyone from the president of a country to a phobic. I saw him debate dieticians, train executives, and work with athletes and learning-disabled kids. He seemed incredibly happy and deeply in love with his wife as they traveled together across the country and around the world. And when they were through, it was time to jet back to San Diego to spend a few days at home with their family in their castle overlooking the Pacific Ocean.
How was it that this twenty-five-year-old-kid, with only a high school education, could have accomplished so much in such a short period of time? After all, this was a guy who only three years ago had been living in a 400-square-foot bachelor apartment and washing his dishes in his bathtub. How did he go from an extremely unhappy person, thirty pounds overweight, with floundering relationships and limited prospects, to a centered, healthy, respected individual with great relationships and the opportunity for unlimited success?
It all seemed so incredible, and yet the thing that amazed me most was that I realized that he is me! "His" story is my own.
I'm certainly not saying that my life is what success is all about. Obviously, we all have different dreams and ideas of what we want to create for our lives. In addition, I'm very clear that who you know, where you go and what you own are not the true measure of personal success. To me, success is the ongoing process of striving to become more. It is the opportunity to continually grow emotionally, socially, spiritually, physiologically, intellectually, and financially while contributing in some positive way to others. The road to success is always under construction. It is a progressive course, not an end to be reached.
The point of my story is simple. By applying the principles you will learn in this book, I was able to change not only the way ! felt about myself, but also the results I was producing in my life, and I was able to do so in a major and measurable way. The purpose of this book is to share with you what made the difference in changing my life for the better. It is my sincere hope that you will find the technologies, strategies, skills, and philosophies taught within these pages to be as empowering for you as they have been for me. The power to magically transform our lives into our greatest dreams lies waiting within us all. It's time to unleash it!
When I look at the pace at which I was able to turn my dreams into my present-day life, I can't help feeling an almost unbelievable sense of gratitude and awe. And yet I'm certainly far from unique. The fact is we live in an age where many people are able to achieve wondrous things almost overnight, to achieve successes that would have been unimaginable in earlier times. Look at Steve Jobs. He was a kid in blue jeans with no money who took an idea for a home computer and built a Fortune 500 company faster than anyone in history. Look at Ted Turner. He took a medium that barely existed -- cable television -- and created an empire. Look at people in the entertainment industry like Steven Spielberg or Bruce Springsteen, or businessmen like Lee Iacocca or Ross Perot. What do they have in common other than astounding, prodigious success? The answer, of course, is...power.
Power is a very emotional word People's responses to it are varied. For some people, power has a negative connotation. Some people lust after power. Others feel tainted by it, as if it were something venal or suspect. How much power do you want? How much power do you think is right for you to obtain or develop? What does power really mean to you?
I don't think of power in terms of conquering people. I don't think of it as something to be imposed. I'm not advocating that you should, either. That kind of power seldom lasts. But you should realize that power is a constant in the world. You shape your perceptions, or someone shapes them for you. You do what you want to do, or you respond to someone else's plan for you. To me, ultimate power is the ability to produce the results you desire most and create value for others in the process. Power is the ability to change your life, to shape your perceptions, to make things work for you and not against you. Real power is shared, not imposed. It's the ability to define human needs and to fulfill them -- both your needs and the needs of the people you care about. It's the ability to direct your own personal kingdom -- your own thought processes, your own behavior -- so you produce the precise results you desire.
Throughout history, the power to control our lives has taken many different and contradictory forms. In the earliest times, power was simply the result of physiology. He who was the strongest and the fastest had power to direct his own life as well as the lives of those around him. As civilization developed, power resulted from heritage. The king, surrounding himself with the symbols of his realm, ruled with unmistakable authority. Others could derive power by their association with him. Then, in the early days of the Industrial Age, capital was power. Those who had access to it dominated the industrial process. All those things still play a role. It's better to have capital than not to have it. It's better to have physical strength than not to. However, today, one of the largest sources of power is derived from specialized knowledge.
Most of us have heard by now that we are living in the information age. We are no longer primarily an industrial culture, but a communication one. We live in a time when new ideas and movements and concepts change the world almost daily, whether they are as profound as quantum physics or as mundane as the best-marketed hamburger. If there's anything that characterizes the modern world, it's the massive, almost unimaginable, flow of information -- and therefore of change. From books and movies and boomboxes and computer chips, this new information comes at us in a blizzard of data to be seen and felt and heard. In this society, those with the information and the means to communicate it have what the king used to have -- unlimited power. As John Kenneth Galbraith has written, "Money is what fueled the industrial society. But in the informational society, the fuel, the power, is knowledge. One has now come to see a new class structure divided by those who have information and those who must function out of ignorance. This new class has its power not from money, not from land, but from knowledge."
The exciting thing to note is that the key to power today is available to us all. If you weren't the king in medieval times, you might have had a great deal of difficulty becoming one. If you didn't have capital at the beginning of the industrial revolution, the odds of your amassing it seemed very slim indeed. But today, any kid in blue jeans can create a corporation that can change the world. In the modern world, information is the commodity of kings. Those with access to certain forms of specialized knowledge can transform themselves and, in many ways, our entire world.
We're left with an obvious question. Surely in the United States the kinds of specialized knowledge needed to transform the quality of our lives is available to everyone. It's in every bookstore, every video store, every library. You can get it from speeches and seminars and courses. And we all want to succeed. The bestseller list is full of prescriptions for personal excellence: The One Minute Manager, In Search of Excellence, Megatrends, What They Don't Teach You at Harvard Business School, Bridge Across Forever...The list goes on and on. The information is there. So why do some people generate fabulous results, while others just scrape by? Why aren't we all empowered, happy, wealthy, healthy, and successful?
The truth is that even in the information age, information is not enough. If all we needed were ideas and positive thinking, then we all would have had ponies when we were kids and we would all be living our "dream life" now. Action is what unites every great success. Action is what produces results. Knowledge is only potential power until it comes into the hands of someone who knows how to get himself to take effective action. In fact, the literal definition of the word "power" is "the ability to act."
What we do in life is determined by how we communicate to ourselves. In the modem world, the quality of life is the quality of communication. What we picture and say to ourselves, how we move and use the muscles of our bodies and our facial expressions will determine how much of what we know we will use.
Often we get caught in the mental trap of seeing enormously successful people and thinking they are where they are because they have some special gift. Yet a closer look shows that the greatest gift that extraordinarily successful people have over the average person is their ability, to get themselves to take action. It's a "gift" that any of us can develop within ourselves. After all, other people had the same knowledge Steve Jobs did. People other than Ted Turner could have figured out that cable had enormous economic potential. But Turner and Jobs were able to take action, and by doing so, they changed the way many of us experience the world.
We all produce two forms of communication from which the experience of our lives is fashioned. First, we conduct internal communications: those things we picture, say, and feel within ourselves. Second, we experience external communications: words, tonalities, facial expressions, body postures, and physical actions to communicate with the world. Every communication we make is an action, a cause set in motion. And all communications have some kind of effect on ourselves and on others.
Communication is power. Those who have mastered its effective use can change their own experience of the world and the world's experience of them. All behavior and feelings find their original roots in some form of communication. Those who affect the thoughts, feelings, and actions of the majority of us are those who know how to use this tool of power. Think of the people who have changed our world -- John F. Kennedy, Thomas Jefferson, Martin Luther King, Jr., Franklin Delano Roosevelt, Winston Churchill, Mahatma Gandhi. In a much grimmer vein, think of Hitler. What these men all had in common was that they were master communicators. They were able to take their vision, whether it was to transport people into space or to create a hate-filled Third Reich, and communicate it to others with such congruency that they influenced the way the masses thought and acted. Through their communication power, they changed the world.
In fact, isn't this also what sets a Spielberg, a Springsteen, an Iacocca, a Fonda, or a Reagan apart from others? Are they not masters of the tool of human communication, or influence? Just as these people are able to move the masses with communication, it is the tool we also use to move ourselves.
Your level of communication mastery in the external world will determine your level of success with others -- personally, emotionally, socially, and financially. More important, the level of success you experience internally -- the happiness, joy, ecstasy, love, or anything else you desire -- is the direct result of how you communicate to yourself. How you feel is not the result of what is happening in your life -- it is your interpretation of what is happening. Successful people's lives have shown us over and over again that the quality of our lives is determined not by what happens to us, but rather by what we do about what happens.
You are the one who decides how to feel and act based upon the ways you choose to perceive your life. Nothing has any meaning except the meaning we give it. Most of us have turned this process of interpretation on automatic, but we can take that power back and immediately change our experience of the world.
This book is about taking the kinds of massive, focused, congruent actions that lead to overwhelming results. In fact, if I were to say to you in two words what this book is about, I'd say: Producing results! Think about it. Isn't that what you're really interested in? Maybe you want to change how you feel about yourself and your world. Maybe you'd like to be a better communicator, develop a more loving relationship, learn more rapidly, become healthier, or earn more money. You can create all of these things for yourself, and much more, through the effective use of the information in this book. Before you can produce new results, however, you must first realize that you're already producing results. They just may not be the results you desire. Most of us think of our mental states and most of what goes on in our minds as things that happen outside our control. But the truth is you can control your mental activities and your behaviors to a degree you never believed possible before. If you're depressed, you created and produced that show you call depression. If you're ecstatic, you created that, too.
It's important to remember that emotions like depression do not happen to you. You don't "catch" depression. You create it, like every other result in your life, through specific mental and physical actions. In order to be depressed, you have to view your life in specific ways. You have to say certain things to yourself in just the right tones of voice. You have to adopt a specific posture and breathing pattern. For example, if you wish to be depressed, it helps tremendously if you collapse your shoulders and look down a lot. Speaking in a sad-sounding tone of voice and thinking of the worst-possible scenarios for your life also helps. If you throw your biochemistry into turmoil through poor diet or excessive alcohol or drug use, you assist your body in creating low blood sugar and thus virtually guarantee depression.
My point here is simply that it takes effort to create depression. It's hard work, and it requires taking specific types of actions. Some people have created this state so often, though, that it's easy for them to produce. If fact, often they've linked this pattern of internal communication to all kinds of external events. Some people get so many secondary gains -- attention from others, sympathy, love, and so on -- that they adopt this style of communication as their natural state of living. Others have lived with it so long that it actually feels comfortable. They become identified with the state. We can, however, change our mental and physical actions and thereby immediately change our emotions and behaviors.
You can become ecstatic by immediately adopting the point of view that creates that emotion. You can picture in your mind the kinds of things that create this feeling. You can change the tone and content of your internal dialogue with yourself. You can adopt the specific postures and breathing patterns that create that state in your body, and voilà! You will experience ecstasy. If you wish to be compassionate, you must simply change your physical and mental actions to match those the state of compassion requires. The same is true of love or any other emotion.
You might think of the process of producing emotional states by managing your internal communication as being similar to a director's job. To produce the precise results he wants, the director of a movie manipulates what you see and hear. If he wants you to be scared, he might turn up the sound and splash some special effects on the screen at just the right moment. If he wants you to be inspired, he'll arrange the musk, the lighting, and everything else on the screen to produce that effect. A director can produce a tragedy or a comedy out of the same event, depending upon what he decides to put on the screen. You can do the same things with the screen of your mind. You can direct your mental activity, which is the underpinning of all physical action, with the same skill and power. You can turn up the light and sound of the positive messages in your brain, and you can dim the pictures and sounds of the negative ones. You can run your brain as skillfully as Spielberg or Scorsese runs his set.
Some of what follows will seem hard to believe. You probably don't believe there's a way to look at a person and know his exact thoughts or to instantly summon up your most powerful resources at will. But if you had suggested one hundred years ago men would go to the moon, you would have been considered a madman, a lunatic. (Where do you think the word came from?) If you had said it was possible to travel from New York to Los Angeles in five hours, you would have seemed like a crazy dreamer. But it only took the mastery of specific technologies and laws of aerodynamics to make those things possible. In fact, today one aerospace company is working on a vehicle that they say in ten years will take people from New York to California in twelve minutes. Similarly, in this book you will learn the "laws" of Optimum Performance Technologies® that will give you access to resources you never realized you had.
"For every disciplined effort there is a multiple reward."
Jim Rohn
People who have attained excellence follow a consistent path to success. I call it the Ultimate Success Formula. The first step to this formula is to know your outcome, that is, to define precisely what you want. The second step is to take action -- otherwise your desires will always be dreams. You must take the types of actions you believe will create the greatest probability of producing the result you desire. The actions we take do not always produce the results we desire, so the third step is to develop the sensory acuity to recognize the kinds of responses and results you're getting from your actions and to note as quickly as possible if they are taking you closer to your goals or farther away. You must know what you're getting from your actions, whether it be in a conversation or from your daily habits in life. If what you're getting is not what you want, you need to note what results your actions have produced so that you learn from every human experience. And then you take the fourth step, which is to develop the flexibility to change your behavior until you get what you want. If you look at successful people, you'll find they followed these steps. They started with a target, because you can't hit one if you don't have one. They took action, because just knowing isn't enough. They had the ability to read others, to know what response they were getting. And they kept adapting, kept adjusting, kept changing their behavior until they found what worked.
