Taking control of your mind – post 2 of 2

In this second and last post of the series, I will explain another way that we can use the conscious mind to retrain the other-than-conscious mind; again something I use myself and introduce to my clients. As with the REACT framework™ it is surprisingly simple; I have known clients who ‘got it’ very quickly, applied it diligently and achieved powerful results quickly. On the other hand, I know some clients have struggled, taking weeks and even months to adopt the practice assiduously in order to get the same potent outcomes.


I once worked with a client who I can best describe as a ‘force of nature’; intense, determined and forceful. Along with these came what I experienced during our first few sessions as an almost constant torrent of negativity, pessimism and, at times, despair. I will not breach client confidentially about the source and nature of what had driven some deeply held beliefs into the client’s other-than-conscious mind, but suffice to say the timing was in childhood. The client seemed to me to naturally experience any situation in a somewhat negative way, identifying problems and obstacles over possibilities and benefits, relating more to pain and worry over joy and harmony.

After considerable persistence on my part (and resistance on hers), I finally managed to persuade her to close her every day by writing down in a journal three positive things from the day. A very simple concept that took her much effort to implement as it seemed so strange and unnatural to her to recognise positives over negatives. In the end, I think I wore her down and she completed daily night-time homework diligently each evening as she went to bed. Once a week, she identified the three best things in her journal. At the end of the month she identified the three most outstanding entries from that month. I detected changes in her behaviour with the negativity gradually decreasing and then a gradual move to equanimity in her demeanour. Towards the end of the second month, she commented spontaneously that she felt she was a lot happier in herself, explaining that a problem at work the day before, which would previously have thrown her into a tail-spin, had seemed to her to be actually rather funny.

I urge you to try out this second method of training the other-than-conscious mind; I know from my clients you have little to lose and much to gain. Find whatever way, mechanism or device works for you and makes it easy for you to do this work every day. Routine is important. Doing this at the same time each day emphasises the routine nature and gets you into the discipline of the daily recording of three positives.

3 good things a day

As you do whatever works well for you, ensure the positives you identify are also expressed in positive terms: ‘I completed the new page for my website’ or ‘I got to speak to the prospect I have been trying to reach for days’ or ‘My new clients just settled my first invoice’. They don’t need to be momentous, ground-breaking or particularly significant. They could include a particularly nice meal, a chat with a friend, or a beautiful sunset. The positives don’t need to be things you have achieved they should be what you have experienced. They just need to be positives that are positively expressed. They should not be expressed as the avoidance of a negative: ‘That meeting could have gone a lot worse’ or ‘We haven’t heard about our bid, so at least we haven’t been thrown out yet’ or ‘We haven’t lost any more customers today’. Remember, this is about training the other-than-conscious mind to recognise positives.

As with the REACT framework™, this is a very simple technique that produces outstanding behavioural changes if you adopt it as a daily habit. I wish you every success; if you want more information or help applying either technique contact me at piw@wttresults.co.uk or call me on 07764 658071 or register for the REACT framework™ workshop here.

WTT Results designs and delivers transformational change, enabling businesses and individuals to be the best that they want to be. To discuss how we can help your business, please get in touch as above. www.wttresults.co.uk


Taking control of your mind – post 1 of 2

Most of the time our behaviours, our thoughts, our feelings are determined by our other-than-conscious minds. The other-than-conscious mind is hugely influenced by what was drilled into us as children, by our early experiences in life, by events we encounter up to our mid-teenage years. I endured too many years of unhappiness because my parents had drilled into me that marriage was for life – ‘til death do us part’. Another favourite homily of theirs was ‘curiosity kills the cat’; it took me months of toil and heartache to inculcate into my persona the ability to replace judgement about right and wrong with inquisitiveness about what might be – a vital component of my modus operandi these days.

