Lct-Co 1

London Corporate Training
Effective Communication and

Inspirational Presentation
Course Outcomes
1. Increase the impact of verbal
communication in multiple and complex
situations
2. Give powerful, memorable and winning
presentations in meetings, conferences and
pitch presentations
3. Write effectively and productively with
impact
4. Apply NLP™ and Emotional Intelligence to
self-development www.lct.co.uk
https://www.lct.co.uk/
Introductions
About you! Your work!
✓ Home ✓ What
✓ Family ✓ Where
✓ Hobbies ✓ Role
✓ Food ✓ Responsibilities
✓ Holidays ✓ Likes/dislikes
✓ Proud moments ✓ Achievements
✓ Goals ✓ Aspirations
Norms – what
works for you?
• Be present and active.
• VEGAS
• Use phones respectively.
• The training is yours, and its
success relies largely on you.
• Be patient with others.
• Appreciate others’ points of view.
• Listening isn’t easy; please try.
• Ask questions.
1. Verbal Communication Skills
Verbal Communication Skills
I. Structure simple messages using appropriate language and delivery
II. Listen attentively to ensure mutual understanding
III. Generate productive and open discussions to solve problems
IV. Overcome the barriers to effective verbal communication
Four Corners:
When do you have the most energy?
Morning? Afternoon?
All Day? Night?
In four corners of the room, meet to discuss…
1. Who is the most challenging person to communicate with, and why?

2. What common themes emerged from your conversation?
3. What can you do to ensure you are not ‘that’ person?
Communication
1. How can we define

2. What do we mean by ‘communication?’
‘effective communication?’
Cost of Poor Communication?
1. What problems are caused by
poor communication at work?
2. What is the cost of these problems?
Time? Money? Lost business?
Communication Problems?
1. Cultural differences
2. Attitude
3. Lack of motivation
4. Listening skills
5. Written communication quality
6. Appropriate communication tools
7. Oversharing
8. ?
What barriers get in the

way of communication?
Brainstorm!
• Remember a time when you weren’t listened to.
• Or when you weren’t listening to someone.
• List anything that can hinder listening.
Communication Process
Me My Message My Message
You
Feedback: My clouded perception

of your message to me
5 Step Communication Process
1. 2. Noise!
3. 4. 5.
What problems can occur?
Identify the “Noise”
What Gets In The Way of Effective
Communication?
Discuss these sources of noise that get in the way of good
communication and add additional ideas.
Internal noise External noise
Anything going on inside the body of is physical in nature and exists in the
the person which causes a distraction. outside environment.
Examples Examples
1. Cultural differences Language differences
2. Headaches Moods Lack of trust
3. Poor listening Loud music
4. Daydreaming Smells
5. Biases Room too hot/cold
i. What external noises get in the way for you?

ii. What are the internal noises that get in your way?
iii. Which of these noises can you control?
The Communication Pie
Three Modes of Communication?
%
1. ________________ 7%
2. ________________ 55%
3. ________________ 38%
____
100% What can we learn from this model?
‘You cannot not communicate’
Source: A. Mehrabian, Silent Messages: Implicit Communication of Emotions and Attitudes, 2d ed. (Belmont, CA: Wadsworth, 1981).
Non Verbal Strategies
Incongruent Communication?
Q. What happens when your tone and body language don’t match the message?
A. The words lose their meaning, or the message completely changes.
Impact?
Verbal: Little impact
Vocal: Moderate impact
Visual: Greatest impact
Congruent Communication?
Q. What happens when your body language and tone match the words of your message?
A. You’ll say what you mean…and mean what you say!
3 ‘V’s) reminder
Verbal: words
Vocal: tone
Visual: gestures, body language, expressiveness
Tone and Word Emphasis
I didn’t
steal your
cow
yesterday.
6 Basic Emotions
Q. How have these emotions impacted your communication?

Q. What are the triggers that cause you to react emotionally?
Strong emotions can derail communication.
1. What are
emotional
triggers?
• Automatic responses
to how we express
emotions, like anger or
sadness.
2. Examples of
emotional
triggers?
• Songs, people, places,
things, smells, words,
colours, spiders, other?
Emotional Triggers
Q1. Which of these behaviours are likely to trigger a reaction in you?
Q2. Does reading about one of your triggers cause you to feel the emotion?
1. Silent treatment 12.Whining

2. Being ignored or not listened to 13.Crying
3. Manipulation 14.Blaming
4. Deceit or lying 15.Criticising or judging
5. Sadness or moping 16.Frustration or irritation
6. Unhappiness or misery 17.Worry or nervousness
7. Sarcasm 18.Anger
8. Highly-strung or intense 19.Victim mentality
9. Arrogance 20.Entitlement
10. Conceit 21.Aggression or hostility
11. Passive-aggression 22.Always needing to please
Emotional triggers – E.I.
✓ Before our emotions arise, we always have thought.
Our emotional Our Our autopilot

trigger emotion response
Q. How can using our emotional intelligence help?
A. Identify which thoughts trigger our emotional

reactions and choose a more helpful response.
Guess My Emotion! (Choose 2)
What’s my emotion?
• Consider these aspects while observing the ‘actor’.
• Are the words and actions congruent?
Fight or flight!
What are the
symptoms of
fear or anger?
Symptoms of Fear or Anger
Adrenaline
What does this lead to?
Fear and Anger
Both trigger the release of hormones in our bodies
that prepare us to deal with threats.
Physical symptoms of fear and

