"I signed up for the course in Spain in 2015 after meeting Peter at NLP conference earlier that year. I was in desperate need of some sunshine and to get to know more about NLP - and about myself! I was going alone and apart from the course synopsis I didn't know what to expect and who I would end up spending an entire week with (including the course, meals and going out). I needed not worry as from the outset I was made to feel very welcome and by the end of the week we all felt like we had been friends for years. With the teaching team there is no pressure to 'perform' and plenty of opportunities to be yourself. You will also have a lot of time out during the day that you can choose to spend relaxing by the pool either by yourself or chatting to others.

With each new NLP concept on the agenda we had the chance to put the theory into practice with the other participants. This genuinely reinforced each concept in our minds as well as strengthening the bond between each member of the group. So much so that on the last day one of the guys wrote a beautiful poem on friendship that stoke a chord with all of us!"

Lise Cheron, Project Manager

Download a sample modelling report which details the innate talents and behaviours of expert mediators and facilitators within a professional services and industry standards organisation.

These people manage to gain consensus over new industry standards between parties who have very opposing views, in an industry which is traditionally unionised and adversarial in nature.

 

Typically, any organisation or team has a number of high performers who consistently outperform the average. It is becoming increasingly common that organisations have two sets of measurement criteria; explicit, task focused criteria such as sales targets and customer service metrics, and implicit, cultural criteria such as attitude, working environment and customer experience.

It is not enough to simply benchmark performance, because that benchmark is a static measurement in a changing environment. Managers often say that they have to “run to stand still” in a fast changing business environment, and part of the problem is the use of static performance benchmarks which give the illusion that the environment is changing. 

Download a sample modelling report which details the innate talents and behaviours of high performing store managers in a national food and convenience retailer.

 

Talent management, succession planning and knowledge management seem like HR buzzwords of the last decade, yet for some businesses they represent a very real and very threatening problem.

A global engineering company with an outstanding reputation has a highly skilled and experienced workforce with experience going back to the first jet aircraft, the first nuclear power stations and the first large scale materials handling systems in the UK.

The problem is that 50% of these people will reach retirement age in the next 5 years. This means that 50% of the company's tacit knowledge will disappear, and the older installations that the company still supports will be left with no instruction manual.

What do most companies do when sales income falls? Blame the sales people.

After all, if the sales people are responsible for selling, if income drops then the sales people must be at fault.

Well, yes and no. There is something far more important than the skills and behaviour of your sales people, and that is your sales culture.

Somerfield is a high street supermarket with an emphasis on fresh foods and convenience shopping. As part of a refresh of Somerfield’s strategy, a new graduate program was developed to bring fresh talent into the business. A previous program had failed to retain graduates and the HR team knew they needed the new program to be a success.

Sharon Collier, Head of People Development, said, “I knew we needed to do something different, and modelling was something we hadn’t done before, so I wanted to try it. Because it was something new, I knew I had to use somebody that I trusted, not only in the technique but somebody I trusted to come into the organisation.”

Modelling is the process of identifying, extracting, coding and replicating the innate perceptions, thought processes, beliefs and behaviour of high performers.

Often, people think that talents such as leadership are innate and cannot be learned. The 'nature nurture' debate continues, and the recruitment industry thrives on the idea that you have to buy high performers into your organisation, you cannot reproduce them internally.

Through my unique approach to modelling, I can show you how to unpick the mental processes that drive high performing behaviours, so that you really can 'clone' your best people.