So how do we recognise that it is the other-than-conscious mind that is in control, and what can we do to replace the influence of our early-life experiences with something that is more useful to us in the here and now? It’s surprisingly simple but requires a strenuous struggle to master the means and make it habitual. In essence, it is to use the conscious mind to teach the other-than-conscious new ways of thinking. Sounds straightforward – but only if we begin to use our conscious capacity more, to recognise that the sources of our actions, notions and moods are not from the very moment we are experiencing them, but from a time long ago and far away, when we were a different person.

I am a great supporter and practitioner of mindfulness. Note Claire’s Insight 1 in her blog post at the hyperlink in the line above and you will begin to understand why it was so critical for me to win my struggle with ‘curiosity kills the cat’.


Every day, whenever in the day I am about to start a new task, I use mindfulness as the starting point for running the REACT framework™ to ensure I am in the best state, with the right resources to achieve what I want. This involves my conscious mind taking control decisively to recognise what my current state is and to identify whether my state is appropriate. Our state is made up of a combination of any or all of our physiology, our environment, and our acuity as well as our thoughts, our emotions, and our spiritual condition. If my state is not ideal for what I want to achieve, I consciously identify what resources I think would be appropriate to the task I am about to undertake. These could be physical resources (a cool drink as I am thirsty) or they could be more nebulous, esoteric even (a feeling that I am very creative right now). I then (and this is where the other-than-conscious mind joins in) seek a time when I was really (for example) creative and relive the moment in a very meaningful way. I will repeat this for all the resources I need (for instance curiosity might be a useful addition to creativity). Having claimed my resources, I then take them with me as I undertake the task I want to achieve. Don’t get me wrong, I don’t do this each time I make a sandwich of a cup of coffee – it’s reserved for the times when I need to be at my best to achieve something important and potentially challenging.


For help putting this into action, contact me at piw@wttresults.co.uk or call me on 07764 658071 or register for the REACT framework™ workshop here. In the next post, I will give you another very simple technique you can use to reclaim control of your other-than-conscious mind to achieve powerful results.

WTT Results designs and delivers transformational change, enabling businesses and individuals to be the best that they want to be. To discuss how we can help your business, please get in touch as above. www.wttresults.co.uk

Consigning all selling to the past – post 2 of 2

In the first of these two posts, building on earlier material about why selling is inappropriate in today’s society, about the new ABC of Sales, and about the death of the sales force, I argued that putting ‘Up’ or ‘Cross’ in front of ‘Sell’ doesn’t change my position one jot; and I highlighted the wrong-headed approach of the Post Office in the transformation programme they are currently implementing, focusing on a strategy heavily reliant on ‘Up Sell and Cross Sell’.

upsell_cross sell

I committed in the last post to provide a strategy that delivers a far more effective approach to growing the revenues (and thus the profits) of businesses than the traditional tools, techniques and tricks of the classic sales approach. I suggested that a little patience by you would lead to everything falling right into place. Thank you for your patience; your wait is over, here’s what you waited for.

Here’s my alternative – start with the customer. Find a way of identifying what the customer places most value on, what would be the best offering for them right now? Have no pre-formed idea of what you want to provide to them. Instead stay in a very simple question for as long as possible – ‘can I provide the best solution for this customer right now?’ There is very interesting social sciences research that shows how surprisingly effective this approach is.

The Post Office has a major, strategic challenge deriving from the demographic of its customer base and adopting my alternative strategy can better position the Post Office with newer, younger, time-poor potential customers. Other businesses can deploy it with great success. Some of my clients are already doing so; with the sweet spot of deployment being in highly bespoke person-to-person complex professional services environments. Think of businesses where the nature of the service is that it is derived from the knowledge, skill and expertise of the people within the business. Think of ‘solopreneurs’ deploying their personal capabilities to delight their clients (perhaps designers, including graphics designers; maybe HR professionals; possibly Healthcare and Well-being practitioners). Think of Professional Services firms such as law firms, accountancy practices or Insolvency Practitioners/Financial Advisers). All are operating in highly bespoke person-to-person complex professional services environments.

