Introduction-Perspective

I was employed by a specialist financial services firm, that specialized in boutique

financial solutions as a Human resources manager. Recently I was presented
with a new job opportunity in a slightly different field to that in which I have worked
in. Now I have moved across to a larger more dynamic company to be human
resources manager of a law firmly, which has just been a large international
presence, high performing individual staff, and clientele types.
My task is to manage and recruit the best talent in the country to meet the
required levels of performance and efficiency required by the Company. I have
managed global talent before, albeit without any specialized training for their
fields successfully. However, it was very stressful and consumed lots of my own
time. The onset of the Pandemic meant the company rotated the reporting
structure. The new manager was a manipulate and hostile My confidence
decreased, and I began to second guess myself, nothing we as managers did
was good enough, and my stress levels were off the charts. I want to be able to
approach this management position and do so in a cool, calm, and efficient
manner, which allows me to manage staff thoroughly and show them good
leadership skills. I want to be someone whom they can talk to about anything and
get advice whenever they need it.
Problem statement
As any manager will tell you, working with teams of people can be very
challenging. Several problems can be presented such as: -
1. Conflict-Any team faces difficulties when dealing with conflict. A difference
of opinion can be healthy, and if handled properly, it can lead to useful
debates. Different points of view aren't necessarily bad; it's how we deal
with them that matters.
2. Information Sharing- Every member of the team contributes a distinct set of
skills, knowledge, experiences, and wisdom. Effective teams exchange
information for the benefit of all members, enhancing the team's overall
potential
3. Perception- Teams have an identity and a repute that is established by the
activities and behaviours of their members. Perception is influenced by
how successfully the team fulfils the expectations and promises made.
Everyone on the team must understand and accept responsibility for their
job, including what and how it is delivered.
4. Change management- Change is constant, and if it is not carefully
managed, it may be destructive to both collaboration and results.
Communication is the beginning and end of all change. When you think
you've communicated enough, you should communicate some more, and it
should be interactive; listen, talk, and participate. Be wary of the change
curve, which describes the four expected stages of change:
denial/resistance, emotional, hope, and commitment. Each stage is
 required, and the length of time spent at each level should be monitored
and kept to a minimum.
Theoretical Approach.
The leader must ensure that all parties are working towards the common goal of
the organisation. To do this he must ensure the team has sufficient resources,
knowledge, clarity of the task as well as engaging staff, motivating them and
resolving conflict should it arise. There are 6 basic leadership styles. (Goleman,
2020) each derives from emotional intelligence competencies.
Thorndike (1920) described "Social Intelligence" as the skill of understanding and
managing others Goleman (2020). Gardner (1983) described the capacity to
understand the intentions, motivations and desires of other people and the
capacity to understand one's own feelings, fears, and motivations to help explain
performance outcomes.
Goleman (1998) focused on emotional intelligence and skills that drive
performance and consists of five areas: -
1. Self-Awareness - Know your emotions, strengths, weaknesses, drives,
values, goals and recognize the impact it may have on others while using
gut feelings to help guide decisions.
2. Self-Regulation - Manage any disruptive emotions and impulses you may
feel and adapt to any change of circumstances.
3. Social Skills - Manage the emotions of other people to help move them in
the right direction.
4. Empathy - Recognize, understand, and consider other people's feelings
when making decisions.
5. Motivation - Motivate yourself to achieve for the sake of achievement.
 2) Present State (PS) and the Desired State (DS):
A state represents the thought processes of a person at a time and directly
determines our motion, behaviour. To achieve a goal, the state of mind must be
changed if it is to be achieved.
Most people are stuck in the 1st perceptual position (Shown below) where it is
about your needs, goals, desires, thoughts, and emotions. Being stuck in this
position is not the best place to be, it is best to be flexible between the different
viewpoints.
1. First position: Self- involving experiencing phenomena in a first-person
reference
2. Second position Other- involving experiencing the phenomena in a
secondary person/ participant reference
3. Third position Observer- involving referencing the phenomena in an
observer capacity
4. Fourth position: Relational – involving considering the whole phenomenal
reference field
This where the subject is in the moment. The thoughts and feelings generated at
this level can be and have been negative. The present state is often associated
with being apprehensive about decisions and leading from a position of fear of
making the wrong decision. Wanting to move from the current state to the desired
state means being able and willing to go through the process of change,
recognise and accept the current situation you are in and then develop a plan to
get to the goal. This may involve creating a series of smaller goals along the way,
to help get me to the main goal.

