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"Everyone thinks of changing the world, but no one thinks about changing themselves." ~John Randolph
How did you get started in this line of work?
Who can benefit from working with The Fruits of Labor?
We specialize in customized Professional Development Training and Coaching Services including but not limited to:
We empower individuals and teams to understand more about themselves and how to better relate to other people. We challenge people to cultivate their fruits from within and get out of their own way to reach extraordinary goals.
What is NLP? Neuro-Linguistic Programming (NLP) is a behavioral technology, which simply
means that it is a set of guiding principles, attitudes, and techniques about real-life
behavior, and not a removed, scientific theorem. It allows you to change, adopt or
eliminate behaviors, as you desire, and gives you the ability to choose your mental,
emotional, and physical states of well- being. With NLP, you learn how to grow from every
single life experience, thus increasing your ability to create a better quality of life.
NLP is a very pragmatic technology based on an ability to produce your desired results,
thus allowing you to become proficient at creating your future! "NLP cannot be dismissed as just another hustle. Its theoretical underpinnings
represent an ambitious attempt to codify and synthesize the insights of linguistics, body
language, and the study of communication systems." -- Psychology Today "(NLP) does offer the potential for making changes without the usual agony that
accompanies these phenomena. . . Thus it affords the opportunity to gain flexibility,
creativity, and greater freedom of action than most of us now know. . ." -- Training
and Development Journal ". . . real estate brokers and salespeople use Neuro-Linguistics to enhance
their communication skills and provide them with more choices when working in a difficult
situation. . . it shows how we make sense of the world around us and communicate."
-- Real Estate Today WHAT IS NLP: A MODEL OF COMMUNICATION AND
PERSONALITY Typically, what happens is that there is an external event and we run that event
through our internal processing. We make an Internal Representation (I/R) of that event.
That I/R of the event combines with a physiology and creates a state. "State"
refers to the internal emotional state of the individual -- a happy state, a sad state, a
motivated state, and so on. Our I/R includes our internal pictures, sounds and dialogue,
and our feelings (for example, whether we feel motivated, challenged, pleased, excited,
and so on). A given state is the result of the combination of an internal representation
and a physiology. So what happens is that an event comes in through our sensory input
channels which are: Visual Including the sights we see or the way someone looks at us; Auditory Including sounds, the words we hear and the way that people say those
words to us (unless you specifically want variety in form); Kinesthetic Or external feelings which include the touch of someone or something,
the pressure, and texture; Olfactory Which is smell; and Gustatory Which is taste. The external event comes in through out sensory input channels and it
is filtered -- we process the event. As we process the event, we delete, distort, and
generalize the information that comes in, according to any number of several elements that
filter our perception. Deletion: Deletion occurs when we selectively pay attention to certain aspects
of our experience and not others. We then overlook or omit others. Without deletion, we
would be faced with much too much information to handle with our conscious mind. Distortion: Distortion occurs when we make shifts in our experience of sensory
data by making misrepresentations of reality. In Eastern philosophy there is a well-known
story of distortion in the rope versus snake analogy. A man walking along the road sees
what he believes to be a snake and yells "SNAKE." However, upon arriving at that
place he is relieved as he discovers that what he sees is really only a piece of rope. Distortion also helps us in the process of motivating ourselves. The
process of motivation occurs when we actually distort the material that has come into us
that has been changed by one of our filtering systems. Generalization: The third process is generalization, where we draw global conclusions
based on one or two experiences. At its best, generalization is one of the ways that we
learn, by taking the information we have and drawing broad conclusions about the meaning
of the effect of those conclusions. Normally, the conscious mind can only handle 7 (plus or minus 2) items of information
at any given time. Of course, many people can't even handle this number, and I know people
who are a "1 (Plus or minus 2)." How about you? Try this: Can you name more than
7 products in a given product category, say cigarettes? Most people will be able to name
2, maybe 3 products in a category of low interest and usually no more than 9 in a category
of high interest. There is a reason for this. If we didn't actively delete information all
the time, we'd end up with much too much information coming in. In fact, you may have even
heard that psychologists say that if we were simultaneously aware of all of the sensory
information that was coming in, we'd go crazy. That's why we filter the information. So, the question is, when two people have the same stimulus, why don't they have the
same response? The answer is, because we delete, distort, and generalize the information
from the outside. We delete, distort and generalize the information that comes in from our senses based
on one of five filters. The filters are, Meta Programs, belief systems, values, decisions,
and memories. Meta-Programs: The first of these filters is Meta Programs. Knowing someone's Meta Programs can actually help you clearly and closely predict people's states, and therefore predict their actions. One important point about Meta Programs: they are not good or bad, they are just the way someone handles information. Values: The next filter is values. They are essentially an evaluation filter.