Can I_question

Many sales trainers teach people tools, techniques and methodologies that purport to improve sales effectiveness. Included amongst these approaches is often the application of ‘Positive Mental Attitude’ as an approach. It is far more effective to tell yourself you can successfully sell to the person in front of you than it is to have doubts about your ability to do so. I had years in this sales environment of P.M.A. and A.B.C. (Always Be Closing) and have no doubt that the attitude of this positive group is more effective than a second group that constantly has doubts and insecurities regarding their abilities.

However, the social science research indicates that there is a third group who are even more effective than those who use P.M.A. as the bed-rock of their success. This third group have been shown to be 50% more effective than the P.M.A. group who use assertive self-talk when in the sales process (‘I can do this!’) Instead the third group stay in ‘interrogative self-talk’ (‘Can I do this?) for as long as possible. I think it would be far more effective for the Post Office, along with other service organisations, to train people how to use this interrogative approach when interacting with customers and potential customers. The resultant jointly-crafted solution is far more attractive, and valuable, to those whose needs have truly been listened to and honoured.

Adopting this strategy would enable them to grow their businesses without selling but with a strategy of using ‘max-serve’ to provide the best solution to their customers. If they cannot provide the best solution it is better to let the prospective customer walk on by. The ‘max-serve’ strategy recognises that only delighted customers will join the army of ardent advocates that recommend your business to others. If you merely satisfy a customer they are very unlikely to stick their head above the parapet and recommend your business to friends and loved ones. Disappoint them and they will tell many people. Delight them and they will tell those they love and trust – the people they have high standings with who are more likely to change their behaviours as a result of a recommendation from them. I will be writing more about the ‘max-serve’ strategy in the near future – once I have completed the review I am currently undertaking of extensive research.

An army of fans

In my business, I use the ALIGNED framework as a way of ensuring I deploy the ‘max-serve’ strategy in every customer interaction. I also teach others how to use the ALIGNED framework to shift the focus of their customer interactions. The ALIGNED framework, concentrating so much as it does on understanding the situation of the prospective buyer, constantly asking the question ‘can I find the perfect solution?’, and avoiding premature searches for possible solutions, greatly improves the alignment between seller and prospective buyer. By staying as long as possible in the question, using interrogative self-talk instead of assertive, the potential seller creates the opportunity to identify the resources needed to provide the perfect solution and crafts internal, intrinsic motivations over externally referenced drivers. Keeping alive the possibility that the answer that may emerge could be ‘No, I cannot provide the perfect solution’ multiplies the effect of the interrogative approach.

There is still hope for the Post Office, but only if they can revive their moribund customer base and can attract new customers to establish a squadron of sincere supporters to supplement and replace their dying customer base. It was once widely held to be a much-loved and revered British institution. I hope Chief Executive Paula Vennells acts quickly enough to move it into this century, realising last century isn’t good enough.

I hope you consider carefully the growth (or survival) strategy for your business. Which of the three groups above are you in currently? If you are not in the third group – the one that is most effective – what are you going to do? If you want to get into the third group, how will you do it? A goal without a plan is just a dream. Don’t just dream, do.





Consigning all selling to the past – post 1 of 2

Those of you who have read my newsletters this year will have noticed I have written about why selling is inappropriate in today’s society, and about the new ABC of Sales. If you follow my blog posts you may also have seen me writing about the death of the sales force. Putting ‘Up’ or ‘Cross’ in front of ‘Sell’ doesn’t change my argument one jot; and I decided to highlight the wrong-headed approach of the Post Office in the transformation programme they are currently implementing, focusing on a strategy heavily reliant on ‘Up Sell and Cross Sell’.