3) Define the goals.

1. Formulate a main goal and three secondary goals.
It is critical to have specific outcomes. Many people have no conscious outcomes
and live their lives in a haphazard manner. To achieve a successful outcome,
certain actions and words must be taken. NLP teaches a set of linguistic and
behavioural patterns that have been shown to be extremely effective in changing
the beliefs and behaviours of others. NLP emphasizes the importance of
continuous calibration of the person or people with whom you are interacting
when using any of these patterns. If something isn't working, it's time to try
something new. The idea is to change your behaviour until you get the desired
results.
This variation in behaviour is not due to chance; rather, it is the result of the
optimal utilization of NLP patterns. It is also imperative to take action, because
nothing ever happens unless someone takes the first step. Neurolinguistic
programming, in a nutshell, is about cognition, analysing, completing in efforts to
realise one’s life goals.
Primary Goal.
  Be a better performer for my team.

Secondary Goals.
• Clear communicator
• Active listener
• Task delegation.
2. POPSERS Strategy

P POSITIVE Evaluate what you want and what you do not want.
    Question: What would I want to have?
OP OWN PART That we are solely accountable for achieving our goals.
A daily plan as well as a daily check list to encourage
responsibility.
    Question: What would I do to achieve my goal? How do I
go about obtaining it?
S SPECIFICITY Consider the goal in the most explicit terms imaginable.
    Question: Who, when, where, what, and how?
E EVIDENCE Consider the sensory evidence that would reveal
whether we met our objectives.
    Question: How will I sense that, and what will I recognize
in as change?
R RESOURCE Checking to see whether we have the resources we
need to complete the task.
    Question: What resources will I require to complete the
task?
S SIZE Analysing if the goal has a proper size.
Question: Is the objective attainable?
Case Study.
My four techniques chosen are: -

 Rapport.
 Anchorage.
 Swish.
 Bridge technique.

1. Rapport
Rapport is a feeling of connection, acceptance, and openness between people
that permits communication to take place on a much subtler, spontaneous level
(Wood, 2006). It assists us in leading. It's vital to establish and sustain rapport at
times, but it's also useful to interrupt it (Lashkarian and Sayadian, 2015).
If we have too much chemistry with someone, we are vulnerable to their
influence, which is not in our best interests.
We can foster rapport by doing the following:
 Concentrate on similarities - Make a list of similarities and discuss them.
When we detest someone, we tend to focus on how we differ from them.
 Situational awareness- Maintain a professional rapport in a corporate
environment.
 Mirror posture and language - This includes vocal tone, tempo, and word
choice.
 Genuine Investment - Discussing what is actually of interest to the other
person and pondering their ideals can help you build rapport faster.

2. Anchoring.
Anchoring (Mukherjee, 2012) employs a trigger or impulse that consistently elicits
the same response in someone. Because this reaction is learned rather than
inherited, one may use NLP 'Anchoring' to quickly take conscious control of the
trigger shift and alter a person's emotional state at any time by applying a
different stimulus. Anchors can be external, such as spoken phrases, touch or
feelings, sights, and sounds, or internal, such as words uttered to oneself or
memories. Anchoring is a natural process that occurs without our understanding
and can have a positive or negative impact.

The following qualities must be present in a Trigger:

 Specific — Otherwise, the person will not get sensitized to it.