anger include:
1. Headaches.
2. Grinding your teeth or clenching
your jaw.
3. Shortness of breath.
4. Dizziness.
5. Feeling tired, anxious, depressed.
Have you ever lost
control of your
emotions and done
something in the
heat of the moment
you’ve regretted?
If the answer is ‘yes’, you’ve probably

been hijacked by your amygdala!
‘Amygdala hijacking’
Overview
This term was first used by psychologist Daniel Goleman in
his 1995 book, ‘Emotional Intelligence’.
• It refers to an immediate and intense emotional reaction

that's out of proportion to the situation.
• Psychologist Daniel Goleman first used this term
• In other words, it's when someone "loses it" or seriously

overreacts to something or someone.
• Goleman's term aims to recognise that we have an

ancient structure in our brain, the amygdala, designed to
respond swiftly to a threat.
• While the amygdala is intended to protect us from

danger, it can interfere with our functioning in the
modern world, where threats are often more subtle.
The amygdala
Amygdala Hi-Jack
Prevention?
The best way to prevent an
amygdala hijack is to increase
your emotional intelligence.
• Emotional intelligence
describes your ability to understand and
manage your emotions and use this
information positively to relieve stress,
communicate effectively, empathise
with others, and defuse conflict.
Indicators of Relaxation
Calm, Peaceful, Focused

Communication Awareness Model
1. Identify the emotional trigger.
2. Analyze what it makes me think.
3. Process how it makes me feel.
4. Think about what it makes me want to do.
5. Inquire about their side of the story
5 steps to better communication

Communication Awareness Model - 5 Steps
Analysis of 1.
Your Story 2.
Use the chart to break down a

current situation that you are 3.
facing at work so that you can
have a better conversation
about it in the future. 4.
5.
Progress
Check
Principles of Active Listening
• Why nobody’s heard of it!
Listening Activity 1: My Journey to Work
1. Write down your journey to work in a very detailed way.
• E.g “I get in my car and turn right out of the drive.
• At the end of the street, I turn left and take the second right to join the main road.”
2. Pair up.
3. Person A reads their journey to person B.
• Person B should stop person A when they think they have heard as much as they can accurately
repeat back – word for word.
• Person B then say what they have heard.
• Person A checks whether this is accurate.
• If it is, carry on with the next stage of the journey.
• If it is not correct, they should repeat that part of the journey again until person B can recite it word
perfectly.
• Continue this way until the journey is ended.
4. Then swap over.

Listening Is More Than Hearing
Typically, when we’re

Making listening to someone,
mistakes? what are we also
doing?
Mistakes in Listening - Typical Listening
1. Listening: Intending to reply.
2. Filtering: Screening everything through your own paradigm or agenda.
3. Evaluating: Determining if you agree or disagree.
4. Probing: Asking from our frame of reference.
5. Advising: Giving counsel based on our experience.
6. Interpreting: Trying to figure people out.
Four Skills of Active Listening
1. Repeat
2. Rephrase
3. Reflect
4. Rephrase and Reflect
Rephrasing Examples
1. ‘What I hear you say is _____, is that right?’
2. ‘In other words, you _____, (think, feel, that …)’
3. ‘It sounds as if you’re saying _____,’
4. ‘Let me make sure I have got this right, you _____’
Listening Skills - Activity
• In pairs, one person speaks for 1 min about their childhood
memories.
• Review and swap roles.
• In pairs, one person speaks for 1 min about their

childhood memories.
• The other person practices ‘empathetic listening’
using the handout.
Empathetic Listening
1. What have you learnt?
2. How can you apply these skills?
3. And when?
Listening Activity 2: Zoo & Lessons
1. Zoo
2. Lessons
Listening Activity 3: Quiz
1. 2.
3. 4.
Barriers to Listening
Internal External
Prejudices Trust
(race/age/sex) Noise (traffic)
Attitude Technology
Confidence Language
Emotions
Belief
Influencing
• Think of someone who has influenced you; what did they do?
Influencing • What was the impact?
• Have you ever seen someone who, despite not having any “real” or
Introduction legitimate authority, has still affected the decisions or actions of others?
• If so, you likely witnessed the power of influence.
The “flip side of the coin.”
• Is when someone who does have a position of
authority but struggles to get their voice heard or
their ideas acted upon – shows how difficult it is to
be effective when you lack influence.
• For example, if your team members think you’re

not credible, relevant or agreeable, you likely
won’t get much effort out of them!
• If you’re in this situation, it’s essential to step

back and decide what changes you can make to
increase your influence.
Influencing Skills
EXERCISE
• Consider the skills you use to
influence others.
• Also, think about the various
ways in which children affect
adults.
• What tactics do they use?
• What words do they use?
• Make notes.
Science Of Persuasion
Robert Cialdini has been studying the

science of persuasion for over forty • Understanding these shortcuts and ethically
years. employing them can significantly increase the chances
In 1984 he wrote a book revealing six that someone will be persuaded by your request.
principles of persuasion: Influence.
Science Of Persuasion
Assertiveness
• Has there ever been a time when
you've felt taken advantage of at work?
• Or struggled to ask for what you