Post Office

I think there is a far better strategy, not only for the Post Office, but for all organisations aiming to survive, even thrive, nowadays. The articles that can be reached from the hyperlinks above advance the case that selling is inappropriate nowadays. Recent social science research has identified that there is a far better approach to growing the revenues (and thus the profits) of businesses than the traditional tools, techniques and tricks of the classic sales approach. The aim of the ‘Up Sell and Cross Sell’ strategy is to capture a bigger share of the spend of the customers, to leverage the relationship between buyer and seller such that the seller takes a larger slice of the buyer’s spend. On the face of it, it makes sense that a company that has invested in acquiring a customer reaps the relatively easier additional revenue and profit streams. After all, it typically costs somewhere between five and ten times more to acquire a new customer than it takes to sell to an existing one. The problem with the ‘Up Sell and Cross Sell’ strategy of any business, whether or not it is a British institution, is that it doesn’t really address the issue of acquiring new customers.

I am all for building deep and meaningful relationships with customers. Businesses, especially those involved in providing services, which successfully deploy a strategy of attracting and retaining an army of ardent advocates are on the right track. However the way to foster such fervent fans is not through up-selling and cross-selling – far better to focus on finding ways to ‘max-serve’ customers. In their transformation programme, Post Office staff are being trained to routinely offer additional products and services from the portfolio that they were taught about in an extensive training programme. Staff are being helped to understand where the most profitable products are in their portfolio and to then find ways of offering them to those who stray into their bazaars. Many companies have employed this strategy for years. I too was trained to Up Sell and Cross Sell; it was one of the sales mantras in the nineties and noughties in the ICT companies I was then working for. Times have moved on, even if the venerable British institution is still trying to drag itself into the nineteen nineties, so new strategies are needed.

In the second and final post on this subject, I will outline my alternative solution to the Up Sell and Cross sell strategy being pursued by the Post Office and many others including law firms, accountancy practices, and many technology companies, to name but a few. As I wrote above, social science research has identified that there is a far better approach to growing the revenues (and thus the profits) of businesses than the traditional tools, techniques and tricks of the classic sales approach. I won’t keep you waiting long; the second instalment will be posted next week.

in time things will fall into place_patience


Marketing and the ‘Rule of Three’


I have long argued that, in our increasingly complex world, selling is inappropriate. This means our marketing becomes ever more important. We must be able to communicate well in all our marketing, so I thought I would share some pointers.

Storytelling-techniques-quote-seth godin

There is a general rule in speaking, in writing and in music that concepts, arguments and ideas presented in threes are inherently more interesting, more enjoyable and more memorable. This ‘Rule of Three’ provides an elegant communication framework.

So what is the Rule of Three? What are some examples of the Rule of Three? How can you use the Rule of Three to be more effective? Before I explain, did you spot the Rule of Three in operation in the opening to this paragraph? The Rule of Three is simple, it is powerful and it works. People can understand your messages more easily, become more engaged with your business, and remember more of what you communicate when you use the Rule of Three.

It’s no accident that the number three is commonly used in well-known stories. The Three Little Pigs, The Three Musketeers and The Three Wise Men – to name a few. It’s no accident that commonly known phrases often come as three-part quotes such as ‘Sex, drugs and rock ‘n’ roll’, ‘Life, liberty and the pursuit of happiness’, and ‘Liberté, égalité, fraternité’. It’s no accident that the best magic tricks are organised into three phases – ‘the Pledge’, ‘the Turn’ and ‘the Return’. This paragraph illustrates another aspect of the Rule of Three. The first time you say or write something, it’s an accident. The second time, it’s a coincidence. However, the third time you say something it becomes a pattern. Three is the smallest number of elements you can use to create (or break) a pattern.


Here are three quick tips to help you use the Rule of Three. (Did you really expect any other number?)

Tip 1: Arrange any talk, presentation or speech into groups of three.

Maybe you are familiar with the old advice about structuring a speech. I believe it was Dale Carnegie who said ‘Tell them what you are going to tell them, tell them, and then tell them what you just told them’. To people who are new to public speaking this advice is particularly useful because it addresses the common mistakes that new presenters often make. It reminds the beginner that they need to preview and summarise, and not just start and end in the middle.

If you have more than three ideas you want to present, then you should group your ideas into three bigger categories. Each of the three bigger categories should then also be organised appropriately in groups of three.