Consider Steven Spielberg. At the age of thirty-six, he's become the most successful filmmaker in history. He's already responsible for four of the ten top-grossing films of all time, including E. T., The Extra-Terrestrial, the highest-grossing film ever. How did he reach that point at such a young age? It's a remarkable story.
From the age of twelve or thirteen, Spielberg knew he wanted to be a movie director. His life changed when he took a tour of Universal Studios one afternoon when he was seventeen years old. The tour didn't quite make it to the sound stages, where all the action was, so Spielberg, knowing his outcome, took action. He snuck off by himself to watch the filming of a real movie. He ended up meeting the head of Universal's editorial department, who talked with him for an hour and expressed an interest in Spielberg's films.
For most people that's where the story would have ended. But Spielberg wasn't like most people. He had personal power. He knew what he wanted. He learned from his first visit, so he changed his approach. The next day, he put on a suit, brought along his father's briefcase, loaded with only a sandwich and two candy bars, and returned to the lot as if he belonged there. He strode purposefully past the gate guard that day. He found an abandoned trailer and, using some plastic letters, put Steven Spielberg, Director, on the door. Then he went on to spend his summer meeting directors, writers, and editors, lingering at the edges of the world he craved, learning from every conversation, observing and developing more and more sensory acuity about what worked in moviemaking.
Finally, at age twenty, after becoming a regular on the lot, Steven showed Universal a modest film he had put together, and he was offered a seven-year contract to direct a TV series. He'd made his dream come true.
Did Spielberg follow the Ultimate Success Formula? He sure did. He had the specialized knowledge to know what he wanted. He took action. He had the sensory acuity to know what results he was getting, whether his actions were moving him closer to or farther from his goal. And he had the flexibility to change his behavior to get what he wanted. Virtually every successful person I know of does the same thing. Those who succeed are committed to changing and being flexible until they do create the life that they desire.
Consider Dean Barbara Black of the Columbia University School of Law, who envisioned herself to be dean one day. As a young woman, she broke into a predominantly male field and successfully obtained her law degree from Columbia. She then decided to put her career goal on hold while she created another goal -- developing a family. Nine years later, she decided that she was ready again to go after her first career goal, so she enrolled in a graduate program at Yale, and developed the teaching, researching, and writing skills that led her to "the job that she had always wanted." She had expanded her belief system -- she had changed her approach and had combined both goals and is now the dean of one of the most prestigious law schools in America. She broke the mold and proved that success could be created on all levels simultaneously. Did she follow the Ultimate Success Formula? Of course she did. Knowing what she wanted, she tried something, and if it didn't work, she kept changing -- changing until now she learned how to balance her life. In addition to heading an important law school, she's a mother and a family woman as well.
Here's another example. Ever had a piece of Kentucky Fried Chicken? Do you know how Colonel Sanders built the empire that made him a millionaire and changed the eating habits of a nation? When he started, he was nothing but a retiree with a fried-chicken recipe. That's all. No organization. No nothin'. He had owned a little restaurant that was going broke because the main highway had been routed elsewhere. When he got his first Social Security check, he decided to see if he could make some money selling his chicken recipe. His first idea was to sell the recipe to restaurant owners and have them give him a percentage of the proceeds.
Now that's not necessarily the most realistic idea for beginning a business. And, as things turned out, it didn't exactly rocket him to stardom. He drove around the country, sleeping in his car, trying to find someone who would back him. He kept changing his idea and knocking on doors. He was rejected 1,009 times, and then something miraculous happened. Someone said "Yes." The colonel was in business.
How many of you have a recipe? How many of you have the physical power and charisma of a chunky old man in a white suit? Colonel Sanders made a fortune because he had the ability to take massive, determined action. He had the personal power necessary to produce the results he desired most. He had the ability to hear the word "no" a thousand times and still communicate to himself in a way that got him to knock on the next door, totally convinced that it could be the one where someone said yes.
In one way or another everything in this book is directed toward providing your brain with the most effective signals to empower you to take successful action. Almost every week I conduct a four-day seminar called "The Mind Revolution." In this seminar, we teach people everything from how to run their brains most effectively to how to eat, breathe, and exercise in a way that maximizes personal energy. The first evening of this four-day process is called "Fear Into Power." The design of the seminar is to teach people how to take action instead of being stopped by fear. At the end of the seminar, people are given the opportunity to walk on fire -- across ten to twelve feet of burning coals, and in advanced groups I've had people walking across forty feet of coals. The firewalk has fascinated the media to the point I fear its message is getting lost. The point is not to walk on fire. I think it's fair to assume there's no great economic or social benefit to be gained from a blissful stroll across a bed of hot coals. Instead, the firewalk is an experience in personal power and a metaphor for possibilities, an opportunity for people to produce results they previously had thought impossible.
People have been doing some version of firewalking for thousands of years. In some parts of the world, it's a religious test of faith. When I conduct a firewalk, it's not part of any religious experience in the conventional sense. But it is an experience in belief. It teaches people in the most visceral sense that they can change, they can grow, they can stretch themselves, they can do things they never thought possible, that their greatest fears and limitations are self-imposed.
The only difference between whether you can walk on fire or not is your ability to communicate to yourself in a way that causes you to take action, in spite of all your past fear programming about what should happen to you. The lesson is that people can do virtually anything as long as they muster the resources to believe they can and to take effective actions.
What all this leads to is a simple, inescapable fact. Success is not an accident. The difference between people who produce positive results and those who do not is not some sort of random roll of the dice. There are consistent, logical patterns of action, specific pathways to excellence, that are within the reach of us all. We can all unleash the magic within us. We simply must learn how to turn on and use our minds and bodies in the most powerful and advantageous ways.
Have you ever wondered what a Spielberg and a Springsteen might have in common? What do a John F. Kennedy and a Martin Luther King, Jr., share that caused them to affect so many people in such a deep and emotional way? What sets a Ted Turner and a Tina Turner apart from the masses? What about a Pete Rose and a Ronald Reagan? All of them have been able to get themselves to consistently take effective actions toward the accomplishment of their dreams. But what is it that gets them to continue day after day to put everything they've got into everything they do? There are, of course, many factors. However, I believe that there are seven fundamental character traits that they have all cultivated within themselves, seven characteristics that give them the fire to do whatever it takes to succeed. These are the seven basic triggering mechanisms that can ensure your success as well:
Trait Number One: Passion! All of these people have discovered a reason, a consuming, energizing, almost obsessive purpose that drives them to do, to grow, and to be more! It gives them the fuel that powers their success train and causes them to tap their true potential. It's passion that causes a Pete Rose to continuously dive headfirst into second base as if he were a rookie playing his first major-league game. It's passion that sets the actions of a Lee Iacocca apart from so many others. It's passion that drives the computer scientists through years of dedication to create the kind of breakthroughs that have put men and women in outer space and brought them back. It's passion that causes people to stay up late and get up early. It's passion that people want in their relationships. Passion gives life power and juice and meaning. There is no greatness without a passion to be great, whether it's the aspiration of an athlete or an artist, a scientist, a parent, or a businessman. We'll discover how to unleash this inner force through the power of goals in chapter 11.
Trait Number Two: Belief! Every religious book on the planet talks about the power and effect of faith and belief on mankind. People who succeed on a major scale differ greatly in their beliefs from those who fail. Our beliefs about what we are and what we can be precisely determine what we will be. If we believe in magic, we'll live a magical life. If we believe our life is defined by narrow limits, we've suddenly made those limits real. What we believe to be true, what we believe is possible, becomes what's true, becomes what's possible. This book will provide you with a specific, scientific way to quickly change your beliefs so that they support you in the attainment of your most desired goals. Many people are passionate, but because of their limiting beliefs about who they are and what they can do, they never take the actions that could make their dream a reality. People who succeed know what they want and believe that they can get it. We'll learn about what beliefs are and how to use them in chapters 4 and 5.
Passion and belief help to provide the fuel, the propulsion toward excellence. But propulsion is not enough. If it were, it would be enough to fuel a rocket and send it flying blindly toward the heavens. Besides that power, we need a path, an intelligent sense of logical progression. To succeed in hitting our target, we need
Trait Number Three: Strategy! A strategy is a way of organizing resources. When Steven Spielberg decided to become a film-maker, he mapped out a course that would lead to the world he wanted to conquer. He figured out what he wanted to learn, whom he needed to know, and what he needed to do. He had passion, and he had belief, but he also had the strategy that made those things work to their greatest potential. Ronald Reagan has developed certain communication strategies that he uses on a consistent basis to produce the results he desires. Every great entertainer, politician, parent, or employer knows it's not enough to have the resources to succeed. One must use those resources in the most effective way. A strategy is a recognition that the best talents and ambitions also need to find the right avenue. You can open a door by breaking it down, or you can find the key that opens it intact. We'll learn about the strategies that produce excellence in chapters 7 and 8.
Trait Number Four: Clarity of Values! When we think of the things that made America great, we think of things like patriotism and pride, a sense of tolerance, and a love of freedom. These things are values, the fundamental, ethical, moral, and practical judgments we make about what's important, what really matters. Values are specific belief systems we have about what is right and wrong for our lives. They're the judgments we make about what makes life worth living. Many people do not have a clear idea of what is important to them. Often individuals do things that afterward they are unhappy with themselves about simply because they are not clear about what they unconsciously believe is right for them and others. When we look at great successes, they are almost always people with a clear fundamental sense about what really matters. Think of Ronald Reagan, John F. Kennedy, Martin Luther King, Jr., John Wayne, Jane Fonda. They all have had different visions, but what they have in common is a fundamental moral grounding, a sense of who they are and why they do what they do. An understanding of values is one of the most rewarding and challenging keys to achieving excellence. We will consider values in chapter 18.
As you've probably noticed, all these traits feed on and interact with one another. Is passion affected by beliefs? Of course it is. The more we believe we can accomplish something, the more we're usually willing to invest in its achievement. Is belief by itself enough to achieve excellence? It's a good start, but if you believe you're going to see a sunrise and your strategy for achieving that goal is to begin running west, you may have some difficulty. Are our strategies for success affected by our values? You bet. If your strategy for success requires you to do things that do not fit your unconscious beliefs about what is right or wrong for your life, then even the best strategy will not work. This is often seen in individuals who begin to succeed only to end up sabotaging their own success. The problem is there's an internal conflict between the individual's values and his strategy for achievement.
In the same way, all four of the things we've already considered are inseparable from
Trait Number Five: Energyt! Energy can be the thundering, joyous commitment of a Bruce Springsteen or a Tina Turner. It can be the entrepreneurial dynamism of a Donald Trump or a Steve Jobs. It can be the vitality of a Ronald Reagan or a Katharine Hepburn. It is almost impossible to amble languorously toward excellence. People of excellence take opportunities and shape them. They live as if obsessed with the wondrous opportunities of each day and the recognition that the one thing no one has enough of is time. There are many people in this world who have a passion they believe in. They know the strategy that would ensure it, and their values are aligned, but they just don't have the physical vitality to take action on what they know. Great success is inseparable from the physical, intellectual, and spiritual energy that allows us to make the most of what we have. In chapters 9 and 10, we'll learn and apply the tools that can immediately increase physical vibrancy.
Trait Number Six: Bonding Power! Nearly all successful people have in common an extraordinary ability to bond with others, the ability to connect with and develop rapport with people from a variety of backgrounds and beliefs. Sure, there's the occasional mad genius who invents something that changes the world. But if the genius spends all his time in a lonely warren, he will succeed on one level but fail on many others. The great successes -- the Kennedys, the Kings, the Reagans, the Gandhis -- allhas enough of is time. There are many people in this world who have a passion they believe in. They know the strategy that would ensure it, and their values are aligned, but they just don't have the physical vitality to take action on what they know. Great success is inseparable from the physical, intellectual, and spiritual energy that allows us to make the most of what we have. In chapters 9 and 10, we'll learn and apply the tools that can immediately increase physical vibrancy.
Trait Number Six: Bonding Power! Nearly all successful people have in common an extraordinary ability to bond with others, the ability to connect with and develop rapport with people from a variety of backgrounds and beliefs. Sure, there's the occasional mad genius who invents something that changes the world. But if the genius spends all his time in a lonely warren, he will succeed on one level but fail on many others. The great successes -- the Kennedys, the Kings, the Reagans, the Gandhis -- all have the ability to form bonds that unite them to millions of others. The greatest success is not on the stage of the world. It is in the deepest recesses of your own heart. Deep down, everyone needs to form lasting, lving bonds with others. Without that, any success, any excellence, is hollow indeed. We'll learn about those bonds in chapter 13.
The final key trait is something we talked about earlier.
Trait Number Seven: Mastery of Communication! This is the essence of what this book is about. The way we communicate with others and the way we communicate with ourselves ultimately determine the quality of our lives. People who succeed in life are those who have learned how to take any challenge that life gives them and communicate that experience to themselves in a way that causes them to successfully change things. People who fail take the adversities of life and accept them as limitations. The people who shape our lives and our cultures are also masters of communication to others. What they have in common is an ability to communicate a vision or a quest or a joy or a mission. Mastery of communication is what makes a great parent or a great artist or a great politician or a great teacher. Almost every chapter in this book, in one way or another, has to do with communication, with bridging gaps, with building new paths, and with sharing new visions.