wanted?
• We've all been there, and it doesn't

feel good.
This is why assertiveness is so important.
9 Assertiveness Quotes
(Choose your favourite, tell us why and write it down)
1. "The duty we owe ourselves is greater than that we owe others." ― Louisa May Alcott
2. "If you don't have a seat at the table, you're probably on the menu." ― Elizabeth Warren
3. "To be passive is to let others decide for you. To be aggressive is to decide for others. To be assertive is
to decide for yourself. And to trust that there is enough, that you are enough." ― Edith Eva Eger
4. "Never retreat. Never explain. Get it done and let them howl." ― Benjamin Jowett
5. "Once you have a major success with assertiveness, you learn that it's a much healthier path than
being a doormat to the insensitive folks. You gain respect for yourself, have more time for your
priorities, and develop authentic and healthier relationships." ― Doreen Virtue.
9 Assertiveness Quotes
(Choose your favourite, tell us why and write it down)
6. "The best gifts are never given but claimed." ― Warren Ellis
7. "I think naturally if you're an actor, there's a high level of assertiveness that you need to have to survive this
business. There's boldness in being assertive, and there's strength and confidence." ― Bryan Cranston
6. "It is a mistake to look at someone who is self-assertive and say, 'It's easy for her; she has good self-esteem.'
One of the ways you build self-esteem is by being self-assertive when it is not easy to do so. There are always
times when self-assertiveness requires courage, no matter how high your self-esteem." ― Nathaniel Branden
7. "The difference between successful people and successful people is that successful person say no to almost
everything." ― Warren Buffett
8. "Assertiveness is not what you do; it’s who you are!" ― Shakti Gawain
9. "Nobody can make you feel inferior without your consent." ― Eleanor Roosevelt
• Assertiveness is the art of
What is
communicating your wants and needs
clearly and confidently in a way that is
neither aggressive (angry or hostile
Assertiveness?
behaviour) nor passive.
• If you have difficulty being assertive, it

can make you feel powerless or
ineffectual and unable to stand up for
yourself.
• It can also cause you to miss out on

opportunities for personal satisfaction
and career progression.
4 Communication Styles
1. Assertive
2. Passive
3. Passive aggressive
4. Aggressive
2 Activities
1. Recognising assertive responses.
2. Recognising assertive phrases.
Why Be Assertive?
If you fail to assert yourself properly by being too passive
or aggressive, it can take a heavy toll on your mood.
You may find that you:
1. Feel depressed or hopeless.

Your inability to express your feelings might make you
feel as though you lack control over your own life.
2. Have low self-esteem.

Not speaking up for yourself can cause you to think
negatively about yourself.
3. Have poor relationships.

People will likely avoid you if you act aggressively, and
you may earn a bad reputation.
On the other hand, working too passively can mean
people overlook you or even ignore you.
The Benefits of Assertiveness
1. It can boost your self-confidence and self-esteem…
…by better understanding who you are, what you want, and the value you
offer.
2. Improved leadership style.

An assertive leader gets things done by treating people with fairness and
respect and is treated by others similarly.
3. Increased ability to negotiate “win-win” solutions.

An assertive person can recognise the value of other people’s opinions and
feelings. This helps them to find common ground with their opponents.
4. Improved problem-solving skills.

Assertiveness empowers people to take ownership of their problems and
take charge when decisions need to be made.
5. Lower anxiety and stress.

An assertive person is self-assured and confident in their ability and value.
They don’t feel threatened or victimised when things don’t go as planned.
Why is it sometimes
difficult to be assertive?
There are two main reasons:

1. Blocks
2. Rights
1. Blocks
Blocks are commonly held but incorrect
beliefs that include:
• I’ll look silly if I don’t get what I want.
• If I say ‘no’ people will take it personally.
• If everyone else is happy, I’ll just fit in.
• It’s uncaring to be assertive.
2. Rights
We must accept that we have rights.
If we deny ourselves these rights, we are telling
ourselves that we have less worth than others.
This results in us feeling hurt, angry or resentful
of ourselves.
Rights include:
• Saying ‘no’.
• Asking questions.
• Expressing my opinions.
• Make mistakes.
• Ask for help.
Your Rights
1. I have a right to _________________________
2. I have a right to _________________________
3. I have a right to _________________________
• Assertiveness is a behaviour/attitude more than a technique.

• If we don’t feel entitled to feel assertive, we will find it difficult
to be assertive.
How Assertive Are You?
Two exercises:
1. Quiz
2. Identifying Problem Areas
• Complete on the handout.
D.E.S.C. Script for Assertiveness (Describe/Express/Specify/Consequences)
A. Think of a time when being assertive will be helpful
B. Respond assertively using the DESC response.
1. Describe a behaviour that has a negative impact on the speaker.

Example: “When you start shouting, I want to end the conversation immediately.”
2. Express a feeling in response to the behaviour.
Example: “I feel attacked and defensive.”
3. Specify the desired change in behaviour.
Example: “I need you to tell me clearly and calmly what I’m doing to upset you so I can understand my role in this.”
Or Specifies the effect the behaviour had on you and others.
Example: “Your shouting disrupts our co-workers and our ability to focus on our customers.”
4. Consequences if the desired change does not occur (Note: Step 4 is not always possible or necessary and is not only
a negative consequence).
Example: “or I will ignore you.” or “so that we can work more collaboratively”
IDEAS FOR MAKING DESC RESPONSES MORE EFFECTIVE:
1. Use “I” statements” – it says I have the problem, and I want to fix it,
2. Be brief – avoid repetition or “kitchen-sinking” (“you also do this, this, and this wrong.”)
3. Use non-judgmental descriptions of behaviour.
4. Avoid ascribing motives to behaviour – we can’t know why people act as they do.
5. Avoid absolutes and exaggerations (always, never).
6. Avoid name-calling.
7. Make sure your body language and voice tone support your assertive verbal message.
Communication Skills and Me
Head: I think that an exceptional