Tip 2: Use a three-part organisation structure.

A good analogy here is dividing a pie, cake or pizza. The pizza can be divided into equal thirds representing the beginning, the middle and the end of your presentation. However it may be that the middle itself has three parts. Now you have three parts in the middle and one part each for the beginning and the ending – so you want to divide the cake into five slices. If you have a lot of content to present, it may be that the three parts in the middle each need to be divided into three to accommodate all your material. The pie now needs to be divided differently into 11 portions – one each for the beginning and the ending, and nine for the main content. I hope you are beginning to appreciate how this works.

In the body of each of the slices of your content, you should arrange the material to support your argument, your proposition or your explanation using the Rule of Three. You can use stories, examples or statistics. Analogies, comparisons and quotations may be effective in helping to get your messages across. Within each slice, the hardest part is choosing which three (and only three) points will make the biggest impact, and then choosing the best supporting mix of evidence.

Tip 3: Use the Rule of Three for phrases, sentences and words.

It’s useful to think about applying the Rule of Three to specific phrases, sentences and words. Look back to the third paragraph of this article material. Did you notice that I repeated the phrase ‘It’s no accident’ three times? Why did I do that? Well, it was no accident. The repetition helped to emphasise the point I was making – that purposely presenting ideas in threes helps make them more memorable.

no accident

It also serves the purpose of breaking up a larger list of examples. I thought it was important to provide more than just three examples of the Rule of Three, so I decided to give you three groups of three. When choosing the specific words that form your grouping of three, it’s important to select words that are parallel in structure – that is, they work well in combination. For example, ‘Today, I will buy a hat, scarf and coat’. Each of the items works with the verb. As opposed to ‘Today, I will buy a hat, scarf and wallpaper the dining room’. It’s also helpful if the words you choose follow a similar cadence, but that is not an absolute requirement.


A final point about the Rule of Three.

You don’t always have to follow the Rule of Three. Like all other rules it’s meant to be broken from time to time. However, before you break the Rule of Three, it’s a good idea to understand it better. Think about a recent presentation you gave, and imagine giving it again. How could you use the Rule of Three to make that presentation more powerful? What organising structures might be more effective? What word choices would be better? That’s it. No more questions. Three is enough.


The REACT framework™ – blog post #5

REACT_CalmThis is the final post in the series on the REACT framework™, a practical and powerful framework that enables you to be the best you want to be, and to be in this position on virtually every occasion. I have developed and optimised the REACT framework™ over time. I use it personally, and I help my clients to learn how to use this powerful tool to have available to them the resources they need to be the best they want to be.





E Evaluate
A Appropriate
C Claim
T Take

The framework enables you to recognise and evaluate your current state and to then identify and claim the appropriate resources that will enable you to be in the optimum state to be the best you want to be, in order to achieve what you really want – your Big Dream(s). A fuller explanation is available in the bonus material that accompanies the book ‘Dance with the Elephants’ which you can get from http://bit.ly/BonusMaterials

As you can see in the table above, the last element of the framework is T, which is for Take your claimed resources forward with you. When I work with people to help them get the most out of the REACT framework™, the best way is to do so in a safe environment. So it is important that I help them to experience using the resources that they have claimed in their minds before using them in the real world as they strive to achieve what they really want (for example, successfully presenting to a large group of people at work). I work with them so that they fully experience what could be possible using their claimed resources. It is important that they experience in their minds before they attempt their goal (e.g. their presentation) in real life. Repeatedly imagining in their minds how things could be strengthens their confidence and capability, as they build different scenarios that might happen and work out how they will use their claimed resources.