The first part of this book will teach you how to take charge and run your own brain and body more effectively than ever before. We will be working with factors that affect the way you communicate with yourself. In the second section, we'll be studying how to discover what you really want out of life and how you can communicate more effectively with others as well as how to be able to anticipate the kinds of behaviors that different kinds of people will consistently create. The third section looks from a larger, more global perspective at how we behave, what motivates us, and what we can contribute on a broader, extrapersonal level. It's about taking the skills you've learned and becoming a leader.
When I wrote this book, my original goal was to provide a textbook for human development -- a book that would be packed with the best and the latest in human change technology. I wanted to arm you with the skills and strategies that would enable you to change anything you wanted to change, and to do it faster than you'd ever dreamed of before. I wanted to create an opportunity for you in a very concrete way to immediately increase the quality of your life experience. I also wanted to create a work you could come back to again and again and always find something useful for your life. I knew that many of the subjects I would be writing about could be books in themselves. However, I wanted to give you information that was complete, something you could use in each area. I hope you find this book to be all these things for you.
When the manuscript was completed, the advance readings were very positive, except for one thing -- several people said, "You've got two books here. Why don't you split them up, publish one now, and market the other one as a follow-up twelve months later?" My goal was to get to you, the reader, as much quality information as quickly as I could. I did not want to dole out these skills a piece at a time. However, I became concerned that many people would not even get to the parts of the book that I think are most important simply because it was explained to me that several studies have shown that less than 10 percent of the people who buy a book read past the first chapter. At first, I couldn't believe that statistic. Then I remembered that less than 3 percent of the nation is financially independent, less than 10 percent have written goals, only 35 percent of American women -- and even fewer men -- feel they are in good physical shape, and in many states one out of every two marriages ends up in divorce. Only a small percentage of people really live the life of their dreams. Why? It takes effort. It takes consistent action.
Bunker Hunt, the Texas oil billionaire, was asked once if he had any one piece of advice he could give people on how to succeed. He said that success is simple. First, you decide what you want specifically; and second, you decide you're willing to pay the price to make it happen -- and then pay that price. If you don't take that second step, you'll never have what you want in the long term. I like to call the people who know what they want and are willing to pay the price to get it "the few who do" versus "the many who talk." I challenge you to play with this material, to read it all, to share what you learn, and to enjoy it.
In this chapter, I've stressed the primacy of taking effective action. But there are many ways to take action. Most of them depend on a large degree of trial and error. Most people who have been great successes have adjusted and readjusted countless times before they got what they wanted. Trial and error is fine, except for one thing: it uses a vast quantity of the one resource none of us will ever have enough of -- time.
What if there was a way to take action that accelerated the learning process? What if I could show you how to learn the precise lessons that people of excellence have already learned? What if you could learn in minutes what someone took years to perfect? The way to do this is through modeling, a way to reproduce precisely the excellence of others. What do they do that sets them apart from those who only dream of success? Let's discover...
Copyright © 1986 by Robbins Research Institute
posted by Unknown at
4:44 AM
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0 comments
Standing nearly bald ... I was captivated by Anthony Robbins
"Unlimited Power" is an exceptional compliment to "Awaken The Giant Within" and is easily one of the most powerful books I've ever read. In December 1994, after winning a battle with cancer, I stood, nearly bald, in the audience of my first motivational seminar, conducted by Anthony Robbins.
Shortly after the seminar I read "Awaken The Giant Within" and "Unlimited Power" to learn more about taking charge of my destiny. To this day, I refer to these books often for inspiration and guidance.
Over the years, I've read and listened to a great deal of self-help material in my quest to discover the secret to success. Without question, this book provides the clearest and most incredibly inspiring ideas. Since reading this book, I've greatly increased my level of health (by becoming vegetarian), doubled my income, and formed my own consulting company.
"Unlimited Power" consists of three sections:
Section I: The Modeling of Human Excellence
Section II: The Ultimate Success Formula
Section III: Leadership: The Challenge of Excellence
Although the book is quite long, it is a very exciting read. Starting off with "The Commodity of Kings" Robbins talks about how specialized knowledge (information) is available to anyone and can literally transform ourselves, and the world. Think of what Bill Gates, through Microsoft, really owns - almost nothing. Instead, he controls a vast reservoir of knowledge.
In summary, what I enjoy most about "Unlimited Power" and all of Anthony Robbins' other works, is that he challenges you to test his ideas for yourself, instead of accepting ideas on blind faith. Also, I must emphasize that "Unlimited Power" (or any other book for that matter) WILL NOT magically make you successful. It requires YOU to work with the material, develop strategies, and most importantly - take action.
-----------------
Michael Davis - Editor, Byvation
Powerful NLP concepts that can change the way you think.
It's true that some NLP tools and techniques are difficult to understand. Yet Anthony Robbins makes it very simple and very effective.
That's the power of this book. If you want to know what is NLP, begin by this book. It is a very good introduction to the somewhat difficult concepts of NLP: the new science of achievement.
Discover your hidden powers and begin realizing that you're capable of miracles while reading "Unlimited Power" from Tony Robbins.*
Emmanuel SEGUI - Creator of "www.vision-to-action.com"
How you can control your own mind, emotions and physical des
I highly recommend this book for its ability to saturate your mind with new and amazing concepts that are easy to grasp and read. Robbins is always someone that I enjoy listening to or reading and in this book he shares how you can control your own mind, emotions and physical destiny!
from:
http://www.bestmotivation.com/books/Unlimited_Power.htm
"Unlimited Power" is an exceptional compliment to "Awaken The Giant Within" and is easily one of the most powerful books I've ever read. In December 1994, after winning a battle with cancer, I stood, nearly bald, in the audience of my first motivational seminar, conducted by Anthony Robbins.
Shortly after the seminar I read "Awaken The Giant Within" and "Unlimited Power" to learn more about taking charge of my destiny. To this day, I refer to these books often for inspiration and guidance.
Over the years, I've read and listened to a great deal of self-help material in my quest to discover the secret to success. Without question, this book provides the clearest and most incredibly inspiring ideas. Since reading this book, I've greatly increased my level of health (by becoming vegetarian), doubled my income, and formed my own consulting company.
"Unlimited Power" consists of three sections:
Section I: The Modeling of Human Excellence
Section II: The Ultimate Success Formula
Section III: Leadership: The Challenge of Excellence
Although the book is quite long, it is a very exciting read. Starting off with "The Commodity of Kings" Robbins talks about how specialized knowledge (information) is available to anyone and can literally transform ourselves, and the world. Think of what Bill Gates, through Microsoft, really owns - almost nothing. Instead, he controls a vast reservoir of knowledge.
In summary, what I enjoy most about "Unlimited Power" and all of Anthony Robbins' other works, is that he challenges you to test his ideas for yourself, instead of accepting ideas on blind faith. Also, I must emphasize that "Unlimited Power" (or any other book for that matter) WILL NOT magically make you successful. It requires YOU to work with the material, develop strategies, and most importantly - take action.
-----------------
Michael Davis - Editor, Byvation
Powerful NLP concepts that can change the way you think.
It's true that some NLP tools and techniques are difficult to understand. Yet Anthony Robbins makes it very simple and very effective.
That's the power of this book. If you want to know what is NLP, begin by this book. It is a very good introduction to the somewhat difficult concepts of NLP: the new science of achievement.
Discover your hidden powers and begin realizing that you're capable of miracles while reading "Unlimited Power" from Tony Robbins.*
Emmanuel SEGUI - Creator of "www.vision-to-action.com"
How you can control your own mind, emotions and physical des
I highly recommend this book for its ability to saturate your mind with new and amazing concepts that are easy to grasp and read. Robbins is always someone that I enjoy listening to or reading and in this book he shares how you can control your own mind, emotions and physical destiny!
from:
http://www.bestmotivation.com/books/Unlimited_Power.htm
posted by Unknown at
4:42 AM
|
0 comments
Unlimited Power: The New Science of Personal Achievement
EXCERPT
Chapter 1
The Commodity of Kings
"The great end of life is not knowledge but action."
Thomas Henry Huxley
I had heard about him for many months. They said he was young, wealthy, healthy, happy, and successful. I had to see for myself. I watched him closely as he left the television studio, and I followed him over the next few weeks, observing as he counseled everyone from the president of a country to a phobic. I saw him debate dieticians, train executives, and work with athletes and learning-disabled kids. He seemed incredibly happy and deeply in love with his wife as they traveled together across the country and around the world. And when they were through, it was time to jet back to San Diego to spend a few days at home with their family in their castle overlooking the Pacific Ocean.
How was it that this twenty-five-year-old-kid, with only a high school education, could have accomplished so much in such a short period of time? After all, this was a guy who only three years ago had been living in a 400-square-foot bachelor apartment and washing his dishes in his bathtub. How did he go from an extremely unhappy person, thirty pounds overweight, with floundering relationships and limited prospects, to a centered, healthy, respected individual with great relationships and the opportunity for unlimited success?
It all seemed so incredible, and yet the thing that amazed me most was that I realized that he is me! "His" story is my own.
I'm certainly not saying that my life is what success is all about. Obviously, we all have different dreams and ideas of what we want to create for our lives. In addition, I'm very clear that who you know, where you go and what you own are not the true measure of personal success. To me, success is the ongoing process of striving to become more. It is the opportunity to continually grow emotionally, socially, spiritually, physiologically, intellectually, and financially while contributing in some positive way to others. The road to success is always under construction. It is a progressive course, not an end to be reached.
The point of my story is simple. By applying the principles you will learn in this book, I was able to change not only the way! felt about myself, but also the results I was producing in my life, and I was able to do so in a major and measurable way. The purpose of this book is to share with you what made the difference in changing my life for the better. It is my sincere hope that you will find the technologies, strategies, skills, and philosophies taught within these pages to be as empowering for you as they have been for me. The power to magically transform our lives into our greatest dreams lies waiting within us all. It's time to unleash it!
When I look at the pace at which I was able to turn my dreams into my present-day life, I can't help feeling an almost unbelievable sense of gratitude and awe. And yet I'm certainly far from unique. The fact is we live in an age where many people are able to achieve wondrous things almost overnight, to achieve successes that would have been unimaginable in earlier times. Look at Steve Jobs. He was a kid in blue jeans with no money who took an idea for a home computer and built a Fortune 500 company faster than anyone in history. Look at Ted Turner. He took a medium that barely existed -- cable television -- and created an empire. Look at people in the entertainment industry like Steven Spielberg or Bruce Springsteen, or businessmen like Lee Iacocca or Ross Perot. What do they have in common other than astounding, prodigious success? The answer, of course, is...power.
Power is a very emotional word People's responses to it are varied. For some people, power has a negative connotation. Some people lust after power. Others feel tainted by it, as if it were something venal or suspect. How much power do you want? How much power do you think is right for you to obtain or develop? What does power really mean to you?
I don't think of power in terms of conquering people. I don't think of it as something to be imposed. I'm not advocating that you should, either. That kind of power seldom lasts. But you should realize that power is a constant in the world. You shape your perceptions, or someone shapes them for you. You do what you want to do, or you respond to someone else's plan for you. To me, ultimate power is the ability to produce the results you desire most and create value for others in the process. Power is the ability to change your life, to shape your perceptions, to make things work for you and not against you. Real power is shared, not imposed. It's the ability to define human needs and to fulfill them -- both your needs and the needs of the people you care about. It's the ability to direct your own personal kingdom -- your own thought processes, your own behavior -- so you produce the precise results you desire.
Throughout history, the power to control our lives has taken many different and contradictory forms. In the earliest times, power was simply the result of physiology. He who was the strongest and the fastest had power to direct his own life as well as the lives of those around him. As civilization developed, power resulted from heritage. The king, surrounding himself with the symbols of his realm, ruled with unmistakable authority. Others could derive power by their association with him. Then, in the early days of the Industrial Age, capital was power. Those who had access to it dominated the industrial process. All those things still play a role. It's better to have capital than not to have it. It's better to have physical strength than not to. However, today, one of the largest sources of power is derived from specialized knowledge.
Most of us have heard by now that we are living in the information age. We are no longer primarily an industrial culture, but a communication one. We live in a time when new ideas and movements and concepts change the world almost daily, whether they are as profound as quantum physics or as mundane as the best-marketed hamburger. If there's anything that characterizes the modern world, it's the massive, almost unimaginable, flow of information -- and therefore of change. From books and movies and boomboxes and computer chips, this new information comes at us in a blizzard of data to be seen and felt and heard. In this society, those with the information and the means to communicate it have what the king used to have -- unlimited power. As John Kenneth Galbraith has written, "Money is what fueled the industrial society. But in the informational society, the fuel, the power, is knowledge. One has now come to see a new class structure divided by those who have information and those who must function out of ignorance. This new class has its power not from money, not from land, but from knowledge."