communicator always …
Heart: How I feel about

communicating is …
Feet: (Foundations) A communication

strength I have is …
Reflection and Action Plan
Now
1. What did you learn?
2. How will you apply it? ______________
3. When will you apply it?
______________
Reflecting
• What was the impact?
• What can you do differently next time?
• Who can help you?
How often do you
communicate during the day?
• write emails
• facilitate meetings
• participate in conference calls
• create reports
• devise presentations
• debate with your colleagues…
This is why the 7 Cs of
Communication are helpful.
The 7 Cs provide a checklist for ensuring that your
• meetings
• emails
• conference calls
• reports
• and presentations are well constructed and clear
So your audience gets your message!
According to the 7 Cs,
communication needs to be:
1. Clear.
2. Concise.
3. Concrete.
4. Correct.
5. Coherent.
6. Complete.
7. Courteous.
7 ‘C’s of Communication
1. Clear
Bad Example
Hi Ian,
I wanted to write you a quick note about Daniel, who's
working in your department. He's a great asset, and I'd
like to talk to you more about him when you have time.
Best, Henry
What is wrong with this email?

1. If there are multiple Daniels in Ian’s department, Ian
won't know whom Henry is talking about.
2. What is Daniel doing that is so great? We don't know that
either.
3. It's so vague that Ian must write back for more
information.
4. Does Henry want to have an idle chat about Daniel, or is
there a more specific goal here?
5. This message has no purpose; it could be more apparent.
2. Concise
Bad Example
Hi Matt,
I wanted to touch base with you about the email marketing
campaign we kind of sketched out last Thursday.
I really think that our target market is definitely going to want to see
the company's philanthropic efforts.
I think that could make a big impact, and it would stay in their minds
longer than a sales pitch.
For instance, if we talk about the company's efforts to become
sustainable, as well as the charity work we're doing in local schools,
then the people that we want to attract are going to remember our
message longer. The impact will just be greater.
What do you think?
Jessica
What’s wrong with this message?

• This email is too long!
• There's repetition, and there's plenty of "filler" taking up space.
3. Concrete
Bad Example
Consider this advertising copy:
‘The Lunchbox Wizard will save you time every day’.
What’s wrong with this copy?

• A statement like this will probably sell only a few of these
products.
• There's no passion, no vivid detail, nothing that creates emotion,
and nothing that tells people in the audience why they should
care.
• This message needs to be more concrete to make a difference.
2. Presentation Skills
2. Presentation Skills
I. Research the people in the audience and their objectives
II. Approach, structure, content and methods to meet audience
requirements
III. Anticipate, prepare and practise answers to difficult questions and
awkward questioners
IV. Overcome nerves, project your voice powerfully and keep an audience’s
attention
Great speakers
• Let’s consider how great speakers
get their message across even though
they may not have been speaking in a
Boardroom.
• Think of some great speakers

you’ve heard – maybe famous people
like Winston Churchill, John F.
Kennedy or Martin Luther King – or
others who are excellent speakers.
• What qualities do they exhibit in

their speaking?
• Capture 2 or 3 words that describe

great speakers.
What are you good at? (for example, good with
people, numbers, organisation...)
1. ____________________________________
2. ____________________________________
Presentation experience?
____________________________________
To whom do you present, and for what purpose?
____________________________________
What are your goals for this session?
____________________________________
Confidence:
Three KEYS to Appearing Confident
Key 1 – Stand Strong

• Both feet are anchored on the ground hip-width apart.
Key 2 – Look at Everyone
• Look in their eyes – gently scan the whole room.
Key 3 – Use Your Hands, Arms and Body Naturally
• As you would if you were speaking to them one-to-one –
let your body do the talking and your voice.
Key 1: Stand Strong
• Q. While do I need to stand still?

• A. You don’t have to stand STILL; you should
stand STRONG.
• You have the CHOICE of how you appear.
• We appear more confident, powerful and
therefore more persuasive if we stand strong
on both feet without the distraction of
needless movement.
• (Notice how, when we’re under-confident, we
tend to shuffle our feet or step backwards).
Be like an oak tree; stand firm and strong.

Key 2. Look at Everyone
• Be like a lighthouse and scan the audience.
• Take a moment before you speak to make eye

contact with everyone
• Look into their eyes (or, if that’s difficult for you, just
above their eyes)
Look at Everyone
3. The Effect of Your Body Language, Tone of Voice and Words
• “You never get a second chance to make a first impression”, so the
old saying goes.
• When you present to a senior group in the business, it may be the
first time that some of the group have seen or heard you.
• You will want to make a good first impression.
Their initial impression of you will be affected
by several factors, often in this order:
1. What you look like – not just your dress, but also whether you look
happy, relaxed and confident or worried and stressed.
This includes how you stand or sit and where you put your hands and arms.
2. How you sound – your tone of voice - does your voice sound strong and
confident, or weaker and quieter.
3. What you say – the words you use and how you use them.
Presentation: “Your First Job”
Capture the attention and interest of your audience by telling
us about an experience from your own life
(Time: 60 seconds)
Here’s what to do...
1. Talk about one incident you remember - TELL THE STORY.
2. Start in the action: start in a place that surprises your audience and makes them want to hear what’s coming next.
3. Be specific: give us the detail of the story - names of people and places, times, or time of year, how old you were.
4. Use the present tense: tell the story as if it were happening now - “I am standing on this ladder, I’m sixteen years old...”
Notes on your talk - Bullet points only!
Your action start