They are how we decide whether our actions are good or bad, or right or wrong. And they
are how we decide about how we feel about our actions. Values are arranged in a hierarchy
with the most important one typically being at the top and lesser ones below that. We all
have different models of world (an internal model about the world), and our values are the
result of our model of the world. When we communicate with ourselves or someone else, if
our model of the world conflicts with our values or their values, then there's going to be
a conflict. Richard Bandler says, "Values are those things we don't live up to."
Values are what people typically move toward or away from (see Meta
Programs). They are our attractions or repulsion's in life. They are essentially a deep,
unconscious belief system about what's important and what's good or bad to us. Values
change with context too. That is, you probably have certain values about what you want in
a relationship and what you want in business. Your values about what you want in one and
in the other may be quite different. And actually, if they're not, it's possible that you
may have trouble with both. Since values are context related, they may also be state
related, although values are definitely less related to state than are beliefs. Beliefs: The next filter is beliefs. Beliefs are generalizations about how the
world is. One of the important elements in modeling is to find a person's beliefs about
the particular behavior we are trying to model. Richard Bandler says "Beliefs are
those things we can't get around." Beliefs are the presuppositions that we have about
the way the world is that either create or deny personal power to us. So, beliefs are
essentially our on/off switch for our ability to do anything in the world. In the process
of working with someone's beliefs, it's important to elicit or find out what beliefs they
have that cause them to do what they do. We also want to find out the disabling beliefs,
the ones that do not allow them to do what they want to do. Memories: The fourth element is our memories. In fact, some psychologists
believe that as we get older, our reactions in the present are reactions to gestalts
(collections of memories which are organized in a certain way) of past memories, and that
the present plays a very small part in our behavior. Decisions: The fifth element, and related to memories, is decisions that we've
made in the past. Decisions may create beliefs, or may just affect our perceptions through
time. The problem with many decisions is that they were made either unconsciously or at a
very early age, and are forgotten. These filters will determine our internal representation of an event that is occurring
right now. It is our internal representation that puts us in a certain state, and creates
a certain physiology. The state in which we find ourselves, will determine our behavior. Remember that in this model the map, the I/R, is not the territory. Our every
experience is something that we literally makeup inside our heads. We do not experience
reality directly, since we are always deleting, distorting, and generalizing. Essentially,
what we do experience is our experience of the territory and not the territory itself. As early as the late 60's and early 70's communication studies indicated that nonverbal
behavior played an important role in communication: (Mehrabian,
A and R. Ferris (1967), 'Inference of attitudes from non-verbal communication in two
channels', The Journal of Counselling Psychology, 31, pp 248-52; Argyle, M, F. Alkema and
R. Gilmour (1970), 'The communication of friendly and hostile attitudes by verbal and
non-verbal signals', European Journal of Social Psychology, 1, pp 385-402; Birdwhistle, R
(1970), 'Kinesics and Context', Philadelphia:University of Pennsylvania). Researchers determined that just 7% of what we communicate is the result of the words
that we say, or the content of our communication. 38% of our communication to others is a
result of our verbal behavior, which includes tone of voice, timbre, tempo, and volume.
55% of our communication to others is a result of our nonverbal communication, our body
posture, breathing, skin color and our movement. The match between our verbal and
non-verbal communication indicates the level of congruency. HOW DO YOU ACCESS POSITIVE STATES? Based on the information so far, we are ready now, to discover how to put people into
state. Actually, if you did the rapport exercise, you already know how to put people into
state. The process of going into rapport with someone does indeed put them into. In fact,
if you're pacing and leading the person, just your going into a state will put them into
that state. (Remember, a state is made up of an I/R. and a physiology.) So the first step in putting people into state is to establish rapport. The second step
is to put yourself into the state you want to establish in them. The next step is to say, "Can you remember a time when you were?.. (the state you
want them to access)." For example, "Can you remember a time when you made a
decision easily and quickly, when you were totally decisive?.. (for decisiveness)."
Or, "can you recall a time when you purchased something that you were very happy
with?.. (for buying state)." What will happen is that people will literally go inside and do a search of their
memory to discover that particular time. If you have them do enough of that (such as happy
buying state), they will connect (or link) you to that state. The question may come up, what if they're resistant, or ask you, "Why are you
asking me this stuff?" I had that happen once when I was signing up a new client. And
I was asking him to recall all sorts of outrageous stuff. He said, "I can't believe
I'm sitting here answering all your crazy questions!" I said, "I know! I can't
believe it either! Why are you doing that?" He answered, "You know, I just feel
like I'm very close to you." Bandler and Grinder say, "There are no resistant
patients, only resistant therapists." So before you ask outrageous questions,
establish rapport. Then you can do anything, and they'll forgive you. One more thing you can do in advance is to set the frame about what you're going to do.