The exciting thing to note is that the key to power today is available to us all. If you weren't the king in medieval times, you might have had a great deal of difficulty becoming one. If you didn't have capital at the beginning of the industrial revolution, the odds of your amassing it seemed very slim indeed. But today, any kid in blue jeans can create a corporation that can change the world. In the modern world, information is the commodity of kings. Those with access to certain forms of specialized knowledge can transform themselves and, in many ways, our entire world.
We're left with an obvious question. Surely in the United States the kinds of specialized knowledge needed to transform the quality of our lives is available to everyone. It's in every bookstore, every video store, every library. You can get it from speeches and seminars and courses. And we all want to succeed.
EXCERPT
Chapter 1
The Commodity of Kings
"The great end of life is not knowledge but action."
Thomas Henry Huxley
I had heard about him for many months. They said he was young, wealthy, healthy, happy, and successful. I had to see for myself. I watched him closely as he left the television studio, and I followed him over the next few weeks, observing as he counseled everyone from the president of a country to a phobic. I saw him debate dieticians, train executives, and work with athletes and learning-disabled kids. He seemed incredibly happy and deeply in love with his wife as they traveled together across the country and around the world. And when they were through, it was time to jet back to San Diego to spend a few days at home with their family in their castle overlooking the Pacific Ocean.
How was it that this twenty-five-year-old-kid, with only a high school education, could have accomplished so much in such a short period of time? After all, this was a guy who only three years ago had been living in a 400-square-foot bachelor apartment and washing his dishes in his bathtub. How did he go from an extremely unhappy person, thirty pounds overweight, with floundering relationships and limited prospects, to a centered, healthy, respected individual with great relationships and the opportunity for unlimited success?
It all seemed so incredible, and yet the thing that amazed me most was that I realized that he is me! "His" story is my own.
I'm certainly not saying that my life is what success is all about. Obviously, we all have different dreams and ideas of what we want to create for our lives. In addition, I'm very clear that who you know, where you go and what you own are not the true measure of personal success. To me, success is the ongoing process of striving to become more. It is the opportunity to continually grow emotionally, socially, spiritually, physiologically, intellectually, and financially while contributing in some positive way to others. The road to success is always under construction. It is a progressive course, not an end to be reached.
The point of my story is simple. By applying the principles you will learn in this book, I was able to change not only the way! felt about myself, but also the results I was producing in my life, and I was able to do so in a major and measurable way. The purpose of this book is to share with you what made the difference in changing my life for the better. It is my sincere hope that you will find the technologies, strategies, skills, and philosophies taught within these pages to be as empowering for you as they have been for me. The power to magically transform our lives into our greatest dreams lies waiting within us all. It's time to unleash it!
When I look at the pace at which I was able to turn my dreams into my present-day life, I can't help feeling an almost unbelievable sense of gratitude and awe. And yet I'm certainly far from unique. The fact is we live in an age where many people are able to achieve wondrous things almost overnight, to achieve successes that would have been unimaginable in earlier times. Look at Steve Jobs. He was a kid in blue jeans with no money who took an idea for a home computer and built a Fortune 500 company faster than anyone in history. Look at Ted Turner. He took a medium that barely existed -- cable television -- and created an empire. Look at people in the entertainment industry like Steven Spielberg or Bruce Springsteen, or businessmen like Lee Iacocca or Ross Perot. What do they have in common other than astounding, prodigious success? The answer, of course, is...power.
Power is a very emotional word People's responses to it are varied. For some people, power has a negative connotation. Some people lust after power. Others feel tainted by it, as if it were something venal or suspect. How much power do you want? How much power do you think is right for you to obtain or develop? What does power really mean to you?
I don't think of power in terms of conquering people. I don't think of it as something to be imposed. I'm not advocating that you should, either. That kind of power seldom lasts. But you should realize that power is a constant in the world. You shape your perceptions, or someone shapes them for you. You do what you want to do, or you respond to someone else's plan for you. To me, ultimate power is the ability to produce the results you desire most and create value for others in the process. Power is the ability to change your life, to shape your perceptions, to make things work for you and not against you. Real power is shared, not imposed. It's the ability to define human needs and to fulfill them -- both your needs and the needs of the people you care about. It's the ability to direct your own personal kingdom -- your own thought processes, your own behavior -- so you produce the precise results you desire.
Throughout history, the power to control our lives has taken many different and contradictory forms. In the earliest times, power was simply the result of physiology. He who was the strongest and the fastest had power to direct his own life as well as the lives of those around him. As civilization developed, power resulted from heritage. The king, surrounding himself with the symbols of his realm, ruled with unmistakable authority. Others could derive power by their association with him. Then, in the early days of the Industrial Age, capital was power. Those who had access to it dominated the industrial process. All those things still play a role. It's better to have capital than not to have it. It's better to have physical strength than not to. However, today, one of the largest sources of power is derived from specialized knowledge.
Most of us have heard by now that we are living in the information age. We are no longer primarily an industrial culture, but a communication one. We live in a time when new ideas and movements and concepts change the world almost daily, whether they are as profound as quantum physics or as mundane as the best-marketed hamburger. If there's anything that characterizes the modern world, it's the massive, almost unimaginable, flow of information -- and therefore of change. From books and movies and boomboxes and computer chips, this new information comes at us in a blizzard of data to be seen and felt and heard. In this society, those with the information and the means to communicate it have what the king used to have -- unlimited power. As John Kenneth Galbraith has written, "Money is what fueled the industrial society. But in the informational society, the fuel, the power, is knowledge. One has now come to see a new class structure divided by those who have information and those who must function out of ignorance. This new class has its power not from money, not from land, but from knowledge."
The exciting thing to note is that the key to power today is available to us all. If you weren't the king in medieval times, you might have had a great deal of difficulty becoming one. If you didn't have capital at the beginning of the industrial revolution, the odds of your amassing it seemed very slim indeed. But today, any kid in blue jeans can create a corporation that can change the world. In the modern world, information is the commodity of kings. Those with access to certain forms of specialized knowledge can transform themselves and, in many ways, our entire world.
We're left with an obvious question. Surely in the United States the kinds of specialized knowledge needed to transform the quality of our lives is available to everyone. It's in every bookstore, every video store, every library. You can get it from speeches and seminars and courses. And we all want to succeed.
posted by Unknown at
4:41 AM
|
0 comments
STRATEGIES THE MIND-BODY CONNECTION TO BEHAVIOR
by Tad James, M.S., Ph.D., Certified NLP Master Trainer
Copyright © 1985, 1999
I often ask people in the seminars that we give, before beginning to teach strategies, "How many people used a strategy today?" I'm interested in how many people will raise their hand, and how many won't, and usually only a few people raise their hand, because people typically are not aware of their pervasive use of strategies.
Now, a strategy is any internal and external set (order, syntax) of experiences which consistently produces a specific outcome. For example, when I go somewhere, I need to make a picture of where I'm going and how to get there in my mind. And I gather information verbally until I have a clear picture of the entire route that I'm going to travel. When I have enough information, I then forget it and trust my unconscious mind. That's my strategy for driving somewhere, when I do it successfully. When I don't do it successfully, it's usually because I haven't gathered enough information. So, I don't have a clear picture, and then I may even take the wrong turn or get lost. Do you use a strategy when you go somewhere? Of course you do, although you may not have been aware of it until this moment. Think of it, what is your strategy? What do you do when you go somewhere?
We use internal processing strategies for everything we do. All of our apparent external behaviors are controlled by internal processing strategies. All of our overt behaviors! So that means that we use strategies for love, strategies for hate, strategies for learning, strategies for math, parenting, sports, communication, sales, marketing, wealth, poverty, happiness, death, sex, eating, disease, creativity, relaxation, attention and fun. There are strategies for everything.
We first develop a particular strategy when we are young. At an early age, perhaps you put a series of internal and external experiences together, and made (for example) a decision. Then, at some point when you knew it worked, you generalized the process that you used before in making the decision and said, either consciously or unconsciously, "OK, this is a good way to make a decision", and you then probably used it over and over and over again.
Let's say, for example, you made a picture in your mind and talked to yourself or someone else about it, until you had enough information, and that was how you made the decision. If that syntax worked for you, then at some time you began to use it over and over again.
In our lives, we use strategies for everything that we do. And so the second question I often ask people, in the process of doing a seminar is, "So those of you that didn't use a strategy yet today, how did you get here?" "How did you get to the seminar?" "And how did you decide what seat to sit in?" So, a strategy is essentially what it is that you do in your mind in the process of doing something.
Since NLP deals with form and not content, we're not so much interested in the content of the thought, just the form. You might say, "Well, I thought of this", or "I thought about that" or "I thought of flowers" or whatever you did. Rather than the content, what did you do, did you make a picture in your mind, did you have a certain set of words that you said to yourself? Did you think of somebody else's voice, or did you have a certain feeling or emotion? Our interest is in the context, form, and process instead of the content.
NLP was created as a result of Modeling. Bandler and Grinder's system for Modeling was essentially to discover somebody's belief systems, physiology, and mental strategies. In the process of modeling, they would elicit a person's internal program, which they called "mental syntax" or "strategy." In terms of modeling, then, one important element is the internal syntax or what they do inside their head when they do what they do. What strategy do they use?
Now, as an example, let's see how you might model a foreign language. If you were modeling a language, like French, you'd model three things. First, you'd model the vocabulary, actually learning the vocabulary. You'd learn "plume" means "pen." Next you'd learn syntax. So, you'd learn how to say sentences in French, putting certain words in certain order. Regarding the order and sequence of words, Tony Robbins is fond of pointing out that "The dog bit Johnny" is substantially different from "Johnny bit the dog." It has a completely different meaning, yet they're the same words. But they're in a different order. The difference in meaning is created by the syntax (order, sequence).
And also in modeling a language, you'd also model the mouth movements. You'd learn how to pronounce "plume" so you could say it with the correct accent.
Modeling mental strategies in NLP allows us to take a strategy from one place and move it to another place. Now, if I'm dealing with content, then it's hard to move content from one place to another. But if I'm dealing with process, if I'm dealing with the "how to" regarding processing information then I can discover somebody's internal program and I can install it in someone else.
Another purpose for discovering strategies is that you might want to change someone's strategy. We talked about this in a seminar that I did recently where a participant had a buying strategy of "see it", "feel good about it" and "buy it." So, "I see something I want and I get a feeling right away, and I buy it", is pretty efficient for making quick decisions, especially if you're an airline pilot. She felt, however, that it was not really effective for buying because she'd see a lot of things she liked and she bought them. So, she decided she wanted to change the strategy.
Most strategies that people have can be easily learned or modified, according to whatever our outcome is. And that's why in NLP one of the presuppositions is that people have all the resources they need. For example, if someone is very decisive at home and they have trouble making decisions at work, one of the things we can do is move their decision-making strategy from home to work.
A Strategy is a specific syntax of external and internal experience which consistently produces a specific behavioral outcome, or to put it in plain English, a strategy is something that somebody does in their brain and nervous system that produces a specific result. It's what somebody does in their head when they do what they do.
An analogy that seems to work really well in describing strategies is the analogy of baking a cake. In the process of baking a cake, you get all the ingredients together, get a bowl, and you put the ingredients into a bowl in a certain order. It's important to take all the ingredients and put them in a bowl in a certain order. In a recipe, there's a certain order or sequence of when the elements should go into the recipe. And so, if you put the elements of the cake into the bowl in the wrong order, or even in the oven before you put them into the bowl, you'll get a substantially different outcome.
A strategy is a specific order and sequence of internal and external processes or internal and external experiences that consistently produce a specific outcome. If you reverse the strategy, that is, if you reverse the order and sequence of the strategy, the outcome that you get may be substantially different.
So, how do you discover someone's strategy for doing a specific thing? Well, just ask. Just ask, and listen to their predicates, watch their eyes (eye patterns), and make note of the order and sequence of the modalities as they are presented to you.
What are the elements that can go into a strategy? There are only six, fortunately. There are only six things that people can do in their mind -- what a surprise. You thought you could do a lot more than six things, didn't you? There are only six things that you can do, though. The six are pictures, sounds, feelings, tastes, smells, and you can talk to yourself. And you can do each of those things either internally or externally.
If you're making note of the syntax of the elements in a person's strategy, we've developed a shorthand notation process for strategies. And they're shown below:
V = Visual
A = Auditory
K = Kinesthetic (feelings)
O = Olfactory
G = Gustatory
In addition we can say certain things about those Representational System elements:
e = External
i = Internal
t = Tonal (At)
d = Digital
c = Constructed
r = Recalled
The strategy notation that we use corresponds directly to the eye pattern chart below. As you listen and watch the person you're eliciting the strategy from, note first the major modalities -- [V], [At], [K], [O], [G], [Ad]. Also make note of whether they are internal or external. For example, seeing a picture in your head is Visual Internal (or Vi), looking at a car to see if you like it is Visual External (or Ve), and may include a comparison to a remembered or created car (Vr or Vc). Talking to the salesperson, and gathering information about the purchase to find if it meets your criteria is Auditory digital (or Ad), and External. Or feeling a rug to discover if you like the feel is Kinesthetic external (or Ke), while feeling good about the purchase is Kinesthetic internal (or Ki).