• ______________________________
• ______________________________
• ______________________________ Stand strong;
you’ll look
• ______________________________ confident!
• ______________________________
Your point _______________________
• Notice how easily, as listeners,
we related to these PERSONAL
EXPERIENCES.
• Making an experience PERSONAL

to the audience is the first key to
Persuasive Presenting.
Presentation: “The Time it Went Wrong.”
• Make a strong point for the audience by telling us about an
experience that didn’t go as well as you would have liked!
(Time: 60 seconds)
Here’s what to do…
1. Choose one specific incident - TELL THE STORY.
2. Start in the action.
3. Be dramatic: catch their attention and interest.
4. Use the present tense (“I’m sitting by the phone in the front office...”),
5. Give us lots of detail – give us the details - paint the picture.
6. Have a STRONG CLOSE (‘my point is to make sure you pass on all messages”).
7. Finish with a BENEFIT for the audience (“You won’t be embarrassed”).
Notes on your talk - Bullet points only!

Your action start Notice how strongly these talks
• ______________________________ MADE THE POINT.
• ______________________________ Making a POINT is the second
• ______________________________ key to Persuasive Presenting.
• ______________________________
• Your strong close (My point is …)
• ______________________________
The benefit for the audience (how it will help)
• ______________________________ https://www.lct.co.uk/
Structures
1. To give the audience information.
2. For the audience to make their
own decision.
3. A motivational talk or a sales pitch.
• Choose a structure!
Presentation Structure 1:
To give the audience information
1. OPENING
2. OVERVIEW
3. KEY POINTS
4. SUMMARY
5. QUESTIONS
6. CLOSE
Presentation Structure 2:
For the audience to make their own decision
1. OPENING
2. PRESENT SITUATION (and why it needs to change)
3. OPTIONS
4. YOUR RECOMMENDATION
5. QUESTIONS
6. FACILITATE A DECISION
7. AGREED ACTIONS
8. CLOSE
Presentation Structure 3: A motivational talk or a sales pitch
OPENING
1. VISION (GOAL – theirs!) 3. SOLUTION – yours!

• Statement of what the audience • Take issues separately or together
• wants to achieve, long term • Describe your solution
• Use their words exactly
4. TANGIBLE BENEFITS – Overall, what the audience will gain
• Why their vision is important
• ACTION needed to realise the benefits
2. ISSUES (PROBLEMS they face) • SUMMARY
• Bullet points, again as they have stated them • QUESTIONS
• Develop them according to your experience, and dig • CLOSE
the hole deeper!
• Get nodding agreement
3. Written Communication Skills
I. Win and keep readers’ attention
II. Understand how people read and absorb written information
III. Plan appropriate approach, structure, content, vocabulary and visuals
IV. Principles applied, including reports, pitches, tenders, e-mails, websites,
social media
The 6 key
components to
properly structure
business email
messages
Bad Messages?
Ever get an email message
that is a jumbled mess?
Messages that are

• confusing
• meandering
• complicated
• or just plain bad?
What does a bad email look like?
1. The subject line has nothing to do with the content….
2. The email goes on and on for page after page...
3. It looks like a non-stop “wall of words”...
4. The message bounces from topic to topic...
5. Often with many different people responding to different topics...
6. With unnecessary people copied for no apparent reason...
An email should be
• Professional
• Organized
• Clear
• Succinct
• and grammatically correct
Just like any other business communication!
4. Introduction to NLP
I. Introduction to Neuro-Linguistic Programming
II. What is Neuro-Linguistic Programming™ (NLP™)?
III. How does NLP™ work?
IV. NLP™ for self-management and self-development
V. Application of NLP™ to enhance the performance of organisations, teams and
individuals
Neuro-linguistic programming is a way of changing someone’s
What is NLP? thoughts and behaviours to help achieve desired outcomes.
Neuro-Linguistic Programming – Explainer Video
NLP Background
In the early 1970s, John Grinder [a professor of
linguistics] and Richard Bandler [a student of
mathematics and computer programming]
embarked on a study of some of the world’s most
successful communicators.
• They wanted to discover how these ‘experts’

achieved their excellent results.
• These high-performing communicators did not

demonstrate a conscious awareness of how
Richard Bandler John Grinder
exactly they did what they were doing.
https://www.lct.co.
Neuro
The study of the mind and nervous
system (how we think), through
which our experience is processed,
how we re-present the outside world
to ourselves via our five senses:
1. Visual
2. Auditory
3. Kinaesthetic
4. Olfactory
5. Gustatory
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Linguistic
The study of language and how we
use it. Language and other non-
verbal communication systems
through which our neural
representations are coded, ordered
and given meaning Includes:
1. Pictures
2. Sounds
3. Feelings
4. Tastes
5. Smells
✓ Words (Self Talk)
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Programming
 The sequence of our actions; how
we motivate ourselves to achieve
our goals.
 The ability to discover and utilise
the programs that we run (our
communication with ourselves
and others) in our neurological
systems to achieve our specific
and desired outcomes.
 In other words, NLP is how to
consistently use the mind's
language to achieve our specific
and desired outcomes.
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What makes NLP Effective?
 NLP is research-based but does

not get hung up on theory.
 NLP is pragmatic and sets useful

behavioural frames by focussing
attention on:
How? Instead of Why?
Useful instead of Right or Wrong
Outcomes instead of Problems
Possibilities instead of Limitations
Principles of NLP
• We should avoid saying Why?
• Because?
• It can come over as accusing and

blaming and set off the other
person’s defence mechanisms.
• It can send signals of judgement

and indicate a lack of trust.
Say How instead of Why
1. Instead of saying
‘Why haven’t you checked XYZ today?’
Say
‘I noticed you haven’t checked XYZ today.