Sometimes this gives them the confidence to move on. Sometimes they discover that something is missing, they do not have all the resources they need. In this situation, I work with them to identify what appropriate resource(s) is or are missing, to claim those resources and to take them with them. This can take several iterations, but curiosity, compassion and creativity always win the day.

curiosity compassion creativityThe final step is to help them with the learned skill of accessing these resources again at the time they are needed. This is largely a question of practice leading to confidence and familiarity. I always remind them to run through the REACT framework™ shortly before going into the situation where they need all the appropriate resources with them. In practising running through REACT, I will introduce the ‘triggers’ that will help them more easily, more quickly and more powerfully access the appropriate resource to support them. Creating, cultivating and calling on these triggers will be covered in a subsequent bonus material which will be available from http://bit.ly/BonusMaterials . For now, I encourage you to practice the use of REACT to counter the limiting influence, power and control of your other-than-conscious mind so that you will be able to be the best you want to be almost all the time.

Now you have knowledge of all five elements of the REACT framework™ it is time to ask yourself a question: – how committed are you to being the best you want to be? I hope you are fully committed, and if you are I would like to help you and others like you. I have developed a low-cost, experiential and interactive workshop that will enable you to hone and perfect your use of the REACT framework™ to enable you to be the best you want to be. You can find out more here http://bit.ly/REACTworkshop

surprise bonusHere’s a bonus for you. Not only do you get to learn how to use the REACT framework™, but also let me share with you my personal experience which will make your use of it even more effective. I want you to understand the vital importance of the Evaluate step.

I was planning to use a holiday period to complete a large quantity of very substantial pieces of work, significant in both volume and value to my business. I did not feel I needed to run REACT – I had successfully achieved such volume and value in the holiday period precisely one year earlier, and I had the triggers to help me access the resources I had used twelve months earlier. It would not be an absolute certainty to complete the tasks, but I had done so previously and was very confident that I could do so again.

Day one of the holiday period was fantastic. I completed a large volume of work and was very pleased with the extent of my progress and the quality of the output. I even recall thinking that, if I progressed at the same rate for the next few days, I would be able to reward myself with a totally indulgent day with a TV series box-set and a couple of hours reading a book I was looking forward to. I was in a wonderful mood that evening and slept the sleep of the contented.

Christmas joyDay two was a disaster! I could not focus, I could not decide which task I wanted to move forward, and I kept distracting myself with tasks that were not on my ‘to do’ list. My output was minimal in both volume and quantity. I did not sleep well.

Day three was like day two, only I felt light-headed, somewhat warmer in my skin than I would have expected on a winter’s day, and slightly nauseous. The changes in my physiology almost automatically kicked off the REACT framework™ – they were so obvious that the recognition routine kicked in, perhaps initiated by my other-than-conscious mind. I recognised I was not in the best state, and moved to the evaluation phase. It was clear to me that I was ill (it later became apparent that I had an ear infection). I easily evaluated my state as ‘not fit for purpose’ for completing the tasks I wanted for the business. My learning (or reminder perhaps) is that your evaluation should include assessing the appropriateness of the resources you need to support you. Thus I realised the fact that I was ill should affect which appropriate resources I should select.

The resources I had a year earlier that had enabled me to achieve all I had that year were totally inappropriate. The resources I needed were those that I had previously had when I was ill – the situation I needed to recreate was a time when I had been clearly rather ill and had recovered quickly and effectively. That really wasn’t too difficult. I once had a bout of severe ‘man flu’ which really did hit me hard so I set about reliving that time. It was pretty easy to recall how I felt – pretty much how I was feeling this time around. As I relived history, I recalled the sights and sounds that had been around me, and the smell and taste of chicken soup and plain toast came to mind. The memories convinced me to break out the TV box-set, to prepare some soup (actually vegetable and pasta as they didn’t need defrosting), and to just chill out!

soup and toastSo when you are in Evaluate be realistic, be compassionate for your own needs, and choose resources that are appropriate to the state you are actually in, and not the state you would like to be in. Sometimes there is no direct route to the state we would like; we have to take the detour that allows us to make progress. Dogged determination to get straight to where we would like to be, to the state we want to be in to achieve our original goal just isn’t always enough to be effective.