Making sure that your shorthand notation for each step of the strategy includes the distinction of whether it's internal or external, we make a superscript, "e" for external and "i" for internal. And when dealing with auditory, you want to make the differentiation between auditory digital [Ad] or auditory tonal [At]. Digital includes lists, criteria -- whether it "makes sense", whereas tonal is more concerned with whether it "sounds right". Make a subscript of "t" for tonal or "d" for digital.
You will want to note the elements in the order they occur. And, it's OK to ask over and over again until you have a strategy that you can be confident about. Make several tests. Ask over and over if you need to so you get it right, and you are sure that the building blocks are in their correct order.
The T.O.T.E. Model: Bandler, Grinder and Dilts and others in the book, Neuro-Linguistic Programming, Volume I, refer to a model of strategies called T.O.T.E. The T.O.T.E. model was designed to represent how people process information. T.O.T.E. stands for test, operate, test, and exit.
The notion of strategies actually comes from George Miller, and Galanter, and Pribram in a book called Plans and the Structure of Behavior. They're the ones who originally developed the concept of the T.O.T.E. model.
As the theory goes, a strategy or T.O.T.E. begins with a certain test. It's a test that actually starts or fires off the strategy. It's the starting point. As you look at the diagram below, follow along beginning with the word "T.O.T.E.", where it says "input" (this is where the information comes from for the strategy), and to the right of that, you see the first test.
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TEST OPERATE TEST EXIT -- THE TOTE MODEL
Adapted from Miller, Galanter & Pribram
Here's how it works:
The information gathered provides a trigger, setting off the first test, and the strategy begins. It operates for a while and it tests again, to see if it's complete. If it's not complete, it goes back to a certain point, and then comes back to the test again. It continues this loop until it gets a positive outcome, then it exits.
The first test establishes the strategy test criteria that are carried forward to the next test. So, the first test starts the strategy and it establishes criteria for the next test.
As an example, let's look at how you know to be motivated. What's the one thing -- the trigger that gets you motivated? (The first test can also be called the trigger because it's what sets you off.) Is there usually one thing (like something you see, or hear)? Remember a time when you were especially motivated. What set you off? Do you remember the trigger? If not, pick another time. Do you remember the trigger, now? Was it something you saw, something you heard or the touch of something or someone? It's really important in the process of eliciting, utilizing, designing or creating new strategies to discover a specific trigger that will get the person into the strategy. For example, if you design the world's greatest new strategy for a person that doesn't have an appropriate trigger, it won't ever get set off. So it's important to discover the trigger that sets off the strategy.
Next is the operation. The operation accesses and gathers the data required by the strategy. The operation of a strategy, TEST-OPERATE, is going to access certain data. The data that is going to be accessed in the operation section is threefold. What do you think they should be?
The first kind of data accessed is external (remember the notations that we covered earlier?) visual external, auditory external, and kinesthetic external -- any external process in the process in the Operate part of the strategy will be gathering data.
The data accessed could also be internal. And if it's internal, there are two possibilities. The two data could be either Remembering data or Creating data -- Memories or constructed data. So the three types are external, which is gathering, and internal which could be remembered or created.
Test: Then there's the next test. We've gone through TEST - OPERATE - TEST ... we're at that point now. The second test is a comparison. It's always going to be a comparison that allows you to know that the strategy is complete. It's a comparison of the new data to the criteria established at the first test. So the first test will establish the criteria. The second test will compare all the known data to the criteria established in the first test. And, typically, the test will occur with a comparison in the same representational system (V, A, K, O or G). Now, at that point, if there is a "plus", which means that the test is successful, there will be a match between gathered data and the criteria, and we'll have an exit at that point. If there is no match at that point, then we'll usually go back and continue the strategy.
Exit: Finally, the exit is going to be a decision point or a choice point, and it's a representation of the test where the strategy will either exit at that point, or loop back and get more data.
To summarize, the functional properties of strategies are the TEST, OPERATE, TEST, and the EXIT. The first test is a trigger. The trigger feeds information forward to the second test, which compares the data to the output of the process of operation, and which (the operation) is gathering or accessing data or creating data. And then, when the test is successful, the strategy is, at that point, complete.
All our outward behavior is a result of these neurological processing patterns. All overt behavior is controlled by these sequences of internal and external neurological representations. If a specific pattern occurs, then a specific behavior is generated. If the neurological pattern does not occur, then the behavior does not occur.
A typical neurological pattern is the result of either one of two basic processes: Either (1) synesthesia patterns (which occur in much the same way that anchors do in that their associations are connected together in a chain where there are representational system overlaps) or (2) strategies. And a synesthesia pattern is somewhat like a very short fast strategy with only two components.
Synesthesia: A synesthesia pattern, goes something like this: "... it's kind of like I want to see how I feel about that". Linguistically, you can spot a synesthesia pattern when somebody says, "Well, I've got to see if it sounds right." A synesthesia pattern also occurs when you touch something with your eyes closed and then make a picture of it automatically.
A synesthesia pattern occurs when two modality accessings (like Visual - Kinesthetic) are closely linked, with one of them possibly outside the awareness. Some typically occurring synesthesia patterns are see-feel (mentioned above); another is, in school, if the teacher spoke to you with a harsh tone, you'd feel bad, and so now every time somebody speaks to you with that tone of voice, you feel bad, even though they don't mean anything by that tone of voice; or an accident -- let's say you saw an accident, you see blood, and you feel nauseous; or feel angry -- blame someone. Has that ever happened to you? Or in therapy, for example, client says, with his eyes going up and to his right, "Gee", and then down to the right, "I don't know why I feel this way." As you observe the client across from you saying, "Gee, I don't know why I feel this way," you also see that he's making pictures, constructing pictures, probably of bad things that could happen and then he's jumping to a feeling about it. That's a synesthesia pattern! In this case, the pictures may also be outside of his awareness. That's a synesthesia pattern.
Strategy Elicitation: Now, let's talk about strategy elicitation: There are two ways to elicit strategies. One way is formal, the other is informal. And, if you just ask someone informally, "How do you do that?", they'll tell you. More often than not, they'll also tell you in a way that includes the modalities that they use in processing that information. They will tell you their strategy.
Many strategies will come out spontaneously and naturally during a conversation and won't have to be elicited formally. Informal strategy elicitation can be as simple as someone saying to you, "Gee, every time I see that particular sight, I get motivated." And you say, "So, how do you know to get motivated. What is it about that sight?" The fact is that people do internally what they're talking about. So they will demonstrate verbally and nonverbally the strategies used to access and make sense of those experiences. So, for example, as someone talks about a past decision, they will ordinarily also run through the strategy steps. They will actually go right through the steps in the strategy -- like an instant replay. Have you ever watched a sports show on T.V. and saw an instant replay? Just like that.
Formal Elicitation: Strategies can also be elicited formally with a formal script, and your formal notation. It makes it a little easier when you have the person's cooperation, and in the early stages of learning strategy elicitation it may be a little easier to just read the script. In formal elicitation, you can go over and over the steps of the strategy until you get it. My suggestion is to learn how to do both formal and informal elicitation so that you can do both as needed. If you're doing formal elicitation, just follow this outline:
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TEXT FOR FORMAL STRATEGY ELICITATION
Can you recall a time when you were totally X'd?
Can you recall a specific time?
As you go back to that time now ...
What was the very first thing that caused you to be totally X'd?
Was it something you saw (or the way someone looked at you?),
Was it something you heard (or someone's tone of voice?), or
Was it the touch of someone or something?
What was the very first thing that caused you to be totally X'd?
After you (saw, heard, felt) that, what was the very next thing that happened as you were totally X'd?
Did you picture something in your mind?
Say something to yourself, or
Have a certain feeling or emotion?
What was the next thing that happened as you were totally X'd
After you (list previous), did you know that you totally X'd, or...
(Continue until complete.)
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TRANSCRIPT OF STRATEGY ELICITATION -- MOTIVATION STRATEGY
Let's do that now. Bill, can we talk? How are you doing? "Great". Can you recall a time when you were particularly motivated?
"Yes".
Can you recall a time when you were totally motivated?
Thinking ... "Yes".
Can you recall a specific time? (He nods.)
As you go back to that time now ...
What was the very first thing that happened that caused you to be totally motivated? (without pausing) Was it something you saw or the way someone looked at you? Was it something you heard or someone's tone of voice? Or, was it the touch of someone or something? What was the very first thing that caused you to be totally motivated?
"It was something I saw".
Good. After you saw what you saw, what was the very next thing that happened as you were totally motivated? Did you picture something in your mind? Did you say something to yourself, or have a certain feeling or emotion? What was the next thing that happened as you were totally motivated?
"I made a picture in my mind".
Great. After you made a picture in your mind, did you know that you were totally motivated or did you say something to yourself, or have a certain feeling or emotion?
"I said something to myself".
Good, after you made a picture in your mind, and said something to yourself, did you know that you were totally motivated or did you say something to yourself, or have a certain feeling or emotion? What was the next thing that happened as you were totally motivated?
"Well, I was just motivated, that's all."
Good, so you felt motivated?
"Yes, that's right."
Now, we know that Bill's motivation strategy is:
Now, we can also elicit the submodalities of each of the major parts of this strategy, and I am not going to do a complete elicitation of submodalities now. When you are doing it, you may want to get out our chart of possible submodalities. So, Bill, what was it about what you saw that caused you to be motivated?
"What do you mean?"
In what you saw, what was the important thing that made it motivating to you? Was the color important?
"No, not really."
Was the size?
"Yes, well, if it had been smaller, I'm sure I wouldn't have been as motivated."
So size was important. Was how close you were to it important?
"I don't think so. Just so I could see."
Now when you made the picture inside that you made when you were motivated, was that picture a memory or did you make it up in your head?
"I made-up a picture of me doing something new."
Was that picture near or far?
"It was really close-up."
And could you see yourself in the picture or were you looking through your own eyes?
"I was looking through my own eyes."
And what did you say to yourself?
"I said, 'Wow'."
Thank-you, Bill.
"Thank-you."
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Informal Elicitation: After you've mastered formal strategy elicitation, you can move on to informal elicitation. You could elicit someone's decision making strategy just by saying, "Hey, I love your shirt, how did you decide to buy it?" and then just listen and watch. Listen to the predicates, and watch the eye patterns and the other nonverbal cues. Since strategies can be elicited either informally or formally, if you do nothing else except just talk to the person, they will tell you exactly how they do whatever they do, and all you have to do is just watch them and listen to them. In business many times, its a little easier to discover somebody's strategy without doing it formally, so we're going to also cover several ways of doing strategy elicitation without being particularly formal or overt about it.
The next type of strategy elicitation is elicitation from eye patterns. You could just walk up to somebody and you could go, "Wow, I really love your watch! How did you decide to buy it?" and what they will do is, they'll move their eyes in a certain direction as they remember it.
(This is how they look when you're facing them.)
Not Every Movement A Strategy: The first thing to remember when eliciting strategies from eye patterns is that not every eye movement you see is a strategy. Some people are going to process the information you just asked them before they begin accessing their strategy. They may, for example, repeat to themselves exactly what you said, "Oh, he just said 'beautiful watch', how did I get it? And then they'll run their strategy for you with their eyes. Some people will immediately understand what you said and jump directly into the strategy, moving their eyes in a certain direction as they access their strategies. Most people will move their eyes in a recognizable pattern as they access their strategy or as they replay the information in their head. The question is, do they move their eyes so that you can see them adequately? And that's where your sensory acuity becomes very, very important. That's where your sensory acuity makes a major difference. My suggestion is that you make sure that you've gotten really well-grounded in the eye patterns, and that you learn them very well. Having done that, you can just relax and let the information come to you. Just watch their eye patterns and then note them on a piece of paper -- one of the things I do is carry a little piece of paper with me, and write down the order and sequence of their eye patterns as I get them, so I'll remember them -- and note them, using the notation form above.
I suggest that as with any strategy elicitation, you also test the strategy elicitation from eye patterns wherever possible, questioning them over and over again, until you're sure you've got it. It's OK to check several times because the major question in the elicitation of strategies from eye patterns is, "Where does the accessing the information end and the strategy begin?" So you may have to elicit the same strategy in a couple of different situations, or a couple of different contexts in order to discover how did they do it.
Strategies from eye patterns are probably one of the most powerful things that you can learn in NLP, and later we'll put it all together when we show how to utilize those strategies in designing embedded commands.
Continue Strategies, Part 2,
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by Tad James, M.S., Ph.D., Certified NLP Master Trainer
Copyright © 1985, 1999
I often ask people in the seminars that we give, before beginning to teach strategies, "How many people used a strategy today?" I'm interested in how many people will raise their hand, and how many won't, and usually only a few people raise their hand, because people typically are not aware of their pervasive use of strategies.