 Intermittent — Otherwise, subject will become desensitized to constant
stimuli.
 Reactive – otherwise, the anchor would fail since the trigger relates to
many distinct reactions.
It is also critical that anchor reinforcement should not be constant between every
repetition, because the neurological program should be capable of operating
either way.

3. Swish.
The Swish pattern is a strategy for changing how individuals feel about other
people and situations. It is frequently used to assist people in breaking bad
behaviors that are difficult to break (Sin, Fadli and Ifdil, 2020). The swish pattern
is classified as a sub-modality in Neuro-Linguistic Programming, which refers to
the characteristics of our internal sensory responses. The swish pattern is one
technique to change our inner self in order to break a bad habit. (Juhnke, Coll,
Sunich and Kent, 2008) This change occurs through the swish method when you
understand that transformation is worth giving up that undesirable habit.

To achieve the change, the Swish relies on speed and repetition. The swish is
performed simultaneously by one or two driver sub-modalities. Swishing should
be done swiftly, ideally between half a second to two seconds. The Swish uses
size and brightness as its two main visual Sub-modalities to impact you reaction
kinetics of how you feel. The importance of speed in this strategy cannot be
overstated.

4. Bridge technique
The objective behind this method is to identify the actions that must be performed
to achieve a goal. This method involves taking the other person on a fictional
journey into the future where they may create the desired state. ideally Maintain
the explorer's connection to the envisioned future by allowing them to experience
the sensations, sights, sounds, and scents that will act as catalysts to help them
attain this desired state. The guide must then restore the explorer to his or her
current state, assess the experience, and aid the explorer in comprehending the
steps necessary to achieve the goal. (Eid Alroudhan, 2018)

Justification of the election.

 Rapport - this technique is known for its capacity to create mutual trust and
active listening to establish relationships with others.
 Anchoring - this approach is known for its ability to reach a preferred state of
mind that is better appropriate for a certain work, and then access that state
of mind at any time. This tool is also useful for 'collapsing' an undesired
existing anchor.
 Swish Is an effective strategy for conquering phobias in which we teach the
brain a new way of reacting to unpleasant ideas.
 Bridge - This is a mechanism that has been recognized as most suited for
individuals who are unable to communicate their genuine desires. This
method takes the explorer to the future, when he or she has completed the
 task and is experiencing emotions such as sights, sounds, and scents. A
plan is then created to achieve the goal given the current condition.

Action Plan.
We need to create an action plan after we have established our goals and the
strategies, we will utilise to achieve them. The use of a plan ties the final
objective to the current path and reality. The simplest method is to break your
strategy into two or three milestones and understand what the first step to the
first milestone is.
 Defined goals: The plan's objectives must be clear, succinct, and
quantifiable.
 Detailed: Each strategy should have the appropriate level of detail to
ensure that we reach the targeted goal/objective.
 Scheduled: The duties must be scheduled out over a set number of
weeks or months, with a defined start and finish date.
Number of sessions.
To use the appropriate approaches, I propose that we conduct 21 sessions in
which we can use each of the four NLP strategies chosen. Every fourth session
will be a review of the previous session's progress. This manner, we can
evaluate how the approaches were received by the explorer and adjust the
procedure accordingly. Following that, an evaluation will be conducted six
months after the completion of the weekly sessions to determine how the
sessions aided.
Duration of the session.
Each session should last one hour and be held once a week to assess the
explorer's progress in each session. Every session will begin with a 5-minute
assessment of how things have gone and a quick overview of any concerns or
challenges.
Schedule.