Do you need some help with that?’
2. Instead of saying
‘Why were you rude to me?’
Say
‘When you speak with me like that, it

makes me upset?’
You’ll get a better response 😊

Presuppositions
✓ These are the foundation principles of NLP.
✓ They are modelled by people who

consistently produce superb results.
✓ NLP doesn’t claim that they are true, merely

that it is useful to behave as if they are true.
Discover what happens in your life
if you act as if the following
statements are true…
‘Have respect for the other
person’s model of the world’.
• We are all unique and

experience the world in
different ways.
• Everyone is an individual and
has their own special way of
being)
‘Choice is better than no choice’.
• Having options can provide more

opportunities for achieving
results.
‘Behind every behaviour,
there is a positive intention’.
• When we understand that other

people have some positive
intention in what they say and do.
• (however annoying and can be
easier to stop getting angry and
start to move forward).
Fixed vs Growth Mindsets
• According to Dweck, there are two

basic mindsets: fixed and growth.
• If you have a fixed mindset, you

believe your abilities are fixed traits
and, therefore, can't be changed.
• You may also believe that your talent

and intelligence alone lead to success
and effort is not required.
If you have a growth mindset, you
believe your talents and abilities can
be developed through effort and
persistence.
People with this mindset don't

necessarily believe everyone can
become Einstein or Mozart just
because they try.
However, they believe that everyone

can get smarter or more talented if
they work at it.
On the flip side…
1. A.
2. B.
3. C.
4. D.
5. E.
1. Have respect for the other person’s model of the world.
• We are all unique and experience the world in different ways. Discover what happens in your
• Everyone is an individual and has their own special way of being. life if you simply ‘act as if’ the
following statements are true…
2. The map is not the territory.
• People respond to their ‘map’ of reality, not reality itself.
• People make sense of the world around them through their senses and from their own personal experience; this
means that each individual’s perception of an event is different).
3. We have all the resources we need (Or we can create them).

• These resources can be internal or external, which is a helpful reminder that sometimes, believing this enables us to
be better empowered in any situation).
4. Mind and body form a linked system.

• Your mental attitude affects your body, your health, and, in turn, how you behave.
5. If what you are doing isn’t working, do something else.

• Flexibility is the key to success.
6. The meaning of your communication is the response you get.

• While your intention may be clear to you, it is the other person’s interpretation and response that reflects your
effectiveness. NLP teaches you the skills and flexibility to ensure that the message you send equals the message they
receive.
The art of
re-framing
our thinking.
Re-framing our Thinking
The key question to ask to reframe is:
‘What else could this mean?’

or
‘In what context could this be useful’.
Re-framing our Thinking 1. ‘Not wanting to get out of bed in the morning’
– In what context could this be useful?
2. He is far too laid back

3. This is the third time we’ve restructured this year

– What else could this mean?
4. My boss never takes much notice of what I’m doing

5. Helen asks far too many questions for my liking

6. Josie often looks out of the window in meetings

7. It is such a shame that it always rains on the weekend

Triple perspective
• A powerful technique that assists us in developing flexibility by changing the
point of view from which we consider things.
• How would things look if we saw them from a different perspective or position?
What could these be?

a) From the front?
b) From the side?
c) From above?
Triple Perspective Thinking
Position 3:
Strategic
• big picture
• higher view
• detached
• outside of emotions
• what the situation needs
Position 1: Position 2:
Internally Focused Inquiry
• me, my opinion • empathy
• my feelings • in your shoes
• what I want • what do you want?
• what are your needs?
EXERCISE Part 1: Consider an individual that you would like

to obtain a different perspective on and complete the
following.
You are practising 2nd position.
1: Working in pairs, list
everything you know about the
individual and their background
2: Then consider the motivations and their mind-set
3: What does this individual want from you to make them
satisfied?
Mind and Body are One System
Thinking process (IP) This is what a person thinks, and how

they think it. This is a person’s mental
IS IP state.
INTERNAL INTERNAL
Internal state (IS) This is what and how someone is feeling
STATE PROCESS
at any particular time. This is a person’s
[emotion] [thinking] emotional state.
External behaviour This is what the person actually does and

EXTERNAL (EB) says. This is a person’s physical state.
BEHAVIOUR
EB
A person’s state depends on the interaction of these three
elements upon each other.
Attitudes and Beliefs
1. “There is nothing either good or bad, but 10. There is no such thing as a resistant
thinking it makes it so” William Shakespear person, only inflexible communicators.
2. We like people who are like us. 11. All communication is a loop.
8. Mind and body are one system
3. The map is not the territory.
9. People always make the best choices available to them.
4. You cannot not communicate. 12. The meaning of the message is the response you get.
5. The part of the system with the most flexibility 13. People have all the resources they need.
will tend to control that system.
14. “Discovering how I do what I do so I can learn
6. “There is only one corner of the universe you to do it better and with more purpose.”
can be certain of improving and that’s your own
15. There is no such thing as failure, only
self” Aldous Huxley.
information on how you would do it differently
7. All behaviour has a positive intention. the next time.
NLP techniques let you adapt your communication
style according to the situation. It changes your
mindset. And it changes the way you react
differently to your thoughts and emotions.
Research these NLP Techniques
1. Imagery Training
2. NLP Swish
3. Modelling
4. Mirroring
5. Incantations
An ancient Chinese Taoist story
Reframing; think about it differently.
4. NLP - Review
Think about the topics and present
what you have learnt.
• Transfer Your Learning