Remember, if you are seriously committed to being the best you want to be, help is available to you here http://bit.ly/REACTworkshop


The REACT framework™ – blog post #4

REACT_CalmIn this penultimate post in the series on the REACT framework™, we will start to get more resourceful. Being more resourceful will enable you to have the access to the means to be the best you want to be, and for you to be in this position on virtually every occasion.





E Evaluate
A Appropriate
C Claim
T Take

In the A part of REACT, you imaginatively identified appropriate resources that would enable you to be in the right state (made up of a combination of any or all of your physiology, your emotions, your acuity, and your spiritual condition) to achieve what you really want to achieve. You didn’t limit yourself in any way, but let your creativity, imagination and child-like sense of wonder create the maximum possibilities for you.

GBS quoteC is for Claim your resources. Now you know what resources are appropriate to your situation, it is time to find and claim those resources, to make them available to you in the here and now. Take one resource at a time (for instance, to achieve the state that is best for what I want to achieve, I need to be really, really creative) and think of a time when you had that resource in abundance (recall a time when you really were at your creative best). Relive that time as fully as you can, recall it through as many senses as you are able. Hear what was said (actual dialogue if you can, both yours and any others involved), see what you saw at the time (with as much detail as you can; what colours were you wearing?) and experience once again the feelings and emotions that coursed through you. If you can, notice any smells and tastes associated with the experience. Make reliving the experience as full as you can, and enjoy it.

I recall working with one client who identified an appropriate resource as ‘being very happy and care-free’. As the client searched for a previous time when this had been her state, I could see that it was taking a lot of effort and processing by the brain and memory banks. After a while, a massive grin appeared on her face, followed by tears of joy. It was apparently a long time previously that she had last experienced such happiness in a care-free state.

real-tears-of-joyRelive the experience, and recall the resources that you had at the time and keep with you the knowledge of having the resource, so that you can bring that resource into the here and now. Repeat the exercise for each of the resources appropriate to achieving what you want in the present and the future. In a future bonus material, I will share with you ways of creating ‘triggers’ that make easier the accessing of your previous resources. The triggers enable me to access the resources I need and I have many, many triggers that I have amassed, cultivated and treasured over time. When the bonus material is released, you can get it from http://bit.ly/BonusMaterials

But what do you do if you genuinely cannot recall a time when you had the resource that you know is appropriate for you right now? The first response is to persist in your search as my client did a couple of paragraphs back. If you initially think you have never had the resource, ask yourself again. ‘Really? Are you certain? Is your mind telling you that you have never had the resource doing so because that seems the easy option?’ So often, patience, persistence and positivity, along with encouragement, curiosity and open-mindedness, enable the apparently resource-less to find and claim their appropriate resources.

positive_patient-persistentHowever, there have been times when a client has not been able to identify an occasion when they have truly had their appropriate resource. This is challenging, but not entirely insurmountable. Sometimes people say to me things such as ‘I will be presenting to 50 people, and I have never done that before, so I don’t have the resource I need to present to such a large number of people’. I work with them to break down the resource(s) they need into smaller pieces. For example, can they recall a time when they presented really well, if only to a few people or to one person even – a time when they persuaded this smaller number and were comfortable in doing so? I then help them to relive that experience. Having done that, I may then ask if they can recall a time when they were happy and comfortable in a large group of people, say at a party or a wedding or a company social outing. Again, I help them to re-experience that event fully using all the senses. I then help them to take the two constituent parts they need (comfort with presenting and comfort in a large group) and imagine how things would be if they combined those two resources to help them present to a large group for the first time. (In this particular case I would also tell them that the best presenters don’t present to a collective audience, they make one-to-one contact with individuals, one person at a time).

When searching for and claiming your resources please do not limit yourself by looking only in places that have the same context. In the example above, the context was presenting to a large group of people in the business world, but one of the resources needed came from a social setting. Context is irrelevant – it is still your resource, wherever you had it.

In the final post we’ll look at how to use to best effect the resources you have now claimed. If you want to really understand the REACT framework™, and want to perfect your use of it to be the best you want to be click here http://bit.ly/REACTworkshop