Now, a strategy is any internal and external set (order, syntax) of experiences which consistently produces a specific outcome. For example, when I go somewhere, I need to make a picture of where I'm going and how to get there in my mind. And I gather information verbally until I have a clear picture of the entire route that I'm going to travel. When I have enough information, I then forget it and trust my unconscious mind. That's my strategy for driving somewhere, when I do it successfully. When I don't do it successfully, it's usually because I haven't gathered enough information. So, I don't have a clear picture, and then I may even take the wrong turn or get lost. Do you use a strategy when you go somewhere? Of course you do, although you may not have been aware of it until this moment. Think of it, what is your strategy? What do you do when you go somewhere?
We use internal processing strategies for everything we do. All of our apparent external behaviors are controlled by internal processing strategies. All of our overt behaviors! So that means that we use strategies for love, strategies for hate, strategies for learning, strategies for math, parenting, sports, communication, sales, marketing, wealth, poverty, happiness, death, sex, eating, disease, creativity, relaxation, attention and fun. There are strategies for everything.
We first develop a particular strategy when we are young. At an early age, perhaps you put a series of internal and external experiences together, and made (for example) a decision. Then, at some point when you knew it worked, you generalized the process that you used before in making the decision and said, either consciously or unconsciously, "OK, this is a good way to make a decision", and you then probably used it over and over and over again.
Let's say, for example, you made a picture in your mind and talked to yourself or someone else about it, until you had enough information, and that was how you made the decision. If that syntax worked for you, then at some time you began to use it over and over again.
In our lives, we use strategies for everything that we do. And so the second question I often ask people, in the process of doing a seminar is, "So those of you that didn't use a strategy yet today, how did you get here?" "How did you get to the seminar?" "And how did you decide what seat to sit in?" So, a strategy is essentially what it is that you do in your mind in the process of doing something.
Since NLP deals with form and not content, we're not so much interested in the content of the thought, just the form. You might say, "Well, I thought of this", or "I thought about that" or "I thought of flowers" or whatever you did. Rather than the content, what did you do, did you make a picture in your mind, did you have a certain set of words that you said to yourself? Did you think of somebody else's voice, or did you have a certain feeling or emotion? Our interest is in the context, form, and process instead of the content.
NLP was created as a result of Modeling. Bandler and Grinder's system for Modeling was essentially to discover somebody's belief systems, physiology, and mental strategies. In the process of modeling, they would elicit a person's internal program, which they called "mental syntax" or "strategy." In terms of modeling, then, one important element is the internal syntax or what they do inside their head when they do what they do. What strategy do they use?
Now, as an example, let's see how you might model a foreign language. If you were modeling a language, like French, you'd model three things. First, you'd model the vocabulary, actually learning the vocabulary. You'd learn "plume" means "pen." Next you'd learn syntax. So, you'd learn how to say sentences in French, putting certain words in certain order. Regarding the order and sequence of words, Tony Robbins is fond of pointing out that "The dog bit Johnny" is substantially different from "Johnny bit the dog." It has a completely different meaning, yet they're the same words. But they're in a different order. The difference in meaning is created by the syntax (order, sequence).
And also in modeling a language, you'd also model the mouth movements. You'd learn how to pronounce "plume" so you could say it with the correct accent.
Modeling mental strategies in NLP allows us to take a strategy from one place and move it to another place. Now, if I'm dealing with content, then it's hard to move content from one place to another. But if I'm dealing with process, if I'm dealing with the "how to" regarding processing information then I can discover somebody's internal program and I can install it in someone else.
Another purpose for discovering strategies is that you might want to change someone's strategy. We talked about this in a seminar that I did recently where a participant had a buying strategy of "see it", "feel good about it" and "buy it." So, "I see something I want and I get a feeling right away, and I buy it", is pretty efficient for making quick decisions, especially if you're an airline pilot. She felt, however, that it was not really effective for buying because she'd see a lot of things she liked and she bought them. So, she decided she wanted to change the strategy.
Most strategies that people have can be easily learned or modified, according to whatever our outcome is. And that's why in NLP one of the presuppositions is that people have all the resources they need. For example, if someone is very decisive at home and they have trouble making decisions at work, one of the things we can do is move their decision-making strategy from home to work.
A Strategy is a specific syntax of external and internal experience which consistently produces a specific behavioral outcome, or to put it in plain English, a strategy is something that somebody does in their brain and nervous system that produces a specific result. It's what somebody does in their head when they do what they do.
An analogy that seems to work really well in describing strategies is the analogy of baking a cake. In the process of baking a cake, you get all the ingredients together, get a bowl, and you put the ingredients into a bowl in a certain order. It's important to take all the ingredients and put them in a bowl in a certain order. In a recipe, there's a certain order or sequence of when the elements should go into the recipe. And so, if you put the elements of the cake into the bowl in the wrong order, or even in the oven before you put them into the bowl, you'll get a substantially different outcome.
A strategy is a specific order and sequence of internal and external processes or internal and external experiences that consistently produce a specific outcome. If you reverse the strategy, that is, if you reverse the order and sequence of the strategy, the outcome that you get may be substantially different.
So, how do you discover someone's strategy for doing a specific thing? Well, just ask. Just ask, and listen to their predicates, watch their eyes (eye patterns), and make note of the order and sequence of the modalities as they are presented to you.
What are the elements that can go into a strategy? There are only six, fortunately. There are only six things that people can do in their mind -- what a surprise. You thought you could do a lot more than six things, didn't you? There are only six things that you can do, though. The six are pictures, sounds, feelings, tastes, smells, and you can talk to yourself. And you can do each of those things either internally or externally.
If you're making note of the syntax of the elements in a person's strategy, we've developed a shorthand notation process for strategies. And they're shown below:
V = Visual
A = Auditory
K = Kinesthetic (feelings)
O = Olfactory
G = Gustatory
In addition we can say certain things about those Representational System elements:
e = External
i = Internal
t = Tonal (At)
d = Digital
c = Constructed
r = Recalled
The strategy notation that we use corresponds directly to the eye pattern chart below. As you listen and watch the person you're eliciting the strategy from, note first the major modalities -- [V], [At], [K], [O], [G], [Ad]. Also make note of whether they are internal or external. For example, seeing a picture in your head is Visual Internal (or Vi), looking at a car to see if you like it is Visual External (or Ve), and may include a comparison to a remembered or created car (Vr or Vc). Talking to the salesperson, and gathering information about the purchase to find if it meets your criteria is Auditory digital (or Ad), and External. Or feeling a rug to discover if you like the feel is Kinesthetic external (or Ke), while feeling good about the purchase is Kinesthetic internal (or Ki).
Making sure that your shorthand notation for each step of the strategy includes the distinction of whether it's internal or external, we make a superscript, "e" for external and "i" for internal. And when dealing with auditory, you want to make the differentiation between auditory digital [Ad] or auditory tonal [At]. Digital includes lists, criteria -- whether it "makes sense", whereas tonal is more concerned with whether it "sounds right". Make a subscript of "t" for tonal or "d" for digital.
You will want to note the elements in the order they occur. And, it's OK to ask over and over again until you have a strategy that you can be confident about. Make several tests. Ask over and over if you need to so you get it right, and you are sure that the building blocks are in their correct order.
The T.O.T.E. Model: Bandler, Grinder and Dilts and others in the book, Neuro-Linguistic Programming, Volume I, refer to a model of strategies called T.O.T.E. The T.O.T.E. model was designed to represent how people process information. T.O.T.E. stands for test, operate, test, and exit.
The notion of strategies actually comes from George Miller, and Galanter, and Pribram in a book called Plans and the Structure of Behavior. They're the ones who originally developed the concept of the T.O.T.E. model.
As the theory goes, a strategy or T.O.T.E. begins with a certain test. It's a test that actually starts or fires off the strategy. It's the starting point. As you look at the diagram below, follow along beginning with the word "T.O.T.E.", where it says "input" (this is where the information comes from for the strategy), and to the right of that, you see the first test.
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TEST OPERATE TEST EXIT -- THE TOTE MODEL
Adapted from Miller, Galanter & Pribram
Here's how it works:
The information gathered provides a trigger, setting off the first test, and the strategy begins. It operates for a while and it tests again, to see if it's complete. If it's not complete, it goes back to a certain point, and then comes back to the test again. It continues this loop until it gets a positive outcome, then it exits.
The first test establishes the strategy test criteria that are carried forward to the next test. So, the first test starts the strategy and it establishes criteria for the next test.
As an example, let's look at how you know to be motivated. What's the one thing -- the trigger that gets you motivated? (The first test can also be called the trigger because it's what sets you off.) Is there usually one thing (like something you see, or hear)? Remember a time when you were especially motivated. What set you off? Do you remember the trigger? If not, pick another time. Do you remember the trigger, now? Was it something you saw, something you heard or the touch of something or someone? It's really important in the process of eliciting, utilizing, designing or creating new strategies to discover a specific trigger that will get the person into the strategy. For example, if you design the world's greatest new strategy for a person that doesn't have an appropriate trigger, it won't ever get set off. So it's important to discover the trigger that sets off the strategy.
Next is the operation. The operation accesses and gathers the data required by the strategy. The operation of a strategy, TEST-OPERATE, is going to access certain data. The data that is going to be accessed in the operation section is threefold. What do you think they should be?
The first kind of data accessed is external (remember the notations that we covered earlier?) visual external, auditory external, and kinesthetic external -- any external process in the process in the Operate part of the strategy will be gathering data.
The data accessed could also be internal. And if it's internal, there are two possibilities. The two data could be either Remembering data or Creating data -- Memories or constructed data. So the three types are external, which is gathering, and internal which could be remembered or created.
Test: Then there's the next test. We've gone through TEST - OPERATE - TEST ... we're at that point now. The second test is a comparison. It's always going to be a comparison that allows you to know that the strategy is complete. It's a comparison of the new data to the criteria established at the first test. So the first test will establish the criteria. The second test will compare all the known data to the criteria established in the first test. And, typically, the test will occur with a comparison in the same representational system (V, A, K, O or G). Now, at that point, if there is a "plus", which means that the test is successful, there will be a match between gathered data and the criteria, and we'll have an exit at that point. If there is no match at that point, then we'll usually go back and continue the strategy.
Exit: Finally, the exit is going to be a decision point or a choice point, and it's a representation of the test where the strategy will either exit at that point, or loop back and get more data.
To summarize, the functional properties of strategies are the TEST, OPERATE, TEST, and the EXIT. The first test is a trigger. The trigger feeds information forward to the second test, which compares the data to the output of the process of operation, and which (the operation) is gathering or accessing data or creating data. And then, when the test is successful, the strategy is, at that point, complete.
All our outward behavior is a result of these neurological processing patterns. All overt behavior is controlled by these sequences of internal and external neurological representations. If a specific pattern occurs, then a specific behavior is generated. If the neurological pattern does not occur, then the behavior does not occur.
A typical neurological pattern is the result of either one of two basic processes: Either (1) synesthesia patterns (which occur in much the same way that anchors do in that their associations are connected together in a chain where there are representational system overlaps) or (2) strategies. And a synesthesia pattern is somewhat like a very short fast strategy with only two components.
Synesthesia: A synesthesia pattern, goes something like this: "... it's kind of like I want to see how I feel about that". Linguistically, you can spot a synesthesia pattern when somebody says, "Well, I've got to see if it sounds right." A synesthesia pattern also occurs when you touch something with your eyes closed and then make a picture of it automatically.
A synesthesia pattern occurs when two modality accessings (like Visual - Kinesthetic) are closely linked, with one of them possibly outside the awareness. Some typically occurring synesthesia patterns are see-feel (mentioned above); another is, in school, if the teacher spoke to you with a harsh tone, you'd feel bad, and so now every time somebody speaks to you with that tone of voice, you feel bad, even though they don't mean anything by that tone of voice; or an accident -- let's say you saw an accident, you see blood, and you feel nauseous; or feel angry -- blame someone. Has that ever happened to you? Or in therapy, for example, client says, with his eyes going up and to his right, "Gee", and then down to the right, "I don't know why I feel this way." As you observe the client across from you saying, "Gee, I don't know why I feel this way," you also see that he's making pictures, constructing pictures, probably of bad things that could happen and then he's jumping to a feeling about it. That's a synesthesia pattern! In this case, the pictures may also be outside of his awareness. That's a synesthesia pattern.
Strategy Elicitation: Now, let's talk about strategy elicitation: There are two ways to elicit strategies. One way is formal, the other is informal. And, if you just ask someone informally, "How do you do that?", they'll tell you. More often than not, they'll also tell you in a way that includes the modalities that they use in processing that information. They will tell you their strategy.
Many strategies will come out spontaneously and naturally during a conversation and won't have to be elicited formally. Informal strategy elicitation can be as simple as someone saying to you, "Gee, every time I see that particular sight, I get motivated." And you say, "So, how do you know to get motivated. What is it about that sight?" The fact is that people do internally what they're talking about. So they will demonstrate verbally and nonverbally the strategies used to access and make sense of those experiences. So, for example, as someone talks about a past decision, they will ordinarily also run through the strategy steps. They will actually go right through the steps in the strategy -- like an instant replay. Have you ever watched a sports show on T.V. and saw an instant replay? Just like that.