2. How can you apply it?
3. When can you apply it?
4. Who can help you?
5. Emotional Intelligence Skills
I. Key principles, qualities and skills of Emotional Intelligence
II. Application of EI to develop self, teams, and individuals and respond
to situations
III. Sending the right messages through your non-verbal communication
IV. Interpreting the signals and gestures of the body language of others
5. Emotional Intelligence (and Body Language)
5. Emotional Intelligence (& Body Language) – course content
• Key principles, qualities and skills of Emotional Intelligence
• Application of EI to develop self, teams, and individuals and respond to situations
• Sending the right messages through your non-verbal communication
• Interpreting the signals and gestures of the body language of others
Who Is Your Superhero?
Listening Skills - Activity
• In pairs, one person speaks for 1 min about their childhood
memories.
• In pairs, one person speaks for 1 min about their

childhood memories.
• The other person practices ‘empathetic listening’
using the handout.
Empathetic Listening
1. What have you learnt?
2. How can you apply these skills?
3. And when?
• Did you laugh or smile at work today?
• Were you bored in your last meeting?
• Upset or sad about losing a customer?
• Are you excited about hitting a goal?
These are examples of

emotional moments that
occur in the workplace daily.
Principles of Active/Empathetic Listening
1. Repeat: By repeating what someone says, you show you are paying attention.
2. Rephrase: Say what was said in your own words to demonstrate you’re thinking
about the other person’s issue.
3. Reflect: Focus on the feelings behind the words, not just what was said.
(You are reflecting back on what you are sensing)
4. Rephrase and Reflect: When you rephrase the content and reflect feelings, others
will sense your desire to listen and understand – this builds trust!
Empathy Guidlines
1. Empathy expresses how the other person feels and why.
2. It conveys understanding and builds a connection.
3. It does not mean you agree or feel the same way.
Here are some example phrases you can use:
• ‘It sounds like you feel ____ (feeling), because ____ (reason).’
• ‘It must be ____ (feeling), when ____ (reason).’
• ‘I can understand that (reason), would make you ____ feeling).’
Empathy is…
Daniel
Goleman
In his book titled
‘Emotional Intelligence - Why It
Can Matter More Than IQ’
Daniel Goleman, an American
psychologist, developed a
framework of five elements that
define emotional intelligence.
5 Characteristics
of Emotional
Intelligence
1. Self-Awareness
2. Self-Regulation
3. Motivation
4. Empathy
5. Social Skills
Emotional Intelligence in the Workplace
1. Self-Awareness
• People with high emotional

intelligence are usually very self-aware.
• They understand their emotions, and
because of this, they don't let their
feelings rule them.
• They're confident – because they
trust their intuition and don't let their
emotions get out of control.
(activity?)
2. Self-Regulation
• This is the ability to control emotions and

impulses.
• People who self-regulate typically don't
allow themselves to become too angry or
jealous and don’t make impulsive careless
decisions.
• They think before they act. Characteristics
of self-regulation are thoughtfulness,
comfort with change, integrity, and the
ability to say no.
3. Motivation
• People with a high degree of

emotional intelligence are
usually motivated.
• They're willing to defer
immediate results for long-term
success.
• They're highly productive, love a
challenge and are very effective in
whatever they do
4. Empathy
• Perhaps the second-most

important element of emotional
intelligence.
• Empathy is the ability to identify
with and understand the wants,
needs, and viewpoints of those
around you.
• People with empathy are good at
recognising the feelings of others,
even when those feelings may not
be obvious.
1. 2.
3.
6.
4.
5.
Empathy is…
Telling an Empathy Story – in 5 steps
Telling someone else’s story can be an

excellent way to understand other
perspectives while developing empathy.
1. Identify a story. It could be a family

member, a famous person, a cartoon
character etc.
2. Focus on how the person feels, what
emotions they were going through, and what
fears and hopes they have.
3. Share the story with someone and explain
what you think they feel and why.
4. Ask the other person what they think of
the story and what emotions they saw in it.
5. Social Skills
• It's usually easy to talk to and like

people with good social skills,
another sign of high emotional
intelligence.
• Those with strong social skills are
typically team players.
• Rather than focus on their success
first, they help others develop and
shine.
66 Ways We
Differ.
How we can
become more
inclusive?
‘We don’t see the world as it

is, but rather we see the
world as we are’ – Anais Nin
Think about the
differences highlighted in
‘66 Ways We Differ’ and
how they may manifest
in the workplace.
1. What is the impact?