Sessio Time Techniqu Objective

n e
Numb
er
2hour Initial meeting to observe and discuss current issues with explorer.
s
1 60min Rapport With information from the previous week we can explore issues and build improve rapport to make the
s explorer feel at ease.
2 60min Rapport Calibrate the session to read the responses from the explorer
s
3 60min Rapport Check the visual cues, Physiology; body language posture, voice, breathing rate. Mirroring technique.
s Break rapport & re-establish. Recalibrate session if needed
4 90min Review Use the various Rapport techniques such as Mirroring, Visual cues, and body language. How does the
s explorer feel, are they relaxed, at ease, good tonal voice?
5 60min Anchorin Introduce concept of Anchoring. Discuss any feelings of negativity and use Anchoring to help explorer
s g rid themselves of the feeling & emotions associated.
6 60min Anchorin Introduce concept of Anchoring. Discuss any feelings of negativity and use Anchoring to help explorer
s g rid themselves of the feeling & emotions associated.
7 60min Anchorin Do various exercises with Anchoring to identify any external elements causing issue.
s g
8 90min Review Review progress made so far. Establish if anchors are working and help explorer build on the work
 s done in session by setting 20 minute exercise each night. How does the explorer feel about the
Anchors so far?
9 60min Anchorin Continue work with Anchors to ensure they are working and taking effect. Review the initial state when
s g explorer first came and check these anchors are either collapsed; if negative, or working if positive.
10 60min Swish Introduce Swish technique to help raise confidence and rid themselves of negative feelings/emotions.
s
11 60min Swish Build on experience from last week.
s
12 60min Swish Calibrate the session to read the experiences of the explorer and tweak the session if needed, else
s proceed with session, check the ecology of the new self image with the associated behaviour.
13 60min Swish Check cues are working. How does the explorer feel, what can they see, and what do they feel?
s
14 60min Bridge Introduce Bridge technique. Let the explorer describe the current state to you them take to the desired
s state; the goal. How do they feel, what can they see, and what can they hear? Bring them back and
discuss what is holding them back.
15 90min Review Review of last week and discuss what resources are needed to bridge the gap between current state
s and desired state. How do they feel about the journey so far? Set homework of exercise to imagine
they have access to ay resource. What did they use? What was the journey like? How did they fee
16 60min Bridge Discuss the resources needed to get across the bridge. Explore the options available add resources if
s needed. Discuss the homework from last week.
17 60min Bridge Calibrate sessions if needed, else proceed with discussion and exercises to help minimize the distance
s between the states.
18 60min Bridge Discuss any external/lnternal factors that may be cause of negativity. Check bridge technique has got
s the explorer across to the new country. What else needed if nearly there?
19 60 Review Do a review of all the techniques used of the past months. Are they holding? How does the explorer
mins look, express themselves, sound compared to the initial meeting? What are their thoughts on the
process? Set them tasks to do over the next 6 months before the final review meeting, ask them to
keep a diary of events.
20
21 90 Review Talk to explorer about their experiences since last met. Have the techniques helped? How are they
Min doing at work/Family life/Social life? Did they keep the diary, discuss events.
Practical Application
The application of these techniques allows us to combat a number of negative issues
that can be felt by an explorer in the following ways:-
 Enables the explorer to change their current negative response to
problems or issues.
 Change of attitude from pessimistic to optimistic.
 Allows the explorer to find the way to promotion by improvement in the way
we conduct ourselves and converse with others.
 Gain co-operation and willingness of staff to help each other with
problems.
 Improvement of discipline in our thinking not only with ourselves, but with
customers, staff, suppliers, senior management.
 Improved co-operation of staff with group projects and their willingness to
participate with input of ideas.
Keeping a diary.
 If you keep a record of your sessions with each explorer, you will have a
valuable resource of the work done at each meeting.
 Reminds you of the methods covered in each session.
 The explorer may benefit from writing down his or her feelings.
 The adventurer discovers new things about themselves.
 Improved goal-setting abilities.
 Promotes growth and transformation.
 It relieves tension.
 Aids in the resolution of difficulties.
 Increases awareness and personal comprehension.
 Possesses the potential to be highly healing.

Results & Findings.

Using the techniques outlined in this article resulted in the desired effects, allowing
me to thrive in the new job while also improving my personal growth and professional
interactions. NLP presents a few effective techniques for positive skill development
and reinforcement.
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