Here are some nice frames to put around the process of putting someone into state: "As we sit here talking about your business, I'm beginning to wonder if it would
be appropriate to ask you now, to recall a time..." "That reminds me, can you remember a time when you were totally decisive,
now..." "You know, I was wondering, can you recall a time when you made a business
decision that was a big win for you, and made you lots of money?" "And as I ask you so many questions, you may wonder what it would be like to be a
client, and as you wonder, if you could just imagine being a client now, you'd probably
find that it would be easier to make the right decision..." "Your telling me about your business reminds me of a time when I (pause), well
gee, I wonder if you can recall a time when you totally were satisfied with a purchase you
just made." And they'll oblige you by going right into that state. Remember that a state is made up of an internal representation and a physiology. So,
your asking them to make an internal representation of a time when they were (for example)
satisfied with something puts them right back into that state. And when you have access to
a state, what you want to do then is to anchor it. What is Human Capital? The word human capital has evolved over time from personnel to human resources to human capital. The thrust behind this evolution stems from employees are being viewed as critical “assets” and investments to be grown rather than resources to be managed. The Fruits of Labor believes that employees properly managed and motivated, can add significant value to an organization and can be invaluable in helping it sustain its competitiveness over time.
What are some challenges
associated with Human Capital? Typically, 60 percent of the operating costs to run a business are tied to its people asset. And yet as targets and producers of change, people so often are regarded as “soft,” unmeasureable and unpredictable. At The Fruits of Labor, we have a different view, our experience tells us that we can improve significantly the return on investments in “human capital” by targeting and changing the critical variables that influence their ability to meet specific business goals and performance targets. These variables are unique within each client organization and can be wide-ranging (for example, leadership development, communication, diversity, and/or business etiquette). Whatever the variables, The Fruits of Labor takes a collaborative approach to achieve measurable human capital improvements. I have a problem with thinking negatively. Do you know any simple techniques
that could help me with this problem?
What is hypnosis about? Whitfield tries hypnosis to improve performance By
MATT WINKELJOHN Flowery Branch -- Bob Whitfield has had with his disappointing season with the Falcons. The veteran offensive lineman has decided to tackle the problem with hypnosis. Wednesday, the Falcons' left tackle underwent hypnosis with the goal of playing better, adding a chapter to his personal scrapbook of eccentricities.
The 12-year veteran was uncommonly candid after last Sunday's 39-26 loss to the Minnesota Vikings, admitting that has been playing poorly. But even for Whitfield -- an ecletic personality who's known to ramble about anything from football to global politics -- two sessions with a Buckhead hypnotist were unusual. "Basically, Bob wanted to improve his on-field performance. Specifically, his focus -- his mind would wander a little bit on the field," said Dr. Wesley Anderson of Hypnosis Works. "We were using [trigger] words like 'natural.' It's natural to hit people real hard. And a couple of other words like 'set' because he gets down in his set." Whitfield's second session was broadcast live, during his, "What up, Bob?" show on Z-93, the Falcons' flagship radio station. "It was real," Whitfield said Thursday. "It's all a way to help you focus. It wasn't like a funny little thing where you're asleep." Some fans might have been inclined recently to suggest that Whitfield's been slumbering. After committing two holding penalties against Minnesota (he has four in the past three games), one of which resulted in a safety, and getting run over on another play that resulted in a sack, Whitfield sat for a long time in the locker room, still in his uniform. "I'm just not getting the job done," he said after Sunday's loss. So on Wednesday, he visited Anderson's office, where the hynotherapist gathered background on Whitfield to get ideas about what techniques might best suit him. Then, Wednesday evening, Anderson hypnotized Whitfield on the air. This didn't have anything to do with waving a stopwatch in front of Whitfield. There are different methods of hypnosis. Anderson basically talked his client into a state of deepened relaxation. "You ask them if they want to go under. They say yes," Anderson said. "I say, 'Close your eyes, and imagine a wave of relaxation from the top of your head all over body. Imagine your eyelids are so heavy it's impossible to open them.' When they've tested that, you go through a deepening technique. . . to get as deeply physically relaxed as you can get." The 6-foot-5, 310-pound Whitfield will get a test soon. On Monday night he goes up against the St. Louis Rams' Grant Wistrom, who has had 24.5 sacks since 2001. Whitfield had another request for Anderson, too. "I asked if he could do something about all these chocolate chip cookies," the big guy said. "I keep eating them."
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