(positive and negative)
2. How can we embrace
diversity, remain ethical,
and encourage diversity?
Body Language!
Growth vs Fixed Mindset
Quiz!
Developing A Growth Mindset
In her book, "Mindset," Stanford

psychologist Carol Dweck says that
it's not intelligence, talent or
education that sets successful
people apart.
It's their mindset or the way that

they approach life's challenges.
Developing A Growth Mindset With Carol Dweck
Fixed mindset
• People with a fixed mindset

believe that they're born with
certain intelligence, skills and
abilities that cannot change.
• As a result, when they fail at a

task or face a challenge, their
fear that they might not succeed
often stops them from
progressing.
Growth mindset
• People with a growth mindset

embrace challenges because they
believe they can learn from
experiences and develop skills.
• And improve with practice – all of

which can lead to greater
achievement.
Who Is Your Superhero?
Emotional Intelligence – Good Boss/Bad Boss!
Your Experience With Your Best Boss/Co-worker
Think of the best boss/co-worker you have ever worked with.
Write their name or initials: _______________
Excel Communications
Your Experience Of Your Best Boss / Co-worker
How well does your boss/co-worker: Rate each statement using the
following scale:
1. Demonstrates awareness of their mood and
emotions.
1 Significantly less than others.
2 Less than others
2. Makes others feel appreciated.
3 About Typical.
4 More than others.
3. Is open and honest about mistakes. 5 Significantly more than others.
4. Make ethical decisions.

Now, total those scores and draw
5. Manages their emotions effectively in challenging a line under your ratings.
situations.
6. Recognise the hard work and achievements of
others.
How did your best boss/co-worker make you feel?
Write down three words…
1. ______________
2. ______________
3. ______________
How well did your best boss / co-worker engage you?
1 2 3 4 5 6 7 8 9 10
Utterly ‘Meh’ Highly
Disengaged Engaged
Your Experience Of Your Worst Boss / Co-worker
Think of the worst boss / co-worker you ever worked for…
Write their name or initials __________________
Your Experience With Your Worst Boss / Co-worker
How well does this person: Rate each statement using the following
scale:
1. Demonstrates awareness of their mood and emotions
1 Significantly less than others
2 Less than others
2. Makes others feel appreciated
3 About Typical
4 More than others
3. Is open and honest about mistakes
5 Significantly more than others
4. Makes ethical decisions Now, total those scores and

draw a line under your ratings.
5. Manages their emotions effectively in difficult situations
6. Recognise the hard work and achievements of others
Your Experience Of Your Worst Boss / Co-worker
How did your worst boss/co-worker make you feel?
Write down three words…
1. ___________________________
2. ___________________________
3. ___________________________
Your Experience With Your Worst Boss / Co-worker
How well did your worst boss / co-worker engage you?
1 2 3 4 5 6 7 8 9 10
Utterly ‘Meh’ Highly
Disengaged Engaged
Your Experience With Your Best / Worst Boss / Co-worker
What was your score for your best boss/co-worker?
Score _____________
What was your score for your worst boss/co-worker?
Score _____________
Your Experience Of Your Best / Worst Boss / Co-worker
What three words did you write for your best boss/co-worker?
1. _______________________
2. _______________________
3. _______________________
What three words did you write for your worst boss/co-worker?
1. _______________________
2. _______________________
3. _______________________
Your Experience Of Your Best / Worst Boss / Co-worker
How engaged were you with your best boss/co-worker?
Score ___________
How engaged were you with your worst boss/co-worker?
Score ___________
‘People will forget what you said, people
will forget what you did, but people will
never forget how you made them feel.’
- Maya Angelou
Wheel of
Life
5. Emotional Intelligence & Body
Language - Review
• Think about the topics and present
what you have learnt.
• Transfer Your Learning

2. How can you apply it?
3. When can you apply it?
4. Who can help you?

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London Corporate Training

Effective Communication and

All Day? Night?

In four corners of the room, meet to discuss…

1. Who is the most challenging person to communicate with, and why?

1. How can we define

What barriers get in the

Feedback: My clouded perception

What problems can occur?

i. What external noises get in the way for you?

A. The words lose their meaning, or the message completely changes.

A. You’ll say what you mean…and mean what you say!

Q. How have these emotions impacted your communication?

1. Silent treatment 12.Whining

Our emotional Our Our autopilot

Q. How can using our emotional intelligence help?

A. Identify which thoughts trigger our emotional

What does this lead to?

Physical symptoms of fear and

If the answer is ‘yes’, you’ve probably

• It refers to an immediate and intense emotional reaction

• Psychologist Daniel Goleman first used this term

• In other words, it's when someone "loses it" or seriously

• Goleman's term aims to recognise that we have an

• While the amygdala is intended to protect us from

Calm, Peaceful, Focused

2. Analyze what it makes me think.

3. Process how it makes me feel.

4. Think about what it makes me want to do.

5. Inquire about their side of the story

5 steps to better communication

Use the chart to break down a

• E.g “I get in my car and turn right out of the drive.

3. Person A reads their journey to person B.

• Person B then say what they have heard.

• Person A checks whether this is accurate.

• If it is, carry on with the next stage of the journey.

• Continue this way until the journey is ended.

4. Then swap over.

Typically, when we’re

• In pairs, one person speaks for 1 min about their

• For example, if your team members think you’re

• If you’re in this situation, it’s essential to step

Robert Cialdini has been studying the

• Or struggled to ask for what you

• We've all been there, and it doesn't

This is why assertiveness is so important.

• If you have difficulty being assertive, it

• It can also cause you to miss out on

1. Feel depressed or hopeless.

2. Have low self-esteem.

3. Have poor relationships.

2. Improved leadership style.

3. Increased ability to negotiate “win-win” solutions.

4. Improved problem-solving skills.

5. Lower anxiety and stress.

There are two main reasons:

• Assertiveness is a behaviour/attitude more than a technique.

• Complete on the handout.

1. Describe a behaviour that has a negative impact on the speaker.

Head: I think that an exceptional

Heart: How I feel about

Feet: (Foundations) A communication