Formal Elicitation: Strategies can also be elicited formally with a formal script, and your formal notation. It makes it a little easier when you have the person's cooperation, and in the early stages of learning strategy elicitation it may be a little easier to just read the script. In formal elicitation, you can go over and over the steps of the strategy until you get it. My suggestion is to learn how to do both formal and informal elicitation so that you can do both as needed. If you're doing formal elicitation, just follow this outline:
--------------------------------------------------------------------------------
TEXT FOR FORMAL STRATEGY ELICITATION
Can you recall a time when you were totally X'd?
Can you recall a specific time?
As you go back to that time now ...
What was the very first thing that caused you to be totally X'd?
Was it something you saw (or the way someone looked at you?),
Was it something you heard (or someone's tone of voice?), or
Was it the touch of someone or something?
What was the very first thing that caused you to be totally X'd?
After you (saw, heard, felt) that, what was the very next thing that happened as you were totally X'd?
Did you picture something in your mind?
Say something to yourself, or
Have a certain feeling or emotion?
What was the next thing that happened as you were totally X'd
After you (list previous), did you know that you totally X'd, or...
(Continue until complete.)
--------------------------------------------------------------------------------
TRANSCRIPT OF STRATEGY ELICITATION -- MOTIVATION STRATEGY
Let's do that now. Bill, can we talk? How are you doing? "Great". Can you recall a time when you were particularly motivated?
"Yes".
Can you recall a time when you were totally motivated?
Thinking ... "Yes".
Can you recall a specific time? (He nods.)
As you go back to that time now ...
What was the very first thing that happened that caused you to be totally motivated? (without pausing) Was it something you saw or the way someone looked at you? Was it something you heard or someone's tone of voice? Or, was it the touch of someone or something? What was the very first thing that caused you to be totally motivated?
"It was something I saw".
Good. After you saw what you saw, what was the very next thing that happened as you were totally motivated? Did you picture something in your mind? Did you say something to yourself, or have a certain feeling or emotion? What was the next thing that happened as you were totally motivated?
"I made a picture in my mind".
Great. After you made a picture in your mind, did you know that you were totally motivated or did you say something to yourself, or have a certain feeling or emotion?
"I said something to myself".
Good, after you made a picture in your mind, and said something to yourself, did you know that you were totally motivated or did you say something to yourself, or have a certain feeling or emotion? What was the next thing that happened as you were totally motivated?
"Well, I was just motivated, that's all."
Good, so you felt motivated?
"Yes, that's right."
Now, we know that Bill's motivation strategy is:
Now, we can also elicit the submodalities of each of the major parts of this strategy, and I am not going to do a complete elicitation of submodalities now. When you are doing it, you may want to get out our chart of possible submodalities. So, Bill, what was it about what you saw that caused you to be motivated?
"What do you mean?"
In what you saw, what was the important thing that made it motivating to you? Was the color important?
"No, not really."
Was the size?
"Yes, well, if it had been smaller, I'm sure I wouldn't have been as motivated."
So size was important. Was how close you were to it important?
"I don't think so. Just so I could see."
Now when you made the picture inside that you made when you were motivated, was that picture a memory or did you make it up in your head?
"I made-up a picture of me doing something new."
Was that picture near or far?
"It was really close-up."
And could you see yourself in the picture or were you looking through your own eyes?
"I was looking through my own eyes."
And what did you say to yourself?
"I said, 'Wow'."
Thank-you, Bill.
"Thank-you."
--------------------------------------------------------------------------------
Informal Elicitation: After you've mastered formal strategy elicitation, you can move on to informal elicitation. You could elicit someone's decision making strategy just by saying, "Hey, I love your shirt, how did you decide to buy it?" and then just listen and watch. Listen to the predicates, and watch the eye patterns and the other nonverbal cues. Since strategies can be elicited either informally or formally, if you do nothing else except just talk to the person, they will tell you exactly how they do whatever they do, and all you have to do is just watch them and listen to them. In business many times, its a little easier to discover somebody's strategy without doing it formally, so we're going to also cover several ways of doing strategy elicitation without being particularly formal or overt about it.
The next type of strategy elicitation is elicitation from eye patterns. You could just walk up to somebody and you could go, "Wow, I really love your watch! How did you decide to buy it?" and what they will do is, they'll move their eyes in a certain direction as they remember it.
(This is how they look when you're facing them.)
Not Every Movement A Strategy: The first thing to remember when eliciting strategies from eye patterns is that not every eye movement you see is a strategy. Some people are going to process the information you just asked them before they begin accessing their strategy. They may, for example, repeat to themselves exactly what you said, "Oh, he just said 'beautiful watch', how did I get it? And then they'll run their strategy for you with their eyes. Some people will immediately understand what you said and jump directly into the strategy, moving their eyes in a certain direction as they access their strategies. Most people will move their eyes in a recognizable pattern as they access their strategy or as they replay the information in their head. The question is, do they move their eyes so that you can see them adequately? And that's where your sensory acuity becomes very, very important. That's where your sensory acuity makes a major difference. My suggestion is that you make sure that you've gotten really well-grounded in the eye patterns, and that you learn them very well. Having done that, you can just relax and let the information come to you. Just watch their eye patterns and then note them on a piece of paper -- one of the things I do is carry a little piece of paper with me, and write down the order and sequence of their eye patterns as I get them, so I'll remember them -- and note them, using the notation form above.
I suggest that as with any strategy elicitation, you also test the strategy elicitation from eye patterns wherever possible, questioning them over and over again, until you're sure you've got it. It's OK to check several times because the major question in the elicitation of strategies from eye patterns is, "Where does the accessing the information end and the strategy begin?" So you may have to elicit the same strategy in a couple of different situations, or a couple of different contexts in order to discover how did they do it.
Strategies from eye patterns are probably one of the most powerful things that you can learn in NLP, and later we'll put it all together when we show how to utilize those strategies in designing embedded commands.
Continue Strategies, Part 2,
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AN INTRODUCTION TO NLP: THE MODALITIES
Some Basic Concepts in Neuro-Linguistic Programming
by Tad James, M.S., Ph.D., Certified NLP Master Trainer
Copyright © 1985, 1999, 2005
--------------------------------------------------------------------------------
Exploring Basic Concepts in Neuro-Linguistic Programming :
Introduction to NLP
Rapport
Positive States
Anchoring
The NLP Communication Model
--------------------------------------------------------------------------------
Neuro-Linguistic Programming (NLP) is about noticing patterns. So, in NLP, we are not so much interested in content as in process. Often this is an interesting transition for us to make. The first step is to pay attention to the process of your interaction with others -- listen to the structure, watch the context, feel its form, and not get involved in the content.
THE MODALITIES
Of course, the next question then, is how specifically do you "listen to the form, watch the form, feel the form, and not get involved in the content?" The modalities are one way of categorizing exactly what a person does inside their head as they think. They are a way or a model for what a person does in their head as they make up an Internal Representation (I/R). In the process of creating NLP, Bandler and Grinder discovered that by looking at someone's eyes, you could tell HOW they think. Not what they think, but HOW they think. You can tell what they're doing inside.
(This is how they look when you're facing them.)
Based on observations by Bandler and Grinder, when people look up, they're visualizing. When they look horizontally to the left and right, they're either remembering or constructing sounds. When they look downward and to our left, they're accessing their feelings. And when they look downward and to our right, they're talking to themselves (Auditory Digital). The chard above is for a "normal" right handed person. Many left-handed people and some ambidextrous people will have eye movements that are reversed.
Vr Visual Remembered
(Visual Recall) - Seeing images from the memory, recalling things you're have seen before. QUESTION: "What color was the room you grew up in?" "What color is your bedroom now?" "What does your coat look like?"
Vc Visual Constructed
(Visual Created) - Images of things that you have never seen before. When you are making it up in their head, you are using Visual Constructed.
QUESTION: "What would your room at home look like if it were blue?" "What would your dog look like if it had the head of an elephant?"
(In addition, some people access visually by defocusing their eyes. When this happens, the eyes will usually stay in the center.)
Ar Auditory Remembered
(Auditory Recall) - Is when you remember sounds or voices that you've heard before or things that you've said to yourself before. When you ask someone, "What was the very last thing I said, they typically look in that direction.
QUESTION: "Can you remember the sound of your mother's voice?"
Ac Auditory Constructed
(Auditory Created) - Is making up sounds that you've not heard before. For example
QUESTION: "What would I sound like if I had Donald Duck's voice?" "What would Swan Lake sound like if it were played on bagpipes?"
K Kinesthetic
(Feelings, Sense of Touch) - You generally look in this direction when you're accessing your feelings
QUESTION: "What does it feel like to touch that rug?"
Ad Auditory Digital
(Talking to Yourself) - This is where your eyes move when you're having internal dialogue.
QUESTION: "Can you recite the Pledge of Allegiance?"
Typically, every time we access our brain, we move our eyes in that particular direction which facilitates our using that part of our neurology. The mind and body are absolutely interconnected, so each time we access our Visual Memory, for example, we move our eyes upward and to our left. (If you're watching someone access Visual Memory, you will see them move their eyes upward and to your right.)
Based on our model of communication, and how we make an internal representation, you'll remember that people rely on their 5 senses to make I/R's about the world around them. Internally, we also generally come to depend on one representational system or modality more than another as we access information, and also use that information to create I/R's. So, some people are using their Visual representational system more, some people use their Auditory representational system more, and some people use their Kinesthetic more than the others.
Usually an individual will prefer to use a certain modality or will use primarily a certain modality as their primary representational system. Let's go through, the three major modes of operation so you can notice what mode people are operating in, and begin to identify them. You can then begin to match the modes by using the predicates and physiology that match their representational system.
Visual
Typically, people who are in a visual mode stand, or sit, with their heads and/or bodies erect with their eyes up, and will be breathing from the top of their lungs. They often sit forward in the chair or on the edge of the chair. They tend to be more organized, neat, well-groomed and orderly. More deliberate. More appearance oriented, and sometimes quieter. Good spellers. Memorize by seeing pictures, and are less distracted by noise. Often have trouble remembering verbal instructions, and are bored by long verbal explanations because their minds tend to wander. They would rather read than be read to. A visual person will be interested in how someone looks at them, and will respond to being taken places, and being bought things. They will tend to use words like: See ya later, I want to look at it, Focus on it, Watch it, Be clear, Foggy, Picture that, Notice, Appears.
Auditory
Someone who is auditory will move their eyes sideways and also down to the right. They breathe from the middle of the chest. They typically talk to themselves, and are easily distracted by noise. They often move their lips when they say words. They can repeat things back to you easily. They may find math and writing more difficult and spoken language easier. They like music and learn by listening. They memorize by steps, procedures, and sequence. An auditory person is often interested in being told how they're doing, and responds to a certain set of words or tone of voice. They tend to use words and phrases like: Listen, Talk to, Said, Speak, Hear, and Sounds like, "Good to talk to you."
Kinesthetic
They will typically be breathing from the bottom of their lungs, so you'll see their stomach go in and out as they breathe. Their posture is often more slumped over, and they often move and talk verrrry slooowly. They will typically access their feelings and emotions to "get a feel" for what they're doing. They respond to physical rewards, and touching. They also stand close to people and touch them. They are often physically oriented people (athletes). They may move a lot, and they memorize by doing, or walking through something. They use words like: Feelings, Get in touch, Hold, Grasp, and Handle.
Those are the characteristics of the three major modes of operation. And so, the question is now, how do you use them to communicate with people? How do you communicate with someone who is primarily in one of those modes? This brings us to the subject of rapport.
--------------------------------------------------------------------------------
There is a major opportunity in the field of NLP for trainers to train people in NLP. We can show you how to be successful as an NLP Trainer. For more information, Click here
--------------------------------------------------------------------------------
Next, let's explore some concepts that we use in NLP to produce results:
Introduction to NLP
Rapport
Positive States
Anchoring
The NLP Communication Model
Some Basic Concepts in Neuro-Linguistic Programming
by Tad James, M.S., Ph.D., Certified NLP Master Trainer
Copyright © 1985, 1999, 2005
--------------------------------------------------------------------------------
Exploring Basic Concepts in Neuro-Linguistic Programming :
Introduction to NLP
Rapport
Positive States
Anchoring
The NLP Communication Model
--------------------------------------------------------------------------------
Neuro-Linguistic Programming (NLP) is about noticing patterns. So, in NLP, we are not so much interested in content as in process. Often this is an interesting transition for us to make. The first step is to pay attention to the process of your interaction with others -- listen to the structure, watch the context, feel its form, and not get involved in the content.
THE MODALITIES
Of course, the next question then, is how specifically do you "listen to the form, watch the form, feel the form, and not get involved in the content?" The modalities are one way of categorizing exactly what a person does inside their head as they think. They are a way or a model for what a person does in their head as they make up an Internal Representation (I/R). In the process of creating NLP, Bandler and Grinder discovered that by looking at someone's eyes, you could tell HOW they think. Not what they think, but HOW they think. You can tell what they're doing inside.
(This is how they look when you're facing them.)
Based on observations by Bandler and Grinder, when people look up, they're visualizing. When they look horizontally to the left and right, they're either remembering or constructing sounds. When they look downward and to our left, they're accessing their feelings. And when they look downward and to our right, they're talking to themselves (Auditory Digital). The chard above is for a "normal" right handed person. Many left-handed people and some ambidextrous people will have eye movements that are reversed.
Vr Visual Remembered
(Visual Recall) - Seeing images from the memory, recalling things you're have seen before. QUESTION: "What color was the room you grew up in?" "What color is your bedroom now?" "What does your coat look like?"
Vc Visual Constructed
(Visual Created) - Images of things that you have never seen before. When you are making it up in their head, you are using Visual Constructed.
QUESTION: "What would your room at home look like if it were blue?" "What would your dog look like if it had the head of an elephant?"
(In addition, some people access visually by defocusing their eyes. When this happens, the eyes will usually stay in the center.)
Ar Auditory Remembered
(Auditory Recall) - Is when you remember sounds or voices that you've heard before or things that you've said to yourself before. When you ask someone, "What was the very last thing I said, they typically look in that direction.
QUESTION: "Can you remember the sound of your mother's voice?"
Ac Auditory Constructed
(Auditory Created) - Is making up sounds that you've not heard before. For example
QUESTION: "What would I sound like if I had Donald Duck's voice?" "What would Swan Lake sound like if it were played on bagpipes?"
K Kinesthetic
(Feelings, Sense of Touch) - You generally look in this direction when you're accessing your feelings
QUESTION: "What does it feel like to touch that rug?"
Ad Auditory Digital
(Talking to Yourself) - This is where your eyes move when you're having internal dialogue.
QUESTION: "Can you recite the Pledge of Allegiance?"
Typically, every time we access our brain, we move our eyes in that particular direction which facilitates our using that part of our neurology. The mind and body are absolutely interconnected, so each time we access our Visual Memory, for example, we move our eyes upward and to our left. (If you're watching someone access Visual Memory, you will see them move their eyes upward and to your right.)
Based on our model of communication, and how we make an internal representation, you'll remember that people rely on their 5 senses to make I/R's about the world around them. Internally, we also generally come to depend on one representational system or modality more than another as we access information, and also use that information to create I/R's. So, some people are using their Visual representational system more, some people use their Auditory representational system more, and some people use their Kinesthetic more than the others.
Usually an individual will prefer to use a certain modality or will use primarily a certain modality as their primary representational system. Let's go through, the three major modes of operation so you can notice what mode people are operating in, and begin to identify them. You can then begin to match the modes by using the predicates and physiology that match their representational system.
Visual
Typically, people who are in a visual mode stand, or sit, with their heads and/or bodies erect with their eyes up, and will be breathing from the top of their lungs. They often sit forward in the chair or on the edge of the chair. They tend to be more organized, neat, well-groomed and orderly. More deliberate. More appearance oriented, and sometimes quieter. Good spellers. Memorize by seeing pictures, and are less distracted by noise. Often have trouble remembering verbal instructions, and are bored by long verbal explanations because their minds tend to wander. They would rather read than be read to. A visual person will be interested in how someone looks at them, and will respond to being taken places, and being bought things. They will tend to use words like: See ya later, I want to look at it, Focus on it, Watch it, Be clear, Foggy, Picture that, Notice, Appears.
Auditory
Someone who is auditory will move their eyes sideways and also down to the right. They breathe from the middle of the chest. They typically talk to themselves, and are easily distracted by noise. They often move their lips when they say words. They can repeat things back to you easily. They may find math and writing more difficult and spoken language easier. They like music and learn by listening. They memorize by steps, procedures, and sequence. An auditory person is often interested in being told how they're doing, and responds to a certain set of words or tone of voice. They tend to use words and phrases like: Listen, Talk to, Said, Speak, Hear, and Sounds like, "Good to talk to you."
Kinesthetic
They will typically be breathing from the bottom of their lungs, so you'll see their stomach go in and out as they breathe. Their posture is often more slumped over, and they often move and talk verrrry slooowly. They will typically access their feelings and emotions to "get a feel" for what they're doing. They respond to physical rewards, and touching. They also stand close to people and touch them. They are often physically oriented people (athletes). They may move a lot, and they memorize by doing, or walking through something. They use words like: Feelings, Get in touch, Hold, Grasp, and Handle.
Those are the characteristics of the three major modes of operation. And so, the question is now, how do you use them to communicate with people? How do you communicate with someone who is primarily in one of those modes? This brings us to the subject of rapport.
--------------------------------------------------------------------------------
There is a major opportunity in the field of NLP for trainers to train people in NLP. We can show you how to be successful as an NLP Trainer. For more information, Click here
--------------------------------------------------------------------------------
Next, let's explore some concepts that we use in NLP to produce results:
Introduction to NLP
Rapport
Positive States
Anchoring
The NLP Communication Model
posted by Unknown at
4:32 AM
|
0 comments
From: Dr. Harlan Kilstein
Reply-To: drkilstein@ericksonianhypnosis.com
To: Marek Darisz Podsiadlo
Date: 11 Apr 2005 21:42:26 -0000
Subject: Have You Discovered This Lost NLP Technique?
Many years ago, John Grinder and Richard Bandler formulated
what came to be known as NLP. They taught together in
summer residency courses in Santa Cruze surrounded by some
of the greatest minds of the day.
As a team, they created hundreds of techniques. One
of them, created by John Grinder some how fell through
the cracks.
I learned of this technique from someone who learned it
directly from John Grinder more than 20 years ago.
This technique is the single most powerful technique
in the NLP arsenal.
And it was lost forever...
until now.
http://www.physiologyofexcellence.com
OTC Publishing
1313 South Military Trail
Deerfield Beach
FL 33442
United States
To stop further mailings or to change your details visit:
http://getresponse.com/r/0CjE+xji/O6UXSi4tD
Reply-To: drkilstein@ericksonianhypnosis.com
To: Marek Darisz Podsiadlo
Date: 11 Apr 2005 21:42:26 -0000
Subject: Have You Discovered This Lost NLP Technique?
Many years ago, John Grinder and Richard Bandler formulated
what came to be known as NLP. They taught together in
summer residency courses in Santa Cruze surrounded by some
of the greatest minds of the day.
As a team, they created hundreds of techniques. One
of them, created by John Grinder some how fell through
the cracks.
I learned of this technique from someone who learned it
directly from John Grinder more than 20 years ago.
This technique is the single most powerful technique
in the NLP arsenal.
And it was lost forever...
until now.
http://www.physiologyofexcellence.com
OTC Publishing
1313 South Military Trail
Deerfield Beach
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posted by Unknown at
4:29 AM
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From: Dr. Harlan Kilstein
Reply-To: "Dr. Harlan Kilstein"
To: Marek Darisz Podsiadlo
Date: 25 Jul 2005 22:28:20 -0000
Subject: Modelling And the Roots of NLP
I'm thrilled and pleased to announce that David Gordon's
new book on modelling is finally available.
I've been waiting for years for it to come out.
Grab it. There are just 1000 copies available and it comes with
a DVD as well.
On a scale of 1 to 10, I give David's book a 35. Yes, it's
that good.
Here's where you can get your copy...
http://www.expandyourworld.net
OTC Publishing
1313 South Military Trail
Deerfield Beach
FL 33442
United States
To stop further mailings or to change your details visit:
http://getresponse.com/r/0CjE+DaS/A6UXSi41p
Reply-To: "Dr. Harlan Kilstein"
To: Marek Darisz Podsiadlo
Date: 25 Jul 2005 22:28:20 -0000
Subject: Modelling And the Roots of NLP
I'm thrilled and pleased to announce that David Gordon's
new book on modelling is finally available.
I've been waiting for years for it to come out.
Grab it. There are just 1000 copies available and it comes with
a DVD as well.
On a scale of 1 to 10, I give David's book a 35. Yes, it's
that good.
Here's where you can get your copy...
http://www.expandyourworld.net
OTC Publishing
1313 South Military Trail
Deerfield Beach
FL 33442
United States
To stop further mailings or to change your details visit:
http://getresponse.com/r/0CjE+DaS/A6UXSi41p
posted by Unknown at
4:23 AM
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0 comments
What is
Neuro-Linguistic Programming™?
Neuro-Linguistic Programming™ (NLP™) is defined as the study of the structure of subjective experience and what can be calculated from that and is predicated upon the belief that all behaviour has structure. People such as Virginia Satir, Milton Erickson and Fritz Perls had amazing results with their clients. They were some of the people who's linguistic and behavioural patterns Richard Bandler built formal models of. He then applied these models to his work.
Because these models are formal they also allow for prediction and calculation. Patterns that may not have been available in any of these people's work could be calculated from the formal representations he had created. New techniques and models were (and still are being) developed.
Since the models that constitute NLP™ describe how the human brain functions they are used in order to teach them. NLP™ is not a diagnostic tool. It can only be applied and can therefore only be taught experientially.
Well trained Neuro-Linguistic Programmers™ will always teach by installation, not by teaching technique after technique. Techniques outdate themselves too quickly to base the field of NLP™ on a set of techniques. It is based upon the attitude, the models and the skills which allow for constant generation of new techniques which are more effective and work faster.
Although many providers make certain courses prerequisite to the attendance of other courses, Dr. Bandler has no such prerequisites for any of his seminars. Learning does not come in levels. Once the underlying pattern, by which something can be learned has been taught, the material becomes not only easily accessible but a logical extension. For example, once somebody has learned how to read it no longer matters whether a book is five pages or two-hundred pages long. Similarly, once someone has been taught the spelling strategy it does not matter whether the word is two or five letters long, you just have to look at the picture. Each seminar is based upon different sets of knowledge. Therefore it is not necessary to do them in any specific order.
Each seminar that Dr. Bandler teaches is different. Once someone has attended one practitioner course it does not mean that the practitioner material has been learned and that person should therefore go to a different course. You have to remember that the names and certificates are only names and certificates not the material nor the knowledge!
Neuro-Linguistic Programming™ was specifically created in order to allow us to do magic by creating new ways of understanding how verbal and non-verbal communication affect the human brain. As such it presents us all with the opportunity to not only communicate better with others, but also learn how to gain more control over what we considered to be automatic functions of our own neurology.
©1996 The First Institute
Neuro-Linguistic Programming™?
Neuro-Linguistic Programming™ (NLP™) is defined as the study of the structure of subjective experience and what can be calculated from that and is predicated upon the belief that all behaviour has structure. People such as Virginia Satir, Milton Erickson and Fritz Perls had amazing results with their clients. They were some of the people who's linguistic and behavioural patterns Richard Bandler built formal models of. He then applied these models to his work.
Because these models are formal they also allow for prediction and calculation. Patterns that may not have been available in any of these people's work could be calculated from the formal representations he had created. New techniques and models were (and still are being) developed.
Since the models that constitute NLP™ describe how the human brain functions they are used in order to teach them. NLP™ is not a diagnostic tool. It can only be applied and can therefore only be taught experientially.
Well trained Neuro-Linguistic Programmers™ will always teach by installation, not by teaching technique after technique. Techniques outdate themselves too quickly to base the field of NLP™ on a set of techniques. It is based upon the attitude, the models and the skills which allow for constant generation of new techniques which are more effective and work faster.
Although many providers make certain courses prerequisite to the attendance of other courses, Dr. Bandler has no such prerequisites for any of his seminars. Learning does not come in levels. Once the underlying pattern, by which something can be learned has been taught, the material becomes not only easily accessible but a logical extension. For example, once somebody has learned how to read it no longer matters whether a book is five pages or two-hundred pages long. Similarly, once someone has been taught the spelling strategy it does not matter whether the word is two or five letters long, you just have to look at the picture. Each seminar is based upon different sets of knowledge. Therefore it is not necessary to do them in any specific order.
Each seminar that Dr. Bandler teaches is different. Once someone has attended one practitioner course it does not mean that the practitioner material has been learned and that person should therefore go to a different course. You have to remember that the names and certificates are only names and certificates not the material nor the knowledge!
Neuro-Linguistic Programming™ was specifically created in order to allow us to do magic by creating new ways of understanding how verbal and non-verbal communication affect the human brain. As such it presents us all with the opportunity to not only communicate better with others, but also learn how to gain more control over what we considered to be automatic functions of our own neurology.
©1996 The First Institute
posted by Unknown at
4:19 AM
|
0 comments
Hi ya all, everybody!
Listen up,
This is the plan with this lil´blog,
The Fresh Prince Favorite Psychology teacher,
Beacause,
The rest sucks!
Starting with the founder of Neuro Linguistic Programming,
Dr. Richard Bandler,
Cool guy, love his work!
Check ´em out!
For whenever you all are in need for some..motivation!
Have fun reading!
With Passion!
The Fresh Prince
Listen up,
This is the plan with this lil´blog,
The Fresh Prince Favorite Psychology teacher,
Beacause,
The rest sucks!
Starting with the founder of Neuro Linguistic Programming,
Dr. Richard Bandler,
Cool guy, love his work!
Check ´em out!
For whenever you all are in need for some..motivation!
Have fun reading!
With Passion!
The Fresh Prince
posted by Unknown at
4:10 AM
|
0 comments
